C2A-Award Contract Citywide Janitorial ServicesCOMMISSION ITEM SUMMARY
Condensed Title: I Request For Approval To Award A Contract, Pursuant To Invitation To Bid No. 269-2013ME, For Janitorial Services, Citywide.
Ke Intended Outcome Su orted:
Ensure well maintained facilities and ensure ualit and timel delive
Supportin Data Surve s, Environmental Scan, etc: N/A
Item SummaryfRecommendation:
The purpose of Invitation to Bid (ITB) 269-2013ME was to establish contracts by means of competitive sealed bids to qualified
providers of janitorial services. The contract shall remain in effect for an initial year term of three (3) years, with an option to renew
for an additional two (2) one-year periods, as allowed in the ITB.
City locations are categorized into two (2) groups. Bidders were required to submit prices for all location within one group and
provide prices for additional services within each group for services that may be needed and could be added and/or deleted as
needed throughout the life of the contract. Please refer to Appendix A for the locations included in each group.
Invitation to Bid (ITB) 269-2013ME was issued on June 7, 2013, with an opening date of July 12, 2013. Thirteen {13) bids were
received in response to the ITB. The lowest responsive, responsible bidder was deemed to be United Services, Inc.
The request for approval of this item was initially presented at the September 11, 2013 City Commission meeting. At that time, the
City Commission deferred the item and requested that a staffing plan by the recommended contractor be provided. The staffing plan
is included in the attached memo.
Notwithstanding the request for a staffing plan, it is important to note that the contract is structured as a performance-based
contract, which emphasizes the level of performance required rather than the number of employees a given contractor must deploy.
United Services has committed to considering those employees retained by the current contracts. Within 90 days of contract
commencement, United Services will report to the City the current contractor employees that have been retained and reason(s) why
any current employee may not have been retained.
RECOMMENDATION
United Services, Inc., is the lowest responsive and responsible bidder in both groups. Therefore, it is recommended that both groups
be awarded to United Services, Inc. The secondary bidders are Service Keepers Maintenance and ISS Facility for Group 1 and 2,
respectively. The secondary bidders will be utilized in the event that the primary bidder fails to provide services as required under the
ITB.
Advisory Board Recommendation:
Financial Information:
Source of A.mount Account
Funds: -"~ $ 820,159 520-1720-000325 -Property Management
~g $ 242,730 435-9962-000325 -Sanitation -Beach Front restrooms
, -;> ,o;, $ 15,600 435-0430-000325 -Sanitation
~ rv $ 37,500 011-1210-000325 -Fire
f.-5 $ 3.250 425-0410-000325 -Public Works
z:;3 $ 3,100 425-0420-000325 -Public Works
.7:3 $ 3,000 427-0427-000325 -Public Works ,......,,_
~ "'.') $ 14,300 510-1780-000343 -Fleet
I ./I ,J " 'JI._ $ 300,000 480-0463-000325 -ParkinQ -Janitorial ' "'-.\, ~ ) ~ rJ/ $ 90,000 480-0463-000325 -Parking -Pressure cleaning ..___. ( £)"! $ 100,000 142-6976-000325 -Parking -Janitorial
( c ! $ 16,000 142-6976-000325 -Parking -Pressure cleanina
I [.() $ 95,500 463-1990-000325 -Parking -Janitorial
~ ~) $ 16MO 463-1990-000325 -Parking -Pressure cleaning a. D2_ $ 108,000 467-1996-000325. Parking -Janitorial
.J/l (J $ 14,000 467 -1996-000325 -Parking -Pressure cleaning
OBPI Totar $1,879,139
Financial Impact Summary: The annual cost associated with City-wide janitorial services is sub1ect to funds availability approved through the annual budgeting
process. Account information and availability offundsshall be verified and approved for each request prior to procuring1he services. The funding and accounts noted above
are the FY 2014 budael amounts.
Citv Clerk's Office Leaislative Trackina:
Alex Denis, Extension 6641
MIAMI BEACH
24
AGENDAITEM (.;{,4
DATE c9-!d -/</
C9 MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeach~.gov
COMMISSION MEMORANDUM
TO: Mayor Philip Levine and Member
DATE: February 12, 2014
SUBJECT: REQUEST FOR APPROVAL
INVITATION TO BID NO.
CITYWIDE.
0 AWARD A CONTRACT, PURSUANT TO
69-2013ME, FOR JANITORIAL SERVICES,
ADMINISTRATION RECOMMENDATION
Approve the award of contract.
KEY INTENDED OUTCOME SUPPORTED
Ensure well maintained facilities and ensure quality and timely delivery of capital projects.
FUNDING
The annual cost associated with City-wide janitorial services is subject to funds availability
approved through the annual budgeting process. Account information and availability of funds
shall be verified and approved for each request prior to procuring the services. The funding and
accounts noted above are the FY 2014 budget amounts pending Commission approval.
$ 820, 159
$ 242,730
$ 15,600
$ 37,500
$ 3,250
$ 3, 100
$ 3,000
$ 14,300
$ 300,000
$ 90,000
$ 100,000
$ 16,000
$ 95,500
$ 16,000
$ 108,000
$ 14,000
$1,879, 139
520-1720-000325 -Property Management
435-9962-000325 -Sanitation -Beach Front restrooms
435-0430-000325 -Sanitation
011-1210-000325 -Fire
425-0410-000325 -Public Works
425-0420-000325 -Public Works
427-0427-000325 -Public Works
510-1780-000343 -Fleet
480-0463-000325 -Parking -Janitorial
480-0463-000325 -Parking -Pressure cleaning
142-6976-000325 -Parking -Janitorial
142-6976-000325 -Parking -Pressure cleaning
463-1990-000325 -Parking -Janitorial
463-1990-000325 -Parking -Pressure cleaning
467 -1996-000325 -Parking -Janitorial
467-1996-000325 -Parking -Pressure cleaning
BACKGROUND
The purpose of Invitation to Bid (ITB) 269-2013ME was to establish contracts by means of
competitive sealed bids to qualified providers of janitorial services. These contracts shall remain
in effect for an initial year term of three (3) years, with an option to renew for an additional two
(2) one-year periods, to be exercised at the City Manager's sole discretion.
25
Commission Memorandum -/TB 269-2013ME -Janitorial Services, Citywide
February 12, 2014
Page 2
The contracts consist of providing janitorial services to City facilities and parking garages which
include administrative offices, recreational facilities, parking facilities and public restrooms. The
awarded companies shall provide all supervision, administrative support, labor, subcontractors,
materials, supplies and equipment, and shall plan, schedule, coordinate and assure effective
completion of all required services.
The specifications of this ITB were reviewed by the Sustainability Committee. Accordingly, the
ITB was issued with language which will require the successful vendor to use environmentally-
preferable cleaning chemicals and paper products & plastic trash bags/liners and maintain
cleaning standards.
ITB PROCESS
Invitation to Bid {ITB) 269-2013ME was issued on June 7, 2013, with an opening date of July
12, 2013. A pre-bid conference and site visit to representative locations included in this ITB
scope of services was held on June 18, 2013. During the pre-bid conference, prospective
bidders were instructed on the procurement process and the information their respective
proposals should contain.
The Public Group issued bid notices and 42 bidders accessed the advertised solicitation which
resulted in the receipt of the following thirteen (13) bids:
1. Staffcaft Miami Corporation
2. DTZ -UGL Services
3. Omarcio Cleaning Services, Inc.
4. Service Keepers Maintenance, Inc.
5. Professional Building Services
6. Federal Janitorial
7. OJS Systems, Inc.
8. Stockton Maintenance Group, Inc.
9. American Multiservices & Janitorial
10. United Services, Inc.
11. ABM Services, Inc.
12. Vista Building Maintenance Services, Inc.
13. ISS C&S Building Maintenance Corporation
The ITB stated that the lowest responsive, responsible bidder meeting all terms, conditions, and
specifications of the ITB will be recommended for award per location, group, or in its entirety, as
deemed in the best interest of the City. Veterans and local preferences will be applied as
applicable in the tabulation of bid prices received. Please note that neither veteran nor local
preference was applied to any of the bidders. In the review of bids received and consideration of
award, the City reserves the right to waive nonmaterial irregularities or technicalities in a bid
received.
City locations are categorized into two (2) groups. Bidders were required to submit prices for all
location within one group and provide prices for additional services within each group for
services that may be needed and could be added and/or deleted as needed throughout the life
of the contract. Please refer to Appendix A for the locations included in each group.
Below is a summary of the pricing submitted by all bidders for each group. Please note that
mathematical errors were corrected by Procurement.
26
Commission Memorandum -/TB 269-2013ME -Janitorial Services, Citywide
February 12, 2014
Page 3
United Services Inc.
Service Keepers Maintenance
American MS Janitorial
ISS Facility
Omarcio Cleaning
Federal Janitorial
OJS Systems
DTZ
Staffcaf Miami
Vista Building Maintenance
Professional Building Service
ABM Janitorial
Stockton Maintenance Group
* Lowest responsible and responsive bidder per group.
** Second lowest responsible and responsive bidder per group.
United Services Inc.
ISS Facility
American MS Janitorial
Omarcio Cleaning
Professional Building Service
Federal Janitorial
Service Keepers Maintenance
OJS Systems
DTZ
Stockton Maintenance Group
Vista Building Maintenance
ABM Janitorial
Staffcaf Miami
* Lowest responsible and responsive bidder per group.
** Second lowest responsible and responsive bidder per group.
*$ 840,026.64
**$ 905,526.96
$ 922,967.88
$ 931,024.20
$ 968,973.60
$ 1,093, 780.08
$ 1,231,440.00
$ 1,248,947.69
$ 1,317,100.00
$ 1,401, 110.76
$ 1,478,770.59
$ 1,559,099. 76
$ 1,807, 100.30
*$ 518,842.56
**$ 564,379.20
$ 604,086.84
$ 612,322.32
$ 617,220.00
$ 659,447.04
$ 668,289.84
$ 670,620.00
$ 714,845.03
$ 737,960.15
$ 899,978.40
$ 1,310,582.28
N/B
United Services, Inc. is the lowest responsive and responsible bidder in both groups. Therefore,
it is recommended that both groups be awarded to United Services, Inc. The secondary bidders
are Service Keepers Maintenance and ISS Facility for Group 1 and 2, respectively. The
secondary bidders will be utilized in the event that the primary bidder underpertorms or fails to
provide services as required under the ITB.
27
Commission Memorandum -/TB 269-2013ME -Janitorial Services, Citywide
February 12, 2014
Page 4
United Services Inc. has been in business for 26 years. The following is a brief summary of the
experience of the company:
• United Services Inc. services over 39 building within and for the City of Miami including
administrative and ancillary services, gyms, parks, theaters, overnight facilities, and boat
Marianas.
• United Services Inc. provides services to all areas for Mary Brickell Village including
several square city blocks of varying client types. The scheduling of services and the
time of completion is critical to the ongoing success of the complex. Employees with
varying skills for the cleaning of settings entirely different in scope and scale are needed
to ensure the effective completion of each and every task at this location.
• United Services Inc. is responsible for 49 buildings located within the City of Newark with
thousands of visitors. The buildings vary in purpose, from City Hall and the Mayor's
Office to educational buildings offering City sponsored classes, police stations, and
courthouses.
• United Services Inc. provides services to New Jersey Institute of Technology, with an
average of one new building a year since 1984. United Services Inc. is responsible for all
the periodical maintenance within the majority of these buildings. They have also
provided pre & post construction services clean-up during these construction phases.
State of the art equipment, along wlth strategic placement of chemical command dispensing
systems, and the use of a computerized work order tracking software to calculate the proper
amount of work per night for the employees made possible for United Services, Inc. to create
consistency and in line with the customer task frequently schedule.
CITY MANAGER'S DUE DILIGENCE
After considering the review and recommendation of City staff, the City Manager exercised his
due diligence and carefully considered the specifics of this ITB process. As a result, the City
Manager recommends to the Mayor and City Commission to award the contract to United
Services, Inc. the lowest responsive and responsible bidder. Further, in the event that the
primary bidder underperforms or fails to provide services as required under the ITB,
recommends awarding contract to the secondary bidders, Service Keepers Maintenance and
ISS Facility for Group 1 and 2, respectively.
UPDATE REQUESTED BY THE CITY COMMISSION ON SEPTEMBER 11, 2013
At the September 11, 2013, this item was presented for consideration by the City Commission.
After discussion, the Commission deferred the item and requested that a staffing plan by the
recommended contractor be provided.
On October 4, 2013, United Services Inc. provided the staffing plan, included in Appendix B.
Highlights of the Staffing Plan include:
• Organizational Chart: The organizational chart includes a plan for contract-specific
managers and supervisors.
• Start-Up and Transition Plan: This section addresses the desire to consider retaining
current contractor staff.
• Employee RecruitmenUDevelopment: This section addresses how employees are
recruited and retained, including training to reduce turnover, improve employee morale
and enhance customer service.
• Staffing Plan: This section addresses how the necessary hours to service each facility
28
Commission Memorandum -/TB 269-2013ME -Janitorial SeNices, Citywide
February 12, 2014
Page 5
translates into equivalent full time not part time positions.
• Communication and Responsiveness: This section addresses the firm's plan to maintain
responsiveness and communication, including a 24 hour hotline.
The current janitorial service contracts require five (5) days of service, utilizing three contract
providers with a total of full-time and part-time janitorial service employees as indicated in Table
1. Part-time employees are those employees working 35 hours or less per week. Full-time
employees are those employees working 40 hours or more per week. The source of information
for the staffing figures reported for the current contractors is the payrolls submitted and
confirmed by each firm. The proposed new contract calls for a reduced level of service varying
from two (2) to three (3) days for most facilities while maintaining the status quo for other
facilities. The staffing levels proposed by the recommended contractor maintains a hybrid of
part-time and full-time employees with the totals also indicated in Table 1.
Table 1, Current Staffing Ratios
ISS 4 FT 8 PT
Professional Building Services 5 FT 0 PT
Omarcio 5 FT 10 PT
Totals 14 FT 18 PT
United Services (Proposed) 24 55
United Services, Inc. intends, as part of their startup and transitioning process, to transfer any
and all existing employees. United Services has noted that it is an advantage to an incoming
firm to be able to retain employees familiar with the client and required practices. However, the
employees will need to meet the hiring requirements and qualifications, including passing the
necessary background checks. Background checks were not required in the current contract.
Additional employees will be hired from solicitation in local papers.
Notwithstanding the above, it is important to that the contract is structured as a performance-
based contract which emphasizes the performance required rather than the number of
employees a given contractor must deploy. Within 90 days of contract commencement, United
Services will report to the City the current contractor employees that have been retained and
reason(s) why any current employee may not have been retained.
In addition to the results of the ITS highlighted herein, the Administration reached out to
Respect of Florida (Respect), an organization that provides employment opportunities for
individuals with disabilities, to inquire about the possibility of the City contracting with Respect
for services on some or all sites. However, the pricing proposed by Respect is significantly
higher, approximately double, than the pricing proposed through the ITS.
CONCLUSION
The Administration recommends the award of the contract to United Services, Inc., the lowest
responsive, responsible bidder pursuant to Invitation to Bid (ITB) 269-2013ME, for janitorial
service, citywide, and further, in the event that the primary bidder underperforms or fails to
provide services as required under the ITS, recommends awarding contract to the secondary
bidders, Service Keepers Maintenance and ISS Facility for Group 1 and 2, respectively.
JLM/MT/KGB/AD
T\AGENDA\2014\February\Procurement\ITB 269-2013ME -Janitorial Services -MEMO.docx
29
Commission Memorandum -/TB 269-2013ME -Janitorial Services, Citywide
February 12, 2014
Page 6
APPENDIX "A"
LOCATIONS PER GROUP
.
GroUp 1· ..
.
GROUP2 ... ;· ... . . . .. LOCATION ... > ··• ; ;;' · ..... :--.--~ LOCATION,
.. ... ..
.•' " '· ..
City Hall South Pointe Park Ocean Rescue Facilities &
Activity Room
City Hall Garage Offices Scott Rakow Youth Center Complex
777 Building Scott Rakow Youth Center Ice Rink
555 Building South Shore Community Center
Fleet Management 21st Street Recreation Center
Sanitation Building North Shore Rec & Tennis Center
Police Athletic League and Rec Center Normandy Shores Park
Police Station Normandy Shores Guardhouse
Fire Station #2 Administration Normandy Isle Park & Pool
Fire Station 2 Support Services I EOG Parks Maintenance Facility
North Beach Police Substation Ocean Front Auditorium
Property Mgmt Office & Maintenance Beach Patrol Office
Public Works Operations Building Flamingo Park Pool
Marine Patrol Office and Public Restroom Flamingo Tennis Center and Restrooms
Police Internal Affairs (225 Washington) Flamingo Park Baseball, Football Stadium &
Softball Field Restrooms
S. Pointe Park Beach Public Restroom North Shore Open Space Offices
3rd Street Beach Front Public Restroom Muss Park Pavilion & Restroom
6th Street Beach Front Public Restroom Crespi Park Center & Restroom
10th Street Beach Front Public Restroom Tatum Park Center & Restroom
14th Street Beach Front Public Restroom Stillwater Park Center & Restroom
21st Street Beach Front Public Restroom Fairway Park Center & Restroom
35th Street Beach Front Public Restroom 12th Street Parking Garage
46th Street Beach Front Public Restroom 16th Street Parking Garage
53rd Street Beach Front Public Restroom 17th Street Parking Garage
64th Street Restrooms 42nd Street Parking Garage
Unidad Senior Ctr Public Restrooms 13th Street Parking Garage
7th Street Parking Garage
City Hall Parking Garage
Pennsylvania Parking Garage
Sunset Harbor Parking Garage
Parking Department Operations Building
30
Commission Memorandum -/TB 269-2013ME --Janitorial Services, Citywide
February 12, 2014
Page 7
APPENDIX "B"
UNITED SERVICES STAFFING PLAN
31
October 3, 2013
Mrs. Maria Estevez,
City of Miami Beach
Procurement Assistant Director
CPPO, CPPB,
Department of Procurement Management
1700 Convention Center Drive,
Miami Beach, FL 33139
Mrs. Estevez;
'-...... ~ .......
UNITED SERVICES, INC.
-011r Success Is C11sfullfer JJn\1in.
Pursuant to the requests made of United Services during our meeting,
please find enclosed ail the additional information that was requested, that we believe answers aJl
of the questions as they were asked of us.
Thank you for your time and in the event that you require any additional informa6on,
please do not hesitate to contact me at your earliest convenience at 877-874-2447.
2?::fully; rFfhlc
! ::i::: .
President
United Services, Inc.
Enclosure
32
w w kQJ1£QBd '{!1:_ Q!J.Q4JYl~J-lLQJX4L-C«dB~r ___ .l __ -----.. ---. NJ Operation 11, Support United Services, Inc. Coqxirate Office ..... President • FJa. Opemtions Manager Mr. Victor Milian I ., Financial l, Mr. Gaven l r----Q~-~lify A~~~~ce '--~~~~~~~__,., 1 City of Miami Beach ! L .. · · Tina Condina . . .. "2' ~tll!K! ~:wt~iMiw<il¥ _ , iii:>.. _a ff il;slM~ . & i I·. . 0 •. Mt· ,l1~13~Z ··.·•···· .. City of MlamiBeachl r---City of Miami Beach Area Manager ' I Area Manager · Mr. Carlos Otibe ·. I l Rpbert Birkheimer .. ~ (. ·+•-,.,,,;,.·-• .; ......... ) Area Managers Area Manage:rs ' ~ ' ' ) ; i, _, r ~-Da; Shift·-·1 ,~Aft~~;on Shiftl 11-I;enin~-sliifi _____ l ! t( >! , • I i •. S · · . . . j : .S . • I I< >[ . . Sµpervisor/s . 1 I '"::;:;I~;,,,,,,, ~,,, 'o~nll,S)'',~, i"; :,,.,,.,,,,.,,.,,.,' ,,_. 'J 1-ifra!:~ -~l i--,\fi~iibe~hiftHI IEv~~~~ft : L··•·· ~D .. : • I 1 -J'BP -·-J i .... ,,. tBD.... l ~~---· i . ltM ~b ~ilj,~C•J t,..,.._.,._,,;:,e -.. _~Ul~i~-6~ l H ' ", .... ..:.-~ • -• ·--~·
"'---~
UNITED SERVICES, INC.
-011r S11cceu I& Cflao111er DllVf:lf.
ST ART-UP & TRANSITION
Once United Services, Inc. has been awarded the contract; our tentative
action plan will be implemented. The corporate office will initiate mobilization of our
Miami office to prepare for an impending start-up, of which select individuals within the
company will be responsible for initial oversight and manning. At the very onset of the
City of Miami Beach contract, United Services, Inc. will have corporate management as
well as the Regional Manager that will have ultimate responsibility for the account, and
the site supervisor on-site. They will remain with the account for the entire phase-in and
mobilization period. We expect this to last no more than 45 days.
We will then respectfully request a meeting with site management. Issues that we
will look for immediate resolve to, will be staffing, cleaning times and schedules, keys,
access codes, badging, secured areas, uniform appearance and acceptance, storage access
for pre-identified equipment and supplies, vehicles, communication devices and their
respective frequency use approval, logistics and other pertinent data, to the initial start-
up/transition phase. Equipment, supplies and the necessary transportation vehicles we
believe we will need, will be ordered and upon delivery tagged and placed in their
respective building locations.
Once access to the areas is granted, the regional manager as well as the account
manager and quality assurance inspector will begin the painstaking process ofloading
and confirming all plant data, from square footage of areas, to wall and floodype, into
our computerized database for eventual use inpxgQuality Improvement Program, and
our Work Orderffime Mmmgement-TrackingSoftware Program. During these rounds,
building occupants may be questioned as to preferences that are not qualified or
quantified by the contract specifications. Because this is very time consuming. we look to
begin this task as soon as practically possible. Simultaneous to that effort, United
Services Inc. will begin to arrange for interviews of existing personnel. Current cleaning
management & staffing will be interviewed for potential hire. Where the client is in
acceptance, United Services Inc. prefers to hire some of the existing personnel, allowing
for a somewhat smoother transition period. Familiarity with buildings, areas, keys and
other logistical information can make a considerable difference during a phase-in and
mobilization period.
34
Since we expect to have additional employees on-hand to ensure a smooth
transition of the contract, we will also be placing adds at this time in the local papers. for
recruitment of additional qualified personnel.
United Services Inc. corporate office will look to begin in-servicing and training
groups of the qualified employees on our policies and procedures, the products we use
and their application, equipment, and what they can expect from us as well as what we
expect from them.
Employees will begin to be designated areas of responsibility, ensuring each
individual is aware of what is expected of him/her. Cross training will ensure that when
an individual is unexpectedly out, someone is capable of filling the position.
The corporate office will then look towards oversight of the account rather than
active participation on a <lay-to-day basis. Visits will be bi~weekly from a Regional
manager and or a Quality Assurance Inspector. We will look to arrange monthly meetings
with the client in order to establish a clear channel of communication between not only
our account manager, but the client as well. A quarterly visit from the president or vice
president of the company will ensure that the client is receiving the attention and service
that it has requested.
Inclusive in that transition, is the transfer of any and all existing employees that
the City of Miami Beach feels may be beneficial. inclusive of supervision and
management. This can only be done however, in the event that the employees not only
meet the hiring requirements placed upon us by the city contract, that they be approved
by the city as a candidate the city wishes to continue to benefit from as an excellent
employee, and that they meet the hiring qualifications, pass the necessary background
checks etc., of United Services, Inc. Certainly existing employees aide in a smooth
transition, so it would certainly be our intent to look closely at each and every employees
the city may recommend.
United Services, Inc. will also establish a pool of cleaning personnel, available for
dispatch on notice, in the event additional personnel are ever needed, an employee caJJs
out sick, vacation or other emergent needs arist'! for replacement or additional coverage.
United Services, Inc. will ensure that all members of this pool are pre-qualified and
approved for work by the City of Miami Beach for employment on the site.
35
OBJECTIVE TIMELINE
STARTUP TRANSITION: 45 davs Start Date Finish Date Remarks
Letters of Introduction
Establish Chain of Command
Establish Local Mobilization Office Area
Meet with Site Management & R~resentatives
Formulation of Advisement Committee
-~··-·--
Order, Eouipment, Supplies, Vehicles & Comm. Devices
Uniform Aooroval
--·~
Key Access Identification
Compilation of Comouter Data
Develop Site Specific QA Program
Emolovee Hirino & Processino __ .,,,.
Drug Testing Implementation
Badaina. Finoerorintina & Final Processing
Job Description. Job Requirements Handout
Installation/Education of Command Centers
Orientation & In-Services --·---
Uniforms & Lockers
Office Installations
Introduce PreliminarvWork Plan & Schedules
Emeraencv ContacUOn-Call List Develocment
Emeraencv Plan(sl Review, Develooment
~".It~ Sue:elies Product Aee:roval Lists
Tag & Chart Integral Eciuioment ...
Implement Color-Coded Buck.et & Rinoers
Initiate Incentive Proaram
Create & lmclement Snow Plan
Accurate Daily Log Development & Implementation
Emolovee ManualfDistribute ·-··-··-·-··-·--
Address Contingency Issues
36
/ -......... ~ ......
UNITED SERVICES, INC.
-011r &ua:l!SS le C118toHter Dn\1'11
Employee Recruitment & Development
Employee Recruitment
United Services is able to attract qualified, experienced employees who require a
stable job with regularly scheduled hours. Our continued success provides many
opportunities for advancement and promotion from within. In previous years United
Services has grown significantly, yet we have not hired any employees who are
unfamiliar with our company. Friends of current employees refer the majority of our
prospects to us. Affiliations with local colJeges and vocational centers also ensure a
quality applicant to choose our work force from. Our open-door policy, combined with
providing well-supervised and steady work, has helped us provide exceptional staff.
We have found that prospects are attracted to United Services for its reputation
for providing stable, regular work hours in a healthy and safe work environment. Also, by
having the proper amount of supervision and training, they receive the total support of
our opportunities for advancement. In addition, because we promote from within, it helps
us to attract and retain qualified personnel.
Employee Development
The hiring process at United Services begins with the completion of our
Employment Application. Representatives from our Human Rcs<,>lJ!CeS Department are
available to assist applicants if necessary.
·· Tlie·appUcantis then interviewed. The interview process focuses on the
individual's work history, an analysis of previous cleaning experience and the suitability
of placement at current or anticipated job openings/locations.
A second interview with an Operations Department Manager is held in order to
ensure that job placement and job location specifications are clearly understood by the
37
applicant. As well as serving as a second screening level, this interview acts as the
initial orientation to the requirements of the job site.
The orientation session consists of three phases:
• Overview of United Services
• Employee orientation
• Customer orientation.
The first phase of the orientation program provides the new employee with an
overview of the company. This phase includes information on the company's origin and
growth, current size and composition, position in the marketplace, commitment to
customer satisfaction, and expectations for the future. This phase also includes a
description of our company benefits, employee-related programs, and career
opportunities within the company.
We offer the following training £,TUides to our cleaners and supervisory personnel.
Training and safety videos will be shown. Our training has the following objectives:
• Reduce employee turnover, and Improve work quality
• Improve employee morale and production
• Enhance customer satisfaction
These videos were prepared and researched by BSCAI. the world's largest
organization devoted to promoting professionalism within the industry by furthering
education to its membership. AH new employees attend the class as part of their training
and Quality Improvement Program. Each employee is trained by a United Services Inc.
certified training supervisor and tested upon completion. Upon passing the test, each
employee receives certification for having satisfactorily completed the course.
The following videos arc used:
• Employee Orientation
• Quality Control
• Customer Relations
• Safety in the Workplace
• The Art of Care-Taking
38
Once employed, United Services motivates its employees by recognizing our
personnel in the following ways:
• Providing thorough pre-employment and on-site training a well-educated
employee.
• Creating a positive work environment at each location and providing outstanding
supervision.
• Offering opportunities for advancement.
• Keeping employees informed about the company's business.
• Recognizing our employees for their years of service and for outstanding
performance.
In many locations, United Services (with agreement from the client) has been able
to implement an "employee of the month'' program, whereby we recognize
outstanding perfonnance on a monthly basis. The employee receives a gift certificate
or cash reward, and his or her picture is posted in recognized areas, along with our
newly developed merit badge system, which enables the employee to be recognized by
his peers as well as the entire public for his or her accomplishments.
39
Staffing Concerns
Concerns were voiced to United Services, Inc. referencing what was describe as two
varying submittals by United Services with regard to the appropriate staffing that United
Services, Inc. was proposing for the City of Miami Beach.
Keeping in mind the complexity of the contract, and the fact that many buildings/sites
will require the utilization of a part time employee, United Services corporate personnel agreed
in a meeting that we believed the utilization of part time employees would be somewhere
around 20-25% of the employee base, thereby best serving the City of Miami Beach, while
simultaneously allowing United Services flexibility in our staffing schedules.
Our consultant chose to use 20% in his formulation for part time staff and our vice
president elected to use 25%.
It will be the intent of United Services, Inc., based on a further analysis, to provide the
city of Miami Beach with a firm and concrete number of full time employees versus part time
employees.
We are certain however, in our formula for the total number of hours we will be
providing the City of Miami Beach for a total, complete and comprehensive cleaning service, as
requested within the contract specifications. That breakdown, to full and part time employees
will be a constant changing dynamic during the initial start-up, as we search to maximize the
utilization of full time employees versus part time.
40
Building
City hall
/Offices located at the city hall Parking
77 Building
55 Building
!Scott Rakwo youth center & Ice Rink
cott Rakwo youth center & Ice Rink
11 olice Sation & Parking Garage
I Fire Sation two adm. Building
outh Shore Community Center
I North Beach Police Sub-Station
.h I st Street Recreation Center
>cean Front Auditorium
jNorth Shore Bandshell
'· forth Shore Recreation Center
forth Shore Open Space Trailer Offices
IMuss Park
:respi Park
1 • 'arum Park
!Stillwater Park
airway Park
11~ormandy Shores Park
I Normandy Shores Guardhouse
lonnandy Isle Park & pool
!Parks Maintenance Facility
lnropertyManagement Office & Maint
:each Patrol Office
!Police Athletic League Building
' 'lamingo Park Pool
lamingo Park in-out Tennis courts
!Flamingo-Baseball & Football Stadium
ublic Works Operation Buildings
1• arking Department Operations
I Marine Patrol Office & Restrooms
outh Pointe Park Ocean Rescue
t drc Station Two-Suport-EOC
I Pol ice Internal affairs
lcet Management
I Sanitation
Preliminary Staffing Plan
City of Miami Beach
Staffing hours
Tuesdav & Fridav Mon-Wed-Thurs Sat & Sun
24 24
16 16
7 2
4 1.5
12 12 1317.5
Included above
32 12
1.5 I
5 2
I 0.75
4.5 I
2 0.5
as Requested Facility
15 15 15.5
l 0.5
0.75 0.75
0.75 0.75 0.75
0.50 0.50
0.50 0.50 0.50
0.50 0.50 0.50
0.50 0.50 0.50
0.50 0.50
4 l
I 0.50
2.5 0.50
0.75 0.50
4 4
2 2 I
2 0.5
2 2 2
3 I
I 0.5
I 0.5
I 0.5
1.5 0.5
I 0.5
3 0.5
4 0.5
41
Approx.
#ofFTE-PT
1 FTE-4 PT
1FTE-2 PT
1 PT
1 PT
2 FTE-l PT
2 FTE-4 PT
1 PT
1 PT
I PT
I PT
l PT
2 FTE 1-2 PT
l PT
l PT
l PT
l PT
l PT
l PT
I PT
I PT
I PT
l PT
1 PT
l PT
I PT
I PT
I PT
I PT
I PT
1 PT
I PT
I PT
I PT
l PT
I PT
I PT
Building
!South Pointe Park Rest room
'hird St. Restroom
1uth. St Restroom
11 0th. St. Restroom
4th. St. Restroom
I '21st St. Restroom
11 sth. St. Restroom
6th. St. Restroom
I 53rd. St. Restroom
' -4th. St. Restroom
fnidad Senior Citizen Public Restrooms
I
1 • th Street Garage
I I 2th Street Garage
3th Street Garage
11 6th Street Garage
I
I
11 7th Street Garage
r-
'
2nd Street Garage
I
'<,_' "'•''Pe'-"\:P~JoUU'~'-' '
I
I
ity Hall Garage
I
J
I Pennsylvania Garage
'"unset Harbor Garage
Preliminary Staffing Plan
City of Miami Beach
Staffing hours
Tuesdav & Fridav Mon-Wed-Thurs Sat & Sun
(6FTE' will be assigned to all Restrooms.)
(6FTE' will be assigned to all Restrooms.)
(6FTE' will be assigned to all Restrooms.)
(6FTE' will be assigned to all Restrooms.)
(6FTE' will be assigned to all Restrooms.)
(6FTE' will be assigned to all Restrooms.)
(6FTE' will be assigned to all Restrooms.)
(6FTE' will be assigned to all Restrooms.)
(6FTE' will be assigned to all Restrooms.)
(6FTE' will be assigned to all Restrooms.)
(6FTE' will be assigned to all Restrooms.)
Tuesday &Thursda)'. Fri-Mon
11 16
4 4
4 4
11 16
Mon-Sun
16
Mon-Fri Sat & Sun
6 2
Tues-Thurs Fri-Mon
l I 16
Mon-Sun
18
4
42
Approx.
# ofFTE-PT
6FTE
~
II
ti
ti
ti
11
11
"
II
II
I FTE -2 PT
I PT
I PT
I FTE-2 PT
2 FTE -2 PT
''.:;:
2 PT
2 FTE-2 PT
3 FTE - l PT
2-PT
Citv of Miami Beach & City of Miami
/
.......... ----UNITED SERVICES, INC.
-Ottr $uccess la C11Bto111t:r D1i'.v1.
United Services, Inc. has been providing janitorial services to the City of Miami for the past four
years and we believe, while we have others as well, this account bears many similarities as the City of
Miami Beach contract does.
Each of the accounts is similar in the number of buildings, both having in excess of 50. The range
of buildings and the utilization within, share similarities as well, with both constituting a make-up of city
provided, service buildings.
The cleaning employee count for each of the cities is very similar, as well as the make-up of
those employees, that being the need for day porter services, night cleaning services, part time work at
numerous buildings, and the need for vehicular cleaning routes.
That also translates into similar supervision requirements, equipment, and in many cases
supplies required by the contract.
And while the contract value looks different, it is in fact very similar when you take into account
that one utilizes a living wage, and one does not. When you remove the difference that the hourly rate
creates in the contract value, one can see that they are very similar indeed.
With the City of Miami Beach contract so close in size, complexiW,~lld demographics, and the
contract being right in our "wheel-house," we .believe ~hl~wiU.afde'nOtonlYthe City of Miami Beach in a
smooth transition, but alsgjn the ~Qnstant pmVfsiori of cleaning services .
• _-• • •• c ~ ' , • • --'
43
UNITED SERVICES, INC.
-011r &ua:css Is C118f(Jmer Df"Mn.
Summary of Continued Quality Improvement Program
Our CQI Program is comprised of Two (2) major components;
l. Standard Quality Improvement Program (Inspection/Follow up)
2. Formal Quality Circle Meetings
The Standard Quality Improvement portion of the program implements the process of
inspection, folJow up, and documentation. A computer QI software program, which
performs the tasks of randomly selecting inspection areas, supports the Standard Quality
Improvement Program. Each day a representative amount of areas/rooms are selected by
the computer (at random) for inspection. The quantity of inspections for the day are
based upon population fields to create a representative sample. The software system is
also used for creating an electronic file of inspections and results. In addition to this, the
Housekeeping Manager and Supervisors conduct daily or weekly Formal Rounds of the
accounts. During the rounds all aspects of quality are reviewed, including satisfaction
level of the staff and visitors in the areas.
The Fomml Quality Circle portion of the program implements the more contemporary
concepts of Total Quality Management by creating Quality Circle teams made up of
participants in the provision of the services, as well as participants of the recipients of the
service. Monthly meetings are conducted in a structured format to review results of the
standard QI program and to provide a format in which new ideas and recommendations
can be presented for group review. The Follow Up on the results of both components is
utilized in different ways to enhance and improve quality. In both cases the ri~sults are
made public to all housekeeping employees by posting on a D~partmental Quality Board
displayed in the Housekeeping Office.
The Standard Quality bn,n;i:9vement results are used as guides for; Re-performance,
Retraining, Dis~iplfoary Action & Quality Circle Meetings.
The Quality Circle results are used as guides for Redefinition of Methods, Retraining,
in new Methods & Progress Reviews.
Safety & Accident Prevention
United Services Inc. Safety Manual has policies and procedures in place to help
protect our workers and those within the facilities. Our policies looks to; aside from
designating a safety manager;
44
• Minimize health and safety tisks by providing sate and healthy work environments,
preventing unsafe acts, conditions and controlling exposures to health and safoty
hazards in the workplace.
• Provide and assure that appropriate health and safety programs exist, are current and
are in the place.
• Control heal.th hazards in the workplace and assure that employees are informed of
hazards and how lo protect themselves from overexposure.
• Communicate to employees all mandated medical findings and advise of appropriate
actions to be taken.
• Assure all managers and employees have received orientation. instruction and
training in health, on-going safety, policy and procedure and environmental
protection matters.
• Require that all health, safety. environmental protection and loss-control practices,
standards, laws and regulations are being observed relating to people. facilities,
materials, processes, wastes and the environment.
Staffin2 Contingency Plan
United Services Inc. looks to bargain in good faith with the collective bargaining
unit in an effort to maintain harmony at all costs. We wilI also look for the insertion of a
no strike-no lockout clause that would prohibit strikes, sympathy strikes, slowdowns,
sick-outs or any other forms of work stoppage, allowing for resolve of disputes
jurisdictionally.
W c will also forge relationships with local colleges, technical and vocational
centers as well as contact local social services and unemployment onices to establish a
"pool" of workers from which to draw from in the event of the unforeseen. Out of state
pools of workers would be scheduled to spend specific periods of time at the account
aiding in the daily work performance. Overtime would be used on an open basis, as
would the use of management in ensuring that tasks were performed as scheduled.
Security and Transportation in and out of the facility can be provided for the
protection of the employees during strikes and/or picketing. Employees compensation
can be modified for the undo hardship placed upon them.
OSHA Incident Rate
United Services Inc. is proud of our record within the Occupational and
Safety Health Act in that we have Q incidents on record over the course of the last 5 year
period. Consequently our severity rate is excelJent.
45
Communication
& Responsiveness
'-........~ ......
UNITED SERVICES, INC.
-Ovr 811ccl!.B& /g C/.1lft?J11rt:r Drll1:!f
We believe ourselves to be on the cutting edge in the use of technology to serve
our customers. As a company, we are continually searching for ways to improve our
service. As an example, our Quality Improvement Manager utilizes a Dell lnspiron
Notebook to reduce the time it takes to conduct and process an inspection. Our corporate
office, as well as each corporate account, have computers that are connected to a
corporate wide network, facilitating the ease of communication.
Each manager is well trained in computers, the use of various programs such as
Microsoft word, excel, powerpoint and outlook, and our various preventative
maintenance and work order time management tracking systems. We make the effort so
that we can communicate via e~mail over the Internet, our network, beepers, portable
radios and our 24-hour toll free line.
We encourage two-way communication and we have the personnel and systems in
place to facilitate this. We furnish regional managers, managers, lead men and workers
that are in a facility by themselves twoMway communication devices, enabling not only
United Services Inc., but the customer the option of contacting them immediately.
We believe a successful company is one that responds promptly and
efficiently. United Services Inc maintains a toll free, 24-hour line. which puts you in
touch with someone who has answersimrnediately. Our toll free line, 1-877-USl-24HR
is designed to guarantee you an immediate response, when you need one most.
46
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