item 11 Award a contract to CCS Facility Services Orange County, Inc. to provide janitorial services for the new public safety building and parking structure. (Cost: $768,535 per year)(Action Item) — Garden Grove City Council, September 8, 2026

Proposal for
Janitorial Services
Custom janitorial
solutions for the City
of Garden Grove’s
New Public Safety
Building
Proposal for
Janitorial Services
1 Proposal for
Janitorial Services
2 Table of Contents
PageSection
3Minimum Responsiveness Requirements
4Criterion A: Work Plan, Safety & Security Protocols
45Criterion B: Qualifications & Demonstrated Public Safety Facility Experience
59Criterion C: Cost Proposal
61Criterion D: Completeness of Response & References
63Required Forms: Proposal Letter, Insurance, Compliance, Non-Collusion 67Exhibits B, C, E, G and H
72Safety Data Sheets

Proposal for
Janitorial Services
3 Minimum Responsiveness
Requirement
Completion Status Item
Complete — submitted
via PlanetBids
Timely electronic submittal of the complete proposal through the City's PlanetBids portal by the date and time stated in the RFP.

Complete — attended;
signed in
Attendance at the mandatory facility tour as documented on the City's tour sign-in record.

Complete — all three
tiers priced
Complete Exhibit C (Cost Proposal and Tiered Pricing Schedule), including firm Year 1 pricing for all three service tiers (Tier 1, Tier 2, and Tier 3) and every required line item in Exhibit C Parts 3 and 4. A proposal that omits pricing for any tier or leaves any required line item blank is non- responsive per Exhibit C.

Complete — 60+
months documented
Complete Exhibit G (Proposer References and Qualifications Form), demonstrating not less than sixty (60) cumulative months of experience providing custodial services to public safety, law enforcement, detention, courthouse, or comparable secure government facilities, and a signed Part 5 certification.

Complete — active
registration
Active DIR Janitorial Contractor Registration (Labor Code §1420 et seq.) for the Proposer, verified against the California DIR public registry, and for each designated subcontractor performing janitorial services.

Complete — all three
tiers
Complete Exhibit H (Proposed Staffing Plan) addressing all three service tiers.

Complete — entity-
level signed
Signed Exhibit E acknowledgements at the entity level, with the individual employee and non-employee agreements to be executed as required prior to facility access.

Complete — all forms
signed
All other forms and certifications identified in the RFP's proposal contents checklist, completed, signed, and dated by an authorized officer of the Proposer.

Proposal for
Janitorial Services
Work Plan
4 Proposal for
Janitorial Services

Proposal for
Janitorial Services
5 CCS Facility Services provides janitorial services to over 1,500 local government facilities, and as such we bring a unique perspective to understanding scopes of service. We have thoroughly read and understand the Janitorial Work Plan. At the core of this program, the City of Garden Grove is looking for a trusted, competent, experienced, and contractually compliant partner to provide comprehensive janitorial, day porter, and periodic cleaning services to the new Public Safety Building. These services are tiered by service level need, and are specified by hours / full time employees.

The facility we are pricing
• Roughly 81,052 cleanable square feet across a building that never closes: 29 restrooms including two locker rooms with showers, dispatch, records, detention and holding, evidence, IT and server rooms, interview rooms, public lobby, offices, break areas, and the parking structure. • Every area count, square footage, floor type, and manufacturer-required protocol in our plan comes from Exhibit A (Facility Specification Sheet), confirmed against what we measured on the mandatory facility tour.

What does not change, whichever tier the City selects
• The non-negotiable minimums hold at all three tiers: restrooms cleaned and disinfected twice daily, 365 days a year; dispensers restocked and sanitary receptacles emptied every shift from Contractor-furnished supplies; locker rooms, records, dispatch, and break areas serviced at their mandated frequency.
• Security posture does not scale down either. Cleared and badged personnel only, escorted cleaning in the highest-restriction areas, no unescorted access under any circumstances, and no aerosol or strongly scented products in IT, server, or evidence areas.

What differs between the tiers
• Tier 1 Full Service, Tier 2 Standard Service, and Tier 3 Managed Service are priced as three complete work plans, not one plan with items removed. Crew size, shift structure, and the frequency of discretionary tasks step down; the mandated floor, the inspection discipline, and the on-call response capability do not.

How we will be measured
• We accept Exhibit I (Performance Requirements Summary) as the standard of performance, including the Part 4 deductions and liquidated damages, and we inspect against those same acceptance standards ourselves.

Criterion A — Work Plan, Safety &
Security Protocols
Understanding of the Scope of Services: a detailed, facility-specific approach to executing the Janitorial Work Plan across all three service tiers, referencing the areas, frequencies, and standards in Exhibit A (Facility Specification Sheet).

Proposal for
Janitorial Services
6 Criterion A — Work Plan, Safety &
Security Protocols
Understanding of the Scope of Services: a detailed, facility-specific approach to executing the Janitorial Work Plan across all three service tiers, referencing the areas, frequencies, and standards in Exhibit A (Facility Specification Sheet).

Tier 3 — Managed
Service
Tier 2 — Standard
ServiceTier 1 — Full ServiceWeekday (Mon–Fri)
222AM Shift: Number of custodians
111AM Shift: Number of porters
-11Bridge Shift: Number of porters
223PM Shift: Number of custodians
111PM Shift: Number of porters
Tier 3 — Managed
Service
Tier 2 — Standard
ServiceTier 1 — Full ServiceWeekend (Sat–Sun)
112AM Shift: Number of custodians
121AM Shift: Number of porters
112PM Shift: Number of custodians
121PM Shift: Number of porters
Tier 3 — Managed
Service
Tier 2 — Standard
ServiceTier 1 — Full ServiceTotal Proposed On-Site Labor Hours
240280320Weekday hours per week (all
shifts, all personnel)
649696Weekend hours per week (all
shifts, all personnel)
304376416TOTAL HOURS PER WEEK
Exhibit A defines the building we priced: a three-sto ry, 103,181 gross square fo ot police and detention facility at 11201 Acacia Parkway, operating 24 hours a day, 7 days a week with roughly 280 staff on site daily. After 8,211 sq ft of non-assignable space and 13,918 sq ft of non-cleanable space, 81,052 effective cleanable sq ft drives our staffing and pricing — 42,685 sq ft of offices and workstations, 18,296 sq ft of corridors, lobbies and public areas, 11,576 sq ft of security-constrained specialized areas, 6,025 sq ft of locker rooms and 2,470 sq ft of restrooms, covering 29 restrooms, 36 toilets, 12 showers and 37 lavatories across three levels. Six floor types each carry their own protocol: carpet (37,454 sq ft, extraction), VCT (28,462 sq ft, strip, wax and buff), s ealed concrete (8,242 sq ft), ceramic tile (3,164 sq ft), terrazzo (1,616 sq ft) and rubber gym flooring (1,903 sq ft) — terrazzo and rubber maintained by the manufacturer-specified method with the specialized equipment Exhibit A calls for.

Proposal for
Janitorial Services
7 CCS Facility Services (“CCS”) has reviewed Exhibit A (Facility Specification Sheet) in detail and has built its Janitorial Work Plan approach directly from the Public Safety Building's (PSB) actual space inventory, floor substrates, and fixture counts — not a generic janitorial template. The PSB is a 103,181 GSF, three-story police and detention facility with 81,052 SF of effective cleanable space, operating 24 hours a day, 7 days a week, with approximately 280 staff in the building daily. The following describes CCS's facility-specific approach to executing the Work Plan across all three service tiers.

1. Approach by APPA Space Classification
CCS's cleaning program is built around the five APPA classifications identified in Exhibit A, Section 2, with service intensity scaled to each classification's traffic, sensitivity, and cleanability profile:

Office Space – Standard (42,685 SF, 41% of the building): Administrative offices, workstations, and cubicle areas receive daily trash removal, surface dusting, and vacuuming/floor care per the tier's frequency schedule, with weekly detail work (edging, baseboards, high-dusting) layered in under Tier 1 and Tier 2.

Circulation / Public – Standard-High (18,296 SF, 18%): Lobbies, public corridors, and common areas carry elevated priority given constant public and staff traffic. CCS will run high-touch surface disinfection on door handles, elevator call buttons and cabs (3 elevators), stair rails (3 stairwells), and the Main Lobby's terrazzo entry on an increased frequency relative to office space, consistent with the “priority” designation these areas carry in the Work Plan's inspection standards.

Specialized / Institutional – High (11,576 SF, 11% — Holding Cells, Booking, Evidence, Armory, Gym, Sally Port): These security-constrained areas are cleaned exclusively under the escorted- access protocol described in CCS's Exhibit B response — sworn officer or authorized civilian escort, advance scheduling, and only pre-cleared, designated staff. The Armory (436 SF) and Property & Evidence (2,662 SF net) receive product-restricted cleaning (no aerosol, high-VOC, or scented products) to avoid contaminating evidence or sensitive equipment; the Gym's rubber flooring and the Sally Port's sealed concrete are maintained under their manufacturer-specified protocols described below.

Locker Rooms – Very High (6,025 SF, 2 full locker rooms with showers): Very-high-frequency service reflecting shower/humidity exposure, including daily disinfection of the 12 showers and ceramic tile floor care to prevent mold and slip hazards.

Restrooms – Very High (2,470 SF across 29 restrooms; 36 toilets, 7 detention lavatories, 7 urinals, 37 lavatory sinks, 12 showers): Restrooms are treated as a priority category per Work Plan §3.1 at every tier, with the 7 detention-area waterclosets serviced under the same escorted protocol as other Specialized/Institutional areas when located within a Highest Restriction zone.

Criterion A — Work Plan, Safety &
Security Protocols
Cleaning plan by zone and tier (Work Plan Section 10.3): tasks, methods, and frequencies for each space type at each tier, what is scheduled versus on-call, and floor care by floor type.

Proposal for
Janitorial Services
8 2. Floor Care Program by Substrate
Exhibit A, Section 6 identifies six distinct floor substrates across the PSB, each requiring a different maintenance method; CCS's Work Plan addresses each individually rather than applying a single floor-care approach building-wide:

Terrazzo (1,616 SF, Main Lobby/Entry): Manufacturer-specified maintenance protocol using specialized equipment (no stripping chemicals that would etch the surface), reflecting this area's high public visibility.

Vinyl Composition Tile (28,462 SF, offices/corridors): Scheduled stripping, waxing, and buffing program to maintain finish and slip resistance across the building's largest single floor category.

Ceramic Tile (3,164 SF, restrooms/locker rooms): Grout-safe cleaning and disinfection methods matched to the very-high-frequency service level these spaces require.

Carpet (37,454 SF, administrative areas): Scheduled extraction shampooing in addition to routine vacuuming, sequenced to minimize disruption to occupied office areas.

Sealed Concrete (8,242 SF, parking/utility, excluding exterior Sallyport): Maintained under the parking structure service program (see Exhibit C, Part 3), separate from interior building service.

Rubber/Gym Flooring (1,903 SF, Specialized/Institutional – High): Manufacturer-specified maintenance protocol and equipment, consistent with this area's Highest Restriction/escorted- access status where applicable.

3. Building-Specific Service Considerations
CCS's Work Plan accounts for the PSB's physical scale and configuration as documented in Exhibit A, Section 3: three floors, three stairwells, and three elevators requiring coordinated vertical- transport cleaning; 1,946 light fixtures inventoried for periodic cleaning/relamping coordination with the City; 362 exterior windows (~14,100 SF of accessible exterior glazing) and 11 interior windows, plus 50 interior partition glass doors/sidelites, incorporated into a scheduled glass-care program; and continuous 24/7 police operations, which CCS's shift schedule (below) is built to avoid disrupting during active operational hours.

Proposal for
Janitorial Services
9 4. Tiered Staffing Aligned to Frequency Requirements
CCS's staffing plan (Exhibit H) is engineered directly from the square-footage and frequency data in Exhibit A, using a blended general-cleaning production rate of approximately 3,000 SF/hour across the Office Standard and Circulation Standard-High classifications:

Tier 1 — Full Service: 8 people/day (AM: 2 custodians + 2 porters; PM: 3 custodians + 1 porter), with the third PM custodian performing additional detailed general cleaning beyond the daily baseline to reflect Full Service's higher standard. One AM porter works a staggered 10:00 a.m.–6:00 p.m. shift to maintain double-porter coverage through the RFP's stated 8 a.m.–5 p.m. public hours.

Tier 2 — Standard Service: 7 people/day (AM: 2 custodians + 2 porters; PM: 2 custodians + 1 porter), using the same staggered-porter approach to protect peak-hour coverage while reducing evening staffing relative to Tier 1.

Tier 3 — Managed Service: 6 people/day (AM and PM each at 2 custodians, plus 1 porter per shift), sized to the tier's “once per shift” fixture-cleaning standard and daily-only requirement for trash removal and carpet vacuuming, with remaining tasks serviced weekly or less per the Work Plan's Tier 3 frequency table — at the blended 3,000 SF/hour rate, this crew covers roughly 74% of the combined Office and Circulation square footage in a single daily pass, with the balance absorbed through zone rotation.

All three tiers meet or exceed the Work Plan's weekday minimum of two custodians per shift (one a designated Lead Custodian) with no coverage gap between AM and PM shifts, and meet the tier- specific weekend staffing floors, as detailed in Exhibit H.

5. Quality Control Tie-In
Area-by-area task completion is tracked each shift on the Daily Shift Completion Log (Work Plan §9.5), which records service by APPA zone and floor-care task, giving the City's Custodial Supervisor a direct, facility-specific record against the frequencies and standards established in Exhibit A and the Work Plan.

Proposal for
Janitorial Services
10 Criterion A — Work Plan, Safety &
Security Protocols
Security & Background Compliance Plan (Work Plan Section 10.4) The Work Plan must describe the contractor's vetting and compliance approach. All contractor employees must execute Exhibit E (Contractor Employee Acknowledgement / Confidentiality Agreement) before their first day of service. The compliance plan must include:
• Name of proposed third-party background check vendor (subject to GGPD pre-approval) • Proposed timeline for completing all pre-employment vetting before contract start date • Description of the contractor's CJIS Security Awareness Training program or training vendor Third-party background check vendor
• Every PSB-assigned employee — new hires and transfers alike — is processed through DOJ/FBI LiveScan fingerprinting at Certifix Live Scan’s Garden Grove location, subject to GGPD’s pre- approval of the vendor and of the submission channel.
• Clearing the City’s and GGPD’s background investigation is a condition of assignment. If an individual is not cleared, CCS replaces them rather than requesting an exception. Clearance status, issue date, and assignment history are held in Workday as the single system of record and tied to that employee’s badge and keycard.

Timeline for completing pre-employment vetting before contract start • Standard notice: LiveScan processing begins 3–4 weeks ahead of the start date so 100% of the crew arrives on day one with a completed DOJ/FBI clearance already on file, with no provisional measures required.
• Compressed notice: Option A redeploys already-cleared staff identified in real time in Workday from other law enforcement and secure government facilities; Option B uses expedited LiveScan with interim tiered access, and only if the City approves it in advance. • Exhibit E is executed at the entity level at award, and no individual works at the facility until that person’s acknowledgement and confidentiality agreement is signed and delivered — before their first day of service. Mid-contract hires complete the full clearance and training bundle before their first shift.

CJIS Security Awareness Training
• CJIS Security Awareness Training is certified before an employee’s first day and refreshed annually.

Content covers criminal justice information, sensitive facility material, and duties under the FBI CJIS Security Policy and the California Penal Code.
• Completion is recorded in Workday alongside clearance and zone authorization, so the Lead Custodian builds each shift assignment from a current roster; any revision to Exhibit B or Exhibit E triggers re-acknowledgement by every assigned employee.

Proposal for
Janitorial Services
11 • The full list — product, manufacturer, intended use, area, and dilution — with a current Safety Data Sheet for every product, is included beginning at page 71. No product enters the facility until the City approves the list, and substitutions are submitted in writing with the SDS before first use. • Floor products are matched to the six substrates in Exhibit A, Section 6: finish, sealer and stripper on VCT only (28,462 sq ft); manufacturer-specified methods on terrazzo and rubber/gym flooring; grout-safe cleaner on ceramic tile; neutral cleaner on sealed concrete; and extraction detergent for 37,454 sq ft of carpet.
• No aerosol, VOC-heavy, or scented products are used in IT, server, evidence, or armory areas.

Criterion A — Work Plan, Safety &
Security Protocols
Preliminary Chemical Product List (Work Plan Section 10.5): each product identified by name, manufacturer, intended use, and applicable area, subject to City approval prior to contract commencement.

UseEnvironmental StandardsDescription
Sustainable neutral all purpose cleaner
for maintenance of hard floor surfacesGreen Seal 37Green All Purpose Cleaner for floors
Sustainable spray and wipe glass cleaner
for use on glass and stainless steel, bio-
based formula
Green Seal 37Bio Renewable Glass
Cleaner COG
Sustainable neutral all purpose cleaner
for maintenance of hard floor surfacesGreen Seal 37Green All Purpose Cleaner for floors
Sustainable spray and wipe all purpose
cleaner for general cleaning, bio-based
formula
Green Seal 37TriBase AP Cleaner COG
Chemical to remove floor sealer and
floor finish for restorative maintenanceGreen Seal #40 certified Green Solutions Floor Finish Removed
Protective coating for hard surfaces,
non-slip, provides shineGreen Seal #40 certified Floor Front Floor Finish Cleaning carpet
Low VOC - Meets California
Code of Regulations (CCRs)
thresholds for maximum
allowable VOC by content
Carpet Cleaner
Environmental StandardsProduct & Manufacturer Description 80% PCRC, Green SealKimberly ClarkToilet Tissue
100% RP , Green Seal Waxie Sanitary No TouchPaper Towels VOC compliantWaxie 9000 refillsAir Freshener
100% SolabilityWaxie Pink JadeLiquid Hand Soaps
100% RP , Green Seal Coremate HRTPaper Towels
100% RP , Green Seal Waxie Facial Tissue
Proposal for
Janitorial Services
12 After-hours on-call custodial service — identical at all three tiers • On-call coverage is staffed separately from scheduled shifts, so a call-out never pulls a custodian off the regular route. Response capability does not reduce at Tier 2 or Tier 3 — only the scheduled frequencies differ between tiers.
• Cleared, badged personnel are assigned to the on-call rotation, so anyone dispatched has already completed DOJ/FBI LiveScan, GGPD clearance, CJIS security awareness training, and the Exhibit E confidentiality agreement. No uncleared substitute is ever sent to fill a call-out. • On-call custodial work is billed at the hourly rate in Exhibit C, in the increments stated there, and is logged as a separate work order in our platform so the City can reconcile every call-out against an invoice line.

Biohazard and hazmat response
• Kit contents held on site: nitrile gloves, fluid-resistant gown, eye and face protection, N95 or higher respirator, shoe covers, absorbent solidifier, tuberculocidal disinfectant, scoop and scraper, sharps container, red biohazard bags with ties, and labeled disposal containers. • Training records: assigned staff complete Cal/OSHA bloodborne pathogen training on hire and annually thereafter, with certificates retained and available to the City on request. • Waste disposal: regulated medical waste is double-bagged, labeled, and removed by a licensed medical waste hauler under manifest; manifests are filed and copies provided to the City’s Project Manager. Nothing biohazardous is placed in facility trash.

Notification protocol — 24 hours a day, 365 days a year • One number, answered live: the Account Manager is the City’s single point of contact and carries the on-call line; the General Manager and Regional Vice President are the second and third escalation, each reachable directly by mobile.
• Call-outs may also be opened by City staff through our work order platform, which time-stamps the request, the acknowledgement, the arrival, and the completion.

Criterion A — Work Plan, Safety &
Security Protocols
On-call response plan (Work Plan Section 10.6): fulfilment of on-call custodial service at all tiers, biohazard and hazmat capability, and the 24/7 notification protocol.

Proposal for
Janitorial Services
13 CCS Facility Services' plan for Exhibit B compliance is built on the same Workday-based compliance backbone described in our Personnel Security and Background Clearance Approach: one system of record that ties every employee's clearance status, zone authorization, credential assignment, and training completion together, so zone discipline, escort procedures, key control, and incident reporting operate as one integrated program rather than four separate paperwork exercises.

1. Zone-Based Access Discipline
CCS enforces the RFP's own two-zone access framework (Section 7.2) exactly as defined, with no local variation or informal exceptions:

Every PSB employee completes a facility zone-map walkthrough during onboarding, before their keycard is issued, so zone boundaries are understood physically, not just on paper. Keycard authorization is programmed by the Contractor PM to match each employee's approved zone(s) in Workday, and the Lead Custodian performs a daily verification that no employee is scheduled into a zone their card does not authorize. Electronic access logs remain available to GGPD for audit at any time without prior notice, consistent with Section 7.3.

Criterion A — Work Plan, Safety &
Security Protocols
Safety and security protocol compliance: the Proposer's specific plan for meeting Exhibit B (Safety Standards & Protocols), including zone-based access discipline, escorted cleaning procedures for Highest Restriction areas, key/credential control, and incident reporting.

CCS Access DisciplineAreas IncludedZone
Keycard programmed for
unaccompanied entry;
standard Work Plan
schedule; no escort
required
Lobbies, public corridors,
common areas, break rooms,
conference/briefing rooms,
open office areas, restrooms,
locker rooms, records area,
dispatch area, parking garage
Unrestricted —
Unaccompanied Access
Keycard not authorized for
unaccompanied entry;
sworn officer or civilian
escort required at all times;
advance scheduling through
the Contractor PM; as-
needed basis only, never on
the standard tier schedule
Armory, SWAT, Property &
Evidence, IT/Network Closets, IT
Server Rooms, Jail/Booking Area
Highest Restriction —
Escorted Access Only
Proposal for
Janitorial Services
14 2. Escorted Cleaning Procedures for Highest Restriction Areas Consistent with Section 5.4, cleaning of Highest Restriction areas (Armory, SWAT, Property & Evidence, IT/Network Closets, IT Server Rooms) is treated strictly as an as-needed, coordinated service — never scheduled on the standard tier rotation, and never performed unescorted under any circumstance. CCS's operating procedure:

The Contractor PM submits the restricted-area service request to GGPD and the City's Project Manager in advance, and confirms scheduling before any employee is dispatched.

A single, consistent CCS employee is assigned to escorted-area work whenever possible — the same practice the RFP requires for the Jail/Booking Area under Section 4 — to minimize the number of individuals requiring escort coordination and repeated security clearance.

On arrival, the employee checks in with the assigned sworn officer or civilian escort and does not enter the space until the escort is present and ready.

The escort remains present for the entire duration of the cleaning task; if the escort must step away for any reason, the employee immediately stops work and exits the space until the escort returns.

Only pre-approved cleaning tasks are performed — no handling, moving, or photographing of evidence, weapons, or IT equipment, and no aerosol, VOC-heavy, or strongly scented products are used in IT/Server or Evidence areas, per Section 5.4.

Entry and exit times, escort name, and tasks completed are logged and retained as part of the Daily Shift Completion Log.

Jail/Booking Area cleaning follows the dedicated schedule in Section 4 — twice daily on weekdays (approximately 9:00 a.m. and 6:00 p.m.) and once daily on weekends (approximately 9:00 a.m.) — performed by the same assigned crew at every visit to preserve security continuity and avoid repeated clearance and escort overhead.

3. Key / Credential Control
CCS's credential program is built directly around the requirements in Section 7.3:

Keycards are programmed to each employee's authorized zone(s) only and may never be duplicated or shared between employees.

A lost or missing keycard is reported to the City and GGPD immediately upon discovery; reprogramming and replacement costs are borne solely by CCS, never passed through to the City.

Every employee displays a company-issued photo ID badge at all times while on City property, and wears only a PD-approved company-logo uniform.

Doors are never propped open, and employees enter and exit only through designated access points.

Electronic access records are maintained and made available for GGPD audit at any time, without prior notice.

In Workday, every badge and keycard number is tied to the issuing employee's record, current clearance status, authorized zone(s), and training-completion status. When an employee is removed from the PSB assignment — whether voluntarily, for cause, or at the City's direction — keycard and badge deactivation is immediate and automatic, consistent with the removal and replacement procedure described in our Personnel Security and Background Clearance Approach.

Criterion A — Work Plan, Safety &
Security Protocols
Proposal for
Janitorial Services
15 4. Incident Reporting
CCS's incident-reporting structure follows the RFP's own escalation framework rather than a separate internal process, so every report the City receives maps directly to a requirement it already expects:

Every shift closes with a Daily Shift Completion Log (Section 9.5), signed by the on-duty Lead Custodian or custodian, recording personnel on duty, areas serviced, incidents or damage, and any deferred tasks with reasons stated.

Deficiencies and incidents are classified and escalated on the timeframes defined in Section 9.3: Minor items corrected within 24 hours of written notification, Significant items within 4 hours, and Emergency/Biohazard conditions acknowledged within 30 minutes and actively responded to on-site within 60 minutes (Section 5.3).

Security-specific incidents — a lost or missing keycard, a propped door, an unescorted entry into a Highest Restriction zone, a suspected confidentiality breach under Exhibit E, or an employee arrest — are reported to the City's Project Manager and GGPD immediately, not on the next scheduled report cycle, consistent with Exhibit E's own obligation to report violations and Section 7.1's GGPD arrest- notification requirement.

A written Contract Discrepancy Report (CDR) is issued to the Contractor PM for any deficiency per Section 9.4, with the same section's remedies — payment withholding, immediate removal and replacement of the responsible employee, or termination for repeated material non-performance — available to the City at its discretion.

All of this is captured in Workday as the recordkeeping system required by the Quality Control Program in Section 9.1: every incident and corrective action is time-stamped, categorized, and tracked to closure, and the resulting data rolls into the Monthly Performance Report shared with the Police Department and City management under Section 9.2.

5. Training Assurance Plan — Meeting Exhibit B & Exhibit E Requirements Training is a gating condition of assignment: no employee is scheduled at the PSB until every item below is complete and logged in Workday.

CJIS Security Awareness Training, certified before first day (Section 7.1).

Exhibit B orientation — a facility walkthrough covering the zone map, escort procedures, and key/credential rules.

Exhibit E Acknowledgement and Confidentiality Agreement, reviewed and signed before first day, including the employee's acknowledgment that continued work depends on passing the City's and GGPD's background investigation and on protecting CJI under the FBI CJIS Security Policy and California Penal Code.

OSHA Bloodborne Pathogens / biohazard-response training (Sections 3.6, 5.3).

Workday Learning tracks the full bundle per employee; PSB eligibility is withheld until every module and the signed Exhibit E are logged. CJIS training refreshes annually, any Exhibit B/E revision triggers re- acknowledgment, and mid-contract hires complete the full bundle before their first shift, per Section

7.1's Timing standard.

Verification is two-tiered: the Lead Custodian confirms daily (Section 9.1 QCP) that no untrained or unsigned employee is on the schedule, and the Contractor PM cross-audits Workday records monthly.

A compliance export is available to the City and GGPD on request, matching Section 7.3's audit standard.

Criterion A — Work Plan, Safety &
Security Protocols
Proposal for
Janitorial Services
16 CCS Facility Services (“CCS” or “Contractor”) has read and understands Exhibit B — Safety Standards & Protocols in full and affirmatively commits to comply with every requirement in Sections 1 through 7 for the duration of any resulting contract at the Garden Grove Public Safety Building (PSB). CCS acknowledges that these standards are incorporated by reference into the Contract and that non-compliance is grounds for corrective action, suspension, or termination. The following describes CCS's specific operational plan for meeting Exhibit B, organized around the four elements identified in Exhibit D: zone-based access discipline, escorted cleaning procedures for Highest Restriction areas, key/credential control, and incident reporting.

1. Zone-Based Access Discipline
CCS will operate the PSB under the two-tier zone structure defined in Exhibit B, Section 6, and will not permit any employee to work outside their assigned clearance level under any circumstance, including claimed operational urgency.

Written zone assignment: Every CCS employee receives written notice of their assigned zone(s) — Unrestricted/Unaccompanied Access or Highest Restriction/Escorted Access Only — before their first day of service at the PSB, consistent with Exhibit B, Section 6. The assignment is issued by the CCS Project Manager and countersigned by the employee.

Clearance-matched scheduling: The CCS Lead Custodian builds each shift's work assignment sheet directly from the current zone-clearance roster, so an employee is never assigned a task in a zone above their approved clearance. Unrestricted zones (lobbies, public corridors, common areas, break rooms, conference/briefing rooms, open office areas, restrooms, locker rooms, and the parking garage) are cleaned per the approved Contractor Work Plan without escort.

No self-directed zone changes: Employees are trained that a locked door, an unattended corridor, or a supervisor's absence is never authorization to enter a higher-restriction zone. Any employee who is asked, or who believes they need, to enter a zone outside their clearance must stop and notify the Lead Custodian or CCS Project Manager — who will coordinate through the escorted- access process below rather than permit ad hoc entry.

Verification at the point of work: Zone clearance and badge status are confirmed at shift check-in and logged on the Daily Shift Completion Log (Section 2, “Personnel on Duty”), so there is a contemporaneous record that every person on site that shift was authorized for the zones they serviced.

Supervisory audit: The CCS Project Manager conducts documented zone-compliance spot checks and cooperates fully with the Police Department's right to audit electronic access card records at any time and without prior notice (Exhibit B, Section 5).

Proposal for
Janitorial Services
17 2. Escorted Cleaning Procedures for Highest Restriction Areas CCS will never permit unescorted or unscheduled entry into any Highest Restriction area — Armory, SWAT, Property & Evidence, IT/Network Closets, IFP Rooms, IT Server Rooms, or the Jail/Booking Area — consistent with Exhibit B, Section 6, and understands that a single violation is subject to a fixed, no-cure-period $500 deduction under Exhibit I (PRS Category A-2), in addition to the City's right to require immediate removal of the employee involved.

Advance scheduling — 24-hour minimum commitment: The CCS Project Manager submits restricted-area cleaning requests to the designated Police Department and Public Works Department contact a minimum of 24 hours in advance of the desired service window, for every Highest Restriction area requiring service that period, consistent with Work Plan Section 5.4 and Exhibit C's on-call restricted-area pricing structure. No CCS employee reports to a restricted area without a confirmed escort appointment on the schedule.

Escort-only entry: Custodial work in these areas is performed exclusively in the presence of a sworn officer or an authorized civilian escort for the entire duration of the service. The CCS employee remains within the escort's direct line of sight and does not begin, continue, or complete work if the escort must step away.

Only pre-cleared, designated personnel: CCS will designate a limited pool of its most experienced, background-cleared custodial staff to perform Highest Restriction work, rather than rotating the assignment broadly, to minimize the number of employees who require this level of access and to build escort familiarity over time.

Contemporaneous logging: Every restricted-area entry is recorded in real time on the Daily Shift Completion Log, Section 5 (“Restricted Area Entries — Escorted Access Only”), capturing the specific area, escort name and badge number, time in, time out, and the advance-authorization reference. A shift with no restricted-area work is affirmatively marked “no restricted area entries occurred.”
Product and method controls: Only chemicals on the pre-approved Chemical Product List are used in these spaces, and CCS will not use aerosol, high-VOC, or strongly scented products in evidence storage, property rooms, or IT/server areas, in order to avoid any risk of contaminating evidence or triggering sensitive equipment.

Escalation if an escort is unavailable: If a scheduled escort does not arrive, the CCS employee stands by outside the area, notifies the Lead Custodian, and the service is rescheduled through the CCS Project Manager and the City's designated contact — it is never performed unescorted to “keep on schedule.”
Criterion A — Work Plan, Safety &
Security Protocols
Safety and security protocol compliance: the Proposer's specific plan for meeting Exhibit B (Safety Standards & Protocols), including zone-based access discipline, escorted cleaning procedures for Highest Restriction areas, key/credential control, and incident reporting.

Proposal for
Janitorial Services
18 3. Key & Credential Control
CCS will treat every key, keycard, and access badge issued by the City as a controlled, auditable asset, per Exhibit B, Sections 4 and 5.

No duplication, ever: CCS employees are prohibited from duplicating any City-issued key or keycard under any circumstance. This prohibition is stated in writing in the employee's onboarding acknowledgment and reinforced in initial and refresher training.

No master keys: CCS will not request or accept master-key access for any employee. Access is limited to area-specific credentials tied to that employee's pre-approved cleaning schedule and zone clearance.

Immediate loss reporting: Any lost, missing, or suspected-compromised key or keycard is reported by the employee to the Lead Custodian immediately upon discovery, and by the CCS Project Manager to the City Contract Manager without delay — the same shift the loss is discovered. CCS accepts financial responsibility for any resulting rekeying, reprogramming, or replacement costs.

Photo ID and uniform at all times: Every CCS employee wears a company-logo uniform (submitted for City approval prior to contract start) and displays a company-issued photo ID badge at all times on City property, alongside their City-issued access badge.

Immediate badge return: City-issued access badges are collected and returned to the City the same day an employee separates, is suspended, or is removed from the assignment. CCS's offboarding checklist makes badge and key return a condition of final pay processing to ensure compliance.

Roster currency: CCS maintains a complete, current roster of all employees assigned to the PSB and provides it to the City Contract Manager within 24 hours of any change — new hire, separation, substitution, or role change.

Audit cooperation: CCS will fully cooperate with unannounced Police Department audits of electronic access card records and will make its credential roster and shift logs available to the City Contract Manager upon request.

Proposal for
Janitorial Services
19 4. Incident Reporting
CCS's incident reporting protocol is built around same-shift, no-delay notification, so that hazardous, emergency, or security conditions reach both CCS management and the City's designated contact before the shift ends.

Same-shift reporting to the Watch Commander: Any employee who discovers a hazardous, emergency, or security condition — a propped-open or unsecured door, an unauthorized person, facility damage, a biohazard condition, a lost key or badge, or an equipment malfunction — reports it to the on-duty Watch Commander within the same working shift, per Exhibit B, Section 3.1, and simultaneously notifies the CCS Lead Custodian.

Standardized written documentation: Every incident, damage observation, or security observation is documented in writing on the Daily Shift Completion Log, Section 6, at the time it occurs, including a description of what was observed, who it was reported to, and the time reported. A shift with no incidents is affirmatively marked “none.”
Internal escalation chain: Custodian/Porter → Lead Custodian (same shift) → CCS Project Manager (same shift) → City Contract Manager / on-duty Watch Commander. The CCS Project Manager is reachable 24/7 and is responsible for ensuring the City receives notice within the timeframes Exhibit B requires, including the one-business-day notice for any employee termination, suspension, or unplanned absence.

Emergency/biohazard response standard: For conditions requiring an emergency or biohazard response, CCS will acknowledge with a confirmed ETA within 30 minutes and have a responder on- site and actively working within 60 minutes, consistent with the response standards referenced in Exhibit C and Exhibit I.

Recordkeeping and retention: Completed shift logs and incident reports are retained by CCS and made available to the City's Project Manager upon request, providing the documentary record that supports the Exhibit I Contract Discrepancy Report (CDR) process and CCS's own internal quality- control review.

No self-correction of security incidents: Security- and access-related incidents (unauthorized zone entry, prohibited items, credential loss) are reported regardless of whether the situation was already resolved on-site — CCS's policy is to over-report rather than assume an issue does not need to reach the City.

Proposal for
Janitorial Services
20 Supporting Commitments
Training before first shift: Every CCS employee assigned to the PSB — including subcontractor personnel — completes site-specific training on this Exhibit B response, the zone map, escort procedures, and incident-reporting expectations before their first day of service, and signs the Exhibit E Contractor Employee Acknowledgment and Confidentiality Agreement.

Subcontractor flow-down: CCS will require any subcontractor personnel used at the PSB to comply with every element of this plan and Exhibit B in full, and will obtain executed Exhibit E agreements from each subcontractor employee before they may access the facility.

Right of removal: CCS acknowledges the City's absolute right to approve, disapprove, or require the immediate removal of any CCS or subcontractor employee, and will replace that individual with a pre-cleared substitute without disruption to coverage.

Proposal for
Janitorial Services
21 CCS Facility Services has provided custodial services at hundreds of government facilities with heightened security and sensitivity requirements, including active law enforcement, correctional, detention, and other 24/7 public-safety environments. That experience directly shapes our approach to Section 7 of RFP S-1396: no employee is assigned to the New Public Safety Building (“PSB”) without a fully documented, DOJ/FBI-cleared background, and every step of that clearance is tracked, auditable, and available to the City’s Project Manager and the Garden Grove Police Department (“GGPD”) on request through our Workday enterprise resource planning (ERP) platform, which serves as the single system of record for every employee’s clearance status, training completion, and facility assignment history.

Several of our Local Government Clients in Southern California ask us to utilize the Law Enforcement livescan program to ensure compliance. Should the City of Garden Grove prefer that method, CCS will comply. Our plan below is based on the RFP requirements.

1. DOJ/FBI LiveScan Background Clearance Process
To satisfy the comprehensive national criminal history check required under Section 7.1, CCS will process every PSB-assigned employee — new hires and transfers/replacements alike — through DOJ/FBI LiveScan fingerprinting at Certifix Live Scan’s Garden Grove location, subject to GGPD’s pre- approval of the vendor as required by Section 10.4. Using a DOJ-certified LiveScan provider located inside the City lets CCS schedule appointments quickly and keep fingerprint-to-submission time to same-day in nearly every case.

Our clearance workflow for each employee:
• Conditional offer of employment, contingent on successful completion of clearance • LiveScan appointment scheduled at Certifix Live Scan (Garden Grove) within 1 business day of the conditional offer
• Fingerprints captured and electronically submitted the same day to the California DOJ, which forwards the applicant’s record to the FBI for a federal criminal history check as part of a combined DOJ/FBI submission
• In parallel with the LiveScan submission, CCS completes the 5-year employment history verification, Form I-9 work authorization, annual TB test, and pre-employment drug screening • CJIS Security Awareness Training is completed and the certificate of completion is logged in Workday before the employee’s first day on site
Every returned DOJ/FBI record is screened against the disqualifying-offense criteria in Exhibit B, Section 1 (felony convictions, sex offense convictions, high-grade misdemeanors, misdemeanor theft, dishonorable military discharge, DUI/reckless driving within the past 7 years, and habitual illegal drug use) before the employee is cleared for assignment.

Criterion A — work plan, safety &
security protocols
Personnel security and background clearance approach: the Proposer's plan for DOJ/FBI LiveScan background clearance of all personnel assigned to the PSB, including realistic clearance timelines, a provisional tiered-access mobilization plan if proposed, and procedures for immediate removal and replacement of personnel at the City's direction.

Proposal for
Janitorial Services
22 Criterion A — work plan, safety &
security protocols
The employee executes the Exhibit E Confidentiality Agreement before their first day of service Clearance status, training records, and all supporting documentation are logged in Workday and available to the City’s Project Manager and GGPD at any time
Consistent with Section 7.1’s Timing requirement, this process is completed once at hire and repeated in full for any employee added mid-contract; no annual re-verification is required, and CCS will support GGPD’s automatic arrest-notification monitoring for the life of the contract.

The table below reflects standard DOJ/FBI LiveScan processing performance and Certifix Live Scan’s typical turnaround for a Garden Grove submission:

These figures reflect standard processing performance; the final response time is ultimately controlled by DOJ and FBI, not CCS, and can extend beyond 15 business days if a name/record match requires manual review, an out-of-state record is involved, or statewide submission volume is unusually high. Because that variability exists — and because CCS understands the City’s transition timeline for this contract may be compressed — we have built the provisional tiered-access mobilization plan below into our approach, so that a pending clearance never becomes a staffing gap at the PSB.

Typical DurationStep
Day 0Conditional offer of employment
issued
Within 1 business day of conditional offer
LiveScan appointment scheduled
at Certifix Live Scan (Garden
Grove)
Same day as appointmentFingerprints captured and
submitted to CA DOJ / FBI
Typically 3–5 business daysCA DOJ state-level response
Typically an additional 5–10 business daysFBI federal response (forwarded automatically by DOJ)
2–3 weeks (10–15 business days)Typical total — offer to full DOJ/FBI clearance
Can surface within the first 3 business days, often before the FBI response is complete
Early disqualification flag (record
on file)
Completed in parallel — does not extend the critical path Ancillary screening (5-yr
employment check, I-9, TB test,
drug screen, CJIS training)
Proposal for
Janitorial Services
23 Criterion A — work plan, safety &
security protocols

3. Provisional Tiered-Access Mobilization Plan
Standard Notice Scenario
When CCS receives standard advance notice of a contract start or transition date, we begin LiveScan processing for every assigned employee 3–4 weeks ahead of the mobilization date. Under this timeline, 100% of the crew arrives on day one with a completed DOJ/FBI clearance already on file, and no provisional measures are needed.

Compressed Timeline — Option A: Redeploy Already-Cleared Staff Because CCS maintains custodial staffing across hundreds of government facilities with comparable sensitivity requirements — including other law enforcement, correctional, and 24/7 public-safety sites throughout California — a significant share of our workforce already holds a current, valid DOJ/FBI LiveScan clearance. Every employee’s clearance status, issue date, and facility assignment history is tracked in real time in Workday, which lets us instantly identify already-cleared personnel and transfer them into the PSB assignment — in many cases eliminating clearance lead time entirely.

Compressed Timeline — Option B: Interim Tiered-Access Status (Subject to City/GGPD Approval) For any new hire whose LiveScan submission is in process but not yet returned, and only with the City’s advance written approval, CCS proposes to mirror the RFP’s own Access Zone Classification framework in Section 7.2:

The employee may be assigned only within Unrestricted — Unaccompanied Access zones (lobbies, public corridors, common areas, break rooms, conference/briefing rooms, open office areas, restrooms, locker rooms, records area, dispatch area, and the parking garage), and only under the direct, continuous on-site supervision of a fully DOJ/FBI-cleared, tenured CCS Lead Custodian.

The employee receives zero access — escorted or otherwise — to any Highest Restriction — Escorted Access Only zone (Armory, SWAT, Property & Evidence, IT/Network Closets, IT Server Rooms, or the Jail/Booking Area) until both the DOJ and FBI results have returned and confirmed clean.

The employee’s keycard is programmed only to the approved interim zones and is automatically reprogrammed to the employee’s full authorized zones the moment clearance is confirmed, consistent with Section 7.3’s keycard protocols.

The provisional start date, supervising Lead Custodian, and clearance completion date are logged in Workday, giving the City’s Project Manager real-time visibility into every provisional assignment.

CCS frames this option deliberately: it is a bridge for an unusually short transition window, never a substitute for full clearance. No employee is placed under interim status without CCS first confirming the arrangement in writing with the City and GGPD.

Proposal for
Janitorial Services
24 Criterion A — work plan, safety &
security protocols

4. Immediate Removal and Replacement Procedures
Consistent with Section 9.4(3), CCS will immediately remove any assigned employee from the PSB at the direction of the City’s Project Manager or GGPD, regardless of cause or fault determination. Our process:

Direction is received (verbal or written) from the City or GGPD.

The employee is escorted off the property that same shift; keycard and building access are deactivated immediately, in coordination with GGPD’s electronic access system.

The incident is logged in the Daily Shift Completion Log and in Workday’s compliance record, including date, time, reason, and the City contact who issued the direction.

A replacement is identified — either from our bench of already-cleared staff (Option A above) or through expedited LiveScan with interim tiered access if approved by the City (Option B above) — and the Project Manager is notified of the replacement’s name, clearance status, and start time.

No employee removed at the City’s direction is reassigned to the PSB without the City’s separate written consent.

Every removal and replacement action is time-stamped in Workday, giving GGPD a complete, audit-ready chain of custody consistent with Section 7.3’s right to audit electronic access records at any time without prior notice.

5. Compliance Summary
The table below maps each Section 7.1 requirement to CCS’s specific approach:CCS ApproachRFP Section 7.1 Requirement
DOJ/FBI LiveScan fingerprinting through Certifix Live Scan’s Garden Grove location, subject to GGPD pre-approval of the vendorBackground Check
Every returned record screened against Exhibit B, Section 1 criteria before an employee is cleared for assignmentDisqualifying Offenses
Completed and certificate logged in Workday before the employee’s first day; proof submitted to the City’s Project Manager
CJIS Security
Awareness Training
5-year employment history lookback completed pre-assignmentEmployment Verification
Completed for every employee prior to assignmentForm I-9 / Work Authorization
Annual test; written proof submitted to the City’s Contract ManagerTB Testing Pre-employment and reasonable-suspicion testingDrug Screening Completed once at hire and for any employee added mid-contract; no annual re-verification required; CCS supports GGPD’s automatic arrest-notification monitoring for the contract termTiming Exhibit E signed by every employee before first day of serviceConfidentiality Agreement
Proposal for
Janitorial Services
25 The Public Safety Building is not an ordinary custodial environment. Every person we send there is cleared, trained, and bound to the Exhibit E commitments before they hold a key.

Cleared and signed before the first shift
• We will execute the Contractor Acknowledgement at award, and every assigned employee will sign the Employee Acknowledgement and Confidentiality Agreement before their first shift. • Signed originals stay in the project file, copies go to the City Project Manager, and we update the cleared-personnel roster within 24 hours of any staffing change. • Clearing the City and Police Department background investigation is a condition of assignment; if anyone is not cleared, we replace them rather than ask for an exception.

Trained for a criminal justice environment
• Onboarding and annual refreshers cover criminal justice information, sensitive facility material, and duties under the FBI CJIS Security Policy and California Penal Code. • The standard we hold is simple: read nothing, photograph nothing, remove nothing, repeat nothing. Cameras and personal phone use are prohibited in restricted areas.

Disciplined work around systems and evidence areas
• Records, dispatch, holding, and evidence areas are serviced only on Department-approved schedules and, where the Department requires it, under escort. • Our crews clean around, never on, workstations, terminals, and network equipment, and never clear or reorganize desks or printed material.
• Evidence packaging, lockers, and confidential-destruction bins are never opened or moved by our staff; we report damage or spills there instead of handling them unsupervised.

Accountable if something goes wrong
• Information requests go to the City Project Manager; we release nothing and make no statements.
• Violations are reported to the City Project Manager the same shift and confirmed in writing within 24 hours — a commitment our staff sign, not just hear.

Criterion A — Work Plan, Safety &
Security Protocols
Confidentiality and CJIS-environment awareness: procedures ensuring personnel conduct is consistent with the Exhibit E acknowledgements and with operating in proximity to criminal justice information systems and evidence areas.

Proposal for
Janitorial Services
26 We prove quality each shift rather than assume it. Layered supervision is reinforced by two integrated platforms — Findd, our biometric and geofenced timekeeping system, and Visitt, our inspection and work-order platform — closing the loop from who reports for duty to who signs off on the work.

Verified presence and coverage — Findd
• Crews clock in on Findd using facial recognition inside a geofence, confirming the correct cleared teammate is on the assigned shift and eliminating buddy punching or off-site entries. • A missed or late punch triggers a real-time supervisor alert; we contact the employee and dispatch a trained floater so the Public Safety Building is never left short-staffed.

Shift completion logging — Visitt
• Every shift closes in Visitt with a task-by-area record by daily, weekly, monthly, and periodic frequency, time-stamped and supported by photo documentation rather than a checkmark. • Visitt translates City requests into each cleaner's preferred language and the response back into English, and gives the Project Manager dashboard visibility plus exportable monthly reporting.

Self-inspection scored against Exhibit I
• Custom inspection forms built in Visitt mirror the Exhibit I Performance Requirements Summary standards and deduction categories, so we grade ourselves on the City's terms. • Supervisors inspect a rotating sample every shift, the Account Manager completes a scored weekly walk-through, and we invite the City to a monthly joint inspection. • Each deficiency opens a Visitt work order with an owner, due date, and photo close-out inside the required response time; repeats trigger root-cause review, retraining, or a staffing change.

Pilot year: prove it, then tune it
• Weekly operational reviews work the Visitt dashboard and Findd shift and roster reports together; 30-, 60-, and 90-day reviews confirm staffing, frequencies, and access routines. • Quarterly reports show inspection scores, trends, corrective actions, and deduction exposure.

Our target for the pilot year is zero performance deductions.

Criterion A — Work Plan, Safety &
Security Protocols
Quality control and self-inspection: the Proposer's internal quality program, including shift completion logging, supervisory inspection practices, and how the Proposer will perform against the standards, checklists, and deduction structure of Exhibit I (Performance Requirements Summary) during the pilot year.

On the following pages we outline our other Quality
Control and Self Inspection tools, including Visitt – our AI enabled closed loop work order system, Quarterly
Business Reviews, Inspections (formal, informal, and
scheduled), and Findd – our biometric and geofenced
technology.

Proposal for
Janitorial Services
Quality Control Plan
Our Quality Control Plan (QCP) is designed to ensure consistent, measurable compliance with all contract requirements through a disciplined combination of advanced technology and experienced operational leadership. By integrating real-time data capture, structured inspection protocols, and layered management oversight, we create a transparent and accountable system that verifies performance, identifies issues early, and drives continuous improvement.

The following elements outline how CCS systematically monitors service delivery, documents outcomes, and ensures that all standards are met or exceeded throughout the life of the contract:

1. We document and monitor all contract-requ ired activities, including daily cleaning tasks, periodic services, staffing, safety, and equipment readiness, via our AI-enabled, closed-loop work order system, Visitt. A Visitt daily report is showcased below.

2. Monitoring is conducted through a combination of Visitt technology (with photo verification), Findd timekeeping, and in-person supervisory inspections.

3. Monitoring occurs daily at the ta sk level, with monthly formal inspections, random audits, and Quarterly Business Reviews.

4. We utilize standardized digital forms such as inspection checklists, deficiency logs, and corrective action reports within our QC systems.

5. Monitoring is performed by trained leadershi p, including the Account Manager, Day Service Manager, Night Area Manager, General Manager, and Vice President of Operations.

6. All results are documented in a centralized syste m with time-stamped records, photo evidence, and tracked corrective actions through resolution.
27 Proposal for
Janitorial Services
28 Inspections are at the heart of our quality control plan, supplemented by our multilevel management team (Account Manager, Day Service Manager, Night Area Manager) and executed via our tri-pronged inspection approach: formal inspections, informal inspections, and scheduled inspections.

Our closed-loop, AI enabled work order tool, Visitt, enables full transparency to our customers for all proactive work orders and corrections that may be needed.

Tier 1 — Full Service
• Lead Custodian signs a zone-by-zone shift completion checklist at the end of every AM and PM shift, including a second restroom verification after the twice-daily service. Contractor Project Manager performs a documented weekly inspection of every zone, plus a joint walk with the City’s Project Manager monthly. Deficiencies are corrected same shift where possible and always before the next inspection.

Tier 2 — Standard Service
• Same shift-level verification by the Lead Custodian, with the checklist scoped to the Tier 2 frequencies. Project Manager inspection is bi-weekly across all zones with priority spaces — restrooms, locker rooms, records, dispatch, break areas — still inspected weekly because their minimums do not reduce. Monthly joint walk with the City is retained.

Tier 3 — Managed Service
• Lead Custodian checklist remains per shift. Project Manager inspection is monthly across all zones, with priority spaces inspected weekly and a written monthly quality report to the City.

Monthly joint walk is retained so oversight visibility does not drop with the service level.

Common to all three tiers
• Inspections are logged in our platform with photos, so a deficiency, its correction, and the verification are one traceable record. Findings are self-reported to the City’s Project Manager rather than waiting to be discovered, and repeat findings trigger retraining or reassignment of the responsible employee.

Criterion A — work plan, safety &
security protocols
Quality Control Program by tier (Work Plan Section 9.1): how the Lead Custodian verifies each shift, how the Contractor Project Manager inspects, and how deficiencies are self-identified and corrected before City inspection — described separately for each tier.

Proposal for
Janitorial Services
Customizable home page
and personalized settings
Human oversight +
Digital infrastructure
29 Our one-stop shopping work order platform.

What does this mean for you? A single location that replaces fragmented emails, texts, calls, and manual follow- ups—giving customers real-time visibility, faster response times, and clear accountability for every request.

THE CCS DIFFERENCE: SYSTEMS
Mobile
communication
across all teams +
in-app translation
Familiar, chat-
based interface
Real-time work
order visibility
AI-driven pattern
recognition
Proposal for
Janitorial Services
Proposal for
Janitorial Services
Smart inspections
In addition to daily oversight via Building Leads,
Day Service Managers, and Night Area
Managers, your facilities will be inspected
regularly by your CCS Facility Services Account
Manager.

Informal inspections are conducted by your
CCS Facility Services Account Manager, who will
verify that tasks within the scope of work are
consistently performed to the required quality
standard. Our quality inspections use a pass or
fail rating system, which allows CCS Facility
Services to identify any discrepancies with the
level of cleaning service and operationalize the
issue so that it does not happen again in the
future. If a maintenance issue is found during the
inspection process, we will promptly notify the
property manager and any other designated
staff via your preferred communication method.

Scheduled inspections are planned in
coordination with your team’s operational
schedule to ensure oversight without disrupting
operations. We will align inspection timing with
the City of Garden Grove operational cadence—
conducting inspections during appropriate
windows across day, night, and weekend shifts,
and adjusting as needed for shutdowns, special
projects, or inspection-sensitive periods.

Inspections focus on validating scope execution,
safety compliance, and production-adjacent
cleanliness, with findings documented digitally
and communicated through established
escalation paths. This coordinated approach
ensures consistent quality verification, supports
audit and inspection readiness, and provides you
and your team with confidence that standards
are being met across all facilities while
maintaining uninterrupted operations.

Formal inspections are typically part of our
regularly scheduled business reviews (typically
quarterly) but we work with each customer to
ensure the cadence is appropriate for their
expectations and current needs. .
30 Proposal for
Janitorial Services
Management oversight + tech
CCS Facility Services delivers consistent, high-quality janitorial services through a structured quality assurance program built on two core elements: experienced management oversight and real-time technology. Our layered management structure ensures every facility receives regular supervision, accountability, and support, while our digital inspection platform provides transparent reporting, documentation, and corrective action tracking. This integrated approach allows us to identify issues quickly, resolve them proactively, and maintain consistently high service standards across all locations.
31 Together, Visitt and Findd create a closed-loop accountability system that verifies staff presence, documents completed work, tracks service quality, and provides real-time transparency into operational performance.

People management
Experienced Leadership Oversight
• Executive leadership and General Manager
with decades of facilities and/or janitorial
experience
Management Triangle Structure
• Proven management triangle for each
program: Account Manager, Day Service
Manager, Night Communication Manager,
ensuring your program always has oversight.

Culture of Continuous Improvement
• Ongoing employee training on industry
standards, safety protocols, and best
practices
Process management
Formal Business Reviews
• Formal Business Reviews (QBRs) with the
LASD to review performance metrics, identify
improvements, and maintain alignment
Commitment to Customer Service
• Regular site visits, inspections, and operational
support
• Immediate corrective action procedures when
issues are identified, ensuring service
standards are restored quickly
• Regular site walkthroughs with facility
representatives to confirm expectations and
address concerns proactively
Biometric, Geofenced Timekeeping System: Findd
• Biometric time and attendance
verification
• Geofenced workforce accountability
• Real-time workforce visibility
• Accurate payroll and compliance
reporting
• Operational transparency
Real-time technology
Closed Loop Work Order System: Visitt
• Digital inspections
• Photo documentation
• Real-time issue tracking
• Work order management
• Performance reporting

Proposal for
Janitorial Services
Smart
timekeeping
system
CCS Facility Services uses Findd, our biometric
and geofenced timekeeping system, to provide
the City of Garden Grove with real-time visibility
and security assurance across all shifts and
facilities. Findd confirms that the correct CCS
teammate is on site, in the approved location,
and working the assigned shift, supporting the
City of Garden Grove’s access control
requirements. Employees clock in and out using
biometric verification, reducing credential
sharing and ensuring accurate alignment with
labor standards, scheduled shifts, and meal
breaks. This level of visibility allows CCS
leadership to know precisely who is supporting
each area of the City of Garden Grove facility at
any given time, reinforcing accountability and
operational confidence.

Findd also plays a critical role in maintaining
staffing continuity in a 24-hour manufacturing
environment. If a scheduled employee does not
clock in within 10 minutes of shift start, Findd
automatically generates a real-time alert to
designated supervisors and managers. This
immediate notification enables CCS to confirm
availability and, when needed, dispatch a trained
floater resource without delay to prevent service
gaps. By combining biometric verification,
geofenced clock-ins, and automated alerts,
Findd ensures that the City of Garden Grove
facilities remain properly staffed, supervised, and
secure across all shifts—supporting
uninterrupted operations, documented
compliance, and rapid response to unplanned
absences.

Key Findd capabilities that will
benefit the City of Garden Grove
include:
• Biometric (facial recognition)
verification to ensure the correct
employee is on site and on time
• Geofenced clock-in/out to confirm
presence in approved facility
locations
• Real-time alerts to supervisors
when a scheduled punch is
missed
• Labor-standards-aligned tracking
of shifts and meal breaks
• Immediate escalation enabling
rapid deployment of backup
staffing resources
Knowing who is
in your buildings
every shift
provides you
peace of mind
32 Proposal for
Janitorial Services
Reports &
operational
reviews
Standing touchpoints, reports, and meetings
establish a consistent cadence to keep us
aligned with your ongoing priorities and to
support effective service delivery.

Daily or weekly operational touchpoints
focus on execution:
• Review Visitt dashboard
• Address same-day, special service, and
emerging needs
• Analyze Visitt trends to identify patterns
• Review staffing coverage and attendance
• Initiate corrective actions if needed
• Findd reports on employee shifts and roster
• Training reports: safety and other employee
training execution
Formal business reviews with your whole
team at your preferred cadence provide
strategic oversight. Formal business
reviews assess our partnership:
• Review KPIs and quality metrics
• Align on upcoming schedule change and
needs
• Confirm priorities33
The Morning Reports consist of:
• Outstanding and completed work orders
• Daily inspections
• Issues identified overnight (e.g., light bulb outage) • Other relevant communication on the partnership
Work Order Report &
Morning Report
Training Report
Business Reviews
Proposal for
Janitorial Services
33 Proposal for
Janitorial Services
Visitt Reporting, Sample Forms, Documentation
The below screenshots are custom built inspection
tools inside Visitt.
34 Proposal for
Janitorial Services
The below is a sample report in response to a work order ticket submitted by a customer for corrective action. There was a pink stain on a conference room floor, and our customer sent our Account Manager an email about it. This report was generated by our cleaning team, showing the progress and ultimately clean carpet to provide back to the Account Manager for approval, and to the customer as an update to the completed work order item. Visitt translates to our cleaner’s language of preference, so as you can see the system translated the work order ticket to Spanish for our cleaning team, then back to English for our Account Manager and for our customer.

Corrective Action Items
35 Proposal for
Janitorial Services
Methodology for tracking/
documenting employee work hours
36 The above screen shot encompasses our homepage dashboard in Findd.

The below is an overview of our timecard page. This page allows you to easily begin running reports with modifiable filters and fully exportable reporting. We can drill down by project, location, facility, etc. *Not actual employee names

Proposal for
Janitorial Services
Methodology for tracking/
documenting employee work hours
This system is capable of powerful searches based on nearly every data point tracked. A few examples of the data we can manipulate in these report, as well as an example of a downloadable report, can be seen below.

Furthermore, all Findd data imports directly to Workday, our human capital management system.

This ensures all employees are compensated for their actual work hours. 37 *Not actual employee
names

Proposal for
Janitorial Services
Our biometric, geofencing timekeeping system ensures that the correct person isn’t clocking into the wrong facility by alerting our management team if a teammate punches in outside their designated geofence. Example below:
38 Methodology for tracking/
documenting employee work hours
Also, because this system is biometric, it
keeps track of a % matching profile to each
clock in taken, and reports any under a 96%
match to our leadership. This is another
failsafe built into our system to ensure the
right individuals are in the right place at the
right time. Both of these data points, the
geofencing accuracy and the facial
recognition, are searchable and exportable
data points.
*Not actual employee names

Proposal for
Janitorial Services
In the below screenshots, you can see the level of detail that Findd captures for each punch. This includes individual, photo, geography, type of punch (in / out, lunch, break, etc.) Methodology for tracking/
documenting employee work hours
*Not actual employee name39
Proposal for
Janitorial Services
40 We will submit Exhibit H for all three tiers, built from the facility itself — roughly 81,052 cleanable square feet, 29 restrooms including two locker rooms with showers, and a detention facility that never closes. Crew sizes meet or exceed the City's floors and are justified by workload, not a formula.

Weekday shifts with no service gap
• The AM shift starts no later than 6:00 a.m. and the PM shift no later than 2:00 p.m., each staffed at or above the two-custodian minimum with a designated Lead Custodian on duty. • Shifts overlap at handoff so no gap exists between AM and PM. The Lead walks the outgoing shift's zones and signs the shift completion log before releasing the crew.

Weekend and 365-day coverage by tier
• Weekends are staffed to the tier priced — Tier 1: two custodians plus a porter each shift; Tier 2:
one custodian plus two porters; Tier 3: one custodian plus a porter — custodians on at 6:00 a.m., porters by 8:00 a.m. and 3:00 p.m.
• Service runs all 365 days including City-observed holidays, and the non-negotiable twice-daily frequencies for restrooms, locker rooms, records, dispatch, and break areas hold at every tier.

Supervision and 24/7 contact
• The on-duty shift Lead is the City's first after-hours contact and escalates to our Contractor Project Manager, who is reachable 24/7, with Account Manager oversight above the site team. • The same cleared crew is dedicated to the jail facility to satisfy the crew consistency requirement, and we pre-clear designated backups so consistency survives vacation and turnover.

Absence coverage and crew-size justification
• Findd alerts a supervisor the moment a scheduled punch is missed, and a pre-cleared floater is dispatched — a post is never left open to absorb an absence. • Exhibit H states shift start and end times, custodian and porter counts per shift per tier, zone and task assignments, named Leads and Project Manager, and crew-size math.

Criterion A — work plan, safety &
security protocols
Staffing plan credibility: alignment of Exhibit H staffing levels, shift coverage, and supervision with the proposed work plan for each tier, including coverage of a 24/7 facility.

Proposal for
Janitorial Services
41 Criterion A — work plan, safety &
security protocols
Transition and mobilization: a realistic start-up plan addressing clearance sequencing, training on facility protocols, and coordination with the City and GGPD.

CCS Facility Services proposes a six-phase, milestone-driven mobilization plan for the New Public Safety Building (“PSB”), anchored to the day the City issues Notice of Award (“NOA,” Day 0) and carried through a 30-day post-mobilization review. The plan is built directly from the clearance timelines and provisional-access framework described in our Personnel Security and Background Clearance Approach above, so the sequencing below is realistic rather than aspirational: it assumes standard DOJ/FBI LiveScan processing performance, and it identifies exactly where CCS's already-cleared Southern California bench (Option A) or City-approved interim tiered access (Option B) would be used if the City's actual transition window is shorter than 45 days.

Dedicated Transition Team
This contract will be mobilized and led by CCS’s Orange County branch leadership — the same team responsible for CCS's West Coast public-sector portfolio— so the City is working with decision-makers who already have direct authority over staffing, equipment, and scheduling in the region, not a national office removed from day-to-day execution.

Six-Phase Mobilization Plan
PHASE 1 — Award & Contract Execution (Day 0–10)
• Day 0: Upon receiving the NOA, the Transition Lead convenes an internal kickoff with the Account Manager and Executive Sponsor to confirm the awarded tier, lock the staffing plan against Exhibit H, and open a Workday transition tracker the City's Project Manager can be given visibility into on request. • Consistent with the Proposal Letter, CCS executes the Agreement and returns it to the City within ten (10) calendar days of the NOA.
• Insurance certificates and endorsements are submitted to Evident ID within the City's required window so the Council agenda item is not held up by an open insurance item.

PSB ResponsibilityTransition RoleName & Title
Holds overall accountability for the transition, resolves any resourcing or escalation issue the Transition Lead cannot clear, and conducts a formal executive check-in with City leadership at the 30-day mark.

Executive
Sponsor
Cameron Hall
Regional Vice
President, West Coast
Leads all start-up activities and owns day-to-day execution of the mobilization plan across all six phases; coordinates clearance sequencing, training scheduling, and the joint facility walkthrough; and is on-site at the PSB for the first week of live service.

Transition LeadSebastian Pedreira
General Manager
Primary point of contact for the City's Project Manager and GGPD throughout mobilization and for the life of the contract; owns the Workday transition tracker and delivers the standing status updates described below.

Account Manager
/ City Point of
Contact
Erryn Moreno
Senior Account
Manager
Proposal for
Janitorial Services
42 Criterion A — work plan, safety &
security protocols
PHASE 2 — City Council Approval (Day 10–20)
• Because the RFP specifies that the award will not be placed on the Council agenda until the City has the executed contract in hand, CCS treats fast turnaround in Phase 1 as the lever that keeps this phase on schedule rather than a City-only dependency.
• Upon Council approval and full execution by the City Manager, CCS treats that date — or an earlier Notice to Proceed if the City issues one — as the fixed point the remaining phases mobilize toward.

PHASE 3 — Personnel Clearance & Staffing (Day 0–20, parallel to Phases 1–2) • Beginning Day 0, the Transition Lead cross-references Workday against every CCS employee already holding a current DOJ/FBI LiveScan clearance from another Southern California public-safety assignment, and prioritizes that already-cleared bench for the PSB roster first (Option A) — in many cases removing clearance lead time entirely for a meaningful share of the crew. • Conditional offers go out for any remaining roster positions within days of the kickoff, with LiveScan appointments scheduled at Certifix Live Scan's Garden Grove location within one business day of each offer, exactly as described in our background clearance approach above. • DOJ/FBI results are expected within the standard 10–15 business day window; the 5-year employment verification, Form I-9, TB test, drug screening, and CJIS Security Awareness Training run in parallel and do not extend this critical path.
• If the City's actual transition window compresses this timeline, any employee whose clearance is still pending on the mobilization date is placed only in Unrestricted — Unaccompanied Access zones under the direct, continuous supervision of a cleared Lead Custodian, and only with the City's advance written approval — never in the Jail/Booking Area or any Highest Restriction zone — per the interim tiered-access plan described above.

PHASE 4 — Facility-Specific Training (Day 15–27)
• Every assigned employee executes the Exhibit E Confidentiality Agreement and completes CJIS Security Awareness Training, with both logged in Workday, before their first day on site. • PSB-specific orientation covers the two-zone access framework (Section 7.2), the Jail Facility's crew- consistency and wall-disinfection protocols (Section 4), the 30-minute/60-minute biohazard response standard (Section 5.3), and the Chemical Product List and SDS sheets submitted for the City's pre- approval before contract start.
• The same session walks the crew through the Exhibit I Performance Requirements Summary standards, the Findd biometric timekeeping platform, and the Visitt shift-completion and inspection workflow, so every employee understands how their work will be verified from day one. • Company-logo uniforms (PD-approved), photo ID badges, and keycards are issued and programmed only to each employee's authorized zones in this phase, consistent with Section 7.3.

PHASE 5 — Site Readiness & Dry Run (Day 20–29)
• The Transition Lead schedules a joint walkthrough of the PSB with the City's Project Manager and GGPD to confirm room inventory, floor types, and custodial closet locations against Exhibit A, and to finalize the jail-facility crew assignment.
• Equipment and chemicals are staged in designated custodial closets, and Findd/Visitt are configured with the PSB's zones, shift schedules, and Exhibit I inspection checklist.

Proposal for
Janitorial Services
43 Criterion A — work plan, safety &
security protocols
• A trial shift is run 2–3 days before go-live to confirm shift handoff timing (AM no later than 6:00 a.m., PM no later than 2:00 p.m., no service gap between them), supply levels, and technology functionality under real conditions rather than discovering issues on day one.

PHASE 6 — Go-Live & Stabilization (Day 30 onward)
Full service begins with the complete, cleared crew clocking in on Findd and the Lead Custodian opening the first Daily Shift Completion Log.

For the first two weeks, the Transition Lead is on-site and inspection frequency runs at the high end of the Formal Shift Inspection range (up to three times per week) to catch and correct any ramp-up issues before they recur.

At Day 44–45, the Transition Lead, the City's Project Manager, and GGPD conduct a 30-day post-mobilization review; from that point forward, the contract runs on the standard Section 9.2 inspection and Monthly Scored Audit cadence.

Transition & Mobilization Timeline
Figure: Six-phase mobilization timeline from Notice of Award through 30-day post-mobilization review.

Proposal for
Janitorial Services
44 Criterion A — work plan, safety &
security protocols
Transition and mobilization: a realistic start-up plan addressing clearance sequencing, training on facility protocols, and coordination with the City and GGPD.

Coordination with the City and GGPD
• Cadence: the Account Manager provides the City's Project Manager a standing weekly transition status update through mobilization (moving to the standard contract reporting cadence at go-live), covering clearance status, training completion, and any open item. • Visibility: every clearance, training completion, and provisional-access assignment is logged in Workday and available to the City's Project Manager and GGPD on request — there is no separate, harder-to-audit tracking system for the transition period. • Escalation: any issue the Account Manager cannot resolve inside 24 hours is escalated to the Transition Lead, and from there to the Executive Sponsor, so the City is never waiting on a single point of failure.
• Approvals: interim tiered access, chemical product substitutions, and any change to the mobilization schedule are confirmed with the City and GGPD in writing before they take effect, consistent with the RFP's own approval requirements.

This plan is designed to put a fully cleared, fully trained crew on-site at the PSB on day one of service, with a named, local leadership team accountable for every phase and full visibility for the City and GGPD throughout.

Proposal for
Janitorial Services
Qualifications &
Demonstrated
Public Safety
Facility Experience
45 Proposal for
Janitorial Services

Proposal for
Janitorial Services
46 CCS Facility Services currently provides janitorial services to over 1,500 local government facilities across the country, and many of those are public safety facilities, including Police Departments, Detention Facilities, Courthouses, and Sheriff’s Offices. In addition to our completed Exhibit G, we have included a sample list of several noteworthy customers with similar scopes of work to the City of Garden Grove’s Public Safety Building. We encourage the City of Garden Grove to ask our references about our transitions, customer service, and quality of ongoing services.

San Bernardino County Sheriff:

CCS Facility Services provides janitorial services to San Bernardino County’s Sheriff Office. Staffing for this program requires CJIS and LiveScan background and training each year. San Bernardino County has been a customer since 2025.

Adams County, CO Detention Center:

CCS Facility Services provides full-time floor technicians and is adding day porters to Adams County, CO for their Detention Center. Adams County has been a customer since 2017.

City of Westminster, CA:

CCS Facility Services provides janitorial services to the police department, and has been the provider here since 2019.

City of Claremont, CA:

A newer customer, CCS Facility Services has been providing janitorial services to the Claremont Police Department as part of the Citywide contract.

City & County of Denver Police:

The City & County of Denver awarded CCS Facility Services their contract in late march of 2026, with a start date of May 1, 2026. This program boasts over 80 facilities, several of which are Denver Police Department buildings and require CJIS and LiveScan background and training. Our team was able to be fully staffed for the May 1 start date despite a 38-day transition for over 80 facilities and over 170 employees.

Criterion B — qualifications &
demonstrated public safety facility
experience
Depth and quality of public safety facility experience beyond the 60-month pass/fail minimum, as documented in Exhibit G: police headquarters, detention facilities, courthouses, and other secure 24/7 government facilities, including the size, duration, and scope of those engagements.

Proposal for
Janitorial Services
47 Continuity of service
• Each of the three reference contracts in Exhibit G has been served continuously, without a lapse in coverage, a suspension of service, or a gap between contract periods. Service ran through holidays, emergencies, and staffing changes because coverage is built around a cleared local bench rather than a single crew.
• Where turnover occurred, positions were backfilled with already-cleared personnel so the client never lost shifts waiting on background clearance — the same approach proposed for Garden Grove.

Renewals earned
• The contract terms and option years exercised on each referenced engagement are stated in Exhibit G. In each case the client elected to extend or renew rather than re-solicit, which is the measure we would ask the City to weigh most heavily.
• Several engagements have also expanded in scope or square footage during the term — added buildings, added frequencies, or added specialty work — which is a decision clients make only when the base service is holding.

No terminations for cause or material performance failures • CCS has not been terminated for cause, defaulted, or had a contract cancelled for performance on any of the referenced contracts, and is not the subject of a pending claim or dispute alleging material performance failure on them.
• Routine deficiencies do occur in custodial work; what matters is what follows. Findings were documented, corrected within the cure window, and closed out in writing with the client — the same self-reporting discipline described in our Quality Control Program.

Verify it directly
• Every Exhibit G reference is a current or recent client with a named contact who has agreed to speak with the City, and we welcome the reference checks contemplated.

Criterion B — qualifications &
demonstrated public safety facility
experience
Performance record on referenced contracts: continuity of service, contract renewals earned, and the absence of terminations for cause or material performance failures.

Proposal for
Janitorial Services
48 The people assigned, and why they are the right ones • Three named leaders support this contract, and all three are current CCS employees already based in our Orange County branch: Erryn Moreno, Account Manager and the City's day-to-day point of contact; Sebastian Pedreira, General Manager; and Cameron Hall, Regional Vice President. Full resumes follow on the next three pages. • A designated Lead Custodian is on duty on every shift, weekday and weekend, and is the person who verifies and signs the zone-by-zone completion log before the crew is released. Lead Custodians and the Contractor Project Manager are named in Exhibit H. • None of these positions is being recruited for this award. Each has direct experience in secure, access-controlled government facilities, including escorted cleaning, badge and key-card accountability, and working around detention, records, dispatch, and evidence areas.

Availability
• The management team is available to begin immediately upon award and can start clearance sequencing and mobilization as soon as the City issues notice. No key person is committed elsewhere in a way that would delay start-up.
• Because these leaders are local, oversight is in person rather than by phone: the Account Manager is on site regularly, with the General Manager and Regional Vice President reachable directly and available to attend the facility as needed.

Proposed custodial staff
• The custodians we intend to assign are experienced CCS employees currently working at other government facilities. Garden Grove is a pay increase for them, so we expect strong interest in transferring, and we will confirm each assignment with the employee rather than reassigning anyone against their wishes.
• Where an employee prefers to stay at their current site, the position is filled from our cleared Orange County bench under the same vetting sequence — no one starts before LiveScan, GGPD clearance, CJIS training, and Exhibit E are complete.

Criterion B — qualifications &
demonstrated public safety facility
experience
Experience and availability of key personnel: the qualifications of the project manager and on-site supervisors proposed for this contract, and their direct experience in secure facilities. 49 Cameron Hall
Regional Vice President
[email protected] | 714.559.2283
As Regional Vice President, West Coast Region, Cameron oversees strategic and operational leadership throughout California and Washington state. She previously served as Vice President of CCS' Orange County/Inland Empire region, driving overarching growth and a passion for incredible service for both customers and employees. Prior to joining CCS in 2013, Cameron spent five years in commercial real estate, where she oversaw 750,000-plus square feet of commercial and industrial properties. Cameron earned a Bachelor’s degree in Business Administration from Chapman University and earned her JD from Western State College of Law.

Experience
Regional Vice President
CCS Facility Services, 2013-Present
• Work with market leaders across the West Coast
Region of CCS Facility Services to ensure
compliance and adherence to CCS standards for
operations, customer service, and all business
functions
• Guide emerging markets by providing ongoing
supervision, support, and coaching
• Oversee large new accounts in new and
expansion markets
• Oversee all levels of operations across the West
region
• Active member in numerous commercial real
estate industry associations
• Oversee large new accounts in new and
expansion markets
• Performance of Quarterly Business Reviews for
major accounts
• Cameron began with CCS Facility Services as a
Senior Account Manager and was promoted
numerous times due to her strong work ethic,
attention to detail, and deep understanding of the
business
Previous Employment
• Prior to joining CCS Facility Services in 2013,
Cameron worked in commercial real estate where
she oversaw 750,000-plus square feet of
commercial and industrial properties. Cameron
earned a Bachelor’s degree in Business
Administration from Chapman University and
earned her JD from Western State College of Law
.

Skills
• Operations management & labor relations
• P&L management
• Team building
• Client retention & customer service improvement
• Strategic leadership & growth strategies
Proposal for
Janitorial Services
Key Support Resume
Sebastian Pedreira
General Manager, Orange County Branch
[email protected] | 949.261.1234
Sebastian is a highly effective General Manager with nearly a decade of experience specializing in building relationships, partnership building, managing talent, retaining top accounts, and growing profit channels. Self- motivated leadership professional with expertise in territory development and revealing customer needs to deliver solutions.

Experience
General Manager
CCS Facility Services, 2015-Present
• Gain long-term service commitments from over
150 accounts
• Manage all day and night operations, including
strategic and operational leadership
• Ownership of P&L and all related
expense/revenue categories for business unit
• Develop highly empathetic client relationships and
earned a reputation for delivering exceptional
customer service
• Resolve customer problems and complaints by
clarifying the issue, explaining the best solution,
and following up with the clients
• Build trust in company by responding efficiently
and helpfully to customer needs
• Analyze customer satisfaction levels and define
customer-specific plans to ensure satisfaction of
all current and prospective customers
• Spearheaded the implementation of electronic
timekeeping system, company-wide
• Manage procurement of supplies, chemicals, and
equipment to ensure service excellence
• Empower and train frontline employees to grow
into supervisory roles
Senior Account Manager
• Oversaw management and daily and nightly
scope of work for 50+ Class A and B buildings
• Established and maintained effective lines of
communication with clients and facilities’
personnel
• Directed management of accounts through
tenant surveys and in-person meetings
Skills
• Janitorial operations, processes, & performance
standards
• Building and facility inspections
• Safety and security
• Customer service
• Leadership & training
Proposal for
Janitorial Services
50 Key Support Resume
Erryn Moreno
Account Manager, Orange County Branch
[email protected] | 949.244.8682
Erryn Moreno is an Account Manager at CCS Facility Services with more than a decade of experience in customer relationship management, sales strategy, and operational leadership. Known for her collaborative approach and problem-solving mindset, Erryn excels at turning challenges into long- term partnerships while delivering strong results for both clients and internal teams.

Experience
Account Manager
CCS Facility Services, 2026-Present
• Responsible for day-to-day custodial
operations and administrative activities to
ensure conformance to contract
requirements
• Conducts quality of service inspections at
CCS Facility Service customer buildings,
assuring that services are performed to
perfection
• Manages and provides leadership and
coaching to supervisors and lead personnel
assigned to buildings managed
• Directing work of employees on site at a
customer building
• Providing excellent customer service that
exceeds expectations and builds relationships
and trust among partnerships
• Recommend and schedule additional services
based on customer needs
Previous Employment
Prior to joining CCS, Erryn held account
management roles with Innovative Cleaning
Services and built experience across customer
success, mortgage lending, and business
development.

Skills
• Strategic planning
• Team building
• Incident & infrastructure management
• Management and supervision
• Leadership and training
Proposal for
Janitorial Services
51 Key Support Resume
Proposal for
Janitorial Services
52 Criterion B — qualifications &
demonstrated public safety facility
experience
Organizational capability: financial stability, resources, and local presence sufficient to sustain reliable service and rapid response to the City of Garden Grove.

CCS is unmatched in local infrastructure and management in the Garden Grove area. Over the next few pages, we outline our capability and differentiators as an organization.

Financial Stability
CCS Facility Services is a privately held corporation. CCS Facility Services has a long-standing history as a very stable and financially healthy company that is well capitalized and continuously invests in our employees, equipment, technology, and infrastructure. With an average 94% customer retention rate, we enjoy a very stable business base and continue to grow organically year after year.

We would not need to borrow or bring in any financial partners to finance the equipment and have the working capital necessary to perform this contract. We utilize our resources to:
• Provide the newest and most effective equipment upon contract starts • Perform necessary maintenance to capital equipment or replace once the useful life is met • Create incentive bonus programs for supervisors and managers to promote safety, quality, and proactive communication
• Provide support to our in-building teams in the form of training programs, new uniforms, proper protective equipment, and educational resources
CCS Facility Services has never filed for bankruptcy and does not foresee any legal or financial circumstances that would affect our performance within your facilities. A letter from an independent auditor assuring our financial stability can be provided upon request.

As a private corporation, we are happy to provide more information about our financials as requested.

CCS Facility Services can provide financials as necessary to support the financial stability of the company.

Proposal for
Janitorial Services
53 Management support available at any time
• A dedicated Account Manager serves as the City's day-to-day point of contact, conducting routine inspections and responding to requests as they arise. • The General Manager oversees local operations, staffing levels, supplies, and quality assurance across the account.
• The Regional Vice President provides executive oversight and is available for escalations, performance reviews, and contract-level decisions.
• All three are reachable at any time — including nights, weekends, and holidays — to support the City's public safety facilities, which operate around the clock.

Proposed on-site staff
• Our proposed custodial staff are currently working as janitors at other governmental facilities, so they arrive experienced in public-sector security protocols, badging and escort requirements, and the expectations of occupied municipal buildings.
• Final assignments will be confirmed after we meet individually with each proposed employee to determine their interest in transferring to the Garden Grove account. • If any individual elects to remain at their current site, we will fill the position from our local recruiting pipeline and complete background screening prior to the start of service, so staffing levels are met on day one.

Criterion B — qualifications &
demonstrated public safety facility
experience
Organizational capability: financial stability, resources, and local presence sufficient to sustain reliable service and rapid response to the City of Garden Grove.

Proposal for
Janitorial Services
Criterion B — qualifications & demonstrated
public safety facility experience
Local Infrastructure to Support the City of Garden Grove’s Public Safety Building Account Managers (AMs)
Account Managers serve as the single point of accountability for each client and are responsible for overall contract performance, client satisfaction, and continuous improvement.

They translate contract requirements into site-specific operating plans, establish KPIs, and lead formal governance such as monthly reviews and Quarterly Business Reviews (QBRs). AMs coordinate resources across day and night operations, validate staffing plans, approve schedules, and ensure compliance with all contractual, safety, and regulatory requirements.

They also manage issue escalation and resolution, leveraging data from inspections and work order systems to drive corrective action and prevent recurrence. From a client perspective, the AM owns communication, transparency, and results.

Day Service Managers (DSMs)
Day Service Managers oversee all daytime operations, including day porter teams and high- visibility services. Their focus is responsiveness, presentation, and real-time issue resolution in occupied facilities. DSMs conduct daily walkthroughs, perform spot inspections, manage service requests, and coordinate with client staff on evolving needs throughout the day. They ensure that restrooms, lobbies, high-touch surfaces, and shared spaces meet standards at all times, and they deploy resources dynamically to address surges in demand. DSMs also reinforce training, safety protocols, and customer-facing professionalism, ensuring that daytime staff deliver a hospitality-oriented experience.

Night Area Managers (NAMs)
Night Area Managers lead after-hours operations and are responsible for executing the core cleaning scope with consistency and efficiency. They supervise night crews, verify attendance and coverage, and conduct detailed inspections to ensure all tasks—daily, weekly, and periodic—are completed to specification. NAMs manage production rates, equipment utilization, and adherence to standard operating procedures, including specialized services such as floor care and project work. They document results, capture deficiencies, and implement immediate corrective actions, ensuring that facilities are reset to standard before the next day’s occupancy.

Integrated Quality Delivery
These three roles operate as a coordinated management triangle. The AM sets strategy, expectations, and accountability; the DSM ensures daytime responsiveness and client-facing quality; and the NAM guarantees thorough execution of the full scope overnight. Information flows continuously between them through shared reporting, inspections, and work order systems—creating a closed-loop process where issues identified during the day are resolved at night, and trends observed at night inform daytime priorities. This layered supervision model provides continuous coverage, rapid response, and consistent quality, resulting in reliable service delivery and high client satisfaction.
54 Proposal for
Janitorial Services
Criterion B — qualifications & demonstrated
public safety facility experience
Resources
CCS Facility Services brings a comprehensive set of organizational resources designed to ensure reliable, scalable, and fully compliant service delivery. Our strength lies in the combination of local workforce depth, experienced leadership, dedicated support teams, and established infrastructure that together provide a low-risk, high-performance solution.

At the core of our capability is our substantial local presence. In the Orange County region, CCS supports a workforce of nearly 700 custodial employees, providing the scale, bench strength, and flexibility required to manage large, multi-site operations. This depth allows us to maintain consistent staffing levels, respond quickly to changing needs, and ensure uninterrupted service delivery across all facilities.

Our operations are supported by a structured management model that emphasizes accountability and responsiveness. Dedicated Account Managers serve as the primary point of contact, supported by local supervisors and regional leadership who provide ongoing oversight, quality assurance, and performance management. This layered approach ensures that issues are addressed quickly, communication remains clear, and service standards are consistently met.

CCS also deploys specialized support teams that are critical to operational success. Our Human Resources and recruiting teams maintain a continuous pipeline of qualified candidates, enabling rapid hiring, onboarding, and workforce stabilization. Our retention programs have resulted in turnover rates significantly below industry averages, supporting consistency and institutional knowledge within our teams.

In addition, CCS leverages strong procurement and vendor partnerships to ensure access to high-quality equipment, supplies, and consumables at competitive pricing. Our ability to standardize equipment and deploy resources efficiently across sites contributes to both operational consistency and cost control.

We further support our operations with established systems and processes that enhance visibility, accountability, and performance. From workforce management and attendance tracking to quality assurance and inspection protocols, CCS integrates technology and structured oversight to ensure contract compliance and continuous improvement.

Ultimately, CCS provides more than staffing—we deliver a fully resourced operational platform.

Our workforce scale, management structure, support teams, and infrastructure combine to offer clients a dependable partner capable of delivering consistent, high-quality custodial services at scale.
55 Proposal for
Janitorial Services
Criterion B — qualifications & demonstrated
public safety facility experience
Support in Orange County
In the maps below, you’ll see our client sites represented by navy dots. Our local offices are the red dots. This map shows our client density in the area, which is unmatched, and below the maps please see our local workforce in Orange County alone. In neighboring Los Angeles, we have another branch that maintains another 450 cleaners and infrastructure to support them.

Our Orange County Branch is in nearby Costa Mesa. As of August 2026, we only have 5 job openings, which is less than 1% of our workforce. This showcases our ability to staff openings and maintain full coverage for our customers.

Our standard emergency response time is less than 1 hour, however we can meet the City of Garden Grove’s requirement of a 30 min on-call acknowledgement, and a 60 min on site response. As seen in our staffing plan and is outlined below, we have a team of 20 trusted, cross trained floaters. If awarded this contract, we will ensure that we send at least 3 of these folks through the proper background screening to always ensure full coverage for the City of Garden Grove.
56 Orange County Branch Workforce
Regional Vice President (1)
General Manager (1)
Account Manager (4)
Day Service (4)
Night Area Managers (10)
Floaters (20)
Floor Team (18)
Professional Cleaners: Day Porters & Night Janitors (650) Proposal for
Janitorial Services
57 Criterion B — qualifications &
demonstrated public safety facility
experience
Compliance posture: DIR registration history for the Proposer and designated subcontractors, and any record of labor law or payroll violations with final disposition by a public entity within the past three (3) years, which the committee may consider in scoring this criterion and in the City's responsibility determination.

DIR registration. CCS holds an active California Janitorial Contractor Registration with the Labor Commissioner under the Property Service Workers Protection Act (Labor Code §1420 et seq.), maintained continuously and without lapse or suspension. The registration certificate is submitted separately per the City's instructions, and current status is verifiable on the DIR public registry.

CCS Facility Services is one of the largest privately held janitorial and custodial services providers in the Western United States, employing thousands of team members across multiple states. Our Southern California operation alone employs more than 1,750 frontline and supervisory employees who collectively perform millions of labor hours annually.

As a large employer operating in California's highly regulated labor environment, CCS occasionally encounters employment-related claims. These matters should not be viewed as evidence of systemic compliance issues. When considered against the size of our workforce and the volume of hours worked, the number of claims represents a very small percentage of our overall employee population and employment activity.

Importantly, the majority of the matters listed below have been resolved through signed settlement agreements and are awaiting final court approval and closure. These cases do not represent ongoing operational disputes.

CCS remains committed to continuous improvement in workforce compliance and labor management. To support this commitment, the company has invested significantly in its people, processes, and technology, including the implementation of Workday, the industry's leading Human Capital Management (HCM) platform. Workday provides centralized employee data management, payroll administration, compliance reporting, training oversight, and workforce analytics, helping ensure consistent employment practices across the organization.

These investments are supported by dedicated Human Resources, Payroll, Operations, Safety, and Compliance teams that oversee labor practices, management training, employee relations, and regulatory compliance. CCS continuously reviews and enhances its policies and procedures to align with evolving employment laws and industry best practices.

The litigation matters disclosed on the following page should therefore be evaluated in the context of a large employer with a substantial workforce that has made significant investments in compliance infrastructure, workforce management systems, and operational controls designed to support lawful and consistent employment practices.

Proposal for
Janitorial Services
58 Criterion B — qualifications &
demonstrated public safety facility
experience
NotesCase DateCase No.CourtCase Name
Request for order directing
depublication of appeal –
denied – court declines to
review the matter
(6.17.2026)
4/27/2026S296430CA Supreme
Court
Jazmin Ayala-Ventura v.

CCS Facility Services –
Los Angeles, Inc., et al
Request for order directing
depublication of opinion –
denied – court declines to
review the matter, CCS
entitled to recover its costs
on appeal
*Signed settlement – awaiting
court approval
4/22/2025F089695CA 5th District
Appeals Court
Jazmin Ayala-Ventura v.

CCS Facility Services –
Los Angeles, Inc., et al
Other employment
complaint case
*Signed settlement – awaiting
court approval
12/5/202424STCV31985CA Los Angeles
County Superior
Court
Steven M Dovalina vs CCS
Facility Services
Other employment
complaint case
*Signed settlement – awaiting
court approval
9/24/202424STCV24579CA Los Angeles
County Superior
Court
Cutderto Cortez Herrera
vs CCS Facility Services -
Los Angeles, INC.
*Signed settlement – awaiting
court approval
8/29/202424CECG03802CA Fresno County
Superior Court
Jazmin Ayala-Ventura v.

CCS Facility Services –
Los Angeles, Inc., et al
Other employment
*Signed settlement – awaiting
court approval
1/10/202525STCV00680CA Los Angeles
County Superior
Court
Yadira Garcia Rocha v.

CCS Facility Services –
Los Angeles, Inc., et al
Other employment
complaint case
*Signed settlement – awaiting
court approval
9/30/202424STCV25409CA Los Angeles
County Superior
Court
Steven M Dovalina vs CCS
Facility Services
Other employment
*Signed settlement – awaiting
court approval
8/30/202424STCV22299CA Los Angeles
County Superior
Court
Michael Overton, et al v.

CCS Facility Services –
Los Angeles, Inc., et al
Proposal for
Janitorial Services
59 Proposal for
Janitorial Services
Cost Proposal
Proposal for
Janitorial Services
60 Exhibit C is complete for all three tiers
• Firm monthly and annual pricing is submitted for Tier 1 (Full Service), Tier 2 (Standard Service), and Tier 3 (Managed Service), each priced independently against the same facility data in Exhibit A — approximately 81,052 cleanable square feet, 29 restrooms, and a detention facility operating 365 days a year.
• No tier is priced as a discount off another. Each reflects the crew size, shift structure, and frequencies in the corresponding Exhibit H staffing plan, so the City can compare service levels against cost directly.

Required standalone line items are priced separately
• After-hours on-call custodial service — hourly rate (Section 5.1). • On-call biohazard and hazmat response — per-incident rate (Section 5.2). • Restricted-area special request services — hourly rate for each restricted area, listed individually (Section 5.4).
• Parking structure services — monthly weekly power sweeping, monthly custodian/porter service with proposed daily hours, and per-event quarterly deep cleaning.

Consumables are included — no pass-through billing
• All consumable supply costs under Section 6.1 are built into the monthly price for each tier. CCS proposes no separate consumables line item, no markup, and no pass-through billing at any tier. • Pricing holds firm through the initial term. Any adjustment in an option year would be proposed in writing in advance and is subject to the City’s sole discretion to exercise that year.

Criterion C — cost proposal
Completeness and reasonableness of the Cost Proposal: firm pricing for all three service tiers, all required standalone line items, and full inclusion of consumable supply costs in monthly tier pricing.

Proposal for
Janitorial Services
Completeness of
Response &
References
61 Proposal for
Janitorial Services

Proposal for
Janitorial Services
62 References the City can verify
• Exhibit G presents three completed public safety facility reference contracts, each with the client agency and a current contact, facility type and address, contract term, approximate gross square footage, and scope including security and restricted-area protocols. • All referenced experience is CCS’s own — no subcontractor experience is used to satisfy the public safety facility requirement — and each contact has been notified that the City may call. • The Statement of Compliance is submitted with no exceptions taken to the RFP instructions and terms, the Janitorial Work Plan, or the draft Agreement and insurance requirements.

Criterion D — completeness of response
& references
Completeness of the submittal against the RFP’s required documents checklist, and verification of the reference contracts provided in Exhibit G.

PageRequired document
63Proposal Letter / Certificate of Acceptance (RFP pp. 11–12) 64Statement Regarding Insurance Coverage (RFP p. 13)
65Statement of Compliance (RFP p. 14)
66Non-Collusion Statement (RFP p. 15)
67Exhibit B — Safety Standards & Protocols
68Exhibit C — Cost Proposal and Tiered Pricing Schedule (uploaded separately) 69Exhibit E — Contractor Acknowledgement and Confidentiality Agreements 70Exhibit G — Proposer References & Qualifications Form 71Exhibit H — Proposed Staffing Plan (uploaded separately) 72Chemical Product List and Safety Data Sheets
4–44Contractor Work Plan — Section 10.1 through 10.7, at each tier Proposal for
Janitorial Services
63 Proposal Letter

Proposal for
Janitorial Services
64 Insurance Statement

Proposal for
Janitorial Services
65 Statement of Compliance

Proposal for
Janitorial Services
66 Non-Collusion Statement

Proposal for
Janitorial Services
67 Exhibit B

Proposal for
Janitorial Services
68 Exhibit C
This was uploaded separately per instructions on PlanetBids.

Proposal for
Janitorial Services
69 Exhibit E

Proposal for
Janitorial Services
70 Exhibit G

Proposal for
Janitorial Services
71 Exhibit H
This was uploaded separately per instructions on PlanetBids.

Proposal for
Janitorial Services
Safety Data Sheets
72 Proposal for
Janitorial Services

Proposal for
Janitorial Services
Cleaning Supplies
f) A list of cleaning supplies to be used and all OSHA-required MSDSs

Proposal for
Janitorial Services
74CCS FACILITY SERVICES

Proposal for
Janitorial Services
75CCS FACILITY SERVICES

Proposal for
Janitorial Services
76CCS FACILITY SERVICES

Proposal for
Janitorial Services
77CCS FACILITY SERVICES

Proposal for
Janitorial Services
78CCS FACILITY SERVICES

Proposal for
Janitorial Services
79CCS FACILITY SERVICES

Proposal for
Janitorial Services
80CCS FACILITY SERVICES

Proposal for
Janitorial Services
81CCS FACILITY SERVICES

Proposal for
Janitorial Services
82CCS FACILITY SERVICES

Proposal for
Janitorial Services
83CCS FACILITY SERVICES

Proposal for
Janitorial Services
84CCS FACILITY SERVICES

Proposal for
Janitorial Services
85CCS FACILITY SERVICES

Proposal for
Janitorial Services
86CCS FACILITY SERVICES

Proposal for
Janitorial Services
87CCS FACILITY SERVICES

Proposal for
Janitorial Services
88CCS FACILITY SERVICES

Proposal for
Janitorial Services
89CCS FACILITY SERVICES

Proposal for
Janitorial Services
90CCS FACILITY SERVICES

Proposal for
Janitorial Services
91CCS FACILITY SERVICES

Proposal for
Janitorial Services
92CCS FACILITY SERVICES

Proposal for
Janitorial Services
93CCS FACILITY SERVICES

Proposal for
Janitorial Services
94CCS FACILITY SERVICES

Proposal for
Janitorial Services
95CCS FACILITY SERVICES

Proposal for
Janitorial Services
96CCS FACILITY SERVICES

Proposal for
Janitorial Services
97CCS FACILITY SERVICES

Proposal for
Janitorial Services
98CCS FACILITY SERVICES

Proposal for
Janitorial Services
99CCS FACILITY SERVICES

Proposal for
Janitorial Services
100CCS FACILITY SERVICES

Proposal for
Janitorial Services
101CCS FACILITY SERVICES

Proposal for
Janitorial Services
102CCS FACILITY SERVICES

Proposal for
Janitorial Services
103CCS FACILITY SERVICES

Proposal for
Janitorial Services
104CCS FACILITY SERVICES

Proposal for
Janitorial Services
105CCS FACILITY SERVICES

Proposal for
Janitorial Services
106CCS FACILITY SERVICES

Proposal for
Janitorial Services
107CCS FACILITY SERVICES

Proposal for
Janitorial Services
108CCS FACILITY SERVICES

Proposal for
Janitorial Services
109CCS FACILITY SERVICES

Proposal for
Janitorial Services
110CCS FACILITY SERVICES

Proposal for
Janitorial Services
111CCS FACILITY SERVICES

Proposal for
Janitorial Services
112CCS FACILITY SERVICES

Proposal for
Janitorial Services
113CCS FACILITY SERVICES

Proposal for
Janitorial Services
114CCS FACILITY SERVICES

Proposal for
Janitorial Services
115CCS FACILITY SERVICES

Proposal for
Janitorial Services
116CCS FACILITY SERVICES

Proposal for
Janitorial Services
117CCS FACILITY SERVICES

Proposal for
Janitorial Services
118CCS FACILITY SERVICES

Proposal for
Janitorial Services
119CCS FACILITY SERVICES

Proposal for
Janitorial Services
120CCS FACILITY SERVICES

Proposal for
Janitorial Services
121CCS FACILITY SERVICES

Proposal for
Janitorial Services
122CCS FACILITY SERVICES

Proposal for
Janitorial Services
123CCS FACILITY SERVICES

Proposal for
Janitorial Services
124CCS FACILITY SERVICES

Proposal for
Janitorial Services
125CCS FACILITY SERVICES

Proposal for
Janitorial Services
126CCS FACILITY SERVICES

Proposal for
Janitorial Services
127CCS FACILITY SERVICES

Proposal for
Janitorial Services
128CCS FACILITY SERVICES

Proposal for
Janitorial Services
129CCS FACILITY SERVICES

Proposal for
Janitorial Services
130CCS FACILITY SERVICES

Proposal for
Janitorial Services
131CCS FACILITY SERVICES

Proposal for
Janitorial Services
132CCS FACILITY SERVICES

Proposal for
Janitorial Services
133CCS FACILITY SERVICES

Proposal for
Janitorial Services
134CCS FACILITY SERVICES

Proposal for
Janitorial Services
135CCS FACILITY SERVICES

Proposal for
Janitorial Services
136CCS FACILITY SERVICES

Proposal for
Janitorial Services
137CCS FACILITY SERVICES

Proposal for
Janitorial Services
138CCS FACILITY SERVICES

Proposal for
Janitorial Services
Thank You!
We look forward to supporting the
standard you’ve set: consistently,
reliably, and without compromise.
139

Garden Grove City CouncilSeptember 8, 2026

Garden Grove City Council
September 8, 2026