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Home My WebLink AboutRESPONSE - BID - 5746 SECURITY SERVICES PARKING STRUCTURES ANNUAL (4)November 21, 2002 Mr. James B. O'Neill Il, CPPO, FNIGP Director Of Purchasing and Risk Management City Of Fort Collins PO Box 580 215 North Mason Street. Fort Collins, Colorado 80522-0580 Dear Mr. O'Neill, Thank you for the opportunity to present our proposal to provide you with security services. We are excited about working with the City of Ft. Collins, the home of Colorado State University and an outstanding public school system. Fort Collins unique blend of natural beauty, cultural and recreation opportunities, a strong economic base and diverse employment opportunities is worthy of a world -class security service. Pinkerton, a Securitas company is the world's largest supplier of contract security, security technology integration, investigation services and hiring services. We provide a broad array of security services and technologies to address the asset protection needs of our clients through 500 offices. We leverage these global resources with our Local Focus strategy. This focuses on client service, client retention, quality and training. Local management based in Fort Collins supports our front line service providers and customers. We are not just a vendor (guard company), but a partner committed to enhancing the safety, security and success of our clients. We want to be your single source provider —to give you "one stop shopping" for your security needs. Our principal objective is well -considered, well - implemented security programs that enable our clients to concentrate on their core objectives. Thank you for considering Pinkerton. We look forward to your decision. Sincerely, l Richard D. Paulsen Business Development Manager (303)751-1000 Step three focuses on complementary services and new customer groups, resulting in specialization and refined concepts. Refinement and development of the service contribute to the fourth step - organic growth. New customer segments and services accelerate the development further. At this stage, the organization has reached such strength that it can successfully make complementary acquisitions - and the process begins again from step one. PEOPLE MAKE THE DIFFERENCE Models and structures are tools, but it is people that actually make the difference. Taking pleasure in your work, commitment and dedication are fundamental at Pinkerton. Our method of developing people and transferring values is based on living as we learn and being good role models. An understanding of what we are doing, commitment to every detail, simplicity in work and setting a good example are generic characteristics that unite us in the way we work. Pinkerton's Organization ►00 ;0 PIIWl13MW USA Security Services Don W. Walker Qairmanand Cbwf&o Wse Officer Amund Skarholt President James F. McNulty Executive Vice President Gary FIDY Leap Bean Ron Harper eeaaeat Iieadera F,®amr Plvtmbv Go�1 E[ergy$Ryt[!a dote Atiatiiv SnNma Savhea MIY d ]CiraltMs Brad Van Hazel AEadut t}C1tdGW pft!Rd A s M,.w rx,u®C.u�. s kremmrm ngte, V�� 'tee'. Fepov WA OR, ID,An,CO, S.CA H< NCA WY. r nF Bill Banheleay PadM Il KM xq on w, xv HAkan Winberg Executive Vice President & Chief Financial C( icer 140 A Sea ms Company Client Satisfaction Standing behind Pinkerton's local focus is a study that we undertook with UMS Services Consulting Group to discover what drives client satisfaction from their security provider. We found that the following criteria are most important to our clients: ❖ Consistent and reliable service ❖ Quick response by management ❖ Security officers who convey trust and confidence ❖ Security officers who possess a professional demeanor ❖ Individualized attention Let's take a look at how Pinkerton works to ensure client satisfaction. Page 9 II. CONSISTENT AND RELIABLE SERVICE Pinkerton's goal is to provide the best people for the job. That's why we devote extensive time and resources to hiring the right people, training them and making sure they are the right fit for the clients' needs. Recruiting We do this through comprehensive recruiting at the local level at a wide variety of facilities including veteran's centers, minority organizations, youth employment programs, campus offices, industry councils, retirement organizations and the Employment Development Department. We also utilize Internet job search sites, we post our listings on the Pinkerton Web page, we recruit at job fairs, reward employee referrals, and advertise in newspapers and on the radio. Hiring Pinkerton's hiring process is extensive and incorporates many technology -based screening tools such as the Stanton Survey® assessment, which is a selection tool that identifies applicants who are less prone to be involved in counter -productive incidents and have a higher degree of work ethic and a comprehensive drug -screening program. Page 10 The Standards can be met if the candidate can answer "Yes" to all of the questions below: 21 Are you at least 18 years of age? 0 Do you have a means of communications (i.e. telephone/pager number where you can be reached) and have access to reliable transportation? 0 Do you have the legal right to work in the United States: 2 Are you able to communicate effectively both verbally and written? 2 Do you have a High School Diploma or GED? 21 Are you willing to participate in Pinkerton's pre -employment procedures, including a drug screen and background investigation? 2 Are you able to meet minimum state guard licensing requirements (if applicable)? Application Phase: This is comprised of all items an applicant must complete to apply for a position with Pinkerton. A contingent offer of employment is made or the applicant is informed that they do not meet Pinkerton's hiring criterion. Pinkerton Hiring Process - Phase 1 tt.o:�. tti:at 44 MEMM" �— remmthm PHONMN SERVCE HEROES — the Bast Pw,la for the loh.O Page 11 Background Phase: This is where the background process is completed and the employment offer is either confirmed or rejected based on the information obtained. Introduction Phase: This gives a new associate an introduction to Pinkerton. Pinkerton Hiring Process - Phase 2 f-- Decision Point Pinkerton Hiring Process - Phase 3 Page 12 Training IKERTON'S I FOR NAL DEVELOPMENT After a Pinkerton security officer has been hired, he or she receives the following basic training: ✓ Orientation ✓ Public relations ✓ Safety ✓ Fire prevention ✓ Patrol techniques ✓ Communications & reports ✓ Post orders ✓ Hazardous materials ✓ Client relations Then the security officer is assigned to a client site and receives site -specific training including an overview of the client's business and mission; facility layout; security goals; post orders and responsibilities; reporting procedures; safety overview; shift schedules; emergency notification procedures; and cross training in other responsibilities. PinkertonI's Center for Professional Development (PCPD) Pinkerton's philosophy is that training never stops — and we test what we teach! We stress employee development, and encourage our security officers to focus on career pathing and professional development through incentive programs. We offer a variety of training programs through the PCPD. Let's take a look at the Pinkerton Supervisor Certification Process that includes: 4 The Role of the Supervisor -* Managing Performance 4 Service Excellence a Improving Business Process -> Implementing and Measuring Process Improvements 4 Coaching and Counseling 4 Better Business Writing Page 13 As another example, Pinkerton's ACT 1, 2 and 3 training modules provide an education in security -related topics. ♦ ACT 1 - includes history of security, professional image, public relations, security awareness, patrol techniques, etc. ♦ ACT 2 - includes post orders, crowd control, fire prevention and equipment, information security, laws of evidence, crime scene procedures, etc. ♦ ACT 3 - includes workplace violence, lock and key, bomb threats, substance abuse, emergency response and safety awareness. Ongoing Officer Development Pinkerton devotes extensive resources to our comprehensive employee communications program called Excellence in Service& We produce informational materials for our security officers that include bimonthly magazines, posters, payroll stuffers and discussion guides. The magazine contains coupons for our sweepstakes program that encourages employee participation and learning about the company. Page 14 Responding to Emergencies Tbesfbgblepocd-d,d yoredatlYmea6meNw apporsond-bbdp oibg.. lip ibglims, lgmtivggs wn br awn *M.. roliT kY 0. . or-mWr-iy bbely-mpbyse a*P.I, 0-0#w ahk, gliy P .P. dol IWA -C tN boss r-"P vc You mice dle ke lkv Far.esm'amlplw.. ph"" diakmm -bon iodad M ofa Yfilcdew ibw� yacr comp-slmm a Irgied end ek arberwgf, Wp 0(1 MiY. WMeh 77m '.1 W.M ► " em/rs"" Y. ids 19M W Wdw7O Tick❑ Patroswept mountain vendee 1] Crow ❑ AD of the above Marne Social 8acurity Number — District I Sweepstakes Coupons a • g4f waiting to be wfKn.cbetl. AA Yleko..M atM1—.Iwo Yd ••uY esin lM1.m. • W.flilryillg aonc hews th" erfpf Inm problem.. • eeinp po.ctiw. /acing Hw.. MMan, • Mabhq goad clgbnwr smba M .ubmNle .-.pon.e.0on"t paNip h . a f-ctic: laf it became a pot W Yau• penamelhY. • T.WngpefyglWrevpon.ibnryinall •ep.cn W rau. iaa lo-h esnaG•kaban�bv e. OonY es46 len•geWi[4N nrWcm wa.GY aerv�Wauc pur vNingac lu M!p aW xn N.-s••e� 9s.• Fm� •Men oerw�Y ��•vana+. 1-800-636—HERO 0 Payroll stuffers Excellence in Service Magazine — Bi-monthly Posters accompanying Excellence in Service Magazine Page 15 Automated Scheduling/Billing Systems Pinkerton utilizes its own automated scheduling systems that integrate employee data with contract requirements. These systems ensure the following needs are met: ♦ The right security officer is in the right place at the right time ♦ Clients get billed for the correct amount the first time... and subsequently ♦ Pinkerton employees receive accurate paychecks ♦ Clients know their contract specifications are being met Page 16 III. QUICK RESPONSE BY MANAGEMENT Pinkerton believes in responding to our clients' needs!! We combine a proactive management approach with built-in flexibility to be responsive to our clients. Here's how we do it: ■ Client action planning. Account planning includes review process by the client, measures to be employed, results sought, actual results, service categories and objectives, action criteria and activities to be carried out. ■ Report card system of performance measurement and assessment monthly. ■ Our area management structure was designed to deliver all needed services locally. Local service delivery means we center our resources in the field where they are closest to the client. ■ If a client has supplemental staffing needs due to a special event or specific problem, Pinkerton will implement its Critical Response Plan with highly trained officers from our Emergency Response Team. Team members can be pulled from different districts, regions or states, depending on the situation. Clients rest assured that supplemental staff members will be trained and experienced in the job responsibilities they will perform. • Area offices have a "flex force" concept which backs up staffing issues caused by vacations, sick days, public holidays, etc. • Area offices ensure 24-hour local management response through phone tree systems and personnel availability. Page 17 BID PROPOSAL BID #5746 SECURITY SERVICES FOR PARKING STRUCTURES BID OPENING: NOVEMBER 21 2002 3.00p m (our clock) WE HEREBY ENTER OUR BID FOR THE CITY OF FORT COLLINS' REQUIREMENTS FOR SECURITY SERVICES FOR PARKING STRUCTURES PER THE BID INVITATION AND ANY REFERENCED SPECIFICATIONS: The City of Fort Collins Parking Services Department is requesting bids for Security Guard Services in two parking structures located in downtown Fort Collins. The Old Town Parking Structure located at 102 Remington St. and the Civic Center Parking Structure at 120 North Mason St. A pre -bid meeting to review the structures will be held on November 7, 2002 at 10:00 am at 215 N Mason room 2D. Awarded contractor must sign the attached Service Agreement and provide insurance per Exhibit "B". This is a one year contract and may be renewed up to three more years. Any technical questions regarding the Parking Structures should be directed to Carol Champion, Parking Operations Coordinator and Project Manager, (970) 224-6057. E-mail address: cchampion@fcgov.com Purchasing questions should be directed to John Stephen, CPPB, Senior Buyer, (970) 221-6775. E- mail address: jstephen@fcgov.com Bid Schedule Please submit a separate cost for security services for each facility, Old Town Parking Structure and Civic Center Parking Structure respectfully. Award is based on Grand Total. Our company will supply security per specifications for: Old Town Parking Structure $ 7303. 49 /month x 12 = Year Total $ 87641 , 97 Civic Center Parking Structure $ 7303.4g /month x 12 = Year Total $ 87641 _ q7 Grand year total for both $ 1752 3 _gu Firm Name Pinkerton-, Inr (Are y u a cor oration BA, Partnership, LLC, PC) Signature •---� Title R„r*ness DevelopmentManager Address _ 10170 Past Mississippi Avenue Denver, C® 80231 Phone/Fax , ,, Our Bid is subject to the enclosed Exceptions BURNS Client Service Review Date: Burns/Pinkerton Office Client Contact: Corp-Loc/RC Number: Client: Contract Number: Date of Last CSR: Contract Renewal Date: Always 7Expectations Frequently Sometimes Meets Sometimes Rarely Meets Never Meets Expec Exceeds Exceeds Expectations Meets Expectations Expectations ExpEctations Expectations 1. Bums/Pinkerton security officers provide 7 6 5 4 3 2 l consistent and reliable service that ............ 2. Bums/Pinkerton security officers display 7 6 5 4 3 2 l knowledge of post duties that ................ 3. To what extent would your company's employees 7 6 5 4 3 2 1 say that Pinkerton security officers convey trust and confidence? 4. Pinkerton security officers have a professional 7 6 5 4 3 2 1 demeanor that ............................ 5. Pinkerton maintains post orders that ........... 7 6 5 4 3 2 1 6. Pinkerton security officers provide information in 7 6 5 4 3 2 1 their reports .............................. 7. The level of supervision for this location ....... 7 6 5 4 3 2 1 8. The response of Pinkerton management ........ 7 6 5 4 3 2 1 9. The way Pinkerton management addresses the 7 6 5 4 3 2 1 security needs of my site(s) .................. 10. Overall, the service that Pinkerton provides ..... 7 6 5 4 3 2 1 Client Comments: Client Acknowledgement Manager Acknowledgement Page 18 IV. TRUST AND CONFIDENCE Pinkerton's clients have trust and confidence that when a Pinkerton officer is on the job, their assets are protected! Pinkerton strives to ensure that we provide trustworthy security officers who will best represent the client. How do we do that? Here are some of the processes we have in place: ♦ Thorough hiring process to assess the honesty of job candidates and reduce risk for clients. ♦ Well -trained supervisors who lead front-line officers by example and manage on a day-to-day basis. 1. Manage performance 2. Deliver service excellence 3. Improve business processes 4. Implement and measure process improvements 5. The Role of the Supervisor ♦ Pinkerton partners with training agencies to provide additional resources for our associates. These include: • Professional Security Television Network (PSTN) • Fire and Emergency Training Network (FETN) • Law Enforcement Television Network (LETN) ♦ The right tools for the job. Pinkerton provides security officers the right tools, and has formed alliances with companies that produce uniforms, radios, incident -tracking software, time -keeping systems, equipment, etc. Page 19 Some of the alliances Pinkerton has formed with suppliers include the following: 0 CAP IndexO - neighborhood risk assessment model Cif IRIMSO incident tracking RI Officer tour technology — "TOCO" Page 20 V. PROFESSIONAL OFFICER DEMEANOR Pinkerton knows that how well our security officers represent the client is key to delivering excellent service. We work to ensure our officers act appropriately, appear professional, and are 100% customer -focused at all times. ♦ Service Heroes strategy - We increase client satisfaction and quality by having involved, focused, committed and trained people in our organization. Having Everyone Receive and Offer Excellent Service is core to the Pinkerton philosophy, vision and values. ♦ Pinkerton's associate opinion surveys are a method by which we ask for input from our security officers and other associates, and work to continuously improve our processes. ♦ Referral programs for recruiting new associates give good leads in a tight labor market. ♦ Pinkerton has created employee recognition programs that are built around service excellence, and give security officers cash awards to recognize a high level of service. ♦ We have both local and national company recognition programs. Some of the awards regularly given include: • Special distinction • Special achievement • Security officer of the month • Client's officer of the month waiaa d • Client's officer of the year • Regional officers of the year:°�°�' • Regional supervisor and employee of the month I 0.0 • Regional supervisor of the year • National officers of the year Expect Respect - Pinkerton fosters a culture where associates can expect respect and treat others respectfully. We make all efforts to ensure that our security officers can communicate with management at all times. Our Service Heroes toll -free telephone is open 24 hours a day for security officers to call with suggestions for service improvement, and our 24-hour AlertLine is available for questions and problems. AlertLine's guaranteed confidentiality means any security officer can call with any question and feel free to express his or her opinions. Page 22 Pinkerton's Employee Benefits Program Although many of Pinkerton's associate benefits will vary according to the client with whom they are posted, there is a basic benefit plan to which all associates are entitled. It includes the following: Uniforms & equipment free of charge Life and accident insurance Pinkerton Sons & Daughters Scholarship Program GED Sponsorship Program Holiday pay Paid vacations Extensive security training 401(k) savings plan Associate Employee Assistance Program (EAP) Tuition Reimbursement Program Medical Plan Direct deposit Vision care Other benefits vary with client contract Page 23 VI. INDIVIDUAL ATTENTION TO CLIENT NEEDS Pinkerton's entire organization is client -focused. The company's resources are concentrated in the field where they are closest to the clients. All our business processes and employee functions center around client needs. At Pinkerton, our quality is measured through our clients' eyes. That's why Pinkerton's Service Strategy includes the following components: ♦ Ask critical questions ♦ Determine expectations ♦ Define deliverables ♦ Establish measurements ♦ Co -develop action plans ♦ Ongoing communications Performance Metrics To make sure that clients' expectations are met, Pinkerton has an extensive data gathering process that includes client surveys, associate surveys, account planning, client action plans, site performance assessments, quarterly reviews, process improvement suggestions and exit interviews. Page 24 Performance Metrics Measurements are also made through new hire information, training standards, retention and turnover data, suggestion tracking, incident tracking, operational statistics and cost- saving/sharing recommendations. To make sure that clients' expectations are met, Pinkerton has an extensive data gathering process that includes client surveys, associate surveys, account planning, client action plans, site performance assessments, quarterly reviews, process improvement suggestions and exit interviews. Measurements are also made through new hire information, training standards, retention and turnover data, suggestion tracking, incident tracking, operational statistics and cost- saving/sharing recommendations. For a client, having a single point of contact representative with Pinkerton simplifies security issues. ♦ All client requests can be handled through one person ♦ Administrative issues and billing issues are handled together ♦ Requests can be met in a timely fashion Page 25 Transition Planning Core to Pinkerton's transition planning process is the desire for open and frequent communication and feedback from all parties involved. Transition planning is rolled out in two phases, as follows: Tasks 30 Dry Transition Ran Cakrac! Award Aadwte Transition Team Prepare Bi np PocMalias Conrkwt YYeeldv Neatina wint Client FIWAM Recruiting Adwrtiaanaafor Sift Apraftn end Siyned Evaluate and Him Incumbent Flom sl Review and Update Existing g Post Order, Meruit New PersemN Conduct Pre-Ernploynient Swvm% Finalize Site Specific Training Pmisa Evaluate and Him IncunWri PeawaW Conduct Job Treeing OrvThe Jot Training new panwuW to include S kup Pn,,am Final Sokmd n of Seemly Para Schedule Published Irsuuarua Period -Atlpet and Apply Final Touches 30 Day Period E dNAssu p ion of Sacuhy Service Sewn Day Start UP procedures Stonily OperatiaeN+o,t Orden Revised, as Needed Tases.u.n Phase 1 ♦ Agreement ♦ Communication Plan ♦ Established Contacts ♦ Plan Development and Key Milestone Achievements ♦ Assessments — Sites and Posts ♦ Staffing — Grandfather Issues ♦ Post Order Development ♦ Training Curriculum Development Phase 2 ♦ Equipment & Material ♦ Review of Systems and Processes ♦ Annual Planning ♦ Client & Employee Surveys ♦ Quality Assurance Plan Development ♦ Review & Revise Training Programs ♦ Monthly Review/Quarterly Review ♦ Contingency Planning Page 26 VII. VALUE-ADDED SERVICES As companies take outsourcing to the next level and increase the extent of partnering by involving the service provider in their strategic and tactical planning process, Pinkerton becomes the security provider of choice. Some of the advantages of using Pinkerton's value- added services include: V Cost-effective approach to providing non -core services V Redeployment of internal resources V Shared liability V Reduced training costs V Reduced cost of turnover, improved retention V Ease of administration — one point of contact for many services V Simplified billing — one bill for all services rendered V Using one vendor instead of many lessens confidentiality concerns V Standardized hiring practices V Benefit of Pinkerton's core business innovations and best practices V Benefit of performance metrics based on client's expectations Value-added services can positively impact the client's bottom line, as well as providing a customer -service -oriented environment for clients' employees and visitors and a higher satisfaction level. Page 27 EXCEPTIONS We appreciate the generally fair and common sense approach contained in the RFP, but we do have a few concerns. Accordingly, we would be more than willing to accept the Services Agreement, but only if the enclosed Amendment is signed along with it. Thank you. We look forward to working with you. Pinkerton offers more than standard patrol and inspection! Take a look at the wide range of value-added services that help our clients reduce costs and concentrate on their core business. ♦ Medical responders ♦ Fire prevention and intervention ♦ Reception/concierge services ♦ Safety ♦ Badging and Identification ♦ Console operations ♦ Mailroom/messenger services ♦ Lock and key ♦ Customized patrol services ♦ Traffic control ♦ Transportation services ♦ Launch support ♦ Visits and clearances ♦ Classified/internal materials destruction ♦ Emergency response ♦ Special staffing needs Page 28 VIII.PATROL Patrol Plus Companies lose billions of dollars a year to theft, workplace violence, vandalism, burglary and fire. As companies review the return on investment of their dollars spent on security, more seek efficient and effective ways to strengthen their security operations to protect against the more costly results of such losses. Patrol Plus is a menu of patrol related services that collectively provide maximum protection, at a nominal cost. Basic Patrol A Pinkerton Patrol Officer, working out of a marked vehicle, inspects your property as often as your needs dictate. Our vehicles follow varied schedules and routes and are clearly marked and highly visible in order to discourage theft and vandalism. This service is a drive -through patrol only. Patrol and Inspection This option includes basic patrol plus a physical inspection of exterior doors and accessible windows. If our officer discovers an unsecured door unlocked or with evidence of forced entry or a window, he or she will contact the client and/or the proper law enforcement authorities and remain on premise until the facility is cleared and secured. Services can also include: Lock and Unlock — as requested at specific times and locations within your facility. Page 29 Patrol Scanning System Pinkerton believes that you should have physical evidence of the services that you were promised and that you are paying for. For this reason we are presenting the Patrol Scanning System. This system is a hand held electronic wand that is used to develop a report that will allow you to know every inspection stop made during a patrol round. The field supervisors and patrol officers will scan a bar code as every scheduled stop on their inspection or patrol rounds. The City of Fort Collins management will get a report that will detail every stop by officer and the time that this stop was made. Finally, a guarantee that unsupervised patrol and inspection rounds are actually being completed. This system can be purchased or it can be built into the Bill Rate on an hourly basis. In addition, with Patrol Plus, Pinkerton will provide written documentation of all activities. Documentation can also show trends, point to future incidents and points of concern, and can be vital for legal proceedings. Page 30 X. INSURANCE See attached. Page 32 XI. PRICING The proposed Security Officer wages and corresponding billing rates for The City of Fort Collins are as follows: Classification Wage Rate Bill Rate Armed Security Officer $18.00 $30.12 The vehicle required would be direct billed as a separate monthly charge. That charge would vary dependent upon the vehicle desired. Page 33 Notes to Billing Rate: 1. OFFICER WAGES Our wage rates are based on market conditions for officers in your area with the skills and abilities that you require. 2. STATUTORY PAYROLL COSTS These include State and Federally mandated taxes that are paid on all employees. 3. GENERAL LIABILITY & WORKERS' COMPENSATION Included in the billing rate. 4. TRAINING COSTS Included in the billing rate. 5. UNIFORMS Included. Officers are given free of charge the use of uniforms. 6. BACKGROUND INVESTIGATIONS & DRUG TESTING Included. Pinkerton places great emphasis on officer selection. To that end, a background investigation, more stringent than the law requires, is performed on every applicant. Each background consists of the following: Stanton® Integrity Test Drug Testing Former Employment Verification (two references) Criminal Record Check (in counties where applicant has resided for past seven years) Social Security Number Trace 7. VACATIONS Vacation is included in the billing rate. 8. LIFE INSURANCE Included. Pinkerton provides a minimum of $5,000 life insurance to all officers. This benefit supplements any other insurance an employee may have. 9. MEDICAL/DENTAL BENEFITS Not included in the billing rate. 11. EQUIPMENT Not included within the billing rate. 12. OVERTIME Holidays will be billed at 1.5 x the standard billing rate. Any special coverage, not included in the regular schedule Page 34 AMENDMENT Modifying Services Agreement Between The City of Fort Collins, Colorado ("City") and Pinkerton's, Inc. ("Pinkerton") The Services Agreement, including anything attached to, incorporated into or otherwise forming part of it (collectively, the "Agreement"), is modified as of its commencement to state as follows, and in case of any difference, the following controls: 1. Pinkerton will defend and indemnify City (and any other person or entity) against any claim or loss, but only to the extent the claim or loss is caused by Pinkerton's negligence. However, in no event will Pinkerton's liability exceed $500,000. 2. Any insurance coverage (additional insured or otherwise) provided by Pinkerton for City or others will only cover liability assumed by Pinkerton in Paragraph 1 above. 3. Either party may terminate the Agreement at any time without penalty, but only with 15 or more days' prior written notice to the other party. The City of Fort Collins, Colorado Pinkerton's, Inc. By: Name: Title: Date: By: Name: Title: Date: "Our New Organization" Unparalleled history in the security industry ♦ Securitas: Founded in 1934 — now world's largest security provider ♦ Burns International: Founded in 1909 by William J. Burns ♦ Pinkerton: Founded in 1850 by Allen Pinkerton Most locally focused security company in the U.S. ♦ More local offices ensuring locations are close to clients to provide excellent service More resources than any other security company ♦ 125,000 U.S. associates ♦ Approximately 500 U.S. offices ♦ Financially strong with annual revenue in excess of $2.5 billion ♦ Experience with over 80 % of the Fortune 1000 companies Unmatched security solutions for our clients ♦ U.S. Security Officer Services ♦ Pinkerton Systems Integration ♦ Consulting and Investigations ♦ Pinkerton Government Services Page 3 The Pinkerton Model: Building a Strong Company Our mission is to offer the best security solutions, adapted to specific customer needs, precise in delivery and cost efficient As a means of understanding and describing the way we work, we have developed a simple symbol - The Toolbox. Each tool in the toolbox symbolizes an important component of the Pinkerton Model. Together they form an overall picture of the driving forces contributing to profitable growth. The Toolbox is used in all of Securitas' countries of operation. OUR VALUES Pinkerton's success depends on how well we serve our clients - understanding their needs and working as a team to consistently deliver proactive, innovative and quality -driven service. Through under- standing Pinkerton's vision, mission and values, and sharing them in our work teams every day, we will be able to reach our clients and communities. This is what Pinkerton is about: dedication to clients, respect for associates, honesty and good business ethics, teamwork and rewarding best practices. UNDERSTAND THE MARKET The basis for our endeavors is an understanding of our customers and their needs. Pinkerton's market matrix divides the security market into different customer segments, from which security concepts are developed. By considering the size of our customers, their type of business and degree of security needs, we are better able to combine specialized services and products into different customized security solutions, as well as standardized, cost-efficient solutions. ftd * b to araa w,, end andetsanft d to real needs d twe =WW, «ease Omftm on of dewdop- ffWbrtbors- bwaswWas Seams. sew wrdws=ft a r � Ji e a �g «tits G c o f Pm How WW ffma n Wd Page 4 Details make the difference, and in-depth understanding enables us to better meet each individual customer's needs. THE VALUE CHAIN The link between customer needs and how we organize ourselves is a value chain. A value chain is developed for each customer group. Whereby sales, production and follow-up are optimized based on specific needs. By looking at nuances, and by understanding the different requirements of customers, the organization can offer several flexible solutions. SIMPLE AND CLEAR ORGANIZATION The organization can be described as flat, simple and clear, with decentralized responsibility resting with competent local managers. The organization is built horizontally, not vertically, so as to create a stable base with many independent local offices. A flat organization allows proximity to customers, a quick and efficient decision -making process, which in turn contributes to satisfying customer needs for quality, flexibility and cost-effectiveness. This organizational design also creates strong personal commitment on the part of employees. The right person in the right place and a broad contact network with the customer creates a good basis for the development of services and products. Page 5 FINANCIAL CONTROL AND FOLLOW-UP Pinkerton uses a common framework for financial follow- up. This framework consists of "Six Fingers" and is based on the central themes of the Pinkerton model — structuring, refinement and growth. The model is our tool for following up the earnings performance of each cost center in each country of operation and business area. Measuring only areas for which a person is responsible increases the commitment of managers, and the follow-up contributes to growth and development. LEAD THE INDUSTRY 1. New Sales 4. Gross Margin 2. Net Change 5. Overhead I Tnvnirina A RpneivAlPc By living in harmony with our surroundings - the community at large, the authorities and, not least, our associates, we create conditions for the development of services and the market. As an important player in the market, we can assume responsibility for raising the standards in the industry and work towards setting benchmarks in areas such as ethics, training and compensation. With a common approach to the market, and competition based on quality, confidence grows in a more professional and quality - oriented security industry. This leads to higher customer satisfaction, increased value of the industry in the refinement process and the laying of the foundation for further growth and Profitability. STEP-BY-STEP Pinkerton establishes a local presence and then grows. Building the business step by step makes it possible to develop our locations into growing and profitable units. Development occurs in four steps. In the first step, the organization and structure are set, the right employees are recruited, and key personnel are implemented. After this foundation is laid the task of improving the existing businesses can begin. With focus on existing operations - step two -detailed knowledge increases, with improved quality of services and increased profitability as a result. The organization builds its self-confidence. Page 6 Local Focus, Global Reach Pinkerton strives to deliver excellent customer service to clients across the country. Our philosophy is to have more field resources in closer proximity to security clients than any other security provider, and through those resources be the best provider of local security service. Here's how we operate region by region, across the country from coast to coast. LOCAL FOCUS To ensure that resources are in the field, and closest to the client, Pinkerton's field offices are full -service operations that integrate job functions for all a client's needs. The typical Pinkerton field office personnel functions are as follows: Area Office Structure ♦ Area Vice President ♦ Branch Managers ♦ Assistant Branch Managers Shared Resources ♦ Human Resources Manager ♦ Scheduling Manager ♦ Recruiter ♦ Dispatcher Additionally, the area offices are supported by regional support centers, of which there are 10 across the United States. A Region President leads the operation, which is staffed by the following: ♦ Human Resources Director ♦ Regional Manager, Training and Development ♦ Finance Director ♦ Director of Business DevelopmentBDA ♦ Regional Coordinator ♦ Administrative Staff ♦ IT Director Behind the regional office are the U.S. Security Support Centers in Westlake Village, CA, and Parsippany, NJ which encompasses many support services such as Legal, Contracts and Risk Management; Human Resources; Employee Relations and Benefits; Equipment, Fleet and Uniforms; Accounting, Finance & Payroll; Information Technology; Quality Assurance; Organizational Development and Pinkerton's Center for Professional Development. Page 8