16086-CONTRACT.DOCX

SERIAL 16086-RFP ASSET MANAGEMENT PLAN CONSULTING SERVICES
DATE OF LAST REVISION: July 20, 2016 CONTRACT END DATE: July 31, 2018
CONTRACT PERIOD THROUGH JULY 31, 2018
TO: All Departments
FROM: Office of Procurement Services
SUBJECT: Contract for ASSET MANAGEMENT PLAN CONSULTING SERVICES
Attached to this letter is published an effective purchasing contract for products and/or services to be supplied to
Maricopa County activities as awarded by Maricopa County on July 20, 2016.
All purchases of products and/or services listed on the attached pages of this letter are to be obtained from the
vendor holding the contract. Individuals are responsible to the vendor for purchases made outside of contracts.
The contract period is indicated above.
NP/at
Attach
Copy to: Office of Procurement Services
Cynthia Robinson, MCDOT
Sami Birchard, MCDOT

CONTRACT PURSUANT TO RFP
SERIAL 16068-RFP
This Contract is entered into this 20th day of July, 2016 by and between Maricopa County (“County”), a political
subdivision of the State of Arizona, and Dye Management Group, a Washington corporation (“Contractor”) for the
purchase of asset management plan consulting and related services.
1.0 CONTRACT TERM:
1.1 This Contract is for a term of two (2) years, beginning on the 20th day of July, 2016 and ending the
31st day of July, 2018.
1.2 The County may, at its option and with the agreement of the Contractor, renew the term of this
Contract for additional terms up to a maximum of three (3) additional years, (or at the County’s
sole discretion, extend the contract on a month-to-month bases for a maximum of six (6) months
after expiration). The County shall notify the Contractor in writing of its intent to extend the
Contract term at least sixty (60) calendar days prior to the expiration of the original contract term,
or any additional term thereafter.
2.0 FEE ADJUSTMENTS:
2.1 Any request for a fee adjustment must be submitted sixty (60) days prior to the current Contract
annual anniversary. Requests for adjustment in cost of labor and/or materials must be supported by
appropriate documentation. If County agrees to the adjusted fee, County shall issue written
approval of the change. The reasonableness of the request shall be determined by comparing the
request with the (Consumer Price Index) or by performing a market survey.
3.0 PAYMENTS:
3.1 As consideration for performance of the duties described herein, County shall pay Contractor the
sum(s) stated in Exhibit “A.”
3.2 Payment shall be made upon the County’s receipt of a properly completed invoice.
3.3 INVOICES:
3.3.1 The Contractor shall submit one (1) legible copy of their detailed invoice before
payment(s) can be made. Incomplete invoices shall not be processed. At a minimum, the
invoice must provide the following information:
• Company name, address and contact
• County bill-to name and contact information
• Contract Serial Number
• County purchase order number
• Invoice number and date
• Payment terms
• Date of service or delivery

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• Quantity (number of days or weeks)
• Contract Item number(s)
• Description of Purchase (product or services)
• Pricing per unit of purchase
• Freight (if applicable)
• Extended price
• Mileage w/rate (if applicable)
• Arrival and completion time (if applicable)
• Total Amount Due
3.3.2 Problems regarding billing or invoicing shall be directed to the using agency as listed on
the Purchase Order.
3.3.3 Payment shall be made to the Contractor by Accounts Payable through the Maricopa
County Vendor Express Payment Program. This is an Electronic Funds Transfer (EFT)
process. After Contract Award the Contractor shall complete the Vendor Registration
Form located on the County Department of Finance Vendor Registration Web Site
(http://www.maricopa.gov/Finance/Vendors.aspx).
3.3.4 Discounts offered in the contract shall be calculated based on the date a properly
completed invoice is received by the County (ROI).
3.3.5 EFT payments to the routing and account numbers designated by the Contractor shall
include the details on the specific invoices that the payment covers. The Contractor is
required to discuss remittance delivery capabilities with their designated financial
institution for access to those details.
3.4 APPLICABLE TAXES:
3.4.1 Payment of Taxes: The Contractor shall pay all applicable taxes. With respect to any
installation labor on items that are not attached to real property performed by Contractor
under the terms of this Contract, the installation labor cost and the gross receipts for
materials provided shall be listed separately on the Contractor’s invoices.
3.4.2 State and Local Transaction Privilege Taxes: Maricopa County is subject to all
applicable state and local transaction privilege taxes. To the extent any state and local
transaction privilege taxes apply to sales made under the terms of this contract it is the
responsibility of the seller to collect and remit all applicable taxes to the proper taxing
jurisdiction of authority.
3.4.3 Tax Indemnification: Contractor and all subcontractors shall pay all Federal, state, and
local taxes applicable to its operation and any persons employed by the Contractor.
Contractor shall, and require all subcontractors to hold Maricopa County harmless from
any responsibility for taxes, damages and interest, if applicable, contributions required
under Federal, and/or state and local laws and regulations and any other costs including
transaction privilege taxes, unemployment compensation insurance, Social Security and
Worker’s Compensation.
3.5 STRATEGIC ALLIANCE for VOLUME EXPENDITURES ($AVE):
3.5.1 The County is a member of the $AVE cooperative purchasing group. $AVE includes the
State of Arizona, many Phoenix metropolitan area municipalities, and many K-12 unified
school districts. Under the $AVE Cooperative Purchasing Agreement, and with the
concurrence of the successful Respondent under this solicitation, a member of $AVE
may access a contract resulting from a solicitation issued by the County. If you do not
want to grant such access to a member of $AVE, please so state in County’s proposal. In
the absence of a statement to the contrary, the County shall assume that you do wish to
grant access to any contract that may result from this Request for Proposal.

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3.6 INTERGOVERNMENTAL COOPERATIVE PURCHASING AGREEMENTS (ICPA’s):
3.6.1 County currently holds ICPA’s with numerous governmental entities throughout the State
of Arizona. These agreements allow those entities, with the approval of the Contractor, to
purchase their requirements under the terms and conditions of the County Contract.
Please indicate on Attachment A, County’s acceptance or rejection regarding such
participation of other governmental entities. County’s response shall not be considered as
an evaluation factor in awarding a contract
4.0 AVAILABILITY OF FUNDS:
4.1 The provisions of this Contract relating to payment for services shall become effective when funds
assigned for the purpose of compensating the Contractor as herein provided are actually available
to County for disbursement. The County shall be the sole judge and authority in determining the
availability of funds under this Contract. County shall keep the Contractor fully informed as to the
availability of funds.
4.2 If any action is taken by any state agency, Federal department or any other agency or
instrumentality to suspend, decrease, or terminate its fiscal obligations under, or in connection
with, this Contract, County may amend, suspend, decrease, or terminate its obligations under, or in
connection with, this Contract. In the event of termination, County shall be liable for payment
only for services rendered prior to the effective date of the termination, provided that such services
are performed in accordance with the provisions of this Contract. County shall give written notice
of the effective date of any suspension, amendment, or termination under this Section, at least ten
(10) days in advance.
5.0 DUTIES:
5.1 The Contractor shall perform all duties stated in Exhibit “B”, or as otherwise directed in writing
by the Procurement Officer.
5.2 During the Contract term, County may provide Contractor’s personnel with adequate workspace
for consultants and such other related facilities as may be required by Contractor to carry out its
contractual obligations.
6.0 TERMS and CONDITIONS:
6.1 INDEMNIFICATION:
To the fullest extent permitted by law, and to the extent that claims, damages, losses or expenses
are not covered and paid by insurance purchased by the Contractor, the Contractor shall defend
indemnify and hold harmless the County (as Owner), its agents, representatives, agents, officers,
directors, officials, and employees from and against all claims, damages, losses, and expenses
(including, but not limited to attorneys' fees, court costs, expert witness fees, and the costs and
attorneys' fees for appellate proceedings) arising out of, or alleged to have resulted from the
negligent acts, errors, omissions, or mistakes relating to the performance of this Contract.
Contractor's duty to defend, indemnify, and hold harmless the County, its agents, representatives,
agents, officers, directors, officials, and employees shall arise in connection with any claim,
damage, loss, or expense that is attributable to bodily injury, sickness, disease, death or injury to,
impairment of, or destruction of tangible property, including loss of use resulting there from,
caused by negligent acts, errors, omissions, or mistakes in the performance of this Contract, but
only to the extent caused by the negligent acts or omissions of the Contractor, a subcontractor, any
one directly or indirectly employed by them, or anyone for whose acts they may be liable,
regardless of whether or not such claim, damage, loss, or expense is caused in part by a party
indemnified hereunder.
The amount and type of insurance coverage requirements set forth herein shall in no way be
construed as limiting the scope of the indemnity in this paragraph.

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The scope of this indemnification does not extend to the sole negligence of County.
6.2 INSURANCE:
6.2.1 Contractor, at Contractor’s own expense, shall purchase and maintain the herein
stipulated minimum insurance from a company or companies duly licensed by the State
of Arizona and possessing a current A.M. Best, Inc. rating of B++. In lieu of State of
Arizona licensing, the stipulated insurance may be purchased from a company or
companies, which are authorized to do business in the State of Arizona, provided that
said insurance companies meet the approval of County. The form of any insurance
policies and forms must be acceptable to County.
6.2.2 All insurance required herein shall be maintained in full force and effect until all work or
service required to be performed under the terms of the Contract is satisfactorily
completed and formally accepted. Failure to do so may, at the sole discretion of County,
constitute a material breach of this Contract.
6.2.3 Contractor’s insurance shall be primary insurance as respects County, and any insurance
or self-insurance maintained by County shall not contribute to it.
6.2.4 Any failure to comply with the claim reporting provisions of the insurance policies or any
breach of an insurance policy warranty shall not affect the County’s right to coverage
afforded under the insurance policies.
6.2.5 The insurance policies may provide coverage that contains deductibles or self-insured
retentions. Such deductible and/or self-insured retentions shall not be applicable with
respect to the coverage provided to County under such policies. Contractor shall be solely
responsible for the deductible and/or self-insured retention and County, at its option, may
require Contractor to secure payment of such deductibles or self-insured retentions by a
surety bond or an irrevocable and unconditional letter of credit.
6.2.6 The insurance policies required by this Contract, except Workers’ Compensation and
Errors and Omissions, shall name County, its agents, representatives, officers, directors,
officials and employees as Additional Insureds.
6.2.7 The policies required hereunder, except Workers’ Compensation and Errors and
Omissions, shall contain a waiver of transfer of rights of recovery (subrogation) against
County, its agents, representatives, officers, directors, officials and employees for any
claims arising out of Contractor’s work or service.
6.2.8 Commercial General Liability.
Commercial General Liability insurance and, if necessary, Commercial Umbrella
insurance with a limit of not less than $2,000,000 for each occurrence,
$4,000,000 Products/Completed Operations Aggregate, and $4,000,000 General
Aggregate Limit. The policy shall include coverage for premises liability, bodily
injury, broad form property damage, personal injury, products and completed
operations and blanket contractual coverage, and shall not contain any provisions
which would serve to limit third party action over claims. There shall be no
endorsement or modifications of the CGL limiting the scope of coverage for
liability arising from explosion, collapse, or underground property damage.
6.2.9 Automobile Liability.
Commercial/Business Automobile Liability insurance and, if necessary,
Commercial Umbrella insurance with a combined single limit for bodily injury
and property damage of not less than $1,000,000 each occurrence with respect to
any of the Contractor’s owned, hired, and non-owned vehicles assigned to or

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used in performance of the Contractor’s work or services or use or maintenance
of the Premises under this Contract.
6.2.10 Workers’ Compensation.
Workers’ Compensation insurance to cover obligations imposed by federal and
state statutes having jurisdiction of Contractor’s employees engaged in the
performance of the work or services under this Contract; and Employer’s
Liability insurance of not less than $1,000,000 for each accident, $1,000,000
disease for each employee, and $1,000,000 disease policy limit.
Contractor, its contractors and its subcontractors waive all rights against Contract
and its agents, officers, directors and employees for recovery of damages to the
extent these damages are covered by the Workers’ Compensation and
Employer’s Liability or commercial umbrella liability insurance obtained by
Contractor, its contractors and its subcontractors pursuant to this Contract.
6.2.11 Errors and Omissions (Professional Liability) Insurance.
Errors and Omissions (Professional Liability) insurance and, if necessary,
Commercial Umbrella insurance, which shall insure and provide coverage for
errors or omissions or professional liability of the CONTRACTOR, with limits
of no less than $2,000,000 for each claim.
6.3 WARRANTY OF SERVICES:
6.3.1 The Contractor warrants that all services provided hereunder shall conform to the
requirements of the Contract, including all descriptions, specifications and attachments
made a part of this Contract. County’s acceptance of services or goods provided by the
Contractor shall not relieve the Contractor from its obligations under this warranty.
6.3.2 In addition to its other remedies, County may, at the Contractor's expense, require prompt
correction of any services failing to meet the Contractor's warranty herein. Services
corrected by the Contractor shall be subject to all the provisions of this Contract in the
manner and to the same extent as services originally furnished hereunder.
6.4 INSPECTION OF SERVICES:
6.4.1 The Contractor shall provide and maintain an inspection system acceptable to County
covering the services under this Contract. Complete records of all inspection work
performed by the Contractor shall be maintained and made available to County during
contract performance and for as long afterwards as the Contract requires.
6.4.2 County has the right to inspect and test all services called for by the Contract, to the
extent practicable at all times and places during the term of the Contract. County shall
perform inspections and tests in a manner that shall not unduly delay the work.
6.4.3 If any of the services do not conform to Contract requirements, County may require the
Contractor to perform the services again in conformity with Contract requirements, at no
cost to the County. When the defects in services cannot be corrected by re-performance,
County may:
6.4.3.1 Require the Contractor to take necessary action to ensure that future
performance conforms to Contract requirements; and
6.4.3.2 Reduce the Contract price to reflect the reduced value of the services performed.

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6.4.4 If the Contractor fails to promptly perform the services again or to take the necessary
action to ensure future performance in conformity with Contract requirements, County
may:
6.4.4.1 By Contract or otherwise, perform the services and charge to the Contractor,
through direct billing or through payment reduction, any cost incurred by
County that is directly related to the performance of such service; or
6.4.4.2 Terminate the Contract for default.
6.5 REQUIREMENTS CONTRACT:
6.5.1 Contractors signify their understanding and agreement by signing a bid submittal, that the
Contract resulting from the bid is a requirements contract. However, the Contract does
not guarantee any minimum or maximum number of purchases shall be made. It only
indicates that if purchases are made for the materials or services contained in the
Contract, they shall be purchased from the Contractor awarded that item if the Contractor
can meet all the delivery requirements of the County. Orders shall only be placed when
the County identifies a need and proper authorization and documentation have been
approved.
6.5.2 County reserves the right to cancel Purchase Orders within a reasonable period of time
after issuance. Should a Purchase Order be canceled, the County agrees to reimburse the
Contractor for actual and documentable costs incurred by the Contractor in response to
the Purchase Order. The County shall not reimburse the Contractor for any costs incurred
after receipt of County notice of cancellation, or for lost profits, shipment of product prior
to issuance of Purchase Order, etc.
6.5.3 Contractors agree to accept verbal notification of cancellation of Purchase Orders from
the County Procurement Officer with written notification to follow. By submitting a bid
in response to this Invitation for Bids, the Contractor specifically acknowledges to be
bound by this cancellation policy.
6.6 Background Check:
Contractors need to be aware that there may be multiple background checks (Sheriff’s Office,
County Attorney's Office, Courts as well as Maricopa County general government) to determine if
the respondent’s employees are acceptable for the contractor to do business with the County. This
applies to (but is not limited to) the company and sub-contractors. Employees or others who fail to
pass these checks shall not be allowed to work on County projects. Failure to meet these
requirements may lead to termination of the contract.
6.7 Suspension of Work:
The Procurement Officer may order the Contractor, in writing, to suspend, delay, or interrupt all or
any part of the work of this contract for the period of time that the Procurement Officer determines
appropriate for the convenience of the County. No adjustment shall be made under this clause for
any suspension, delay, or interruption to the extent that performance would have been so
suspended, delayed, or interrupted by any other cause, including the fault or negligence of the
Contractor. No request for adjustment under this clause shall be granted unless the claim, in an
amount stated, is asserted in writing as soon as practicable after the termination of the suspension,
delay, or interruption, but not later than the date of final payment under the contract.
6.8 Stop Work Order:
The Procurement Officer may, at any time, by written order to the Contractor, require the
Contractor to stop all, or any part, of the work called for by this contract for a period of 90 days
after the order is delivered to the Contractor, and for any further period to which the parties may
agree. The order shall be specifically identified as a stop work order issued under this clause.
Upon receipt of the order, the Contractor shall immediately comply with its terms and take all
reasonable steps to minimize the incurrence of costs allocable to the work covered by the order

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during the period of work stoppage. Within a period of 90 days after a stop-work is delivered to
the Contractor, or within any extension of that period to which the parties shall have agreed, the
Procurement Officer shall either—
6.8.1 Cancel the stop-work order; or
6.8.2 Terminate the work covered by the order as provided in the Default, or the Termination
for Convenience of the County, clause of this contract.
6.8.3 The Procurement Officer may make an equitable adjustment in the delivery schedule
and/or contract price, or otherwise, and the contract shall be modified, in writing,
accordingly, if the Contractor demonstrates that the stop work order resulted in an
increase in costs to the Contractor.
6.9 UNCONDITIONAL TERMINATION FOR CONVENIENCE:
Maricopa County may terminate the resultant Contract for convenience by providing sixty (60)
calendar days advance notice to the Contractor.
6.10 TERMINATION FOR DEFAULT:
The County may, by written notice of default to the Contractor, terminate this contract in whole or
in part if the Contractor fails to:
6.10.1 Deliver the supplies or to perform the services within the time specified in this contract or
any extension;
6.10.2 Make progress, so as to endanger performance of this contract; or
6.10.3 Perform any of the other provisions of this contract.
6.10.4 The County’s right to terminate this contract under these subparagraphs may be exercised
if the Contractor does not cure such failure within 10 days (or more if authorized in
writing by the County) after receipt of the notice from the Procurement Officer
specifying the failure.
6.11 STATUTORY RIGHT OF CANCELLATION FOR CONFLICT OF INTEREST:
Notice is given that pursuant to A.R.S. § 38-511 the County may cancel any Contract without
penalty or further obligation within three years after execution of the contract, if any person
significantly involved in initiating, negotiating, securing, drafting or creating the contract on
behalf of the County is at any time while the Contract or any extension of the Contract is in effect,
an employee or agent of any other party to the Contract in any capacity or consultant to any other
party of the Contract with respect to the subject matter of the Contract. Additionally, pursuant to
A.R.S § 38-511 the County may recoup any fee or commission paid or due to any person
significantly involved in initiating, negotiating, securing, drafting or creating the contract on
behalf of the County from any other party to the contract arising as the result of the Contract.
6.12 CONTRACTOR LICENSE REQUIREMENT:
6.12.1 The Respondent shall procure all permits, insurance, licenses and pay the charges and
fees necessary and incidental to the lawful conduct of his/her business, and as necessary
complete any required certification requirements, required by any and all governmental or
non-governmental entities as mandated to maintain compliance with and in good standing
for all permits and/or licenses. The Respondent shall keep fully informed of existing and
future trade or industry requirements, Federal, State and Local laws, ordinances, and
regulations which in any manner affect the fulfillment of a Contract and shall comply
with the same. Contractor shall immediately notify both Office of Procurement Services
and the using agency of any and all changes concerning permits, insurance or licenses.

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6.12.2 Respondents furnishing finished products, materials or articles of merchandise that shall
require installation or attachment as part of the Contract, shall possess any licenses
required. A Respondent is not relieved of its obligation to possess the required licenses
by subcontracting of the labor portion of the Contract. Respondents are advised to contact
the Arizona Registrar of Contractors, Chief of Licensing, at (602) 542-1525 to ascertain
licensing requirements for a particular contract. Respondents shall identify which
license(s), if any, the Registrar of Contractors requires for performance of the Contract.
6.13 SUBCONTRACTING:
6.13.1 The Contractor may not assign to another Contractor or Subcontract to another party for
performance of the terms and conditions hereof without the written consent of the
County. All correspondence authorizing subcontracting must reference the Bid Serial
Number and identify the job project.
6.13.2 The Subcontractor’s rate for the job shall not exceed that of the Prime Contractor’s rate,
as bid in the pricing section, unless the Prime Contractor is willing to absorb any higher
rates or the County has approved the increase. The Subcontractor’s invoice shall be
invoiced directly to the Prime Contractor, who in turn shall pass-through the costs to the
County, without mark-up. A copy of the Subcontractor’s invoice must accompany the
Prime Contractor’s invoice.
6.14 AMENDMENTS:
All amendments to this Contract shall be in writing and approved/signed by both parties. Maricopa
County Office of Procurement Services shall be responsible for approving all amendments for
Maricopa County.
6.15 ADDITIONS/DELETIONS OF SERVICE:
6.15.1 The County reserves the right to add and/or delete materials and services to a Contract. If
a service requirement is deleted, payment to the Contractor shall be reduced
proportionately, to the amount of service reduced in accordance with the bid price. If
additional materials or services are required from a Contract, prices for such additions
shall be negotiated between the Contractor and the County.
6.15.2 The County reserves the right of final approval on proposed staff for all Task Orders.
Also, upon request by the County, the Contractor shall be required to remove any
employees working on County projects and substitute personnel based on the discretion
of the County within two business days, unless previously approved by the County.
6.16 VALIDITY:
The invalidity, in whole or in part, of any provision of this Contract shall not void or affect the
validity of any other provision of the Contract.
6.17 RIGHTS IN DATA:
The County shall have the use of data and reports resulting from a Contract without additional cost
or other restriction except as may be established by law or applicable regulation. Each party shall
supply to the other party, upon request, any available information that is relevant to a Contract and
to the performance thereunder.
6.18 NON-DISCRIMINATION:
CONTRACTOR agrees to comply with all provisions and requirements of Arizona Executive
Order 2009-09 including flow down of all provisions and requirements to any subcontractors.
Executive Order 2009-09 supersedes Executive order 99-4 and amends Executive order 75-5 and
may be viewed and downloaded at the Governor of the State of Arizona’s website
http://azmemory.azlibrary.gov/cdm/singleitem/collection/execorders/id/680/rec/1 which is hereby

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incorporated into this contract as if set forth in full herein. During the performance of this contract,
CONTRACTOR shall not discriminate against any employee, client or any other individual in any
way because of that person’s age, race, creed, color, religion, sex, disability or national origin.
6.19 CERTIFICATION REGARDING DEBARMENT AND SUSPENSION:
6.19.1 The undersigned (authorized official signing for the Contractor) certifies to the best of his
or her knowledge and belief, that the Contractor
6.19.1.1 is not presently debarred, suspended, proposed for debarment, declared
ineligible, or voluntarily excluded from covered transactions by any Federal
Department or agency;
6.19.1.2 have not within 3-year period preceding this Contract been convicted of or had a
civil judgment rendered against them for commission of fraud or a criminal
offense in connection with obtaining, attempting to obtain, or performing a
public (Federal, State or local) transaction or contract under a public transaction;
violation of Federal or State antitrust statues or commission of embezzlement,
theft, forgery, bribery, falsification or destruction of records, making false
statements, or receiving stolen property;
6.19.1.3 are not presently indicted or otherwise criminally or civilly charged by a
government entity (Federal, State or local) with commission of any of the
offenses enumerated in paragraph (2) of this certification; and
6.19.1.4 have not within a 3-year period preceding this Contract had one or more public
transaction (Federal, State or local) terminated for cause of default.
6.19.2 The Contractor agrees to include, without modification, this clause in all lower tier
covered transactions (i.e. transactions with subcontractors) and in all solicitations for
lower tier covered transactions related to this Contract.
6.20 VERIFICATION REGARDING COMPLIANCE WITH ARIZONA REVISED STATUTES §41-
4401 AND FEDERAL IMMIGRATION LAWS AND REGULATIONS:
6.20.1 By entering into the Contract, the Contractor warrants compliance with the Immigration
and Nationality Act (INA using e-verify) and all other federal immigration laws and
regulations related to the immigration status of its employees and A.R.S. §23-214(A). The
contractor shall obtain statements from its subcontractors certifying compliance and shall
furnish the statements to the Procurement Officer upon request. These warranties shall
remain in effect through the term of the Contract. The Contractor and its subcontractors
shall also maintain Employment Eligibility Verification forms (I-9) as required by the
Immigration Reform and Control Act of 1986, as amended from time to time, for all
employees performing work under the Contract and verify employee compliance using the
E-verify system and shall keep a record of the verification for the duration of the
employee’s employment or at least three years, whichever is longer. I-9 forms are available
for download at USCIS.GOV.
6.20.2 The County retains the legal right to inspect contractor and subcontractor employee
documents performing work under this Contract to verify compliance with paragraph 6.20
of this Section. Contractor and subcontractor shall be given reasonable notice of the
County’s intent to inspect and shall make the documents available at the time and date
specified. Should the County suspect or find that the Contractor or any of its subcontractors
are not in compliance, the County shall consider this a material breach of the contract and
may pursue any and all remedies allowed by law, including, but not limited to: suspension
of work, termination of the Contract for default, and suspension and/or debarment of the
Contractor. All costs necessary to verify compliance are the responsibility of the Contractor.

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6.21 INFLUENCE:
As prescribed in MC1-1202 of the Maricopa County Procurement Code, any effort to influence an
employee or agent to breach the Maricopa County Ethical Code of Conduct or any ethical conduct
may be grounds for Disbarment or Suspension under MC1-902.
An attempt to influence includes, but is not limited to:
6.21.1 A Person offering or providing a gratuity, gift, tip, present, donation, money,
entertainment or educational passes or tickets, or any type valuable contribution or
subsidy,
6.21.2 That is offered or given with the intent to influence a decision, obtain a contract, garner
favorable treatment, or gain favorable consideration of any kind.
If a Person attempts to influence any employee or agent of Maricopa County, the Chief
Procurement Officer, or his designee, reserves the right to seek any remedy provided by the
Maricopa County Procurement Code, any remedy in equity or in the law, or any remedy provided
by this contract.
6.22 ACCESS TO AND RETENTION OF RECORDS FOR THE PURPOSE OF AUDIT AND/OR
OTHER REVIEW:
6.22.1 In accordance with section MCI 371 of the Maricopa County Procurement Code the
Contractor agrees to retain all books, records, accounts, statements, reports, files, and
other records and back-up documentation relevant to this Contract for six (6) years after
final payment or until after the resolution of any audit questions which could be more
than six (6) years, whichever is latest. The County, Federal or State auditors and any
other persons duly authorized by the Department shall have full access to, and the right to
examine, copy and make use of, any and all said materials.
6.22.2 If the Contractor’s books, records, accounts, statements, reports, files, and other records
and back-up documentation relevant to this Contract are not sufficient to support and
document that requested services were provided, the Contractor shall reimburse Maricopa
County for the services not so adequately supported and documented.
6.22.3 If at any time it is determined by the County that a cost for which payment has been made
is a disallowed cost, the County shall notify the Contractor in writing of the disallowance.
The course of action to address the disallowance shall be at sole discretion of the County,
and may include either an adjustment to future invoices, request for credit, request for a
check or deduction from current billings Submitted by the Contractor by the amount of
the disallowance, or to require reimbursement forthwith of the disallowed amount by the
Contractor by issuing a check payable to Maricopa County.
6.23 OFFSET FOR DAMAGES:
In addition to all other remedies at Law or Equity, the County may offset from any money due to
the Contractor any amounts Contractor owes to the County for damages resulting from breach or
deficiencies in performance of the contract.
6.24 PUBLIC RECORDS:
Under Arizona law, all Offers submitted and opened are public records and must be retained by
the Records Manager at the Office of Procurement Services. Offers shall be open to public
inspection and copying after Contract award and execution, except for such Offers or sections
thereof determined to contain proprietary or confidential information. by the Office of
Procurement Services. If an Offeror believes that information in its Offer or any resulting Contract
should not be released in response to a public record request under Arizona law, the Offeror shall
indicate the specific information deemed confidential or proprietary and submit a statement with
its offer detailing the reasons that the information should not be disclosed. Such reasons shall
include the specific harm or prejudice which may arise from disclosure. The Records Manager of

16086-RFP
the Office of Procurement Services shall determine whether the identified information is
confidential pursuant to the Maricopa County Procurement Code.
6.25 PRICES:
Contractor warrants that prices extended to County under this Contract are no higher than those
paid by any other customer for these or similar services.
6.26 INTEGRATION:
This Contract represents the entire and integrated agreement between the parties and supersedes
all prior negotiations, proposals, communications, understandings, representations, or agreements,
whether oral or written, express or implied.
6.27 RELATIONSHIPS:
In the performance of the services described herein, the Contractor shall act solely as an
independent contractor, and nothing herein or implied herein shall at any time be construed as to
create the relationship of employer and employee, co-employee, partnership, principal and agent,
or joint venture between the County and the Contractor.
6.28 GOVERNING LAW:
This Contract shall be governed by the laws of the state of Arizona. Venue for any actions or
lawsuits involving this Contract shall be in Maricopa County Superior Court or in the United
States District Court for the District of Arizona, sitting in Phoenix, Arizona
6.29 ORDER OF PRECEDENCE:
In the event of a conflict in the provisions of this Contract and Contractor’s license agreement, if
applicable, the terms of this Contract shall prevail.
6.30 INCORPORATION OF DOCUMENTS:
The following are to be attached to and made part of this Contract:
6.30.1 Exhibit A, Pricing;
6.30.2 Exhibit B, Scope of Work;
6.30.3 Exhibit C, Office of Procurement Services Contractor Travel and Per Diem Policy.
NOTICES:
All notices given pursuant to the terms of this Contract shall be addressed to:
For County:
Maricopa County
Office of Procurement Services
ATTN: Contract Administration
320 West Lincoln Street
Phoenix, Arizona 85003-2494
For Contractor:
Dye Management Group, Inc.
135 Lake Street South, Suite 230
Kirkland, WA 98033

16086-RFP
IN WITNESS WHEREOF, this Contract is executed on the date set forth above.
CONTRACTOR
AUTHORIZED SIGNATURE
PRINTED NAME AND TITLE
ADDRESS
DATE
MARICOPA COUNTY
CHAIRMAN, BOARD OF SUPERVISORS DATE
ATTESTED:
CLERK OF THE BOARD DATE
APPROVED AS TO FORM:
LEGAL COUNSEL DATE

16086-RFP
Exhibit A
Pricing
SERIAL 16068-RFP
NIGP CODE:
RESPONDENT'S NAME: Dye Management Group, Inc.
COUNTY VENDOR NUMBER:
ADDRESS: 135 Lake Street South, Suite 230
Kirkland, WA 98033
P.O. ADDRESS:
TELEPHONE NUMBER: 425-637-8010
FACSIMILE NUMBER: 425-637-8020
WEB SITE: www.DyeManagement.com
CONTACT (REPRESENTATIVE): Rob Zilay
REPRESENTATIVE'S E-MAIL ADDRESS: rzilay@dyemanagement.com
YES NO REBATE
WILL ALLOW OTHER GOVERNMENTAL ENTITIES TO PURCHASE
FROM THIS CONTRACT [ X ] [ ]
WILL ACCEPT PROCUREMENT CARD FOR
PAYMENT: [ ] [ X ]
WILL OFFER REBATE (CASH OR CREDIT) FOR UTILIZING
PROCUREMENT CARD: [ ] [ X ] %
(Payment shall be made within 48 hours of utilizing the Purchasing Card)
RESPONDENT IS REQUIRED TO PICK ONE OF THE FOLLOWING
PAYMENT TERMS. FAILURE TO INDICATE PAYMENT TERMS SHALL
RESULT IN A DEFAULT TO NET 30 DAYS. RESPONDENT MUST
INITIAL THEIR SELECTION BELOW.
[ X ] NET 30 DAYS
1.0 PRICING: Not to Exceed Amounts
(see chart – dates are notional)

16086-RFP
Staff Hours/Rates
Sr. Asset Sr. Asset Asset
Maricopa County Program QA/QC Support
Deliverable Management Management Management Cost
TAM Program Manager Officer Specialist Total
Consultant Consultant Consultant
265 345 185 170 160 105
Phase I - Establish a Baseline (7/1/16 - 10/13/16)
Task I-1 – Plan for and The deliverable from this task is a
Conduct Project mutually agreed-upon project
8 4 8 20 $4,340
Kickoff Meeting and schedule and Project Management
Chartering Workshop Plan.
Task I-2 – Prepare for Conduct Asset Management
and Conduct and Asset Primer Workshop
16 8 16 8 48 $10,560
Management Primer
Workshop
Task I-3 – Review
The deliverable from this task is
Existing MCDOT
the Current State Summary 24 24 56 80 8 192 $33,960
TAM Programs and
Report.
Practices
Task I-4 – Prepare for
The deliverable from this task is
and Conduct TAM
the Visioning Workshop 16 8 24 8 56 $11,920
Visioning and
Summary.
Education Workshops
The deliverable from this task is
Task I-5 – Define
the Preliminary Future State
Preliminary Future 16 40 40 40 16 152 $26,520
Report, including all associated
State
workflows.
Task I-6 – Conduct The deliverable from this task is
Asset Management the Final Asset Management 24 8 24 40 40 8 144 $27,600
Assessment Assessment Results Report.
Expenses (9.8%) $11,217
Phase 1 Subtotal 104 28 88 176 160 56 612 $126,117

16086-RFP
Staff Hours/Rates
Sr. Asset Sr. Asset Asset
Maricopa County Program QA/QC Support
Deliverable Management Management Management Cost
TAM Program Manager Officer Specialist Total
Consultant Consultant Consultant
265 345 185 170 160 105
Phase II - Develop a Transportation Asset Management Roadmap (9/19/16 - 5/26/17)
The deliverable from this task is the
Task II-1 – Develop
Asset Registry Summary Report 40 108 8 156 $29,800
Asset Registry
and Implementation Strategy.
Task II-1 – Develop The deliverable from this task is the
Condition Assessment Asset Condition Assessment 40 120 8 168 $31,840
Program Program Summary Report.
Task II-3 – Define
The deliverable from this task is the
Level of Service 24 40 120 16 200 $35,840
LOS Definition Summary Report.
(LOS) for Assets
Task II-4 – Conduct The deliverable from this task is the
24 96 8 128 $23,520
TAM Risk Assessment final risk register.
Task II-5 –
Application The deliverable from this task is the
Procurement and Final Application Procurement and 64 16 120 8 208 $42,520
Implementation Implementation Strategy Report
Strategy
Task II-6 – Define
The deliverable from this task is the
Analysis Tools and
Analysis/Reporting Tools and 40 8 60 60 8 176 $34,000
Techniques; Conduct
Techniques Best Practices Report.
Investment Analysis
Task II-7 – Business The deliverable from this task is the
Process Change TAM Gap Analysis Summary 40 8 40 8 96 $21,600
Management Planning Report.
Task II-8 – Develop The deliverables from this task are
System Evaluation the System Evaluation Report and 24 24 24 80 16 168 $29,360
Reports the compiled MCDOT TAMP.
Expenses (9.3%) $23,122
Phase 2 Subtotal 296 32 104 528 260 80 1,300 $271,602

16086-RFP
Staff Hours/Rates
Sr. Asset Sr. Asset Asset
Maricopa County Program QA/QC Support
Deliverable Management Management Management Cost
TAM Program Manager Officer Specialist Total
Consultant Consultant Consultant
265 345 185 170 160 105
Phase III - Document TAM Improvement Plan (6/5/17 - 9/1/17)
The deliverable from this task
Task III-1 – Perform is the (1) Draft TAM Gap $40,196
TAM Gap Analysis Analysis Summary Report
40 16 40 120 112 328
Task III-1 – Perform
TAM Gap Analysis The deliverable from this task
is the (2) Final TAM Gap $21,644
Analysis Summary Report
Task III-2 –
Document Results of The deliverable from this task
Gap Analysis in is the TAM Improvement 16 8 16 40 80 16 176 $31,240
TAM Improvement Plan.
Plan
Expenses (8.9%) $8,241
Phase 3 Subtotal 56 24 56 160 192 16 504 $101,321
Staff Hours/Rates
Sr. Asset Sr. Asset Asset
Maricopa County Program QA/QC Support
Deliverable Management Management Management Cost
TAM Program Manager Officer Specialist Total
Consultant Consultant Consultant
265 345 185 170 160 105
Phase IV - Implementation (9/4/17 - 6/1/18)
The implementation shall
include enhanced policies and
processes at both the
operations and strategic levels
Task IV-1 – Manage
of MCDOT in order to
TAM Program 120 24 40 240 80 40 544 $105,280
achieve the goals and
Implementation
objectives defined in the
TAMP. The specific scope for
this task will be determined in
Phase 3 of the project.
Expenses (10.5%) $11,092
Phase 4 Subtotal 120 24 40 240 80 40 544 $116,372

16086-RFP
Staff Hours/Rates
Sr. Asset Sr. Asset Asset
Maricopa County Program QA/QC Support
Deliverable Management Management Management Cost
TAM Program Manager Officer Specialist Total
Consultant Consultant Consultant
265 345 185 170 160 105
Project Management (7/1/16 - 6/1/18)
Progress Reporting, No Deliverable - Can be
Invoicing, Project invoiced monthly as incurred
Schedule, Status or spread over the total extent 48 24 96 168 $31,080
Meetings (24 of the project ($1295/month)
months) NTE $31,080.
Expenses (11%) $3,419
Project
Management 48 24 0 0 0 96 168 $34,499
Subtotal
$592,820
PROGRAM TOTAL $165,360 $45,540 $53,280 $187,680 $110,720 $30,240 $ -
$57,091
Expenses (9.6%)
Grand Total $649,911
2.0 Labor Title Rates
Program Manager $265/hr
QA/QC Officer $345/hr
Sr. Asset Management Consultant $185/hr
Sr. Asset Management Consultant $170/hr
Asset Management Consultant $160/hr
Support Specialist $105/hr

16086-RFP
Exhibit B
Scope of Work
Dye Management Group (DMG) has proposed a project work plan that is comprised of four phases:
 Establish a Baseline – Documenting MCDOT’s existing processes; defining cross-divisional TAM goals
and objectives, including key performance indicators and level of service (LOS) performance targets for
assets; and conducting a TAM assessment.
 Develop a Transportation Asset Management Roadmap – Formalizing MCDOT’s future TAM
processes and program components, including defining the necessary tools and data to enable decisions that
are risk-based and the most cost-effective. This shall include developing an accurate and up-to-date asset
inventory and condition database, categorizing TAM risks that shall be used to define investment strategies,
and establishing models for asset deterioration forecasting. MCDOT shall have a fully-defined TAMP at
the end of this phase.
 Document TAM Improvement Plan – Performing a gap analysis to define the effort required for
MCDOT to move to the future state. A key component of this phase is to continue engaging executive
sponsorship and MCDOT divisions to maintain buy-in to the new process and ensure the program is
sustainable and aligned with Department goals and objectives.
 Implementation – Assisting MCDOT to implement their improved and sustainable TAM program—which
shall include process improvements, enhanced TAM data, and data governance—and, based on the
recommendations defined in earlier phases, supporting MCDOT with the implementation of better
decision-making tools and systems.
DMG’s work plan is supplemented by a robust project management (PM) and quality control approach. DMG
follows a rigorous PM methodology that is based on the Project Management Institute’s (PMI) standards and Project
Management Body of Knowledge (PMBOK) best practices and includes a tailored quality assurance and control
plan. This methodology relies on proven approaches that DMG has used on numerous successful projects with
similar objectives. Mr. Rob Zilay, PMP, is the proposed project manager for this effort. Mr. Bill Dye, President, who
has extensive experience in all facets of asset management, shall serve as quality assurance officer and senior
advisor.

16086-RFP
Proposal
A. Project Understanding and Approach
Transportation asset management (TAM) has been a topic of interest within and among DOTs since the 1990s. At
that time, as is still the case, there was an increasing emphasis on accountability and effectiveness for public
agencies, growing maintenance needs for aging infrastructure, and stagnating growth or reductions in revenues.
Furthermore, while agencies once primarily focused their attention on the relatively mature asset management
systems for pavements and bridges, they also became concerned about similar systems for other roadway and
roadside assets, such as drainage and traffic control devices. In recognition of these trends, the American
Association of State Highway and Transportation Officials (AASHTO) adopted TAM as a priority initiative in 1998.
The Transportation Research Board (TRB) began research on the subject through a series of National Cooperative
Highway Research Program (NCHRP) projects that resulted in the first AASHTO Transportation Asset
Management Guide in 2002 and the more recent Transportation Asset Management Guide: Volume 2—A Focus on
Implementation in 2011 (AASHTO Guide).
AASHTO defines TAM as a strategic process for maintaining physical assets effectively throughout their lifecycle,
with a heavy focus on best practices and quality data to improve decision making. To develop and implement a
functional and practical Transportation Asset Management Plan (TAMP), the Maricopa
County Department of Transportation (MCDOT) seeks to define a multi-year plan for
Implementing improving the performance of its more than 2,400 miles of roads and 416 bridges.
transportation asset Additionally, MCDOT wishes to identify management tools and software, which, along
management is not just with change management and TAM stakeholder education, shall support the future
a system of processes decision-making process.
and tools, it involves Dye Management Group, Inc. (DMG) has proposed a four-phase project work plan
using a different spanning 24 months to achieve MCDOT’s project goals. As detailed in the next section,
approach to managing DMG’s project approach shall document MCDOT’s current processes, develop a future
assets. state based on MCDOT’s TAM goals and objectives as well as contemporary asset
management best practices, define a strategy to implement the future TAM framework,
and then assist MCDOT with the implementation.
Phase I: Establish a Baseline
This project phase focuses on documenting MCDOT’s existing processes; defining cross-divisional TAM goals and
objectives, including key performance indicators and level of service (LOS) performance targets for assets; and
conducting a TAM assessment. DMG have proposed six subtasks to accomplish, as described below.
Task I-1 – Plan for and Conduct Project Kickoff Meeting and Chartering Workshop
DMG shall plan for and conduct a project kickoff meeting as well as a chartering workshop to align key project
participants and workgroups (with whom DMG shall meet in later tasks to define the current and future state) and
identify members of the Steering Committee and Executive Leadership Committee. DMG recommend that the
Steering Committee consist of TAM stakeholders, process owners, and system and data custodians across MCDOT
divisions and branches. The Steering Committee is considered a working committee for the project, and shall
conduct initial reviews of deliverables and attend deliverable validation workshops throughout the project. DMG
anticipate that the Executive Leadership Committee shall be comprised of division managers and the Director.
The deliverable from this task is a mutually agreed-upon project schedule and Project Management Plan.
Task I-2 – Prepare for and Conduct an Asset Management Primer Workshop
In this task, DMG shall prepare for and conduct an asset management primer workshop to help increase the
understanding of asset management practices for the MCDOT Executive Leadership Committee and key TAM
stakeholders. The goal of this workshop shall be to increase leadership’s awareness of asset management principles
and approaches, with specific focus on how MCDOT can implement those concepts into its business.
Task I-3 – Review Existing MCDOT TAM Programs and Practices
In this task, DMG shall review MCDOT’s current asset management-related practices, documentation, and available
data and systems. DMG shall meet with the MCDOT stakeholders and workgroups identified in Task I-1 to better
understand and define business policies and processes, requirements, goals, and objectives of each division. DMG’s
review shall include MCDOT’s transportation asset data and existing software tools, as well as site visits to observe
and better understand Department facilities and key infrastructure. Based on DMG’s findings, DMG shall document
the “as-is” state in a summary report utilizing workflows and narrative.

16086-RFP
The deliverable from this task is the Current State Summary Report.
Task I-4 – Prepare for and Conduct TAM Visioning and Education Workshops
Using the findings from DMG’s review in Task I-3 as a foundation to facilitate the discussions, DMG shall prepare
for and conduct a TAM Education Workshop. The focus of the workshop shall be on the following topics:
 The benefits of TAM
 How MCDOT can leverage TAM to improve efficiency and achieve performance goals
 Steps for adopting a TAM culture within MCDOT
 Approaches for implementing TAM and the TAMP
DMG shall also conduct a TAM Visioning Workshop with the Executive Leadership Committee to discuss and
define MCDOT’s TAM goals, objectives, and desired outcomes. DMG shall document the results of this workshop
and use them to guide DMG’s efforts in future tasks.
The deliverable from this task is the Visioning Workshop Summary.
Task I-5 – Define Preliminary Future State
Based on the results of DMG’s review in Task I-3 and DMG’s key findings from the TAM Visioning and Education
Workshops, DMG shall work with MCDOT to jointly develop a preliminary TAM future state. DMG shall enhance
the “as-is” workflows developed in Task I-3 to define a set of “to-be” workflows and processes that reflect
MCDOT’s goals and objectives as well as asset management best practices. Once drafted, DMG shall conduct a
half-day workshop with key TAM stakeholders and members of the Steering Committee to refine and finalize the
future state.
The deliverable from this task is the Preliminary Future State Report, including all associated workflows.
Task I-6 – Conduct Asset Management Assessment
In this task, DMG shall conduct an asset management assessment of MCDOT’s “as-is” and “to-be” processes to
develop an integrated planning and asset management process. DMG shall start this assessment by identifying the
gaps between MCDOT’s existing processes, data, and systems and the future state defined in Task I-5. Once that
gap has been identified, DMG shall work with MCDOT stakeholders through a series of interviews and workshops
to develop a strategy to address those gaps using process improvements, data governance, and decision-making
support tools and software.
DMG’s review of the existing business systems shall include, but not be limited to, MCDOT’s Computerized
Maintenance Management System (CMMS), Geographic Information System (GIS), Pavement Management System
(PMS), and Strategic Asset Management (SAM) applications. DMG shall evaluate these current systems, with
specific focus on how they support both existing processes and those defined in the preliminary future state, to
determine how well they shall support MCDOT’s future TAM model. DMG shall develop recommendations for
each application, which may include keeping, enhancing, or procuring a new system to help MCDOT achieve its
future TAM goals and objectives.
Once DMG’s assessment is complete, DMG shall prepare for and conduct a validation workshop with the Steering
Committee to review DMG’s findings, discuss alternatives, and finalize the results of the assessment.
The deliverable from this task is the Final Asset Management Assessment Results Report.
Phase II: Develop a Transportation Asset Management Roadmap
This project phase focuses on formalizing MCDOT’s future TAM processes and program components, including
defining the necessary tools and data to enable decisions that are risk-based and the most cost-effective. This shall
include developing an accurate and up-to-date asset inventory and condition database, categorizing TAM risks that
shall be used to define investment strategies, and establishing models for asset deterioration forecasting.
The result of this phase shall be an asset management template for a TAMP that addresses the following key areas:
 A summary of asset inventory and condition, including stakeholder-defined LOS and performance metrics
 A risk register, including critical assets, and associated mitigation strategies
 Forecasted investment scenarios for achieving LOS targets through lifecycle management
 Short- and long-term funding strategies, including a prioritized list of projects
 An implementation and continuous improvement strategy
DMG have proposed eight subtasks to accomplish, as described below.

16086-RFP
Task II-1 – Develop Asset Registry
DMG shall work with MCDOT to identify their current asset inventory, including any gaps that exist. Based on
DMG’s findings, DMG shall develop a scalable asset inventory architecture for future and existing assets based on
the priority assets and goals defined in Phase I. The architecture shall include asset-specific attributes that should be
considered when analyzing investment strategies, including impact on routine maintenance, mobility, and safety. As
part of this effort, DMG shall work with MCDOT staff to review existing asset inventory and define strategies for
integrating that data into the future comprehensive asset registry, ensuring a continuation of existing data.
The deliverable from this task is the Asset Registry Summary Report and Implementation Strategy.
Task II-2 – Develop Asset Condition Assessment Program
DMG shall work with MCDOT by conducting interviews and workshops to establish an asset condition assessment
program that accounts for asset condition, preventive maintenance, functionality, and remaining useful life of
priority assets. DMG anticipate that this assessment program shall be cyclical, most likely being performed
annually, to ensure that it addresses an ongoing analysis of assessed condition against desired targets.
While all priority assets shall be addressed in the task, pavements and bridges comprise the largest portion of
MCDOT’s maintenance and preservation budget. DMG understand that the Road Management Section evaluates
pavement surface distresses every 12-18 months for arterial and collector roads and every other year for local roads.
The resulting pavement condition rating (PCR) scores range from 0 to 100. DMG also understands that the Section
defines a sufficiency rating to each newly-constructed road segment based on how well it compares to the MCDOT
Roadway Design Manual standards.
These results are stored in a proprietary legacy system known as the Road Management System, which allows
MCDOT to model pavement conditions and maintenance strategies and helps to develop short- and long-term
maintenance plans. As part of this task, DMG shall review how those scores are defined and analyzed against
historical ratings—as well as initial pavement sufficiency ratings—so that DMG
may make recommendations for possible improvements based on DMG’s
experience in other DOTs.
DMG shall work with
For other roadside assets and facilities, DMG shall review existing MCDOT MCDOT to define a
condition data, if available, and define a condition assessment methodology for each scalable data collection
priority asset. DMG shall work with MCDOT to define a scalable data collection program that minimizes
program that minimizes cost and margin of error, and leverages a blend of cost and margin of error,
technology and field crews collecting the data using a sample-based approach. and leverages a blend of
The deliverable from this task is the Asset Condition Assessment Program Summary technology and field crews
Report. collecting the data using a
sample-based approach.
Task II-3 – Define Level of Service (LOS) for Assets
In this task, DMG shall work with MCDOT to develop future asset condition targets
for prioritized assets. DMG shall review MCDOT’s current LOS information, where available, and compare it to the
LOS information and targets of other DOTs. DMG shall then make recommendations for refining the scales, if
necessary, and setting asset LOS targets based on budgeting constraints and customer expectations, if available.
DMG anticipate conducting a half-day workshop with key TAM stakeholders to educate them on the process and
help define the future performance targets. During the workshop, DMG shall make recommendations for
establishing both short- and long-term condition targets, which shall allow us to identify asset condition gaps and
develop a strategy to address them in MCDOT’s future TAM program. DMG shall document the results of the
workshop in a summary report and submit to MCDOT for review and acceptance.
The following tasks shall be included in developing system-wide Level of Service (LOS) targets for road assets:
1. Review existing PCR ranges and data
a. Performance target of 85% “very good” or above (PCR score > 70)
2. Review pavement evaluation bi-annual process
3. Compare against best practices and peer transportation agencies
4. Identify gaps and make recommendations
5. Conduct recommendation validation workshop with stakeholders and leadership team

16086-RFP
6. Finalize recommendations and develop implementation strategy
7. Steps
a. Establish asset inventory
b. Develop asset condition assessment program
c. Establish unit cost for level of service
d. Define asset LOS classifications
e. Create or refine activity performance guidelines
The deliverable from this task is the LOS Definition Summary Report.
Task II-4 – Conduct TAM Risk Assessment
In this task, DMG shall work with MCDOT to conduct a risk analysis for each priority asset. DMG shall identify the
risks, analyze each risk for its likelihood of occurrence and potential impact, and develop a risk mitigation plan for
each risk. DMG anticipate conducting a workshop with key TAM stakeholders at the start of this task to help define
the risk register as well as critical MCDOT assets. A sample risk register is shown in Exhibit 1. DMG shall prepare a
draft risk register based on DMG’s findings at other DOTs as a baseline for the workshop. For each risk identified,
DMG shall develop a risk mitigation plan that considers the probability and the potential impact of the risk. The
mitigation plan shall include specific action items that shall minimize the impact, if possible.
Following DMG’s analysis, DMG shall prepare for and conduct a workshop to review DMG’s findings and finalize
the risk register and plan. DMG anticipate that this workshop shall last half a day and shall include key members of
the project Steering Committee and the Executive Leadership Committee.
The deliverable from this task is the final risk register.
Exhibit 1: Sample Project Risk Management Register
PROJECT RISK MANAGEMENT REGISTER
Identification Qualitative Analysis
Priority Status ID Date Threat Event Risk Probability Impact Risk Matrix
Identified Trigger
VH
H X
Flat
revenue M
1 Lack of stream, Probability L
1 Active A 06/20/2015 operating economic High High
funding conditions, VL
inflation V
VL L M H H
Impact
Quantitative Analysis Response Strategy Monitoring and Control
Status Date,
Probability Impact Effect Response Actions, Responsibility Interval or Status, and
(%) ($ or days) ($ or days) Strategy Including Advantages and (Task Milestone Review
Disadvantages Manager)
Check Comments
Although not ideal, this risk
must be accepted.
80% $3.0 $2.4 Acceptance Preliminary quantitative Director, Division Annually Ongoing
Million Million analysis is conducted. Manager
Education of public officials
can help mitigate this risk.
Task II-5 – Application Procurement and Implementation Strategy
In this task, DMG shall build upon DMG’s business systems assessments performed in Tasks I-3, I-6, and II-2 to
develop recommendations for possibly updating, enhancing, or replacing current software as necessary to support
MCDOT’s current and future TAM program. DMG expect to develop these recommendations for MCDOT’s

16086-RFP
existing software applications used to support asset inventory, work management, pavement management, bridge
management, and strategic asset management.
DMG understand the importance of MCDOT’s existing data, and shall work to ensure that DMG’s
recommendations include the capability for new systems to accept existing data where possible and be compatible
with MCDOT’s enterprise architecture. On previous projects with similar scopes, DMG helped DMG’s clients select
software solutions that integrated with existing GIS, human resources (HR), and financial management systems,
which helped limit duplication of data and multiple points of data entry.
Based on DMG’s understanding of the TAM software landscape, DMG shall also perform a high-level review of
available commercial off-the-shelf (COTS) software packages that may meet MCDOT’s needs. While DMG are
independent from the software vendors, DMG has vast experience helping DOTs implement their software solutions
and a full understanding of the capabilities of each system. DMG’s understanding includes each software package’s
asset inventory and condition data storage and reporting approaches, mobile data entry capabilities, asset analysis
and forecasting functionality, and the ability to develop a performance-based asset management budget to support
operations, maintenance, and capital planning. DMG understand that MCDOT also wishes to leverage any potential
future system to track capital projects from inception through engineering design, construction, operation, and
maintenance with supporting workflows.
DMG shall document DMG’s procurement and implementation strategy recommendations in a report and shall
prepare for and conduct a half-day validation workshop with key TAM stakeholders, the Steering Committee, and
information technology staff to ensure the recommendations are feasible and implementable. DMG shall then
finalize the report based on the feedback obtained in the workshop and submit to MCDOT for final review and
acceptance.
The deliverable from this task is the Final Application Procurement and Implementation Strategy Report.
Task II-6 – Define Analysis Tools and Techniques; Conduct Investment Analysis
DMG shall define TAM analysis and reporting tools and techniques best practices in
this task. Once defined, these best practices shall provide DMG and MCDOT with the
DMG shall help MCDOT ability to analyze investment strategies and the resulting scenarios for asset
define a decision-making performance. DMG shall begin this task by establishing short- and long-term
process that is measures for asset maintenance, planning, financial forecasting, and lifecycle costing.
transparent and These shall serve as key inputs into DMG’s financial and investment analysis for key
accountable, as well as assets.
the right tools to support
the process, to have a DMG shall help MCDOT define a decision-making process that is transparent and
defensible position for accountable, as well as the right tools to support the process, to have a defensible
their policy-based position for their policy-based funding decisions. To develop that process, DMG shall
funding decisions. work with MCDOT staff to define specific decision-making criteria and incorporate
those criteria in DMG’s analysis. Some potential decision-making criteria could be
using lifecycle cost to select projects with the best return on investment or selecting
projects that directly align with Department goals, such as safety. Transparency can
be realized by documenting the analysis process, clearly presenting and explaining the results of the analysis, and
stating assumptions.
A critical component for the investment analysis is a deterioration model, or failure curve, for each asset. There are
several well-established models for pavement and bridges, most of which are packages in COTS asset management
software. However, it is important that MCDOT uses asset deterioration models that best represent the factors that
are specific to its local environment. DMG shall work with MCDOT to identify a deterioration model for each asset
that best fits its needs. With regard to bridges, DMG understand the MCDOT Bridge Management System is
included in the Arizona Department of Transportation (ADOT) AASHTOWare BrM electronic database, and
anticipate being able to use the modeling capabilities of BrM to evaluate funding scenarios and resulting bridge
ratings. For other key assets, DMG anticipate using DMG’s internally-developed budget modeling tool to forecast
the funding needed to achieve a different LOS through MCDOT’s routine maintenance program.
DMG shall leverage the information gathered in earlier tasks to assemble the estimates of asset preservation needs.
DMG shall then develop and run investment scenarios using the agreed-upon models to determine possible
performance and LOS outcomes for key asset categories, starting with pavement and bridges. DMG shall prioritize
the investment scenario results, focusing on those that provide the highest-optimized asset condition by investment.
DMG shall also use the results to identify and prioritize backlog needs, providing the detailed data is available. If the
data is not available, DMG shall document the process for MCDOT so that they may perform the analysis once the
data becomes available. Finally, DMG shall work with MCDOT staff to define key performance indicators (KPIs)—

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which shall likely include LOS targets—in the form of asset performance scorecards to help communicate asset
performance and investment needs.
DMG shall document the defined best practices in a draft summary report. DMG shall then prepare for and conduct
a validation workshop with key stakeholders to ensure the tools and techniques are feasible and implementable.
DMG shall finalize the summary report and submit to MCDOT for review and acceptance.
The deliverable from this task is the Analysis/Reporting Tools and Techniques Best Practices Report.
Task II-7 – Business Process Change Management Planning
In order to ensure a smooth transition to a mature TAM program, change must be
Caltrans was able to
formally managed throughout the organization. In this task, DMG shall leverage
expand the use of DMG’s
DMG’s previous experience to develop a change management strategy and plan for
tool to their design
MCDOT’s TAM implementation. DMG shall have begun DMG’s work in this task
division, where they are
in Phase I when DMG mapped the existing workflows and processes. DMG shall
now able to specify assets
further analyze those process maps in this task to identify possible workflow
with more favorable
adjustments, including additional data sources, to ensure the process includes all
lifecycle costs as part of
possible inputs in a centralized approach and best represents the full lifecycle of an
their contracts.
asset.
It is also important to incorporate strategic TAM principles into division policies throughout the organization,
including planning, design, construction, and maintenance. Once a focus on asset preservation and sustainability is
built into MCDOT’s processes, it shall be easier to quantify investment results throughout the asset lifecycle. This
can start as early as the project selection process. Recently at Caltrans, DMG developed a lifecycle cost analysis
(LCCA) tool that enabled the Department to determine lifecycle costs for similar assets based on the manufacturer
and type. Initially, this tool was to be used by the maintenance division to identify replacement assets with the
lowest lifecycle cost. Caltrans was able to expand the use of DMG’s tool to their design division, where they are
now able to specify assets with more favorable lifecycle costs as part of their contracts.
As part of this task, DMG shall assess MCDOT’s current organizational structure, including functional area roles
and responsibilities, and develop recommendations for improving the structure based on a review of peer DOTs and
DMG’s experience conducting similar assessments for other agencies.
Managing change can often be challenging. Routines are commonplace in DMG’s daily activities, and difficulties
can arise when DMG’s routines are interrupted. DMG strives for a “no surprises” change management approach to
address this challenge. Transparent and frequent communication minimizes the risks associated with process change
and ensures that all stakeholders are informed. As part of this task, and throughout the project, DMG shall meet with
the Steering Committee and Executive Leadership Committee to provide feedback on the effort, request support on
issues, and discuss new TAM developments and initiatives that may benefit MCDOT.
One final area of change management shall be the ongoing updates and modifications to MCDOT’s TAMP. Each
year, it shall be necessary for MCDOT to update asset inventory and condition, document changes in objectives and
measures, update the risk register, update projected funding scenarios, and re-run the investment scenario analyses
using the updated inputs. As a result of this update process, MCDOT shall be able to clearly define their progress
toward achieving their asset performance goals and overall TAM objectives. As part of DMG’s TAM
implementation in Phase IV, DMG shall develop an update process that shall include a schedule, team members, and
specific action items for revising the TAMP on a cyclical basis.
The deliverable from this task is a Change Management Strategy and Plan report.
Task II-8 – Develop System Evaluation Reports
In this task, DMG shall develop system evaluation reports that present the results of the investment analyses
conducted in Task II-6. DMG anticipate developing these analyses with five-year horizons for most assets, a
minimum ten-year horizon for pavement, and expect that DMG shall be able to provide a 30-year horizon for
bridges.
The reports shall describe current asset inventory and conditions and present the various investment scenarios and
their impact on asset performance for each of the horizons. As noted in the RFP, DMG shall work with MCDOT
staff to develop an approach for prioritizing the overall asset replacement schedule based on the results of DMG’s
analyses. MCDOT also wishes to integrate key performance data into their online Road Data Viewer to display
additional useful information layers to MCDOT users. DMG has extensive experience working with GIS software
and DOT GIS developers to define requirements for and implement enhanced data views. To meet this requirement,
DMG shall first work with the MCDOT TAM stakeholders to define the data that is most important to them. Once
that has been defined, DMG propose to work directly with MCDOT’s GIS Division to define the data format

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requirements and then deliver the data to them in that format. Depending on DMG’s recommendations delivered in
Task II-5, it is possible this data shall come directly from a system in the future.
DMG shall develop a draft system evaluation report and prepare for and conduct a validation workshop with the
Steering Committee and key members of the Executive Leadership Committee. Based on their feedback, DMG shall
finalize the report and submit to MCDOT for review and acceptance. DMG shall also compile the individual reports
developed in the Phase II tasks into a single MCDOT TAMP document.
The deliverables from this task are the System Evaluation Report and the compiled MCDOT TAMP.
Phase III: Document TAM Improvement Plan
This project phase focuses on developing a TAM Improvement Plan that shall guide MCDOT in the implementation
of the TAMP components defined in Phase II. DMG have proposed two subtasks to accomplish, as described below.
Task III-1 – Conduct TAM Gap Analysis
In this task, DMG shall conduct a gap analysis to quantify the differences between
MCDOT’s existing and future TAM state and to determine the level of effort and
DMG shall conduct a associated steps to implement the future state. DMG developed the inputs for this
validation workshop with analysis in Phase I when DMG documented the “as-is” and “to-be” models and
the Steering Committee validated MCDOT’s future state through multiple stakeholder review workshops and
and key members of the subsequent Steering Committee and Executive Leadership Committee
Executive Leadership communication. As part of this gap analysis, DMG shall leverage the organizational
Committee to ensure the review performed in Task II-7 and develop a strategy for MCDOT to implement
gap analysis results align DMG’s recommendations.
with expectations. The key output of DMG’s gap analysis shall be a summary report that details the
changes and improvements in organizational strategy; data management, integration,
and governance; software tools, business processes, and division policies; and
reporting needs necessary for MCDOT to implement their future TAM program and
more effectively manage their assets. DMG shall conduct a validation workshop with the Steering Committee and
key members of the Executive Leadership Committee to ensure the gap analysis results align with expectations.
Based on their feedback, DMG shall finalize the report and submit to MCDOT for review and acceptance.
The deliverable from this task is the TAM Gap Analysis Summary Report.
Task III-2 – Document Results of Gap Analysis in TAM Improvement Plan
Using the results of the gap analysis performed in Task III-1 as a foundation, DMG shall develop a TAM
Improvement Plan that shall define the necessary steps to implement the improvements defined in earlier phases of
the project and quantified in Task III-1. As part of the Plan, DMG shall develop an implementation schedule for
each key component, define team members or MCDOT roles for each effort, and lay out the specific tasks that shall
be required. DMG shall develop a draft summary report of the recommended Plan and prepare for and conduct a
validation workshop with the Steering Committee to ensure the Plan is realistic and attainable. Based on feedback
obtained in the workshop, DMG shall finalize the report and submit to MCDOT for review and acceptance.
The deliverable from this task is the TAM Improvement Plan.
Phase IV: Implementation
DMG shall lead the implementation of the comprehensive asset management program defined in earlier phases of
this project and detailed in the TAM Improvement Plan developed in Task III-2. The implementation shall include
enhanced policies and processes at both the operations and strategic levels of MCDOT in order to achieve the goals
and objectives defined in the TAMP.
DMG shall begin this project phase by defining a schedule, work plan, and staffing strategy based on the TAM
Improvement Plan defined in Phase III. Once reviewed and accepted by MCDOT, DMG shall lead the
implementation of the key TAM program components defined in the MCDOT TAMP, as well as the integration of
financial, capital, operational, and asset management planning processes, as defined in earlier phases.
Throughout the implementation phase, DMG shall prepare for and conduct status updates with the MCDOT project
management team to ensure the scope, schedule, and budget remain on track. Additionally, DMG recommend
several strategically-timed Steering Committee meetings during this phase to ensure continued executive leadership
buy-in and support.

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Project Management
DMG follows a rigorous project management (PM) methodology that is based on the Project Management
Institute’s (PMI) standards and Project Management Body of Knowledge (PMBOK) best practices to manage and
measure project schedule and budget. This methodology relies on proven approaches that DMG have used on
numerous successful projects with similar objectives. These include working communication techniques, project
tracking and reporting tools, and a tailored quality assurance and control plan. These techniques ensure that the
technical, cost, administrative, and scheduling objectives of a project are successfully accomplished.
Mr. Rob Zilay, PMP, is the proposed project manager for this effort, and shall be responsible for day-to-day
communication with the MCDOT project team. In addition to developing the agenda for and conducting DMG’s
recommended bi-weekly project status meetings, Mr. Zilay shall provide MCDOT with written summaries of work
progress and expenditures by task, as outlined in the RFP. DMG utilizes Microsoft Project for managing project
schedule and budgets, which DMG update at least bi-weekly during the project. As part of DMG’s project status
meetings, DMG also provide an issue and action item tracking log that details the person responsible for the action
item, pertinent dates, and the resolution. A summary table of anticipated project meetings is shown in Exhibit .
Project timeline to include four phases. Phase I – III shall take approximately 15 months with Phase IV
(Implementation) taking approximately nine months. The completion of each phase shall mark a milestone as
outlined in Attachment A – Pricing Schedule 1.0. A final project plan including resources assignments, tasks and
dependencies shall be completed within 30 days of contract acceptance and shall be submitted to MCDOT’s project
manager.
Exhibit 2: Project Milestones
ID Task Name Start Finish Duration
1 Phase I – Establish a Baseline 7/1/2016 10/13/2016 75d
2 Phase II – Develop a Transportation Asset Management Roadmap 9/19/2016 5/26/2017 180d
3 Phase III – Document TAM Improvement Plan 6/5/2017 9/1/2017 65d
4 Phase IV - Implementation 9/4/2017 6/1/2018 195d
Exhibit 3: Anticipated Meetings
Anticipated Associated
Meeting Type Frequency MCDOT Attendees
Duration Task(s)
Project Kickoff Meeting 2 hours Once I-1 MCDOT Project Team
Steering Committee, Executive
Chartering Workshop 1 hour Once I-1
Leadership Committee
Asset Management Primer Steering Committee, Executive
2-3 hours Once I-2
Workshop Leadership Committee
TAM Visioning and Education Executive Leadership
2 hours Once I-4
Workshop Committee
Steering Committee, Executive
Risk Assessment Workshop 3-4 hours Once II-4
Leadership Committee
Gathering Information,
I-5, I-6, II-4,
Developing Approaches, Steering Committee, Executive
2-4 hours each 6 -8 II-5, II-6, II-8,
Deliverable Validations Leadership Committee
III-1, III-2
workshop(s)
Project
Project Status Meetings 1 hour Bi-weekly MCDOT Project Team
Management
Every 6-8 weeks,
Steering Committee Meetings 1-2 hours Multiple Steering Committee
or as required
Steering Committee, Executive
Deliverable Validation Workshop 2-4 hours As required Multiple
Leadership Committee
Steering Committee, Executive
Change Management Meetings 1-2 hours As required II-7
Leadership Committee
MCDOT Project Team,
Project Closeout Meeting and Close of
1-2 hours Once Steering Committee, Executive
Final Presentation Phase IV
Leadership Committee

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DMG believes that quality control is not a separate or standalone review process, but an inherent part of the creation
of DMG’s project deliverables. Quality control starts with adherence to deliverable expectations, which serve as
guidelines for deliverable review and acceptances. Quality is further ensured via peer reviews and DMG project
manager and senior advisor reviews before completed products are submitted to MCDOT. Quality control is
supported through an iterative process that uses discussion drafts and follow-up, validation workshops, and review
meetings to confirm DMG’s understanding of the MCDOT’s requirements, as well as a structured deliverable
acceptance process.
Mr. Bill Dye, President, who has extensive experience in all facets of asset management, shall conduct periodic
quality control reviews. The goal of these reviews is to discover issues or concepts that the project team may have
overlooked. These reviews provide DMG’s project team and client with a second opinion on an ongoing basis and
confirm to the client’s project management team the status of the project budget, schedule, and quality. Following
these internal quality reviews, the DMG team shall submit the draft deliverable to MCDOT staff for review.
B. Project Team and Organization
Proposed Project Team
DMG is proposing a team of senior staff and subject matter experts that have extensive experience in the phases
listed in the RFP. Additional experience and qualifications for DMG’s proposed project team is presented in
Appendix A: Firm Qualifications.
Organization Chart
DMG’s proposed project team is shown below in Exhibit 3 Rob Zilay, PMP and Vice President, shall act as the
project manager and senior asset management subject matter expert (SME) for the project. As project manager, he
shall be the day-to-day contact for the project. Mr. Zilay has extensive experience developing asset management
programs and plans, most recently managing the development of TAMPs for the Alabama, Louisiana, and Texas
DOTs.
Bill Dye, President, shall serve as quality assurance officer and senior advisor. DMG’s team of lead and senior asset
management consultants shall manage and perform assigned tasks based on the scope and schedule agreed to by
MCDOT.
Exhibit 2: DMG Organizational Chart
DMG believes that quality
control is not a separate or
standalone review process, but
an inherent part of the creation
of DMG’s project deliverables.
A detailed staffing plan is shown below:

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Appendix A
Project Team Qualifications and Experience
DMG is proposing a team of senior staff and asset management consultants that have extensive experience in the
subject areas listed in the RFP. e of each proposed team member.
Exhibit 3 summarizes the role and experience of each proposed team member.
Exhibit 3: DMG Staff Responsibilities and Experience
Phase I Phase II Phase III Phase IV
and
TAM &
Practices Management
& Modeling Cost
Assessment System Process Planning
Best Deterioration Cycle Improvements Implementation
Workshop Facilitation Education Modeling Forecasting Analysis Experience
TAM Risk Budget Life TAM TAM Change TAM
Team Member, Role
Rob Zilay, Project Manager          
Bill Dye, QA/QC Officer          
Jeff Holabaugh, Asset Management Consultant         
David Hurst, Asset Management Consultant        
Caroline Leary, Asset Management Consultant        
An estimate of the time each team member shall devote to Maricopa County initiatives is provided in Exhibit 4.
Exhibit 4: Estimated Personnel Time Commitment to MCDOT
Team Member Proposed Hours Percentage of Time
Rob Zilay 608 30%
Bill Dye 132 10%
Jeff Holabaugh 840 45%
David Hurst 640 35%
Caroline Leary 600 30%

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Exhibit C
Office of Procurement Services Travel and Per Diem Policy
1.0 All contract-related travel plans and arrangements shall be prior-approved by the County Contract
Administrator.
2.0 Lodging, per diem and incidental expenses incurred in performance of Maricopa County/Special District
(County) contracts shall be reimbursed based on current U.S. General Services Administration (GSA)
domestic per diem rates for Phoenix, Arizona. Contractors must access the following internet site to
determine rates (no exceptions): www.gsa.gov
2.1 Additional incidental expenses (i.e., telephone, fax, internet and copying charges) shall not be
reimbursed. They should be included in the contractor’s hourly rate as an overhead charge.
2.2 The County will not (under no circumstances) reimburse for Contractor guest lodging, per diem or
incidentals.
3.0 Commercial air travel shall be reimbursed as follows:
3.1 Coach airfare will be reimbursed by the County. Business class airfare may be allowed only when
preapproved in writing by the County Contract Administrator as a result of the business need of
the County when there is no lower fare available.
3.2 The lowest direct flight airfare rate from the Contractors assigned duty post (pre-defined at the
time of contract signing) will be reimbursed. Under no circumstances will the County reimburse
for airfares related to transportation to or from an alternate site.
3.3 The County will not (under no circumstances) reimburse for Contractor guest commercial air
travel.
4.0 Rental vehicles may only be used if such use would result in an overall reduction in the total cost of the
trip, not for the personal convenience of the traveler. Multiple vehicles for the same set of travelers for the
same travel period will not be permitted without prior written approval by the County Contract
Administrator.
4.1 Purchase of comprehensive and collision liability insurance shall be at the expense of the
contractor. The County will not reimburse contractor if the contractor chooses to purchase these
coverages.
4.2 Rental vehicles are restricted to sub-compact, compact or mid-size sedans unless a larger vehicle
is necessary for cost efficiency due to the number of travelers. (NOTE: contractors shall obtain
pre-approval in writing from the County Contract Administrator prior to rental of a larger vehicle.)
4.3 County will reimburse for parking expenses if free, public parking is not available within a
reasonable distance of the place of County business. All opportunities must be exhausted prior to
securing parking that incurs costs for the County. Opportunities to be reviewed are the DASH;
shuttles, etc. that can transport the contractor to and from County buildings with minimal costs.
4.4 County will reimburse for the lowest rate, long-term uncovered (e.g. covered or enclosed parking
will not be reimbursed) airport parking only if it is less expensive than shuttle service to and from
the airport.
4.5 The County will not (under no circumstances) reimburse the Contractor for guest vehicle rental(s)
or other any transportation costs.

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5.0 Contractor is responsible for all costs not directly related to the travel except those that have been pre-
approved by the County Contract Administrator. These costs include (but not limited to) the following: in-
room movies, valet service, valet parking, laundry service, costs associated with storing luggage at a hotel,
fuel costs associated with non-County activities, tips that exceed the per diem allowance, health club fees,
and entertainment costs. Claims for unauthorized travel expenses will not be honored and are not
reimbursable.
6.0 Travel and per diem expenses shall be capped at 15% of project price unless otherwise specified in
individual contracts.
7.0 Contractor shall provide, (upon request) with their invoice(s), copies of receipts supporting
travel and per diem expenses, and if applicable with a copy of the written consent issued by the
Contract Administrator. No travel and per diem expenses shall be paid by County without
copies of the written consent as described in this policy and copies of all receipts.

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DYE MANAGEMENT GROUP, INC., 135 LAKE STREET S, STE 230, KIRKLAND. WA 98033
PRICING SHEET: NIGP CODE 91812
Terms: NET 30
Vendor Number: 2011007340 0
Certificates of Insurance Required
Contract Period: To cover the period ending July 31, 2018.