Every open solicitation, pre-RFP signal, and contract award across Connecticut's 3 counties and 289 public agencies. Refreshed weekly from council minutes and budget documents.
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164
Projects
289
Agencies
3
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32
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Connecticut agencies are deciding your next contract this week.
We read Connecticut board minutes and budgets every week. You get the projects, with decision-maker contacts, before the RFP.
Upcoming projects, hiring plans, and grant funding Civic IQ detected in Connecticut council minutes and budget hearings, before the solicitation goes public.
OPPORTUNITYCapital ProjectsConnecticut
The Board of Education and architect Tecton presented options for a major Squadron Line Elementary School project: phased break/fix (~$83M), renovate-as-new (~$132M, $68.5M local share), or new construction (~$131M, $65.5M local share). The school is 56 years old with outdated systems and poor educational space, and leaders want to choose a preferred option, engage BOS/BOF, and seek state school construction grants. This is early capital planning, so K–12 design, CM, owner’s rep, cost estimating, and funding strategy firms can help refine scope, phasing, and grant applications before a formal building project is launched.
Slides show a preliminary schedule with conceptual planning, grant application, referendum, design, ...
Beacon Falls received NVCOG approval for a $14 million LOTCIP Main Street project that will now advance to CT DOT. The town still must secure an estimated $3.5 million for sewer work and is exploring funding via an affordable housing component. Engineering, planning, and grant strategy firms can help define scope, package the streetscape and utility work, and position the sewer portion for funding and later procurement.
Aquarion is replacing the Main Street water main and SLR is doing sewer camera work to determine sew...
Town leadership discussed moving forward with bond language for a replacement of Fire Station #4, including an upcoming referendum and analysis of the town’s remaining debt capacity. The plan is to formally introduce the bond question at the first July 2026 council meeting, hold a public hearing the same night, and, if authorized, move toward a referendum while staying within roughly $10 million of remaining bonding capacity.
Although no construction RFP has been issued, this is a defined future capital project that will require architectural, engineering, construction management, and potentially owner’s rep services once voters approve funding. Vendors can add value now by helping refine scope, cost estimates, phasing, and public communications materials so that once the referendum passes, the town can move quickly into design and procurement without delays.
Discussion included concern that approval would bring town to its debt capacity limit for several ye...
The town is pursuing $5.2 million in Congressionally directed funding for wastewater treatment plant upgrades and will need about $1 million in local match. They plan to shift engineering support from SLR to Woodard & Curran, who authored the original study, and update that study as part of strategic planning, including user fee discussions. Environmental engineers, financial advisors, and project managers can support the updated planning and eventual design and construction phases.
Current WWTP electrical/generator project is essentially complete with minor punch list and retainag...
164 projects across 28 agencies, sorted by relevance and recency.
Branford Public Schools plans to issue a competitive procurement for outsourced substitute staffing services for the 2027-2028 school year and beyond. The June 24 memo states that while Kelly Services will be awarded a one-year contract for 2026-2027 via bid waiver, administration will put substitute services out for a competitive bid process for 2027-2028 with a standard one-year contract plus four option years.
This indicates the district is preparing to reassess its long-term substitute outsourcing model and vendor selection, potentially covering up to five years of service. Vendors providing K-12 substitute management, staffing, or technology-enabled workforce solutions have an upcoming opportunity to position offerings, understand current pain points around cost and complexity, and influence the eventual RFP scope. Early engagement in 2026 could focus on demonstrating service quality, fill rates, compliance support, and integration with district HR and payroll systems.
Innovative Engineering Services completed an assessment of the Branford High School cogeneration plant and recommended moving away from cogeneration to modernized traditional mechanical and electrical infrastructure. The memo to the Board notes the existing 15‑year‑old cogen system is obsolete, chillers are 30 years old and use banned R‑22 refrigerant, and multiple pumps are failing, creating operational and resiliency risks.
Three options were evaluated: in‑kind cogen replacement at an estimated 1800000, a geothermal system at 5300000, and a boiler/chiller modernization with an emergency generator at 1100000. No formal Board action is required yet, and the project will proceed as a school construction grant managed by the Building Committee, which will hire an engineering firm for detailed cost estimating and technical design. This is an early‑stage opportunity for MEP engineers, energy and resiliency consultants, and construction managers to pursue the upcoming engineering and implementation work, which must also be coordinated with a CT Green Bank solar project that is helping set the timeline.
The Board of Education and architect Tecton presented options for a major Squadron Line Elementary School project: phased break/fix (~$83M), renovate-as-new (~$132M, $68.5M local share), or new construction (~$131M, $65.5M local share). The school is 56 years old with outdated systems and poor educational space, and leaders want to choose a preferred option, engage BOS/BOF, and seek state school construction grants. This is early capital planning, so K–12 design, CM, owner’s rep, cost estimating, and funding strategy firms can help refine scope, phasing, and grant applications before a formal building project is launched.
Beacon Falls received NVCOG approval for a $14 million LOTCIP Main Street project that will now advance to CT DOT. The town still must secure an estimated $3.5 million for sewer work and is exploring funding via an affordable housing component. Engineering, planning, and grant strategy firms can help define scope, package the streetscape and utility work, and position the sewer portion for funding and later procurement.
The town is pursuing $5.2 million in Congressionally directed funding for wastewater treatment plant upgrades and will need about $1 million in local match. They plan to shift engineering support from SLR to Woodard & Curran, who authored the original study, and update that study as part of strategic planning, including user fee discussions. Environmental engineers, financial advisors, and project managers can support the updated planning and eventual design and construction phases.
Town leadership discussed moving forward with bond language for a replacement of Fire Station #4, including an upcoming referendum and analysis of the town’s remaining debt capacity. The plan is to formally introduce the bond question at the first July 2026 council meeting, hold a public hearing the same night, and, if authorized, move toward a referendum while staying within roughly $10 million of remaining bonding capacity.
Although no construction RFP has been issued, this is a defined future capital project that will require architectural, engineering, construction management, and potentially owner’s rep services once voters approve funding. Vendors can add value now by helping refine scope, cost estimates, phasing, and public communications materials so that once the referendum passes, the town can move quickly into design and procurement without delays.
The Executive Director reports a $2 million Community Development Block Grant for Park Hill renovations, with funds still pending. Biweekly planning meetings are underway and they plan to issue a request for bids from contractors in early July, following radon and asbestos testing and window measurements. Construction and trades firms should track this as a near-term bid for building rehab, environmental remediation work, and window replacement.
The Town Council and Board of Finance voted on June 25, 2026 to proceed with Option 1 for athletic field drainage improvements at Woodside Intermediate School, based on a Weston & Sampson study. Option 1 is a sand-cap build-up system estimated at about $1.5 million with 4–6 months downtime, chosen as the most realistic and fundable approach. Design is in progress and construction documents are expected in about 3 months, leading into a 6–24 month construction window, creating needs for construction, materials, and follow-on maintenance support.
Branford Public Schools is finalizing a one-year contract renewal with Kelly Services to continue fully outsourced substitute staffing for the 2026-2027 school year. The memo notes Kelly has been the substitute provider since 2001 and that a new, modernized contract—covering indemnification, liability, insurance, hiring/onboarding responsibilities, and operational improvements—has completed administrative and legal review and is ready for Board of Education approval.
The anticipated contract value is roughly 1250000, with rates that are the same or slightly lower than 2025-2026 and an overall fee reduction from 35% to 31%, yielding a projected cost reduction of about 24911. The Board must issue a bid waiver for this one-year term and authorize administration to execute because the value exceeds 500000. This is primarily incumbent intelligence: Kelly retains the work for 2026-2027, but the scale, scope, and pricing structure provide key benchmarks for competitors and service partners looking at follow-on or adjacent opportunities in HR, timekeeping, or workforce management systems.
Arcadis reported that the owner’s contingency remains at over 1.6 million for CMS and around 81,000 for Central Office, and the Building Committee unanimously approved multiple credit change orders (#18, #19, #20, #10, #11) to Newfield Construction totaling more than 1 million in savings, along with payment of $315,172.34 in invoices to Newfield and Arcadis. These actions reflect active management of the construction contract and scope reductions or savings rather than new procurement.
For vendors, this establishes Newfield as the incumbent construction manager and Arcadis and Perkins Eastman as program and design partners on the Cromwell Middle School project. While the primary build is firmly awarded, understanding the financial position, contingency levels, and active players can inform timing and positioning for future work at CMS, Central Office, or other town facilities, as well as potential specialty subcontracting or services aligned with remaining contingency funds.
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