North Carolina Government Projects, RFPs & Agencies
Every open solicitation, pre-RFP signal, and contract award across North Carolina's 57 counties and 1,365 public agencies. Refreshed weekly from council minutes and budget documents.
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566
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North Carolina agencies are deciding your next contract this week.
We read North Carolina 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 North Carolina council minutes and budget hearings, before the solicitation goes public.
OPPORTUNITYAdministration & FinanceCumberland County
A memorandum from Chief Financial Officer Robin Koonce dated June 8, 2026 asks the Board of Commissioners to select a preferred set of general government and education debt models (Versions 17a and 17b) prepared by financial advisor DEC and Associates. The general government model includes, among other items, $10 million for Fayetteville Technical Community College’s Cumberland Hall (contingent on state matching funds) and placeholders for needed updates to current county assets, while the education model is run at both $460 million and $610 million in capital for Cumberland County Schools with specified future issuance years (2027, 2028, 2030, 2032, 2034, 2036) and blended pay‑go strategies.
Finance is seeking guidance so it can prepare for future capital planning and place a Cumberland County Schools reimbursement resolution on the June 11, 2026 agenda. This decision will lock in the financing path and rough timing for hundreds of millions of dollars in building, facility, and infrastructure projects for schools, FTCC, mental health diversion facilities, an aquatic center, a new EOC, Gray’s Creek water/sewer, and other capital items listed in the pay‑go schedules. Vendors in architecture, engineering, construction, owner’s representation, program management, and financial advisory services can use this as an early signal to track which capital scenarios are adopted and align with the sequencing of future RFQs and RFPs once project scopes are prioritized.
The memo emphasizes that Board direction is needed to proceed with capital planning and to size a sc...
At its April 13, 2026 work session, Kannapolis heard detailed presentations from engineering firms Garver and LKC on water and wastewater master plans, and from Davenport & Co. and Willdan Financial on financial strategies and rate impacts. The wastewater plan projects flows rising from 4.6 MGD to nearly 11 MGD by 2050 and identifies a 2.5 MGD treatment shortfall by 2030, recommending a phased strategy combining expansions at the Rocky River Regional plant via WSACC, increased use of Salisbury Regional Utilities, and a joint plant with Landis. The water plan notes current 15.6 MGD supply versus a projected 16.1 MGD demand, suggesting either increased purchases from Salisbury or expanded capacity with Albemarle. Financial modeling shows a roughly 275000000 utilities CIP through 2036, about 75 percent debt‑funded, with necessary rate adjustments to maintain 1.5x debt coverage and 180 days cash on hand. Council acknowledged the volume of information and will need further time before translating these plans into specific capital and rate decisions. As they do, a series of large plant expansions, interconnections, pipelines, and neighborhood extensions will move from planning into procurement, representing a long pipeline of opportunities for utility engineers, constructors, and program managers.
Consultants have been selected for planning and rate analysis, but implementation of individual capi...
Durham County is adopting a bond resolution authorizing issuance of a General Obligation Bond, Series 2026C (Draw Program), in an amount not to exceed $185,000,000. The draw bond will be sold privately to PNC Bank and is backed by previously approved bond orders for school, community college, and museum projects authorized by voters in 2022.
This financing will support a portfolio of capital projects over time, including educational and museum facilities. While the specific projects are not itemized here, this signals that multiple design, engineering, construction, program management, FF&E, and technology procurements will follow as the County draws down the bond for capital work in coming years.
Bond draws relate to previously approved 2022 GO bonds for schools, community college, and museum pr...
Wake Technical Community College leadership outlined current and planned capital projects, including a 2022 Workforce Forward bond program ($353M) and a new 2026 bond concept totaling $149.1 million. The 2026 package would fund workforce program expansion ($41M), renovations to Southern Campus facilities ($65M), campuswide repair and infrastructure upgrades ($20.4M), and IT infrastructure, minor capital, and facility alterations ($22.7M).
IT leadership emphasized that these funds target replacement of aging servers, networking equipment, wired access points, and security-critical infrastructure rather than just software. Most of these projects remain at the planning and conceptual bond stage, with renderings and master plans prepared for major facilities like the permanent Western Wake campus and the simulation hospital opening in Summer 2027. Technology, engineering, construction, and workforce-lab vendors can engage now to shape scopes for IT infrastructure, simulation, biotech, skilled trades, and fire/EMS training facilities that will be funded through the 2026 bond and related appropriations.
The IT infrastructure portion (22.7M) focuses on hardware/networking upgrades, and the college highl...
566 projects across 48 agencies, sorted by relevance and recency.
The Water & Sewer CIP lists a Wastewater Treatment Plant Upgrade & Expansion at $15,599,795 scheduled for FY26-27, plus related Sewer I&I Remediation and equipment purchases. While TRC has contracts for some water and sewer work, no specific WWTP design-builder or contractor is identified here. Wastewater engineering and construction firms can explore how this large plant project will be delivered and where they can support design, construction, controls, or equipment supply.
The Rutherfordton Town Council is being asked on July 1, 2026 to formally adopt the Crestview Park Master Plan prepared by CHA Solutions, a four‑phase, $33.9 million program to modernize the town’s primary recreation complex. The master plan, funded for planning by an RHI Legacy Foundation grant and aligned with NC PARTF standards, lays out detailed capital improvements to restrooms, parking, circulation, athletic fields, accessibility, playgrounds, trails, court facilities, and new amenities like airnasiums and a football/soccer field. Adoption does not fund construction; instead, it establishes the official long‑range vision and explicitly positions the town to pursue Parks and Recreation Trust Fund (PARTF), LWCF, SRF, and private grants, public‑private partnerships, design contracts, and phased construction as funding becomes available. For vendors, this is a multi‑year pipeline covering planning, design, engineering, construction, sports lighting, playgrounds, turf, irrigation, restrooms/concessions buildings, and programmatic amenities that will be broken into discrete projects brought back to Council over time. The immediate next conversations are around helping staff package grant applications, refine phasing and cost estimates, and scope early Phase 1 work (infrastructure, parking, and initial restroom/concession upgrades) once funding sources are identified.
Within the adopted Crestview Park Master Plan report dated June 25, 2026, Rutherfordton and CHA Solutions outline four detailed construction phases with costed scopes totaling over $30 million in construction plus soft costs. Phase 1 focuses on infrastructure and parking with new drives, sidewalks, an asphalt lot, terraced seating, utilities, and a 2,000 SF concession/restroom building (~$6.19M), while Phases 2–4 add items such as multiple renovated baseball and T‑ball fields, airnasiums with covered courts and buildings, pickleball and tennis complexes, a football/soccer field with LED sports lighting, a large inclusive playground, pavilion/restroom buildings, and extensive sidewalks, irrigation, and landscaping. These phases are still conceptual and unfunded, and the report emphasizes that costs are planning‑level estimates subject to refinement during future design and engineering. For vendors, each phase represents a discrete future procurement opportunity spanning civil and structural engineering, sports field design and construction, synthetic turf, sports lighting, playground equipment, fitness stations, buildings, and site amenities, with ample room to help the town refine phasing, adjust scope to budget, and package competitive bids or design‑build approaches.
The Town is reviewing a conditional rezoning for the 15.82-acre Verdant subdivision on Creech Rd for a 52-lot single-family detached project with rear-loaded homes, active open space, and architectural standards. The master plan requires a bridge over floodplain/floodway, with options ranging from $720,000 to $2.5 million. Land development, utility, transportation, and bridge vendors can engage early with the developer and Town as designs, cost estimates, and permitting for the bridge and subdivision infrastructure are refined.
North Wilkesboro and Wilkesboro plan to pursue a joint federal BUILD planning grant in FY27, targeting $5.9 million for Yadkin River Greenway studies, downtown connectivity, signage, and project management. The concept includes a $2 million systemwide feasibility study and $2.55 million in downtown/river district design and construction documents. Staff are evaluating two external grant-writing firms and outlining scope, signaling upcoming needs for planning, engineering, and grant services.
Lincolnton has completed a System Development Fee (SDF) analysis with WithersRavenel and scheduled a June 25, 2026 public hearing to receive input on implementing updated water and sewer SDFs. The study quantifies the maximum allowable one‑time fees on new development to help fund capacity‑related water and sewer capital projects over the next 5–20 years.
While the SDF adoption itself is a policy/finance decision, the study explicitly ties the fees to a substantial water and sewer capital improvement program including main replacements, treatment plant upgrades, generators, and collection system projects. That capital plan will drive a series of future engineering, construction, and utility equipment procurements where vendors can help the city design, fund, and deliver the projects supported by SDF revenues.
The Village of Clemmons is advancing plans for a major Village Point town center development, including an airnasium (approx. 16,200 sq. ft. plus 2,000 sq. ft. of flex space), a permanent farmers market structure with roughly 69 vendor spaces, three pickleball courts, an amphitheater, and a new two‑story Village Hall on 2.6 acres. On June 8, 2026, consultant Scott Miller of MLA Group presented conceptual designs showing site layout, parking counts, and facility sizes, and Council reached consensus to have him continue moving forward with construction drawings. The FY 2026‑27 budget also assigns $3,000,000 of unassigned fund balance specifically to Village Point area development, signaling dedicated near‑term capital funding for this project. No construction contractor or vertical design-build team has been selected yet beyond MLA’s design role, so procurement for architectural, engineering, site work, vertical construction, furnishings, and systems is still ahead. Vendors in recreation facilities, civic buildings, site/civil work, parking, AV and lighting, and event infrastructure should position now around phasing, cost estimation, and constructability as design development proceeds.
Staff and consultants presented a 93-acre Purser-Hulsey Park Phase I plan including a clubhouse, amphitheater, playground, parking, trails, and a stormwater pond, with a budget of about $9.8M and possible clubhouse expansion to $10.48M. The Board gave design feedback on amphitheater size/orientation, clubhouse necessity and theming, and picnic shelters; public input is next, then staff will return, possibly in July. This is a major park construction and amenities package still in design, giving park designers, landscape architects, builders, and recreation equipment vendors time to influence scope and standards.
The FY 2027 Water and Sewer Fund budget includes significant rate increases projected to generate about $3.41 million in new annual revenue, largely earmarked for a list of 14 specific rehabilitation and replacement projects. These include multiple watermain replacements (e.g., Suburban Woods, Vermont Avenue, Elm Street), pump station electrical upgrades (Concord Lake Road, 18th Street, Washington Lane, Forrestbrook), and a sewer rehabilitation project at Central Drive and Jackson Street, among others. The document identifies the locations and approximate pipe lengths or vintage but does not indicate that engineers or contractors have been selected for these works.
This constitutes a multi‑project capital program where the City will likely need design engineering, bidding support, and construction services over several years. Firms in water/wastewater design, pipeline construction, and pump station rehab can approach Water Resources staff to understand packaging, phasing, and delivery methods and position for upcoming RFQs and bids tied to the new rate‑funded capital capacity.
The Rowan County Tourism Development Authority (RCTDA) board approved a framework for a 10‑year interlocal partnership with Rowan County to redevelop and modernize Dan Nicholas Park as a major tourism and resident amenity. The framework envisions tourism‑related enhancements, new attractions, infrastructure improvements, and visitor experience modernization, guided by an ongoing master plan being developed by Land Design.
Potential future investments discussed include train ride enhancements, new attractions, a tree canopy walk, modernization of ticketing systems, and digital admissions infrastructure, with long‑term investment estimates between 15000000 and 20000000 over the next decade. The FY 2026–2027 tourism capital budget already includes a placeholder of about 150000 for the proposed Dan Nicholas Park initiative, but specific projects and vendors have not been selected. This is an early‑stage program where consultants, designers, technology providers, and attraction vendors can help shape project scopes, phasing, and implementation once the interlocal agreement and master plan priorities are finalized.
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