Every open solicitation, pre-RFP signal, and contract award across Washington's 33 counties and 649 public agencies. Refreshed weekly from council minutes and budget documents.
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Washington agencies are deciding your next contract this week.
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Upcoming projects, hiring plans, and grant funding Civic IQ detected in Washington council minutes and budget hearings, before the solicitation goes public.
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Seattle City Council’s Parks and City Light Committee is considering Resolution 32210 to adopt Seattle City Light’s 2027‑2032 Strategic Plan and endorse substantial rate increases (9.5% in 2027 and 2028, then 7–11% annually through 2032). The attached plan lays out a large, multi‑year investment program across six focus areas: Customer Experience, Power Supply, Reliability, Sustainability, Technology, and Workforce, backed by a capital program growing to roughly $866M per year by 2032 and over $3.6B in net capital between 2027‑2032.
The plan details major upcoming spending on underground cable replacement, distribution and network system upgrades, Skagit hydro relicensing work, wildfire risk reduction, EV charging expansion, building electrification support, new renewable and storage resources, IT modernization, cybersecurity, asset management, and workforce facilities and training. No specific procurements are yet authorized; this is the policy and funding roadmap that will drive a sequence of RFPs, RFQs, and professional services/works contracts over the next six years. Vendors can use this as early intelligence to align offerings with the utility’s prioritized programs, timing, and financial constraints before individual solicitations are released.
Plan emphasizes large increases in capital recovery, new power resources (~276 aMW by 2032), Skagit ...
The Mayor and Seattle Department of Transportation are proposing renewal and expansion of the Seattle Transit Measure via a voter-approved 0.3 percent sales and use tax dedicated to transit and related transportation programs. Council Bill 121226 would place a proposition on the November 3, 2026 ballot to replace the current 0.15 percent transit sales tax that expires March 31, 2027, avoiding a gap in funding for roughly seven percent of Seattle bus service plus streetcar operations, ST3 support staffing, fare subsidy programs, and transit infrastructure improvements.
The legislation lays out a 10‑year program (2027‑2037) expected to generate about 1.38 billion dollars in revenue, with at least 60 percent reserved for buying Metro service hours and capped annual allocations for transit access programs, ST3 staffing support, and transit infrastructure. The Select Committee is actively reviewing policy options, potential amendments, and spending categories through June and July 2026 before final council action and ballot title submission by August 4, 2026. This is a major funding and service planning opportunity where no delivery vendors are yet locked in beyond existing Metro and ST3 relationships, leaving room for firms in transit planning, capital design, equity program design, safety, outreach, and evaluation to help shape and later implement the renewed measure.
Proposal mandates annual public reporting and continues the Transit Advisory Board as oversight body...
Seattle City Council’s Select Committee is reviewing and approving the 2026‑2031 Implementation and Evaluation Plan for the renewed $1.3B Families, Education, Preschool, and Promise (FEPP) Levy. The plan lays out detailed strategies, budgets, and a schedule of upcoming competitive funding processes across early childhood, K‑12 supports, health and safety, and college/career pathways, with many new or rebid contracts slated between 2026 and 2031.
The document explicitly lists planned RFQs/RFPs and one‑year transition renewals before competitions for items such as childcare workforce payment administration, homeless childcare, family childcare mentorship, school‑based and community‑based academic supports, environmental learning, mental and behavioral health services, restorative practices, opportunity‑based mentoring, school safety, youth behavioral health, and multiple college and career pathway programs. This is a forward roadmap rather than current solicitations, so vendors should position now with DEEL, HSD, SPR, OSE, PHSKC, Seattle Colleges, and SPS around the specific competitions and timelines that match their offerings (many starting as early as Q2–Q4 2026).
The plan includes a formal competitive-funding schedule (Table 3) for at least 15+ distinct program ...
On June 25, 2026, the Sound Transit Board considered Resolution R2026-14 to amend the budgets for the West Seattle Link Extension (WSLE) and Ballard Link Extension (BLE). The amendments specifically fund consultant contracts, third-party commitments, sustainability work, permits/flagging, and other key activities needed to move WSLE into final design and construction preparation and to advance BLE planning, design, and cost-savings work.
The slide deck shows a total of about $406.9M in new WSLE budget authority and $16.4M for BLE, including a PMSS contract extension for BLE (~$16.4M), a large WSLE design contract extension with Jacobs (~$286.5M), $27.5M in systems design, $12M for permits and flagging, $15M for a City of Seattle construction services agreement, $2.5M for sustainability, $30M for other third-party commitments, and $16M in unallocated contingency. This represents significant near-term and multi-year scope for professional services, engineering, systems design, environmental/sustainability consulting, and third-party coordination rather than a new open solicitation, but it signals substantial funded work and likely follow-on or supplemental contracting needs as WSLE and BLE move through design into construction.
The presentation indicates Jacobs is the WSLE design contractor whose contract will be extended; a s...
631 projects across 47 agencies, sorted by relevance and recency.
Seattle City Council’s Parks and City Light Committee is considering Resolution 32210 to adopt Seattle City Light’s 2027‑2032 Strategic Plan and endorse substantial rate increases (9.5% in 2027 and 2028, then 7–11% annually through 2032). The attached plan lays out a large, multi‑year investment program across six focus areas: Customer Experience, Power Supply, Reliability, Sustainability, Technology, and Workforce, backed by a capital program growing to roughly $866M per year by 2032 and over $3.6B in net capital between 2027‑2032.
The plan details major upcoming spending on underground cable replacement, distribution and network system upgrades, Skagit hydro relicensing work, wildfire risk reduction, EV charging expansion, building electrification support, new renewable and storage resources, IT modernization, cybersecurity, asset management, and workforce facilities and training. No specific procurements are yet authorized; this is the policy and funding roadmap that will drive a sequence of RFPs, RFQs, and professional services/works contracts over the next six years. Vendors can use this as early intelligence to align offerings with the utility’s prioritized programs, timing, and financial constraints before individual solicitations are released.
The CIP proposes renovating sports fields and support amenities at Horn Rapids Athletic Complex with a planning-level cost of 2500000, with state grants noted as a potential source. Focus group input from youth sports organizations and maintenance notes point to aging bleachers, restrooms needing renovation, security lighting concerns, and concession challenges at major complexes.
This renovation will involve turf and infield upgrades, amenity replacement (bleachers, backstops, dugout shade), potential lighting and security improvements, and building renovations. Because no detailed scope or vendor is yet defined and external grant funding is anticipated, sports facility designers, construction firms, and grant consultants can provide early assessments, cost refinement, and project packaging to position the complex for competitive funding and efficient construction.
Seattle City Council’s Select Committee is reviewing and approving the 2026‑2031 Implementation and Evaluation Plan for the renewed $1.3B Families, Education, Preschool, and Promise (FEPP) Levy. The plan lays out detailed strategies, budgets, and a schedule of upcoming competitive funding processes across early childhood, K‑12 supports, health and safety, and college/career pathways, with many new or rebid contracts slated between 2026 and 2031.
The document explicitly lists planned RFQs/RFPs and one‑year transition renewals before competitions for items such as childcare workforce payment administration, homeless childcare, family childcare mentorship, school‑based and community‑based academic supports, environmental learning, mental and behavioral health services, restorative practices, opportunity‑based mentoring, school safety, youth behavioral health, and multiple college and career pathway programs. This is a forward roadmap rather than current solicitations, so vendors should position now with DEEL, HSD, SPR, OSE, PHSKC, Seattle Colleges, and SPS around the specific competitions and timelines that match their offerings (many starting as early as Q2–Q4 2026).
The council held a kickoff study session for downtown enhancements with design and economic consultants Northwest Studio, Berger Partnership, and Business Street. This signals that Moses Lake is starting to shape a multi-firm strategy for downtown streetscape, land use, and business environment improvements, but no construction or implementation contracts are defined yet. Firms in design, placemaking, construction, and economic development should track this planning phase and offer input on implementation options, phasing, and funding strategies.
The November 1, 2024 white paper recommends replacing the 1975 Fidalgo Pool & Fitness Center with a new 65,000 sq ft facility featuring two pools, a gym, and a fitness classroom, citing aging infrastructure, code deficiencies, and capacity constraints. The conceptual project cost is estimated at 60 million, including design/engineering/permitting, construction, demolition of the existing facility, parking and landscaping, and furnishings/equipment.
Land for the new facility is owned or pledged, and the paper outlines an operating model relying on a mix of M&O levy funding and user fees, but no formal design team or builder has been selected and substantial fundraising is still required. This positions the project in an early strategic planning phase where feasibility, site planning, financial modeling, and community outreach are critical. Architecture, engineering, construction, program management, and capital campaign consulting firms can engage with FPFC leadership to refine the concept, develop phasing and cost certainty, and prepare for future bond/levy measures and procurements.
Sound Transit briefed its Board on June 25, 2026 on the results of a 2025–2026 Fare Gate Retrofit Implementation Study, conducted by WSP, which recommends a pilot project adding bi-directional fare gates at up to 14 high-ridership Link light rail stations. The study found that retrofitting selected stations offers a positive return on investment in 2–3+ years, with an estimated $32M+ annual net revenue increase after payback and total construction plus software costs in the ~$79.3M–$88.2M range.
The presentation outlines next steps that include refining design requirements, deep engagement on equity and accessibility, and releasing a design-build request for proposals (RFP) starting in Q3 2026, followed by award, manufacturing, delivery, installation, and testing leading to a 2029–2030 start of revenue service for the pilot. This is a major upcoming procurement for fare gate hardware, software, systems integration, ticket vending machine and fare media upgrades, and related civil/MEP work. Vendors in fare collection technology, systems integration, accessibility design, and station construction can position now by engaging staff on design standards, media options (e.g., QR vs. smart card), and how their solutions support the Fare Ambassador-centered customer service model and equity objectives.
On June 24, 2026, consultant Transpo Group briefed the Richland Planning Commission on a detailed Transportation System Plan (TSP) project list that includes dozens of roadway, intersection, bicycle, pedestrian, and multi‑use path improvements with planning‑level cost estimates. The spreadsheet-style list ties projects to the 2026‑2031 TIP, identifies safety, active transportation, operations, and preservation elements, and includes several large roadway extensions and interchange/corridor upgrades, some exceeding $20–30 million in estimated cost.
This indicates Richland is in an open planning phase for sequencing, funding, and eventually procuring design and construction services for these TSP projects, but no specific vendors are referenced or selected yet. For transportation engineering, planning, construction, and complete‑streets/active transportation firms, this is a roadmap of upcoming work where they can help refine scopes, pursue grant funding (e.g., federal safety or active transportation programs), and position for future RFQs and design‑build procurements as individual projects advance out of the plan and into implementation.
Spokane County received an amendment (26-46409-006-A) to its Community Behavioral Health Rental Assistance Program (CBRA) grant from the Washington State Department of Commerce, effective July 1, 2026 through June 30, 2027, bringing the total contract to 2990503.40. The funding provides long‑term and bridge rental subsidies for high‑risk behavioral health clients, and Spokane Regional Behavioral Health will continue to administer the program via subcontracts with CAReS, Catholic Charities, Rural Resources Community Action, Pend Oreille County Counseling Services, and others, with Adams County still listed as vacant for a provider.
This expanded multi‑year rental assistance pool underscores a continuing need for landlords, housing navigation, and tenancy support services across several counties, along with the opportunity to fill the Adams County provider gap. Housing and behavioral health agencies, as well as vendors offering rental assistance administration platforms, landlord outreach, and tenancy support programs, can engage with SCRBH and Commerce on how to optimize CBRA deployment and possibly step into the vacant county slot.
The City adopted Ordinance C36899 authorizing up to $53,000,000 of Limited Tax General Obligation (LTGO) Refunding Bonds, Series 2026, to refinance portions of its 2015 LTGO Refunding Bonds maturing 2027–2034. A prior 2025 authorization (Ord. C36664) expired unexercised due to market conditions, and this new ordinance extends and updates the authority, delegating to the Chief Financial Officer or Director of Management and Budget the ability to proceed when savings criteria are met.
The ordinance allows either competitive or negotiated sale, requires at least 1% net present value savings, caps true interest cost at 4.00%, and authorizes engagement of a Refunding Trustee, escrow agreement, and rating agency work. While the City’s bond and disclosure counsel and municipal advisor are named, the actual underwriter and potential escrow bank for this transaction have not yet been selected, creating a near‑term opportunity for underwriters, banks, and related financing services as the City moves to market when conditions improve.
The City prepared Ordinance C36898 to authorize up to $56,500,000 of Unlimited Tax General Obligation (UTGO) Refunding Bonds, Series 2026, to refinance all or a portion of its 2015 UTGO bonds maturing 2026–2034. A prior authorization (Ord. C36663) expired unexercised on April 21, 2026, and this ordinance refreshes the authority, again delegating to the Chief Financial Officer or Director of Management and Budget the power to proceed when savings thresholds are met.
The ordinance mirrors the LTGO refunding: it allows either competitive or negotiated sale, caps true interest cost at 4.00%, limits issuance to within one year of adoption, and requires at least 1% net present value savings while not extending maturities beyond 2034. No underwriter, placement bank, or escrow trustee is yet named in this UTGO agenda sheet, signaling an active upcoming need for municipal underwriting, escrow, and related financial services as the City times this refunding to market conditions.
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