Landscape Services Ecological Restoration and Invasive Species for Parks and Recreation (Request For Proposal)
Posted
Sep 9, 2026
Sep 30, 2026
Provide on-call landscape maintenance services of restoration and mitigation sites.
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Posted
Sep 9, 2026
Sep 30, 2026
Provide on-call landscape maintenance services of restoration and mitigation sites.
Posted
Sep 9, 2026
Sep 30, 2026
Pierce County's Finance and Enterprise Services department is soliciting proposals from firms to provide strategic planning for completion of a Ferry Financial Sustainability Plan (FSP), with a 9-to-12-month performance period. The plan is intended to establish a long-term financial sustainability roadmap for the Pierce County Ferry and develop financial scenarios and stakeholder consensus around a sustainable funding strategy. The official portal classifies it as an open Request For Proposal rather than a grant solicitation, and the Downloads tab lists Ferry_Financial_Sustainability_Plan.pdf.
Posted
Sep 9, 2026
Sep 30, 2026
Seeking information from organizations or project teams with the capacity to manage and operate tiny home villages and other non-congregate transitional housing projects and provide supportive services to residents.
Key metrics and characteristics
Census ID
Government ID for mapping buyers across datasets.
209717
Employee FTE
Full-time equivalent employees.
3,368
Population
Population size to gauge opportunity scale.
946,288
Procurement Hell Score
How easy their procurement process is to navigate. Lower is better.
42 / 100
Propensity to Spend
How likely this buyer is to spend on new technology based on operating budget trends.
AI Adoption Score
How likely this buyer is to adopt new AI technologies.
Startup Friendliness
How often this buyer champions startups and early adoption.
Latest Budget Year
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Operating Budget
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Procurement Hell Score
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Quick Decision Flow
Sole Source
Cooperatives
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This is a Professional Services Agreement between CAN/AM Technologies and Pierce County for the implementation of the Teller web-based cashiering system. The contract, effective from January 10, 2022, to January 9, 2025, covers fixed-price professional services ($67,760), hardware ($4,740), and annual Software as a Service (SaaS) licensing fees ($48,540 per year). The maximum consideration for the initial term is capped at $233,607.08. The agreement details scope of work, compensation, compliance, and SaaS terms including support and hosting.
This Independent Contractor Agreement (No. C252725) is between The City University of New York (CUNY) and Huron Consulting Services, LLC. It outlines services for migrating CUNY's CUNYBuy procurement system to integrate with a new Workday Enterprise Resource Planning (ERP) system, replacing the existing PeopleSoft (CUNYfirst). The scope includes design, configuration, data integration, validation, and deployment support. The contract is effective from September 1, 2025, to August 31, 2027, with a maximum total payment of $423,683.00.
This Independent Contractor Agreement is between The City University of New York (Central Office) and Huron Consulting Services, LLC. The agreement spans from January 1, 2025, to June 1, 2025, and has a maximum value of $64,616. The contractor is engaged to perform an assessment of the configuration and integration impact related to transitioning from a PeopleSoft ERP system to a Workday SAAS ERP system, specifically for the Jaggaer eprocurement solution. Payment will be based on approved invoices submitted against agreed-upon hourly rates.
This Amended & Restated Golf Course Management Agreement between Pierce County and Kemper Sports Management, LLC outlines KSM's responsibilities for managing Chambers Bay and Lake Spanaway Golf Courses. Effective October 1, 2022, the agreement's performance term runs from April 1, 2017, to March 31, 2027. Compensation for KSM includes fixed monthly management fees (subject to annual increases), variable incentive fees based on revenue and performance, and reimbursement for operating expenses. The contract details operational guidelines, financial management, compliance, insurance, and termination conditions.
This Golf Course Management Agreement outlines the terms for Kemper Sports Management, Inc. to operate and manage three golf courses (Chambers Bay, Lake Spanaway, and Fort Steilacoom) for Pierce County, Washington. The agreement spans from April 1, 2017, to March 31, 2027, covering comprehensive management services, financial oversight, marketing, and staffing. Compensation includes fixed monthly fees for each course and landscape services, plus incentive fees based on revenue thresholds. The contract also details mutual responsibilities, financial management, insurance, and labor standards.
Board meetings and strategic plans from Pierce County
The Council held a discussion and feedback session regarding the intern program, highlighting the value of the interns' contributions to various departments including fleet maintenance, human services, and communications. Council members expressed appreciation for the interns' fresh perspectives, their work on specific county projects like the 5K Bridge to Hope event and suicide prevention initiatives, and their navigation of complex community advocacy tasks. The session concluded with a discussion on the importance of mentorship in government, the interns' career reflections, and gratitude towards county staff for supervising and supporting the program.
The council reviewed the meeting agenda, with reports provided by internal departments and council staff. Key discussion topics included an election certification report detailing challenges with voter mark tabulation and turnout statistics, the introduction of a proclamation for Emergency Preparedness and Community Resilience Month, and a presentation by the summer intern cohort regarding their diverse projects and experiences within various county departments. The meeting concluded with a reminder about a scheduled reception for the interns.
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The Commission heard presentations from the Auditor and a representative of the Sheriff regarding the operational complexities, budgetary challenges, and increasing responsibilities within their respective departments. Key discussion points included salary compression issues, recruitment difficulties, and the need for competitive compensation to retain high-level staff. The Board also reviewed the request for additional data comparing compensation for elected versus appointed positions and addressed procedural updates to improve meeting efficiency and commissioner participation.
Extracted from official board minutes, strategic plans, and video transcripts.
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