Track open bid opportunities, contracts, public meetings, and key contacts for County of Alameda.
Active opportunities open for bidding
Posted
-
Nov 13, 2026
Provide construction services to construct the cottage (wcc) rehabilitation project (project), a renovation of a historic house into administrative offices. Project will rehabilitate the 3,942 sf existing building to be used as additional county administrative office space.
Posted
Oct 13, 2026
Nov 17, 2026
Seeking proposals from qualified and licensed roofing contractors to provide on-call as needed roofing maintenance and repair services for County-owned facilities. This contract is strictly for maintenance, inspections, diagnostics, troubleshooting, and repairs; it does not include full or partial roof replacements. The chosen contractors will be required to offer 24/7 emergency on-call, as-needed services and adhere to strict response times. See attached file.
Posted
Oct 9, 2026
Dec 1, 2026
Provide comprehensive medical care services for justice-involved youth at the county juvenile facilities (juvenile facilities).
Key metrics and characteristics
Census ID
Government ID for mapping buyers across datasets.
123083
Employee FTE
Full-time equivalent employees.
10,481.1
Population
Population size to gauge opportunity scale.
1,636,630
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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Includes fiscal year calendars, procurement complexity scores, and strategic insights.
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Sole Source
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This contract is a ClearGov Service Order and BCM Service Agreement between ClearGov, Inc. and Alameda County for digital budget book and capital budgeting services. The agreement, effective December 1, 2024, includes setup services and a subscription period extending until June 30, 2028, with a structured billing schedule. It outlines service fees, terms, conditions, and responsibilities for both parties, accompanied by exhibits for insurance and certification requirements.
This document is a Finding of Non-Competition (Sole Source #9680) for the purchase of software development and upgrades to a proprietary caseload management system (CMS) from Tyler Technologies, Inc. for the Probation Department (ACPD). The procurement, valued at $68,250.00, aims to integrate Medi-Cal data into the CMS, with services scheduled from February 1, 2024, to June 30, 2025. The non-competitive nature is justified due to the proprietary ownership of the CMS by Tyler Technologies. The procurement was approved on January 19, 2024.
This document is a 'Finding of Non-Competition - Sole Source' memorandum from September 20, 2022, approving the non-competitive purchase of GPS and RF tracking equipment and services from Tyler Technologies for the Alameda County Probation Department (ACPD). The procurement, valued at $1,251,840.00, spans from October 1, 2022, to September 30, 2024. The sole source justification stems from Tyler Technologies being the original developer of ACPD's customized case management system, Tyler Supervision, making this an extension of existing services.
This document is a finding of non-competition for Sole Source #10476, approving the purchase of annual software maintenance and license renewal from Tyler Technologies for the Zone 7 Water Agency. The purchase is for $45,000.00, covering the period from January 1, 2025, to December 31, 2025, due to the critical nature of the software for the agency's financial management.
This document is a sole source justification for the purchase of a Client Success Account Management (CSAM) Program from Tyler Technologies for the Alameda County Probation Department. The total value of the program is $25,000.00, covering an approximate term from July 30, 2026, to June 30, 2028. The non-competitive procurement is justified by Tyler Technologies being the sole provider of the proprietary Enterprise Supervision platform and its associated services.
Board meetings and strategic plans from County of Alameda
The committee convened to receive a report and recommendations regarding the establishment of the Office of Immigrant and Refugee Affairs (OIRA). The presentation outlined a methodology that included peer jurisdiction comparisons, stakeholder interviews, and community focus groups to define the office's mission, structure, and functions. Key topics discussed included the need for an integrated, non-fragmented service model, the prioritization of legal services and language access, and the transition of existing emergency-response support into a sustainable, long-term county office. The committee also acknowledged recent board actions, such as the resolution opposing the reopening of the Federal Correctional Institution Dublin, and discussed the ongoing county budgeting process.
The meeting featured a presentation by Supervisor Nate Miley regarding various local initiatives and community concerns. Key topics discussed included addressing the housing and homelessness crisis, strategies for illegal dumping, and plans for a veteran's center. Discussions also covered potential developments for teacher and worker housing on surplus county land, the implementation of tenant protections, and zoning strategies to mitigate displacement and promote affordable homeownership.
Public-sector contacts connected to County of Alameda.
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Expiring contracts, renewals, and award history
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The council discussed strategies to address the homeless crisis in the area, specifically focusing on the establishment of a safe parking pilot program at the Fairmont campus for individuals living in vehicles. The discussion included the program's operational details, such as eligibility, security measures, and the provision of basic hygiene services. Additionally, the meeting covered plans for developing a navigation center to offer transitional shelter and support services to homeless individuals. The council also explored potential future expansions to serve families and considered alternative locations for these services.
Extracted from official board minutes, strategic plans, and video transcripts.
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