General Plan Update RFP

Posted At:Fri, Oct 30, 2026 3:00 PM
Sealed Bid Process:Yes (Bids Sealed / Pricing Sealed)
Private Bid:No

The County of Solano, Resource Management , hereinafter referred to as the "County", intends to secure a contract with a qualified Proposer to provide a complete, timely, and adequate General Plan Update RFP .

Solano County is initiating a comprehensive evaluation and targeted update of its General Plan to establish a long-term vision for the County through 2050 and beyond. This effort comes at an important point in the County's history, as regional growth pressures, economic changes, technological advancements, environmental considerations, and evolving community expectations continue to shape the future of land use and development throughout the region.

Located at the intersection of the San Francisco Bay Area, Sacramento region, Delta, and Central Valley, Solano County occupies a unique position within Northern California. The County's unincorporated area encompasses productive agricultural lands, significant natural resources, open space, transportation corridors, rural communities, and areas that support regional infrastructure and economic activity. These assets have been shaped by decades of planning policies focused on preserving agricultural resources, protecting open space, directing urban growth toward incorporated cities, and maintaining the distinct character of unincorporated communities.

As the County looks toward 2050, it must evaluate how these long-standing policies and priorities can continue to serve future generations while responding to new opportunities and challenges. Questions surrounding housing, economic development, agriculture, environmental stewardship, infrastructure, fiscal sustainability, climate resilience, technological innovation, and changing demographics will require thoughtful analysis and meaningful public discussion. The General Plan Update will provide an opportunity to examine these issues comprehensively and develop a framework that reflects both community values and future needs.

The County is seeking a consulting team capable of providing objective analysis, innovative thinking, technical excellence, and a robust public engagement process. The selected team should be prepared to evaluate a wide range of alternatives, facilitate productive discussions among diverse stakeholders, and help the County assess the opportunities, tradeoffs, and long-term implications of potential policy choices.

This General Plan Update (GPU) is intended to be a forward-looking effort grounded in data, community input, and sound planning principles. The County seeks a partner that can help develop a vision and implementation strategy that supports economic opportunity, protects valuable resources, promotes fiscal and environmental sustainability, and positions Solano County to successfully navigate the opportunities and challenges of the coming decades.

Solano County invites qualified consulting teams to bring their expertise, creativity, and commitment to this important planning effort and assist in shaping a General Plan that will guide the County's future through 2050 and beyond.

PROLOGUE

Solano County is initiating a comprehensive evaluation and targeted update of its General Plan to establish a long-term vision for the County through 2050 and beyond. This effort comes at an important point in the County's history, as regional growth pressures, economic changes, technological advancements, environmental considerations, and evolving community expectations continue to shape the future of land use and development throughout the region.

Located at the intersection of the San Francisco Bay Area, Sacramento region, Delta, and Central Valley, Solano County occupies a unique position within Northern California. The County's unincorporated area encompasses productive agricultural lands, significant natural resources, open space, transportation corridors, rural communities, and areas that support regional infrastructure and economic activity. These assets have been shaped by decades of planning policies focused on preserving agricultural resources, protecting open space, directing urban growth toward incorporated cities, and maintaining the distinct character of unincorporated communities.

As the County looks toward 2050, it must evaluate how these long-standing policies and priorities can continue to serve future generations while responding to new opportunities and challenges. Questions surrounding housing, economic development, agriculture, environmental stewardship, infrastructure, fiscal sustainability, climate resilience, technological innovation, and changing demographics will require thoughtful analysis and meaningful public discussion. The General Plan Update will provide an opportunity to examine these issues comprehensively and develop a framework that reflects both community values and future needs.

The County is seeking a consulting team capable of providing objective analysis, innovative thinking, technical excellence, and a robust public engagement process. The selected team should be prepared to evaluate a wide range of alternatives, facilitate productive discussions among diverse stakeholders, and help the County assess the opportunities, tradeoffs, and long-term implications of potential policy choices.

This General Plan Update (GPU) is intended to be a forward-looking effort grounded in data, community input, and sound planning principles. The County seeks a partner that can help develop a vision and implementation strategy that supports economic opportunity, protects valuable resources, promotes fiscal and environmental sustainability, and positions Solano County to successfully navigate the opportunities and challenges of the coming decades.

Solano County invites qualified consulting teams to bring their expertise, creativity, and commitment to this important planning effort and assist in shaping a General Plan that will guide the County's future through 2050 and beyond.

REQUESTED SCOPE OF SERVICES

The purpose of this request for proposal (RFP) is to select and execute a professional services agreement with a qualified consultant to produce for Solano County a complete, timely, and adequate GPU. This RFP is open to any qualified consultant team demonstrating successful and comparable GPU’s within the state of California and who possess extensive experience with the California Environmental Quality Act (CEQA). Contact with staff regarding this RFP is prohibited except as described herein. Consultants that initiate contact with staff outside of the terms of this RFP will be barred from submitting a proposal. The project will comprehensively evaluate the existing General Plan, but the County anticipates targeted revisions rather than wholesale rewriting of chapters, goals and policies that remain current, effective and legally adequate.

The GPU is proposed to occur in 4 main phases:

1. Baseline Assessment of current General Plan, zoning and implementation efforts; Existing data analysis; and Background Report
2. Board and Community Outreach and Engagement
3. Draft General Plan Update/Alternatives/CEQA
4. General Plan Final Documents/Adoption/Implementation

The focus of this project is to respond to changes in the community and region and in circumstances that affect the future direction of the County through an update to the existing General Plan. The consultant shall conduct field studies and research as necessary; modify, update and add select, targeted General Plan text amendments focusing on policies and programs; modify and add diagrams and maps; and ensure that each element conforms to state law. The GPU will be based upon the results of a comprehensive visioning process, kicking off with initial Board of Supervisors engagement in a format determined by the County with input/recommendations from the consultant, and include a robust public education and engagement process that provides meaningful opportunities for broad and diverse participation. The consultant shall develop additional specified implementation tools including a “workbook” style summary of General Plan goals, policies, actions, and land use designations for ease of use for Planning Commissioners, the Board of Supervisors, and the public. County staff will collaborate with consultant team on which policies are to be updated and which will be carried forward.

All services provided by the consultant team shall be performed by individuals with appropriate experience and qualifications for the task. Extensive Principal level involvement by the consultant team is preferred. The successful consultant team shall have the resources to provide cost effective and timely services, including providing a high level of customer service to the County. The consultant team shall include an appropriate range of expertise necessary to carry out all aspects of the GPU as required for successful completion.

The consultant shall ensure that the plan is legally adequate, addresses and aligns with all regulatory changes / requirements of state and local law, is consistent with the state General Plan Guidelines, is attractive and user-friendly, innovative and reflects best professional practice.

Optional Additive Tool—Interactive GIS Planning Tool: Proposers shall provide a separate optional scope, cost, and schedule for development of a web-based, Arc GIS Urban or equivalent-enabled interactive planning tool depicting Solano County through multiple selectable data layers. The tool should allow users to view and evaluate relevant land-use, environmental, agricultural, infrastructure, transportation, public-service, hazard, jurisdictional, and other General Plan information in an accessible and understandable format.

The optional proposal shall describe:

• the proposed platform and its principal capabilities;
• the data layers, analytical functions, visualization features, and level of interactivity that would be included;
• whether the tool would support land-use scenarios, alternatives analysis, three-dimensional visualization, or comparison of potential policy outcomes;
• integration with existing County GIS data, systems, and standards;
• anticipated County staff participation and data requirements;
• accessibility, mobile compatibility, and public-facing functionality;
• hosting, software, licensing, subscription, and third-party costs;
• data ownership, source-file delivery, and the County’s ability to update or maintain the tool after completion of the General Plan Update;
• staff training, documentation, and technical support;
• implementation schedule and key milestones; and
• separately itemized development and ongoing operating costs.

The County may choose to include all, part, or none of this optional task in the final contract.

General Information

The County lies in the northeast section of the nine-county San Francisco Bay Area. Fairfield, the county seat, is located approximately 45 miles northeast of San Francisco and 45 miles southwest of Sacramento. The County is comprised of 909 square miles, including 675 square miles of rural and farmlands, 150 square miles of urban land area, including cities and unincorporated areas, and 84 square miles of delta and waterfront. It is bordered by Napa County to the northwest, Yolo County to the northeast, Sacramento County to the east and Contra Costa County to the south. Between Solano and Contra Costa Counties lies Suisun Bay, which is an extension of the San Francisco Bay, and the confluence of the Sacramento and San Joaquin Rivers, which empty into San Pablo Bay through the Carquinez Straits. The western edge of the County consists of low mountains, which are part of the Coast Range.

The General Plan contains strong policies encouraging city centered growth, which limits residential and commercial development outside of cities, thus preserving almost 85% of the land for open space and agricultural uses. Agriculture and military installations have historically been strong contributors to the County’s economy. The County continues to foster economic growth and diversification by encouraging industrial, manufacturing and biotechnology development and the GPU should evaluate policies for further economic growth potential.

With its strategic location, natural and human resources, history of responsible land planning, and attractive quality of life, the County continues to offer a promising future as a place to live, learn, work and play.

County Government

The County was incorporated in 1850 as one of California’s original 27 counties in the State of California (the “State”). In addition to the unincorporated areas, comprised of roughly 442,840 acres, the County has seven incorporated cities: Benicia, Dixon, Fairfield, Rio Vista, Suisun City, Vacaville and Vallejo. Two of the County’s seven cities, Benicia and Vallejo, served as the State’s Capital in the early 1850’s. The County has a general law form of government.

As the governing body for the County, the Board of Supervisors are responsible for the planning and provision of services related to public needs, as required by state and federal law including: adopting the annual budget, adopting County ordinances, setting policies, confirming appointments of most non-elected officials, and assisting citizens in solving problems and addressing local concerns.

County Services

The County provides services (i.e. land use planning, public safety) to the unincorporated areas, countywide services to residents regardless of where they live (i.e. property tax assessment and collection, public safety services), and administers the state’s safety net programs (i.e. behavioral health, public health, social services).

The following is a list of services provided by the County:

Agricultural Commissioner	Indigent Medical Services
Airport	Jails and Juvenile Facilities including expanded court diversion and custodial health and behavioral health treatment programs
Animal Care Services	Land Use*
Building and Safety*	Law Enforcement*
Child Protection and Social Services	Libraries (as Contract Services for Cities)
Clerk-Recorder	Maintenance of County Roads and Bridges
Coroner and Forensic Services	Parks
Criminal Prosecution (District Attorney)	Probationary Supervision
Elections and Voter Registration	Public and Behavioral Health
Emergency Medical Services	Public Assistance
Environmental Health	Public Defender and Alternate Defense
Family Support Collections	U.C. Cooperative Extension Services
Grand Jury	Veterans Services
Oversight and Permitting of Landfills and Solid Waste Disposal and Collection	Napa/Solano Area Agency on Aging (staff support) Social services eligibility determinations and enrollment
Property Tax Assessment	Collection and Apportionment
Weights and Measures

*unincorporated only

Population and Local Economy

The County’s population estimate as of January 2026 was 452,050, a decrease of 1529 residents from the January 2025 population estimate of 453,579 or -.3%. Five of the seven cities experienced a decline in estimated population between 2025 and 2026, ranging from -.4% to -.9% decreases. California’s estimated population declined slightly by 53,929 residents or -.1% to 39.6 million. Although the County decreased in population, the decrease was not as sharp as other counties and the County’s population ranks number 19 out of 58 California counties in terms of population size.

The population of Solano County is projected to grow from 453,827 in 2020 to 507,104 in 2050, or 11.7% by 2050, according to projections by the California State Department of Finance, Demographic Research Unit. The age composition is expected to shift over 30 years, with the median age increasing from 37 in 2020 to 43 in 2050. The aging of the population will affect the types of service demands that will be placed on the County and may impact statewide and regional planning efforts.

The County’s seven cities are long-established communities. Relatively moderate costs for land and housing as compared to core Bay Area counties, proximity to major population and recreation centers, and job opportunities continue to make the County an attractive place to live.

County Assessed Values and Growth

Property taxes are the major source of County General Fund revenues and are determined by assessed values. The property tax rate throughout California is 1% of assessed values. The 2026 Property Assessment Roll (net of exemptions) of $80.5 billion increased $2.6 billion or 3.38% from the prior year’s roll value and represents property ownership in Solano County as of January 1, 2026.

The County provides an alternate property tax assessment methodology through the Williamson Act Program (Program). Pursuant to Government Code section 51220(a), the Program is designed to preserve the maximum amount of a limited supply of agricultural land in the State, to maintain the agricultural economy of the State as well as assure adequate production of food for future residents of the State and nation. In addition, agricultural land, as open space, serves the public interest and promotes health and general welfare of the citizens.

Under the Program, local governments enter into contracts with private landowners for the purpose of restricting specific parcels of land to agricultural or related open space use. Standard Williamson Act contracts generally have a 10 year rolling term that renews annually unless nonrenewal is initiated, and qualifying contracted property is assessed under valuation provisions reflecting its restricted agricultural or open space use. The County currently has 265,399 acres of land under Williamson Act contracts with tax abatements totaling $14.3 million for the fiscal year ended June 30, 2026.

Solano County is host to Travis Air Force Base (TAFB) which is by far the largest employer in the County and the base’s importance to national defense and the local economy is well documented. Continuing development in the vicinity of TAFB could limit its future operational flexibility to fully respond to potential mission requirements. Maintaining the future viability of this economic resource and national defense installation is of the utmost importance. The GPU consultant will be interacting regularly with TAFB representatives throughout the GPU process to solicit input to ensure TAFB mission critical needs are addressed and met.

BACKGROUND/PLANNING CONTEXT

State law requires specific topics, also called "elements," to be covered in a community’s General Plan. Mandatory General Plan elements and the way Solano County currently addresses each is summarized below:

• Land Use designates the type, intensity, and general distribution of uses of land. Solano County satisfies this requirement with a separate Land Use Chapter.
• Circulation identifies the general location and extent of existing and proposed major thoroughfares, transportation routes and other local public utilities and facilities. Solano County satisfies this requirement with the Transportation & Circulation Chapter and Public Facilities and Services Chapter.
• Housing assesses current and projected housing needs for all economic segments of the community. Solano County satisfies this requirement with a separate Housing Element Chapter.
• Conservation addresses the conservation, development, and use of natural resources. Solano County satisfies this requirement with the Agriculture Chapter, Resources Chapter, and Park and Recreation Chapter.
• Open Space details plans and measures for the long-range preservation and conservation of open-space lands. Solano County satisfies this requirement with the Agriculture Chapter, Resources Chapter, and Park and Recreation Chapter.
• Noise identifies and addresses issues related to noise. Solano County satisfies this requirement with the Public Health and Safety Chapter.
• Safety establishes policies and programs to protect the community from risks associated with such things as seismic or geologic hazards, flooding, and wildfires. Solano County satisfies this requirement with the Public Health and Safety Chapter 5.

Existing chapters of the Solano County General Plan to be evaluated for necessary updates except where otherwise noted, include the following (last comprehensive update in parentheses):

• Chapter 1 – Introduction (2008): Provides the overview, plan format, planning process, General Plan implementation process, and supporting documents. This Chapter will require updates based on the final General Plan Update process.
• Chapter 2 - Land Use (2008): Defines land use patterns and designations to balance growth, protect agricultural lands, and ensure sustainable development in both urban and rural areas. Pursuant to Government Code section 65302(a)(2), this element must include consideration of impacts to military operations at nearby Travis Air Force Base. Minor revisions were made in 2012, 2020 and 2023. The consultant shall work with staff to identify areas or community planning areas, if any, during the GPU. The consultant shall evaluate significant city expansion plans, including but not limited to the City of Dixon, City of Vacaville, and City of Suisun City.

• Chapter 3 - Agriculture (2008): Aims to preserve and enhance the county’s agricultural industry by protecting farmland, promoting agricultural innovation, and addressing challenges like urban encroachment and resource limitations. Updates will include identifying key agricultural regions and review of the county commissioned Solano County Strategic Initiative for Agriculture (SALC) program recommendations.
• Chapter 4 - Resources (2008): Includes the goals, policies, and implementation measures to protect natural, cultural, and open space resources. Minor revisions were made in 2023. This Chapter should be evaluated to see if updates are needed.
• Chapter 5 - Public Health & Safety (2015; updated 2024): The Public Health and Safety Chapter functions as the state-mandated Safety Element of the Solano County General Plan. The Chapter establishes the County’s overall framework for protecting community members, property, infrastructure, and other community assets from natural and human-caused hazards. In conjunction with the 2023–2031 Housing Element cycle, the County reviewed and updated the Public Health and Safety Chapter to address state requirements enacted since its prior update. The Board of Supervisors adopted the updated Chapter in December 2024. The update addressed wildfire risk, emergency evacuation routes, minimum road widths and clearances, seismic, flooding, and fire hazards, hazard mapping and policies, climate-change vulnerability, climate adaptation and resilience, and coordination with local hazard-mitigation planning. Because the Chapter was recently updated, only limited revisions are anticipated as part of the General Plan Update. Revisions should focus on changed conditions or legal requirements, consistency with other updated General Plan chapters, and any Healthy Community goals, policies, or implementation programs the County determines should be incorporated into this Chapter.

Environmental Justice: Government Code section 65302(h) requires jurisdictions with identified disadvantaged communities to address environmental justice through a separate element or through goals, policies, and objectives integrated into other General Plan elements. Solano County intends to address this requirement primarily through Chapter 5 with related policies integrated into other General Plan Chapters where appropriate. The consultant shall review existing County policies for compliance and recommend updates as necessary as part of the GPU.

• Chapter 6 - Economic Development (2008): Focuses on economic growth by promoting key industries, including agriculture, tourism, and green technology. Updates shall consider emerging industry, highway commercial, other opportunities while ensuring the availability of infrastructure and workforce development opportunities. This Chapter will require updates to align with the Board of Supervisors’ adopted priorities.
• Chapter 7 - Transportation & Circulation (2008): The chapter's goals and policies focus on reducing automobile reliance, providing accessible and sustainable travel options for all residents, and improving circulation for the agricultural community. Updates shall evaluate transportation needs to support economic development and community needs, and shall include any further updates required by State law.
• Chapter 8 - Public Facilities and Services (2008): Provides information and policy guidance to Solano County to ensure that adequate public facilities and services are available, now and in the future, to accommodate the anticipated growth during the General Plan planning horizon. The goal of this chapter is to set a framework for the County to serve existing residents in the unincorporated county and future development, including infrastructure needs. This Chapter should be evaluated to see if updates are needed.
• Chapter 9 - Housing Element (2024): Provides a strategy to meet the housing needs of all income levels, ensure adequate affordable housing, and comply with state-mandated housing requirements. The Solano County Housing Element was certified by the State in April 2024 and should only be updated for consistency.
• Chapter 10 - Park and Recreation (2003): Provide a long-range guide for the development of regional recreation facilities and the preservation of natural and historical resources in Solano County. This Chapter should be evaluated to see if updates are needed.
• Chapter 11 - Tri-City and County Cooperative Plan (1994): Establishes open space and agricultural resource production protection between the Cities of Benicia, Fairfield, Vallejo and the County. This Chapter should be evaluated to see if updates are needed.
• Chapter 12 - Suisun Marsh Local Protection Program (2018): A required component of the Local Protection Program to implement the Suisun Marsh Preservation Act of 1977 (Marsh Act) and the Suisun Marsh Protection Plan within the Suisun Marsh Primary and Secondary Management Areas (See Chapter 4, Suisun Marsh). It is anticipated that minimal revisions may be needed as the minor update was completed in 2018

Update of Climate Action Plan (2011) for integration into General Plan Update

In 2011, Solano County adopted a Climate Action Plan. Consistent with the implementation programs contained in the Public Health and Safety Element, the County seeks to update its Climate Action Plan as part of the GPU endeavor to incorporate measures and initiatives that account for new regulatory requirements and emerging climate issues. This update to the Climate Action Plan should complement policies and programs throughout the GPU focused on sustainability, GHG emissions reduction, and adaptation. The updated Climate Action Plan is intended to be adopted by the Board of Supervisors as an appendix to the General Plan.

General Notes: The consultant team shall review all chapters for any potential conflict/inconsistency with other updated sections of the GPU. All appendices will need to be updated accordingly. The Countywide Integrated Waste Management Plan is not intended to be updated, but shall be reviewed for consistency with the GPU and updated as necessary.

GPU RFP respondents are encouraged to identify any additional areas, not outlined in the RFP, where reviews or updates should be considered.

GENERAL PLAN HISTORY

In December 1980, the Solano County Board of Supervisors adopted General Plan Land Use and Circulation Elements establishing a policy of city-centered growth. Under the 1980 General Plan, urban development was to be confined to areas where it would not conflict with essential agricultural lands, while rural and suburban development was to be limited to non-essential or marginal agricultural lands. The General Plan was intended to guide growth and development in the unincorporated areas of Solano County and protect agricultural and natural resources through 1995.

Proposition A, an initiative measure approved by Solano County voters in June 1984, reaffirmed the General Plan’s policies of city-centered growth and farmland protection. It also imposed strict limitations on the County’s ability to allow new residential, commercial, or industrial development in agricultural and open-space areas by restricting the conversion of agricultural land to urban uses without voter approval. Proposition A was a limited-term measure scheduled to expire in December 1995.

In 1994, an Orderly Growth Initiative was proposed in order to extend the protections established by Proposition A through December 31, 2010. In response to public support for the proposal, the Solano County Board of Supervisors adopted the Orderly Growth Initiative (OGI) through Resolution No. 94-170 on July 26, 1994.

In 2005, the County commenced a multi-year process to update the General Plan in response to changes in state law and local conditions. Adopted by the Board of Supervisors in August 2008, the updated General Plan reaffirmed a city-centered development pattern and the protection of agricultural and open-space areas. It also updated portions of the Land Use and Circulation Elements and established a planning horizon of 2030. In November 2008, Solano County voters extended the OGI through December 31, 2028, through Measure T. Because the amendments to the OGI proposed in Measure T were an integral part of the 2008 General Plan update, Measure T provided that the 2008 General Plan would not become operative unless the voters approved measure T. While the 2008 General Plan remains largely unchanged, the County has subsequently completed targeted updates of individual chapters as summarized above.

PROJECT GOALS AND OBJECTIVES of the GPU Process

Solano County seeks to accomplish the following in this effort (not in priority order):

Horizon Year: Adoption in 2028, or as soon as possible thereafter; horizon year of 2050.

Update: Update to bring the General Plan into compliance with new laws and Board of Supervisors adopted priorities.

Adequacy and Ease of Use: Ensure that the plan is legally adequate, addresses all requirements of state and local law, is consistent with the state General Plan Guidelines, is attractive and user-friendly, and reflects best professional practice. Solano County seeks the recommendation of the consultant regarding design, organization, and format for the GPU.

Policy Commitments Related to Economic Development: Emphasize unincorporated county economic development and examine appropriate opportunities and locations for economic growth, including the I-80 corridor, and explore establishment of county/city collaborations.

Implementation and Monitoring: Provide concrete implementation strategies in the form of real, tangible implementation, monitoring, and measuring methods that ensure implementation of identified action items and/or identify course corrections as appropriate. Identify innovative technology to accomplish this such as action tracking software with auto-generated action reminders, artificial intelligence software, and/or website dashboards. Provide proven strategies that tie the implementation plans to the county’s capital improvement plan and annual budgeting process. Provide recommendations for annual reporting and plan adjustments as necessary based on periodic evaluations.

Implementation Tools: Provide a “workbook” style summary of General Plan goals, policies, actions, and land use designations, envisioned as a streamlined version of the General Plan for use by Planning Commissioners and the Board of Supervisors as a quick reference to ensure decision-making consistent with the General Plan. Provide an Implementation Plan in spreadsheet format summarizing all implementation actions by element, goal, policy, responsible agency, and timeframe.

Agricultural Land Preservation Policies / Actions: Utilizing the SALC study and other available resources, provide agricultural preservation and agricultural economic development policies that reflect the current state of agriculture and modern strategies. Evaluate the existing Suisun Valley Strategic Plan.

Regional Planning Review and Mapping: Consultant team to evaluate regional coordination of county GPU land uses / policies with each of the seven incorporated cities to work towards regional planning goals. Mapping analysis should include coordination of all city sphere of influences, urban growth areas, anticipated growth areas and the county’s municipal service area boundary.

Integrated CEQA Process and Alternative Analysis: Consultant team to recommend an approach for environmental review and prepare legally compliant CEQA documentation for the GPU.

Optional Additive Tool – GIS Based and Data Driven: Use of ArcGIS Urban (or equivalent) software to conduct 3-D modeling of existing county conditions, model alternative General Plan outcomes/buildout scenarios, and create the possibility of modeling individual projects as they are proposed over time. This should include development of general plan alternatives, county software licensing considerations, model setup/configuration, metadata requirements, and staff training.

Orderly Growth Initiative:

The future of Measure T will need to be carefully monitored and incorporated into the General Plan update process.

The current General Plan update effort may include amendments that necessitate approval of a ballot measure, assuming that Measure T is still in place at the time of the General Plan update approval or has otherwise been extended in some fashion.

Outreach, Community Education and Engagement: Recommend an outreach plan which provides the public opportunities for meaningful participation in the planning and decision-making process and engages non-typical community participants. Include specific tasks for required outreach related to Delta and Tribal interests, and military collaboration. Develop and facilitate an inclusive public education and engagement process for residents, property owners, businesses, agricultural interests, community organizations, cities, special districts, public agencies, tribal representatives, and other interested parties. The process should provide clear, accessible, and objective information regarding the County’s existing land-use framework, fiscal and service-delivery responsibilities, infrastructure needs, economic conditions, and the role of economic development in supporting County services and long-term community goals. The process should also help participants understand the opportunities, constraints, tradeoffs, and potential consequences associated with alternative growth and land-use strategies.

Visioning: Facilitate a visioning process informed by the community education and engagement effort. The process should establish a cohesive framework for organization of goals, policies, and implementation programs of the GPU and should result in a community vision and set of guiding principles upon which the update will be based.

Current Conditions and Trends: Prepare a Background Report detailing current conditions and trends shaping Solano County, including demographic, economic, fiscal, environmental, agricultural, infrastructure, housing, transportation, and land-use conditions

Issue Identification: Identify planning issues, opportunities, constraints, and challenges to be addressed through the GPU. Evaluate whether existing community plans, including those for Old Town Cordelia, Collinsville, and other unincorporated communities should be retained, updated, consolidated, or incorporated into the countywide GPU.

Alternatives Analysis: Develop and analyze land use and policy alternatives. Develop and evaluate a reasonable range of land-use and policy alternatives. To the extent feasible, the planning alternatives shall be structured to inform and align with the alternatives evaluated under CEQA. The preferred planning alternative will serve as the proposed project for purposes of environmental review; development of the CEQA analysis and alternatives shall be integrated with the General Plan process.

Updated General Plan: Prepare, revise, and produce all drafts of the updated General Plan necessary for County staff, agency, public, Planning Commission, and Board of Supervisors review and final adoption. Each draft shall include all applicable text, goals, policies, implementation programs, maps, diagrams, tables, figures, appendices, and supporting materials. Anticipated document versions include, at a minimum: Preliminary Administrative Draft: An initial complete draft for internal County staff review; Screencheck Public Review Draft: A revised draft for County staff review and approval before public release, including review of substantive content, internal consistency, formatting, maps, graphics, and document accessibility; Public Review Draft: A complete draft released for public, agency, and stakeholder review and comment and used to support the associated environmental review and public engagement process; Revised Public Hearing Draft: A revised draft incorporating County direction and appropriate public, agency, and stakeholder comments, prepared for consideration at Planning Commission study sessions and public hearings; Planning Commission Recommended Draft: A draft reflecting the Planning Commission’s recommendation and any changes directed or recommended by the Commission, as applicable, for consideration by the Board of Supervisors; Board of Supervisors Hearing Draft: A draft prepared for consideration and possible adoption by the Board of Supervisors, incorporating the Planning Commission’s recommendation and any subsequent County-directed revisions. Changes from the Planning Commission Recommended Draft shall be clearly identified; Screencheck Final General Plan: A post-hearing draft incorporating all modifications approved by the Board of Supervisors, for final County review of content, internal consistency, maps, graphics, formatting, and accessibility; Final Adopted General Plan: A publication-ready version of the General Plan reflecting the final action of the Board of Supervisors, provided in accessible electronic, print-ready, and editable source formats.

The consultant shall support County staff throughout the review and adoption process, including preparation for public workshops, community, topic and sector roundtables, Planning Commission study sessions and hearings, and Board of Supervisors engagement. The consultant shall maintain a record of substantive comments received, recommended responses or revisions, and County direction regarding the disposition of comments. The consultant shall also assist with preparation of staff reports, presentations, resolutions, exhibits, and other technical materials necessary for consideration and adoption of the General Plan Update.

Timely Completion: Complete the project within the established schedule and budget.

PUBLIC OUTREACH / PROJECT TEAM

County Working Group: The County will form a working group of key County staff members representing various areas of responsibility. This working group may consult with other public agency representatives as needed. The County Working Group (CWG) will have responsibility for providing internal review and technical advice regarding their respective areas of expertise and responsibility. The CWG will be assembled and coordinated by the Planning Division and County Project Manager (PM). The consultant proposal should identify appropriate frequency and content for meetings/working sessions with the CWG.

Project Direction and Management: County staff will play an active role in the update process. County staff will have a role in all external communications, including but not limited to public forums, workshops, meetings, and hearings. The Consultant should expect that staff will be part of all presentations made and will lead or take part in question-and-answer sessions. County staff will review, and may edit, written materials prepared by the Consultant. With oversight by County staff, the consultant will develop content for all public communications regarding the GPU including updates of the County website and use of social media.

The Director of Resource Management (Director) and/or an assigned County Project Manager (PM) will function as the main points of County contact for the consultant team. The consultant team must identify a parallel set of key representatives in the form of a Consultant Project Director (CPD) and Consultant Project Manager (CPM) to represent and manage the team of consultant experts. The CPD and CPM must be named in the scope of work, referenced in the contract, and may not be changed without the approval of the Planning Division and County PM. In the event of a requested change, the County reserves the right to withhold approval if the experience, expertise, and/or “fit” of the proposed new CPD or CPM are not acceptable. Identified sub-consultants and the Project Manager for each sub-consulting firm may not be changed without the approval of the Planning Division and County PM. In the event of a requested change, the County reserves the right to withhold approval if the experience, expertise, and/or “fit” of the proposed new CPD or CPM are not acceptable.

Planning Commission: The Planning Commission will be actively involved in the overall GPU process through initial workshops, study sessions, meetings, and public hearings. The Planning Commission will receive regular written updates on progress, including work progress, key policy issues, etc. It is anticipated that occasional presentations, working sessions, and requests to confirm direction will be presented to the Planning Commission. The consultant proposal should identify appropriate frequency and content for interactions with the Planning Commission.

Board of Supervisors: The Board of Supervisors will also receive regular updates in a format determined by the County with input from the consultant. These may include occasional presentations, working sessions, and requests to confirm direction. The consultant proposal should identify appropriate frequency and content for interactions with the Board.

Consultant Team: The County is seeking a fully integrated consultant team, including economic and fiscal assessment, to provide all required services necessary to complete the GPU. The CPD and CPM will be responsible for management, oversight, and coordination of the entire consultant team, including any appropriate sub-consultants. The CPD and CPM will be responsible for adherence to the project schedule and budget for the entire team. In depth fiscal assessment will be required at key points throughout the GPU at points to be determined by county staff in order to validate economic viability.