VALLEJO POLICE
FACILITY FEASIBILITY
STUDY UPDATE
April 11th, 2023
TERRANCE DAVIS
ASSISTANT CITY MANAGER
BRUCE PLAYLE, AIA
PRESCOTT NICHOLS, AIA
INDIGO I HAMMOND & PLAYLE ARCHITECTS, LLP
POLICE FACILITY ASSESSMENTS
• 2014: Napa earthquake
• 2017: Completed internal assessment
• 2018: Public Safety Complex Study
– Southern Waterfront
– Rollingwood
• 2019: Purchase of 400 Mare Island
– Council gave direction to initiate
design; 35% completed
• 2021: Additional commercial purchase
and lease options explored
• 2022: Community engagement survey
– Council gave direction for JFK
• 2023: Sea level rise and Alternate Sites
feasibility studies
CURRENT POLICE STATION
• 111 Amador (+/- 20,000 SF)
– Built in 1961
– Failing HVAC system
– Environmental Hazards
• Asbestos and lead
• Sewage problems
• No interview rooms
• Upgrades to locker and shower
facilities required
• No back up generator
• Undersized (only approximately
20,000 SF)
– Estimated $10 Million in deferred
maintenance needs
JFK BUILDING (505 SANTA CLARA)
• Completed in 1970 as a main
library
• 91,000 square foot, 3-story
building adjacent to the City Hall;
combined 9 acre site
• Existing occupants/tenants:
– Solano County Library
– VPD Police Evidence
– Non-Profit: Fighting Back
Partnership
– McCune, Sister Cities
– Multipurpose Community
“Vallejo Room”
COMMUNITY ENGAGEMENT
• In March 2022, the City launched an
online mapping/pin drop tool was
created to solicit open-ended
feedback from the community
• Conducted six in-person workshops
– Common themes:
• Amador popular location
• Commercial site reuse
• Central location
ALTERNATE SCENARIO STUDY
BASE SCENARIO
• LIBRARY MOVES
TO 400 MARE
ISLAND WAY
• PD MOVE TO 505
SANTA CLARA
ALTERNATE
SCENARIO 1
• CORP YARD
MOVES TO 50
SOLANO AVE
• PD EXPAND AT 111
AMADOR
ALTERNATE
SCENARIO 2
• PD MOVES TO
VACANT
COMMERCIAL
PROPERTY
PROGRAM REQUIREMENTS
• Police Program requirements
include 78,700 sf main building
area and 5.3 acre site area,
including 14,200 in site
buildings.
• Corporation Yard program
requirements call for 55,400 sf
of buildings and 30 acres of site
area.
BASE SCENARIO
LIBRARY & PD MOVE
• Renovate 400 Mare Island
Way to meet the full program
requirements of the Library.
• Renovate 505 Santa Clara to
meet the full program
requirements of the Police.
• Abate and demolish the
existing Police building at 111
Amador.
• This makes way for possible
future expansion of existing
Corporation Yard.
BASE SCENARIO
LIBRARY & PD MOVE
• Space: For library move, renovate
up to 29,600 sf of ground floor of
existing office building at 400
Mare Island Way; then, for Police
move, renovate up to 91,000 sf of
existing library building at 505
Santa Clara, adding up to 14,500
sf in infill and site buildings.
• Cost: $75-109 million, depending
on partial or full program build.
• Duration: 48 months.
MODELED SEA LEVEL RISE
ALTERNATE SCENARIO 1
CORPORATION YARD
MOVES & PD EXPANDS
• Phase 1: Renovate 50
Solano Avenue to meet key
program requirements of
the Corporation Yard.
• Phase 2: Renovate the
portion of 111 Amador
Street vacated by the
Corporation Yard; move
Police into new building on-
site; abate and demolish the
old police building also at
111 Amador, and complete
site renovations to meet the
full program requirements
of the Police.
ALTERNATE SCENARIO 1 – PHASE 1
CORPORATION YARD RELOCATES TO 50 SOLANO AVE
• Site: 10 acres – sufficient
space for new facilities,
parking, and yard space.
• Buildings: 55,400 sf of new
Corporation Yard facilities,
meeting the full program
requirement.
• Cost: $32.7 million.
• Phase 1 Duration: 33
months.
Phase 1
ALTERNATE SCENARIO 1 – PHASE 1
CORPORATION YARD RELOCATES TO 50 SOLANO AVE
ALTERNATE SCENARIO 1 – PHASE 2
POLICE EXPAND INTO 111 AMADOR STREET PROPERTY
• Site: At 5.3 acres, the site
accommodates all program
elements.
• Buildings: 92,900 sf of new
Police facilities, including a 2-
story 78,700 sf main and
14,200 sf of site buildings
• Cost: $85.8 million.
• Phase 2 Duration : 21 months.
• Total Duration: 54 months.
Phase 2
ALTERNATE SCENARIO 1 – PHASE 2
POLICE EXPAND INTO 111 AMADOR STREET PROPERTY
ALTERNATE SCENARIO 2
POLICE MOVE TO VACANT COMMERCIAL PROPERTY
• Police move to vacant
commercial property. The
hypothetical building at
this location will be
renovated and seismically
upgraded to
accommodate Police use.
• Vacant Commercial Property:
Example shows 5-acre
partition of larger 12-acre
parcel
• Buildings: Renovate up to
78,700 sf of main building for
Police purposes and up to
14,200 sf of new buildings.
• Cost: $72.7 million (excluding
site acquisition cost).
• Duration: 39 months.
ALTERNATE SCENARIO 2
POLICE MOVE TO VACANT COMMERCIAL PROPERTY
ALTERNATE SCENARIO 2
POLICE MOVE TO VACANT COMMERCIAL PROPERTY
OPTION DESCRIPTION ESTIMATE
A BASE SCENARIO
(JFK) $75-109 million
B
ALTERNATE SCENARIO 1
(111 AMADOR) $121 million
C ORIGINAL SCENARIO
(400 MARE ISLAND) $45-76 million
D
ALTERNATE SCENARIO 2
(HYPOTHETICAL)
$72 million, plus
land acquisition
cost
COST MATRIX
FINANCING STRATEGY
• Borrowing will be required to fund cost of construction • Options:
– Municipal bond
– Public-Private partnership (P3)
– Grants not a viable option
• Federal grants target rural communities, or
transportation and utility infrastructure
Terrance Davis
Assistant City Manager
[email protected]
FY 22-23 Department Goals
& Accomplishments
Michael Malone
City Manager’s Office
FY 22-23 Department Goals
& Accomplishments:
City Manager’s Office
Jason Ackley
Assistant to the City Manager
Accomplishments:
City Manager’s Office
• Community Outreach - attended many public
outreach events this year
• Opened & Managed 25 Extreme Weather Event
shelters (provided 400 safe sleeping opportunities)
• Event Planning RFP Completed
• Measure P Approved
(With Council & Community Support)
• Negotiated 4 Year Contract w/ IAFF
• Salary Adjustments for Dispatchers
Accomplishments:
City Manager’s Office
• Hired Homelessness Coordinator
Administration of:
- Participatory Budgeting Cycle 8
(Voting begins MAY 1st !)
- Youth Programming
Hired Youth Coordinator
Event: (National League of Cities 2023 in D.C.)
- Goal Setting Event (This Friday; 14th)
(Goals & Accomplishments Booklet)
Projects & Activities:
City Manager’s Office
• Project Management for:
– Navigation Center
– Broadway Project
• More Community Engagement activities
• Citywide Clean-Up Pilot Program
(w/ CAO & multi-department support)
• Projects & support for Department items
Current Challenges:
City Manager’s Office
1. Citywide Staffing Challenges
- Recruitment & Retention
2. Nationwide & Local Area Economic
Concerns
- revenue challenges
- cost of living & goods/services
3. Homelessness
- Affordable Housing
- Lack of funding available
- Associated issues
Accomplishments:
City Clerk’s Office
1. Launched new Electronic Document
Management Archival System (Rubex)
2. Processed 1,372 California Public Records Act
(CPRA) requests & closed 1,358 requests
submitted in 2022
3. Held the City’s first Pre-Nomination
Information City Council Candidate Forum
(June ‘22)
Projects & Activities:
City Clerk’s office
• Updates to:
– City’s Department Records
Retention Schedule
– City’s Conflict of Interest Code
• CPRA related:
– Internal training for Department
Records Management
Coordinators
– Continue to timely process
voluminous records requests
Current Challenges:
City Clerk’s Office
1. Volume of workload
2. Limited staffing (3)
(1 City Clerk; 1 Deputy City Clerk;
1 part-time records/PRA coordinator)
FY 22-23 Department Goals
& Accomplishments:
Housing Department
Gillian Hayes
Interim Housing Manager
Accomplishments & Ongoing Projects
1. Inclusionary Housing Ordinance – RFP underway
2. Housing Element Update
3. Housing Voucher Utilization
1. Waitlist exhausted / To Open Q2
2. Average of 1474 vouchers utilized this year
4. Big Projects Making Moves:
1. Broadway / HomeKey Grant
2. Sacramento Street
3. Navigation Center
5. 28 HUD Findings corrected during last fiscal year
6. FSS coordinator grant funded
7. Front counter remodel
Current Challenges
1. Staffing Challenges
- Including Director-Level Recruitment
(to City Council for consideration 4/25)
-Recruitment for Manager June 2021
-Hiring, then losing - down to 60% staff
2. Meeting Council goals for Housing
alongside Fed and State regulations with
fewer staff
3. Potential city ownership projects - no staff
FY 22-23 Department Goals
& Accomplishments:
City Attorney’s Office
Accomplishments
1. Settled all claims by Syar, with no payment
required from City; settlement included Syar’s
withdrawal of its ballot initiative.
2. Completed the negotiation and transfer of a
portion of the Blue Rock Springs Golf Course.
3. Completed the negotiation and transfer of North
Mare Island.
4. Completed the Lease to the Yoche DeHe Tribe.
Accomplishments
5. Completed the public outreach, drafting and
adoption of the Police Accountability and
Oversight Ordinance.
6. Successfully defended the suit against and
completed the negotiations relating to the new
Costco project.
7. Settled or resolved eleven (11) litigation cases
against the City.
8. Obtained favorable published appellate ruling in
the Ninth Circuit Court of Appeals.
Accomplishments
9. The Neighborhood Law Program (NLP) team:
a) Filed six (6) new nuisance-related cases;
b) Settled five (5) cases with costs awarded;
c) Participated in clean-ups and abatement of
VMC violations;
d) Recovered delinquent taxes and penalties
owed to the City;
e) Recovered entire principal plus interest in the
amount of $71,700 from a Housing loan on a
nuisance property.
Projects & Activities
• Continuing to provide legal advice to
City Council and City departments.
• Continuing to work with the DOJ.
• Continuing to support economic
development projects.
• Continuing to work on affirmative
and defense litigation and risk
management.
FY 22-23 Department Goals
& Accomplishments:
Fire Department
Kyle D. Long, Fire Chief
Accomplishments
• Completion of Fire Academy for 7 Firefighter
Paramedics
• Onboarded 10 Firefighters to start Academy
April 2023
• Implemented of Tone Alert System (ARPA)
• Responded to 17,881 calls for service in 2022
• Provided CPR-certified training for City staff
• Firefighter and Spousal Peer Support Group
• Youth Fire Academy (SFARY)
Projects & Activities
• Pursue SAFER 2022 grant
• Fireground Training
• Captain’s Academy
• Countywide Ambulance Service
Contract
Projects & Activities
• Implementation of Critical
Incident Stress Debrief Sessions
• Personal Protective Equipment
(PPE) Compliance (OSHA)
Current Challenges
• Apparatus
• Dispatch
FY 22-23 Department Goals
& Accomplishments:
Vallejo Police Department
Jason Ta, Interim Chief of Police
April 11, 2023
• Expanded ALPR coverage throughout city and added
CCTV cameras (Owls).
• Auditory Detection Pilot
• Fully transition to National Incident-Based Reporting System (NIBRS).
• Relational Policing Updated Service Area Lieutenants • Creation of the Triple C Task Force
Team was created to craft and implement reform
policies to address compliance measures and
recommendations. Revamp of Departments Use-of-
Force review process. Progressive updates to VPD
Bias-Free Policing policy
24 Accomplishments
Drafted Ordinances as a result of community concerns:
• Ghost Gun Ordinance
• Catalytic Converter Ordinances
• Sideshow Ordinance
Grant Awards:
• IHART: $900k - Mobile Crises Unit
• Project Hope: $1.5 Million - Crime Reduction/violence reduction framework. To address gun and gang violence
and community policing.
• Project Home -Prop 47: $1.3 Million - Unhoused
Population w/ comprehensive trauma informed
diversion services, temporary housing, and management
care.
25 Community Events
• Town hall meetings and public outreach events
to reach the community, build public trust, and
collaborate on solutions.
• National Night Out
• Coffee with a Cop
• Christmas Outreach - Community partnership.
26 • Staffing study of the Department
• Implementation of the City’s mobile crisis
response program – Up and Running
• Implementation of Project HOPE
• Continued Collaborative Reform efforts with
D.O.J.
27 FY 22-23 Department Goals
& Accomplishments:
Public Works Department
Melissa Tigbao, Public Works Director
Accomplishments
• Secured $1.14M in Grant Funding
– Sacramento Street Road Diet Phase II
– Guardrails Upgrade Project at Various
Locations
• Completed Sacramento Street Road Diet
Phase I Construction
• Caltrans I-80 Six Bridges Project –
successful coordination to complete
construction 3 months ahead of schedule
• Implemented outreach and compliance
with SB1383 CalRecycle’s Organics Waste
Recycling Requirement
Accomplishments
• Hosted 2 Free Dump Days (October &
March)
- 238 Tons of Trash
(excludes mattresses & tires)
- 37 Tons Scrap Metal
• Completed Local Road Safety Plan (LRSP)
in partnership with Solano Transportation
Authority (STA)
• Completed RFQ Process in Passenger Rail
Study in partnership with STA
• Approved Final Maps for Waterstone Subdivision 2A (108 Single Family Residences) and Fairview at Northgate
(Costco – Retail portion only)
Projects & Activities
• Upcoming Construction Projects:
– Redwood Street Road Diet
– Sideshow Deterrent Project (21
locations citywide)
– Bay Trail / Vine Trail Gap Closure
Project (5 miles in length)
– Vallejo Marina Restroom and on-site
ADA Improvements
• Support to ED and CMO on Mare Island
Infrastructure Assessment
• Navigation Center (1937 Broadway
Street ) at 30% design
Projects & Activities
• JetPatcher Contract – 1,341 Potholes
repaired February 2022 through
February 2023
• Recology Illegal Dumping Pick-ups
• January 1, 2023 to April 3, 2023 PW
Responded to 116 fallen tree calls
Month No. of Pick-
Ups
Tons
Collected
January 2023 933 76
February 2023 816 53
March 2023 966 75
Current Challenges
• Staffing Shortages & Employee Retention
• Aged Infrastructure
• Deferred Maintenance Issues
• Rising Costs of Equipment and Materials
FY 22-23 Department Goals
& Accomplishments:
Economic Development
Department
Michael Nimon
Economic Development Director
Accomplishments
1. Implemented a disposition and development agreement
for Mare Island
2. Transferred 125 acres of land at North Mare Island to Mare Island Company
3. Awarded/administering a $1.26M EDA and $0.6M EPA grant
4. Hired a consultant and have managed development of the ED Strategic Plan Update
5. Sold of a portion of the Blue Rock Springs golf course to the developer to raise funding for the golf course
modernization and add new housing supply to Vallejo
6. Completed a ground lease with Yocha Dehe tribe (Seka Hills) for development of a tourism center and public park at the Central Waterfront
7. Deployed over $700,000 in ARPA funding
Seka Hills
Projects & Activities
1. Economic Development Strategic Plan
2. Development and redevelopment
-Development projects
-Surplus Land Act conveyance of city-owned sites
3. Continued management of City-owned assets
4. Neighborhood revitalization and business attraction
-Waterfront Specific Plan
-Downtown Specific Plan
-Mare Island Specific Plan
-School district properties
5. Continued involvement with key stakeholders and with special assignments
Connelly Corridor
• 3-acre major mixed-use commercial
development on South Mare Island
• Will include 45,000 sq.ft. of retail, 29,000 sq.ft. of office, 194,000 sq.ft. of open space, up to 373
multifamily and townhome units, and an up to
200-room hotel
• To be developed within 60 months of closing
Blue Rock Springs
Staff & Developer are negotiating:
– Participation Agreement
– Performance Agreement
– Staff Reimbursement Agreement
– Golf Course Lease Agreement
– Leaseback during entitlement phase
– Entitlements- to Council for
consideration
Current Challenges
1. Public Safety Concerns
2. Economic uncertainty
3. Homelessness
4. Development economics
FY 22-23 Department Goals
& Accomplishments:
Planning and
Development Services
Department
Christina Ratcliffe, AICP
Director
Accomplishments
1. Blue Oak Landing ready to open!
2. Broadway Project HomeKey under
construction.
3. Oakwood Apartments under construction.
4. Nav Center moving forward.
5. Housing, Environmental Justice and Safety
Element Public Draft documents will be out
for review within next month.
Accomplishments
1. Building Permits through 02/28/23= 2570
2. Planning Permits through 02/28/23= 279
Building Planning
FY 19-20 3519 304
FY 20-21 3586 380
FY 21-22 3615 286
FY 22-23 2570 279
3519
304
3586
380
3615
286
2570
279
0 500
1000
1500
2000
2500
3000
3500
4000
Fiscal Year Building & Planning Permit Comparison
as of 02/28/2023
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Accomplishments
1. Building Revenue as of 02/28/23= $2,572,688
2. Planning Revenue as of 02/28/23= $557,675
Building Planning
FY 19-20 $2,121,671 $350,312
FY 20-21 $2,174,152 $593,750
FY 21-22 $2,786,495 $629,186
FY 22-23 $2,572,688 $557,675
FY 22-23 Proposed $3,652,061 $673,580
$2,121,671
$350,312
$2,174,152
$593,750
$2,786,495
$629,186
$2,572,688
$557,675
$3,652,061
$673,580
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Fiscal Year Building & Planning Revenue Comparison
as of 02/28/2023
FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 22-23 Proposed
Projects & Activities
Development Projects
Planning, Building & Code Enforcement
Coordination
VALUE list
Quarterly CC updates
Housing, Environmental Justice and Safety Element
Updates
Specific Plan Updates:
Downtown
Waterfront
Mare Island
Solano 360
Boards and Commissions:
PC
DRB
AHLC
CEAB
Current Challenges
• STAFF: Attracting and retaining qualified,
experienced staff and maintaining morale.
Reduced staffing levels limit ability to
proactively encourage thoughtful
development and respond to inquiries and
Code Enforcement issues as quickly as we
would like.
• Code Enforcement transfer to PDS: building
up the team currently five of 11 positions are
filled. Creating new transparent processes
that coordinate Planning, Building and Code
Enforcement activities
FY 22-23 Department Goals
& Accomplishments:
Human Resources
Department
Terrance Davis, Interim HR Director
Pleshetta Dauzart, Assistant HR Director
Accomplishments
• Recruitment
– Expanded functionality within NeoGov
system for better hiring and onboarding
workflows.
– 60% increase in hiring from last year
– 87 new employees onboarded
• Risk Management
– Responded to 133 new liability claims
from third parties
– Settled 35 liability claims for a total of
$258,662.07
– Closed/rejected 98 claims with no
payments
Projects & Activities
• Revamped New Employee Orientation
• Ongoing completion of Classification
and Compensation Studies to better
align Vallejo with market
competitiveness
• Revamp and restart the Wellness
Committee.
• Job Hazard Analysis (JHA) for the most
common tasks
• Expanding safety training programs
• Rolling out new employee evaluation
tool
Current Challenges
• Continued significant increase in
insurance premiums the City pays
insurers (Risk)
• Employee retention strategies in highly
competitive market
• Limited office and training space
• Limited resources for upgrades to our
systems
• Staff Training and Development
opportunities
FY 22-23 Department
Goals & Accomplishments:
Finance Department
Accomplishments
• Presented a balanced budget to Council for Fiscal Year 2022-2023
• GFOA’s Distinguished Budget award for FY 22-23 for
the 7th consecutive years
• Received an upgraded S&P rating from BBB to A- and
changed outlook to positive from stable.
• Reporting and auditing of citywide grants.
• Unmodified audit opinion for 11th consecutive year.
• GFOA’s Certificate of Achievement for Excellence in
Financial Reporting for the 9
th consecutive year
52 Goals
• ERP Implementation citywide
• Continue to present a balance budget to Council for
fiscal year 2023-2024
• Reporting & auditing for Measure B/V and Measure P
• Continue to process and issue payments to vendors
for monthly average of 1,800 invoices
• Continue to process new customer applications and
provide excellent and timely customer service to the
City’s 37,000+ water customers
53 Challenges
• STAFF - Attracting and Maintaining qualified,
experienced staff and maintaining morale.
54 FY 22-23 Department Goals
& Accomplishments:
Information Technology
Naveed Ashraf, Chief
Innovation Officer & IT Director
Accomplishments
1. Tone Alert System for 7 fire stations
2. New Central Permitting System
3. City Council Chamber Enhancements
4. Grant Management Software
5. New Electronic Document Management
System
6. Broadband Expansion & Digital Equity
Projects & Activities
• Broadband Expansion & Digital
Equity
– Broadband & Digital Equity
Strategy was adopted.
– Completed an RFP process and
selected a new P3 ISP Contractor.
– Designing public Wi-Fi, connecting
several city facilities and fiber to
premise.
– Rebranding Vallejo-Net.
– Pursuing broadband grants.
Projects & Activities
• Enterprise Resource Planning (ERP)
– City’s Financial and Human
Resource Management software
upgrade in progress. Go live July
2023.
• Central Permitting Center
– Upgrade has been completed. In
the process of optimizing the
system to enhance customer
experience. December 2023.
• Vallejo Dispatch Move
Current Challenges
1. Cyber Security
2. Deferred Maintenance
3. Staff Training & Staff development
4. Budget
FY 22-23 Water Department
Accomplishments,
Projects, and Challenges
Beth Schoenberger
Water Director
Accomplishments
SERVICE METRICS - since July 2022
1. Water Treatment Operations
– 3.9 billion gallons drinking water produced
2. Water Quality
– Collected/analyzed 351 samples monthly
– Zero water quality complaints
3. Distribution
– Repaired/replaced
169 main breaks & 121 service lines
– Responded to 2,515 service requests
– Cleaned out 30,000 meter boxes
4. Facilities
– Completed 5,947 work orders for planned maintenance
and replaced/rebuilt 5 major water system pumps
5. Engineering
– 45 Capital projects in design or construction
– 920 development projects/permits reviewed
6. Water Resources - State Drought mandate
– Compliance: 15% reduction in water use system-wide
Accomplishments (cont’d)
7. Economic Development
– Mare Island Infrastructure Assessment
– Waterstone residential development
– Oakwood Apartments project
8. Bond Implementation 2022-23
– Meadows Drive watermain project 2,000 LF
– Gordon waterline 4,000 LF
– Design to replace Skyview Tank
– Advanced Metering Infrastructure (AMI)
– Back-up power system for Cordelia Complex
– Laboratory Information Management
System (LIMS) purchase
– Initiated design on 15 critical CIP projects
Projects & Activities
1. Storm impacts
2. Swanzy Reservoir Offline Due to Landslide
3. $.5M ARPA Grants from Solano County for Water
supply resiliency projects
4. Continue upgraded maintenance program for 7 dams
5. Travis Air Force Base contract & resiliency projects
6. Multi-agency fire prevention shaded fuel break
project (Lakes Water System)
7. New water quality and conservation regulations
8. 5-year water rate study
9. Staffing, recruitment, retention
10. Upgrade public outreach and engagement
11. Water Senior Management Team leadership &
strategic planning
Projects & Activities
12. FY 23-24 CIP Highlights / Bond Implementation
– 3 watermain replacement projects
Partnerships with PW for paving
– Implement Advanced Metering Infrastructure
– Complete Back-Up Power Supply Construction
at Cordelia Pumping Complex
– Water treatment plant filter media
replacements (Fleming Hill and Travis AFB)
– Pumping systems improvements (Fleming Hill)
– Travis Air Force Base – Alum Tank and Effluent
Pumps
– Design of Gordon Velley Waterline with
Construction of Phase 1.
13. Major Facilities Replacements, Upgrades, Repairs
-Mechanical, electrical, and instrumentation
-Plants, pump stations, security, technology
Current Challenges
1. Staffing Shortage (31%-53% Vacancy Rate)
– Recruitment & Retention
– Competitive Water Agencies
2. Procurement Problems
– Supply chain delays and price
increases
3. Pace of Infrastructure Decline
4. Unfunded Mandates