Transcript Highlights:

• Now, most of those 1,700 individuals have to come into the workforce centers and are case managed by
• And some of our case managers from the Bismarck Workforce Center and Fargo Workforce Center go into the
• We have our very talented Grand Forks Workforce Center manager, Dusty Hillibrand.
• And what drives that is people entering the workforce and leaving the workforce.
• people in the workforce.

Keywords: 908, all

Summary: The Leadership Division of the Budget Section approved the prior meeting minutes and then received an update from Senator Jonathan Sickler on the Cash Management Board’s interim work under House Bill 1278. He said the board has reviewed state cash, investments, and liquidity across agencies and concluded the state’s overall mix of long-term and short-term assets is appropriate, with about $35 billion in total liquid assets and investments and roughly 89% in longer-term investments. He highlighted process improvements already underway, including replacing more than 500 six-month CDs with a special-rate savings account to reduce administrative work, and said the board sees opportunities to improve forecasting, automation, and statewide coordination. Members asked about whether the CD change would increase returns, how the Legacy Fund transfer for the homestead tax relief bill affected earnings, and whether more state cash could be consolidated or better managed through BND; Sickler and BND staff said those issues are being studied and may lead to legislation for the 2027 session. Representative Nathan Toman then updated the committee on the Task Force on Government Efficiency. He said the group has focused less on cutting dollars and more on defining metrics and asking how the legislature knows whether programs are working. The task force is pushing a standard set of questions for new or expanding programs—who is affected, expected outcomes, alternatives, how success will be measured, and full funding—and OMB has agreed to require those answers in future budget requests. Members discussed possible use of dashboards, program evaluators, AI tools, and possible rule or statutory changes to require performance measurement. Toman said the task force will continue meeting with agencies such as the courts, university system, auditor, HHS, Commerce, and ITD to identify workflow bottlenecks and potential efficiencies. Phil Davis of Job Service North Dakota gave a workforce update, reporting that North Dakota’s unemployment rate is 2.5% and labor force participation is about 68.7%, both well above national performance. He described Job Service’s 15 workforce programs, including H-2A housing inspections for foreign agricultural workers, the job placement partnership program with DOCR, WOTC, and other federal and state workforce efforts. Davis said the agency served more than 11,000 individuals in 2025, operates nine workforce centers, and tracks outcomes through quarterly and annual reporting. In response to questions, he said job openings data reflect only positions in the system and may understate actual hiring needs, that child care and other assistance programs could be better tied to employment outcomes, and that the DOCR partnership has shown strong results with lower recidivism and higher earnings. He also said the H-2A inspection workload is growing quickly and additional staffing or less frequent federal inspection requirements could help. Allen Knutson then presented S&P Global’s updated revenue forecast. He said oil prices have risen sharply since the prior month’s outlook, improving the state’s near-term revenue picture, though the economy remains volatile and agriculture is facing weaker commodity prices. Based on the updated forecast, total major tax revenues for the current biennium are projected to be about $89 million above the legislative forecast, and the next biennium could be about $500 million higher, though that estimate is preliminary and may change. He also walked through an alternate oil-price scenario showing significantly higher oil and gas collections and a larger Strategic Investment Fund balance if prices remain elevated. Members asked whether another forecast should be requested once oil markets stabilize and about tribal allocation changes in the alternative scenario; Knutson said additional updates are possible through OMB and future forecast cycles.

Transcript Highlights:

• On the workforce side right now, the Workforce Innovation and Opportunity Act is currently the statute
• Remember, a lot of people say, oh, well, workforce is local, workforce is local.
• Are we case managing people?
• Are we case managing people?
• With our case management and how we case manage people and not programs.

Summary: The committee met to hear consultants Mason Bishop and Cameron Christie discuss Arkansas’s “one door/no wrong door” workforce and social services modernization effort. Bishop argued that the current system is fragmented across multiple agencies, offices, and portals, making it hard for job seekers and employers to access services efficiently. He said the goal is to create a more integrated system that promotes upward mobility, longer labor force attachment, better employer access to talent, greater efficiency, and faster adaptation to changes such as AI and other economic disruptions. Bishop repeatedly pointed to Utah as a model, describing how that state combined workforce and public assistance functions into a single agency, used statewide cost allocation to blend funding streams, and improved customer service and outcomes after reform. He said Arkansas should consider integrating governance, service delivery, and financing, including possible waivers, a statewide cost allocation plan, and a benefits-cliff pilot. He also said Arkansas’s current local workforce board structure creates duplication and weak coordination, and that Launch is a useful tool but not a full service-delivery system. Committee members asked how the proposal would work in practice, including whether TANF could be used to cross-train DHS workers, how federal waivers might be obtained, how local boards would be affected, and how disabled clients would be handled. Bishop said TANF should be treated as part of a workforce strategy, that federal pilot authority for workforce reform nearly passed but did not, and that waivers are now the practical path. He also said Arkansas could either merge functions more fully or at minimum co-locate workforce staff in DHS offices statewide. No votes were taken; the meeting ended with plans to continue the discussion in August, including a focus on case management and whether the state is managing programs or people.

Transcript Highlights:

• And I guess the theme eventually we will get to workforce, how it connects to the workforce system.
• We mentioned that workforce.
• boards and workforce councils.
• You may recall from the governor’s workforce strategy mentioning talent pipeline management through the
• Workforce Connections.”

Keywords: 1204, all

Transcript Highlights:

• And I guess the theme eventually we will get to workforce, how it connects to the workforce system.
• We mentioned that workforce.
• boards and workforce councils.
• You may recall from the governor’s workforce strategy mentioning talent pipeline management through the
• workforce connections.

Summary: The meeting focused on Arkansas’s proposed workforce system overhaul, including a combined WIOA/Perkins state plan and a package of federal waiver requests intended to consolidate workforce governance, reduce administrative costs, and redirect more funding to training and supportive services. Commerce officials said the plan would replace the current structure of 10 local workforce boards and more than 200 board members with a single statewide board and one administrative entity, while keeping local offices open and using regional business councils to preserve employer and local input. They said the state has already reduced Commerce headcount and operating costs, and that the changes would improve coordination with higher education, adult education, vocational rehabilitation, DHS, and Arkansas Industry Connect. Much of the discussion centered on the waiver package, especially the proposal to make the state board function as the local board, allow more flexible movement of funds across regions, eliminate the WIOA “last dollar” requirement for training and supportive services, create affiliate sites instead of requiring every area to maintain a comprehensive center, and relax the 14 youth program element requirement. Officials said the State Board of Workforce Development approved the waiver package 11-3 before it was submitted to the U.S. Department of Labor, and that implementation would begin only after federal approval and a closeout process, likely taking up to a year. They also described plans to streamline referrals and data sharing, expand mobile and virtual services, and use a more centralized model to improve customer service and employer engagement. Members raised repeated concerns about rural representation, local control, board composition, and whether jobs and relationships would be lost if local boards were eliminated. Commerce officials responded that local offices would remain open, some current staff could be rehired by the state, and regional business councils would help ensure local employer voice. Several members also questioned how the funding was being used, citing audit findings that only about $1.8 million to $1.9 million of roughly $14 million to $15 million in federal workforce funds had gone to training and supportive services. Officials said the reorganization could increase annual training spending to roughly $6 million to $7 million by reducing overhead, one-stop operator contracts, and board administration. The committee also discussed how the changes might support workforce training facilities, apprenticeships, child care and transportation assistance, and employer-driven training in fields such as manufacturing, health care, technology, and welding. The Division of Higher Education also briefed members on Workforce Pell. Officials explained that the new federal program would extend Pell eligibility to short-term programs, but only within narrow limits, such as 150 to 599 clock hours and 8 to 15 weeks of instruction, with additional completion and employment benchmarks. They said Arkansas is working with colleges and universities to identify programs that fit the criteria and that the governor has designated the Division of Higher Education to lead implementation. No votes were taken by the committee during this portion of the meeting.

Transcript Highlights:

• And I guess the theme eventually we will get to workforce, how it connects to the workforce system.
• We mentioned that workforce.
• eligible for Workforce Pell.
• You may recall from the governor's workforce strategy mentioning talent pipeline management through the
• workforce connections.

Summary: The meeting focused on Arkansas’s workforce development reorganization and a set of federal waiver requests intended to consolidate and streamline the state’s WIOA system. Commerce officials said the department has already centralized shared services, split the old workforce agency into reemployment and Arkansas Workforce Connections, and submitted a combined WIOA/Perkins state plan. They described nine waiver requests, including replacing local workforce boards with a single statewide board, creating one planning and accountability structure, allowing more flexible movement of funds across regions, easing the “last-dollar” requirement for training and supportive services, reducing required youth program elements, and allowing affiliate sites instead of mandatory comprehensive centers. Officials said the goal is to reduce administrative costs and redirect more money to training, supportive services, and employer-driven programs. Legislators raised concerns about rural representation, local employer relationships, and whether local offices would close. Commerce officials said local offices would remain open, some current staff could be rehired, and regional business councils would preserve local employer input. They said the current system is fragmented and expensive, with roughly $14 million in federal workforce funds flowing through local boards but only about $1.9 million spent on training and supportive services last year; they argued the reorganization could raise training spending to about $6 million to $7 million annually. Questions also addressed board composition, performance accountability, and how funds could be shifted between regions when needs change. The State Board of Workforce Development had approved the waiver package 11-3 before it was submitted to the U.S. Department of Labor. Members also discussed workforce access for people with disabilities, child care and transportation supports, and the role of Arkansas Launch, apprenticeships, and career and technical education. Officials said vocational rehabilitation now has better access to the state job board and that referrals and data-sharing with DHS and other partners still need improvement. Several legislators emphasized the need for training to align more closely with employer demand, especially in manufacturing, technology, health care, and rural areas. The committee also heard a brief overview of Workforce Pell, with staff explaining that the new federal short-term Pell option has narrow eligibility rules and may not fit many existing programs, including some CDL and CNA programs.

Transcript Highlights:

• On the workforce side right now, the Workforce Innovation and Opportunity Act is currently the statute
• I think it's very crucial that we look at what is a case manager. Are we case-managing programs?
• Are we case-managing people?
• It's what's happening with our case managers and how we can case-manage people and not programs.
• With our case management and how we case-manage people and not programs.

Keywords: 1204, all

Summary: The meeting focused on the state’s “one door/no wrong door” workforce and social services modernization effort, with consultants Mason Bishop and Cameron Christie presenting recommendations. They argued that Arkansas should shift from fragmented programs and multiple access points to a more integrated system that promotes upward mobility, longer labor force attachment, better employer access to talent, greater efficiency, and faster adaptation to changes such as AI and economic shocks. They described the current system as overly siloed, with separate offices, portals, and funding streams that force job seekers and employers to navigate multiple doors and bureaucratic handoffs. The consultants emphasized that Arkansas should treat workforce and safety-net programs more like a coordinated franchise model, with a single point of access, one team, and integrated governance, service delivery, and financial administration. They discussed federal workforce waivers already submitted, a possible cost-allocation plan with the federal Office of Management and Budget, and a potential benefits-cliff pilot. They also said Arkansas Launch is a useful tool but not a full service-delivery system. Members asked how the proposal would affect DHS offices, local workforce boards, TANF, and disability-related services, and the consultants said TANF should be viewed as a workforce program and that Arkansas could consider co-locating or integrating staff, or even merging agencies as Utah did. Committee members repeatedly cited Utah as a model, noting its high workforce participation and lower reliance on Medicaid and SNAP, and asked whether Arkansas could use TANF and other programs to cross-train DHS workers and make county offices more work-focused. The consultants explained Utah’s 1990s reforms, later audits showing improved customer service, and the role of cost allocation in blending funds behind the scenes. They also addressed federal flexibility and said current waiver efforts are a fallback after a broader federal pilot proposal did not advance. The meeting ended with a request to continue examining case management, specifically whether Arkansas should case-manage people rather than programs, and the chair adjourned the meeting.

Transcript Highlights:

• Senate Bill 1022 by Kolkhorst et al. relates to the recovery of vegetation management costs by electric
• Senate Bill 1114 by Hinojosa relates to eligibility for the Lone Star Workforce of the Future fund grant
• 1143 by Blanco relates to certain planning notification evaluation requirements with respect to workforce
• 1143 by Blanco relates to certain planning notification evaluation requirements with respect to workforce

Bills: SJR36, SB26, SJR3, SJR48, SJR50, SJR51, SCR15, SCR17, SB3, SB5, SB12, SB18, SB1001, SB1002, SB1003, SB1004, SB1005, SB1006, SB1007, SB1008, SB1009, SB1010, SB1011, SB1012, SB1013, SB1014, SB1015, SB1016, SB1017, SB1018, SB1019, SB1020, SB1021, SB1022, SB1023, SB1024, SB1025, SB1026, SB1027, SB1028, SB1029, SB1030, SB1031, SB1032, SB1033, SB1034, SB1035, SB1036, SB1037, SB1038, SB1039, SB1040, SB1041, SB1042, SB1043, SB1044, SB1045, SB1046, SB1049, SB1050, SB1051, SB1052, SB1053, SB1054, SB1055, SB1056, SB1057, SB1058, SB1059, SB1060, SB1061, SB1062, SB1063, SB1064, SB1065, SB1066, SB1067, SB1068, SB1069, SB1070, SB1071, SB1072, SB1073, SB1074, SB1075, SB1076, SB1077, SB1078, SB1079, SB1080, SB1081, SB1082, SB1083, SB1084, SB1085, SB1086, SB1087, SB1088, SB1089, SB1090, SB1091, SB1092, SB1093, SB1094, SB1095, SB1096, SB1097, SB1098, SB1099, SB1100, SB1101, SB1102, SB1103, SB1104, SB1105, SB1106, SB1107, SB1108, SB1109, SB1110, SB1111, SB1112, SB1113, SB1114, SB1115, SB1116, SB1117, SB1118, SB1119, SB1120, SB1121, SB1122, SB1123, SB1124, SB1125, SB1126, SB1127, SB1128, SB1129, SB1130, SB1131, SB1132, SB1133, SB1134, SB1135, SB1136, SB1137, SB1138, SB1139, SB1140, SB1141, SB1142, SB1143, SB1144, SB1145, SB1146, SB1147, SB1148, SB1149, SB1150, SB1565

Keywords: teacher compensation, education funding, public school educators, teacher retention, teacher designation, dementia, Alzheimer's disease, Parkinson's disease, research funding, state budget, prevention, healthcare, medical research, Dementia Prevention and Research Institute, severance tax, oil and gas, Texas STRONG fund, economic stabilization, public health, property tax relief

Transcript Highlights:

• On the workforce side right now, the Workforce Innovation and Opportunity Act is currently the statute
• A lot of people say, oh, well, workforce is local, workforce is local.
• Are we case managing programs? Are we case managing people?
• Are we case managing programs? Are we case managing people?
• What’s happening with our case managers and how we can case-manage people and not programs.

Summary: The committee met to hear an update from consultants Mason Bishop and Cameron Christie on Arkansas’s “one door” or “no wrong door” workforce and social services modernization effort. The discussion focused on moving the state toward a work-first system that better connects job seekers, employers, education, and public assistance programs, with goals of increasing upward mobility, improving labor force attachment, reducing inefficiencies, and adapting to changes such as AI and other economic disruptions. The consultants argued that Arkansas’s current system is fragmented across multiple offices, portals, agencies, and funding streams, and that people often have to navigate separate doors for workforce services, TANF, SNAP, Medicaid, and related supports. Bishop repeatedly pointed to Utah as the model, describing how that state integrated workforce and human services into a single department, used cost allocation to blend funding behind the scenes, and saw improved customer service and outcomes after reform. He said TANF should be treated as a workforce program, not just a benefits program, and suggested that Arkansas could use TANF and other tools to cross-train DHS staff, co-locate services, and create a more unified service delivery model. Members asked about federal flexibility, waivers, and whether the state could use one large waiver or a broader restructuring to simplify the system. Bishop explained that a federal pilot authority proposal failed in Congress, so the current approach relies on waivers, cost allocation plans, and possible state-level changes. The committee also discussed the relationship between DHS and workforce offices, the role of local workforce boards, how disability and vocational rehabilitation cases would be handled, and how the governor’s Restore Hope/Hope Hub and faith- and community-based initiatives might fit into the broader plan. Bishop said Arkansas already has rehabilitation services within the workforce department and emphasized that case managers should focus on people rather than programs. No votes were taken. The chair said the committee would revisit case management at its August meeting and adjourned the meeting after thanking the consultants.

Transcript Highlights:

• FORM AND CASE MANAGEMENT SYSTEM.
• IN 2014 THE WORKFORCE INNOVATION AND OPPORTUNITY ACT.
• OR IMPROVE WORKFORCE OPPORTUNITIES.
• SO IN ADDITION TO THESE CORE WORKFORCE DEVELOPMENT PROGRAMS I'VE SO IN ADDITION TO THESE CORE WORKFORCE
• THEY MANAGE THE EMPLOYEE FLORIDA SYSTEMS.

Transcript Highlights:

• Most of our workforce is, at this point in time, Most of our workforce is, at this point in time, hybrid
• So our state of the workforce, the employment types that we have generally in our workforce is predominantly
• general service and Washington Management Service.
• Essential work that our workforce is doing.
• human resource managers, budget managers, and risk and litigation managers.

Keywords: 904, all

Summary: The Joint Committee on Employment Relations met on May 8, 2026, to receive updates on upcoming collective bargaining for the 2027–29 biennium. OFM’s Jenny Sheehan reviewed the state workforce, noting that most employees are represented, the workforce remains constrained by hiring limits and civil service rules, and bargaining goals include financially feasible agreements, maintaining labor relations, supporting an inclusive workplace, and addressing issues such as AI use, leave, and immigration-related workplace protections. She also outlined the bargaining calendar, the role of the June revenue forecast in determining what compensation proposals can be funded, and the need to reach tentative agreements by September 2026 for October 1 submission and legislative consideration. She described recent bargaining themes from unions, including limits on AI, expanded leave, access to union members in hybrid workplaces, and classification changes, and she summarized prior-cycle costs, including about $1.2 billion in general funds and $1.7 billion in total funds for 2025–27 awards, excluding the delayed WPEA agreements that were later funded after a return to bargaining. The committee then heard from Western Washington University and the University of Washington on higher education bargaining. Western described its locally bargained contracts, the importance of re-opener clauses tied to state budget decisions, and concerns about the instability of the state “fund split,” which shifts compensation costs between state funds and tuition revenue. Western also emphasized that student employees are increasingly central to retention and urged inclusion of student compensation in the wage base. UW similarly described its large and diverse workforce, the split between RCW 41.56 and 41.80 bargaining frameworks, and the reliance on state funding, tuition, and other revenue sources to cover compensation increases. UW highlighted the financial strain of the fund split, the lack of state funding for academic student employee compensation, and the impact of rising ASE costs on class sizes and the university’s teaching and research missions. OFM also presented on Washington Management Service bargaining, explaining that only certain WMS employees are covered, that bargaining began in 2024, and that current agreements include addenda for WMS-specific provisions. The presentation noted that WMS bargaining is still limited in scope, with only a few represented units, and that compensation bargaining generally covers band minimums and maximums rather than all salary levels. Finally, OFM reviewed interest arbitration rules for certain state employee groups, explaining that arbitration is available for some essential-service and statutorily covered employees, that arbitrators decide disputed contract language based on statutory criteria, and that awards still must be found financially feasible by OFM. Committee members asked about PFML treatment, the timing of arbitration, and the budget pressures facing bargaining, and the meeting adjourned without any votes or formal actions.

Transcript Highlights:

• evaluation of deeds grants management. evaluation of deeds grants management.
• evaluation manager, Mariam Nada. evaluation manager, Mariam Nada.
• While DEED manages a number of state-funded grant programs, we looked at workforce grants as well as
• While DEED manages a number of state-funded grant programs, we looked at workforce grants as well as
• a number of responsibility to manage a number of workforce<00:47:44.240> grants<00:47:44.480>

Keywords: 1183, house

Transcript Highlights:

• Most of our workforce is, at this point in time, Most of our workforce is, at this point in time, hybrid
• So our state of the workforce, the employment types that we have generally in our workforce is predominantly
• General Service and Washington Management Service.
• Essential work that our workforce is doing.
• human resource managers, budget managers, and risk and litigation managers.

Summary: The Joint Committee on Employment Relations met on May 8, 2026, to review goals and objectives for the 2027–2029 master collective bargaining cycle and to hear updates on higher education and Washington Management Service bargaining. OFM’s Jenny Sheehan outlined the state workforce, noting that most employees are represented, the workforce remains heavily governed by civil service rules and CBAs, and the state is entering bargaining under a constrained hiring and budget environment. She described the bargaining timeline, the role of the June revenue forecasts in determining whether targeted compensation increases can be funded, and the state’s goals of affordability, maintaining labor relations, supporting equity, and addressing non-economic issues such as AI use, leave, immigration-related workplace concerns, and union access in a hybrid work environment. Sheehan also reviewed the 2025–2027 bargaining cycle, including the prior WPEA ratification issue and the requirement that tentative agreements be submitted by October 1 for financial feasibility review and possible legislative funding. She said the 2025–27 agreements cost about $1.2 billion in general funds and $1.7 billion total, excluding the later-funded WPEA agreements. In response to a question, she explained that paid family and medical leave is not bargained over directly because it is governed by statute and ESD rules. She then presented on Washington Management Service bargaining, explaining that only certain WMS employees are eligible to bargain, that representation remains small, and that current WMS contracts are handled through addenda to existing agreements. She also described interest arbitration for certain groups, including ferries and public safety-related employees, and said arbitration awards still must be financially feasible and submitted by October 1. The committee also heard from Western Washington University and the University of Washington on higher education bargaining. Western described its locally bargained contracts, the importance of local bargaining for workload, tenure, grievance, and safety issues, and the impact of the state fund split on budget planning. Western said it has no state funding for student compensation and has requested inclusion of student employees in the wage base. UW outlined its large workforce and the different bargaining frameworks under RCW 41.56 and 41.80, emphasizing that state funding and tuition make up only a portion of its budget and that the fund split and health care cost increases significantly affect compensation planning. UW also highlighted its request for state funding for academic student employee compensation, saying rising costs are reducing the number of positions and affecting class sizes and the academic pipeline. No votes were taken, and the meeting adjourned after members discussed the upcoming bargaining and arbitration timelines.

Transcript Highlights:

• Our workforce in the department is comprised of 1,500 full-time workforce personnel, as well as other
• or in the data and analysis of workforce data.
• all our state's workforce agencies.
• Get on the emergency management part. Thank you. Yes, sir. We got it, sir.
• Get on the emergency management part. Thank you. Yes, sir.

Summary: The Transportation and Economic Development Budget Subcommittee met to organize for the session, take roll, and hear introductory remarks from members and agency heads. Members briefly introduced themselves and their districts, with several noting transportation, economic development, emergency response, military, and hurricane recovery issues in their areas. Chair Shove then outlined the subcommittee’s jurisdiction and current-year budget, noting a total of about $20.3 billion, with most funding coming from trust funds and only a small share from general revenue. The committee also heard that upcoming meetings would include presentations from major agencies in the subcommittee’s purview. The first agency presentation was from the Department of Military Affairs and the Florida National Guard. Major General John Haas described the Guard’s three missions—supporting national security, responding to state emergencies, and adding value to the state—and highlighted deployments for hurricanes, border security support, and ongoing support to the Department of Corrections. He emphasized that the Guard is understrength relative to Florida’s size and demand, said recruiting is strong, and identified force structure growth as the main challenge. Members asked about aircraft, funding sources, and recruiting; Haas explained the Guard’s helicopter and fixed-wing fleet, said aircraft purchases are funded through legislative appropriations, and reported strong interest in the Florida State Guard’s recruiting pipeline. Executive Director Mark Thieme then described the Florida State Guard’s expansion into air, ground, and maritime capabilities, including Black Hawks, boats, drones, canine search-and-rescue teams, and ground support units. He said the agency supported immigration enforcement and hurricane response, and asked for continued legislative support to expand aviation, maritime, and medical capabilities. Members praised the Guard’s disaster response work and asked about aircraft, funding, and staffing. Secretary Cord Byrd of the Department of State followed, focusing on election administration, election security, the SunBiz and voter registration IT systems, arts and culture, corporations, libraries, and historical resources. He said Florida’s election system remains a national model, reported two prosecutions for non-citizen voting, and discussed modernization needs for legacy IT systems. The committee also asked about voter lookup tools, password privacy for SunBiz, and arts funding vetoes. Secretary Alex Kelly of the Department of Commerce described the agency’s broad portfolio, including workforce, economic, community, and international commerce functions, plus housing recovery, broadband, small business support, rural infrastructure, defense-community grants, and law enforcement recruitment bonuses. He said access to capital is the biggest barrier for small businesses and noted ongoing work with CareerSource, the Department of Corrections, and other partners on workforce and reentry. Secretary Jared Perdue of the Department of Transportation then outlined FDOT’s record budget and five-year work program, emphasizing emergency response, preservation and maintenance, safety, and major investments in roads, ports, airports, transit, and spaceport infrastructure. He said the department has removed millions of cubic yards of storm debris, is ahead of schedule on the Moving Florida Forward initiative, and faces a large unfunded project backlog. Members asked about supply chain issues, project priorities, and workforce needs, and Perdue said FDOT is open to collaboration on recruitment and retention.

Transcript Highlights:

• I wanted to ask about the workforce pathways.
• There's case managers at the department.
• My question is around workforce.
• My question is around workforce.
• The workforce shortages and gaps are very much applied to palliative care in terms of the broader workforce

Summary: The committee began with an extended work session on the long-term care workforce. DSHS Assistant Secretary B. Rector described the new Home and Community Living Administration and outlined major workforce pressures: Washington had about 126,000 long-term care workers in 2022, with demand expected to outpace supply as the 85-plus population and dementia prevalence rise sharply. She emphasized that direct care workers are largely women, people of color, and immigrants, and that family caregivers are also a major part of the system. She highlighted recruitment and retention efforts funded through federal Money Follows the Person dollars, including high school training partnerships, a retention toolkit, transportation support, caregiver newsletters, tribal workforce navigators, and a remote caregiving pilot. Committee members asked about career pathways, technology use, and turnover drivers; Rector said wages, benefits, unstable hours, and workplace support are key issues and promised follow-up data. Aidan Swain of the Washington Health Care Association said skilled nursing and assisted living facilities face acute RN vacancies, wage pressures, and Medicaid reimbursement that does not cover costs, and urged modernization of training, better reimbursement, and continued support for facility-based care. Maddie Fouch of SEIU 775, representing about 55,000 caregivers, said low wages, weak benefits, lack of voice, and certification delays are driving turnover and shortages, and argued for higher compensation, better worker protections, and more transparent reimbursement. Catherine Smith of Behavioral Health Solutions described growing behavioral health needs in nursing homes, the role of expanded behavioral supports programs, and credentialing delays that slow hiring. No votes were taken; the panel was informational only. The second agenda item was an overview of the palliative care benefit work group report required by 2024 legislation. Nico Jansen of the Office of the Insurance Commissioner explained that the work group, convened with the Health Care Authority, studied a potential palliative care benefit for fully insured commercial plans and also Medicaid, PEBB, and SEBB. He said palliative care is a philosophy of care focused on symptom management, coordination, and support for serious illness, and is distinct from hospice because it can be provided alongside curative treatment. The actuarial analysis concluded that creating a new benefit would likely increase costs, estimating about a 28-cent per member per month increase overall and roughly $2.6 million to $4.5 million in annual state Medicaid costs if implemented in 2027. Jansen said the consultants did not find sufficient evidence to assume savings from avoided hospitalizations or long-term care, though several work group members disagreed and submitted response letters. Senators asked about other states, Medicare, health homes, and whether more research could clarify cost savings; OIC said some states, including Hawaii, are moving ahead with Medicaid palliative care benefits, Medicare covers some related services but not in the same way, and further evidence may emerge over time. OIC did not take a position on whether the Legislature should create the benefit. The final presentation covered health care price transparency tools in Washington and federally. Evan Klein and HCA Chief Data Officer Vishal Chaudry reviewed federal hospital and health plan transparency rules, the state all-payer claims database, prescription drug price transparency, the Health Care Cost Transparency Board, the Prescription Drug Affordability Board, and other reporting systems. They explained that the APCD contains claims from fully insured commercial plans, Medicaid, and public employee programs, but not self-insured employer data except for limited voluntary submissions. They also described how machine-readable files, consumer price tools, and aggregated dashboards are used, and noted that data limitations, delays, and complexity remain significant. Senators asked about voluntary self-insured participation, the role of AI in making data more usable, and whether transparency can really help consumers given access barriers and medical debt. HCA said AI is increasingly used by private entities to mine large transparency datasets, but state agencies still face limits in data access and analytic capacity. The committee did not take action; the session was informational and ended with a discussion of how transparency data might better inform policy and purchasing decisions in the future.

Transcript Highlights:

• Our team works closely with the South Carolina Department of Employment and Workforce and other workforce
• Through this council, workforce partners work together to align programs, improve workforce participation
• The WIOA is a federal workforce development law that strengthens the public workforce system by helping
• The WIOA is a federal workforce development law that strengthens the public workforce system by helping
• Our counselors are the case managers?

Keywords: 977, all

Summary: The committee met to receive a detailed financial operations presentation from the South Carolina Vocational Rehabilitation (VR) agency, with staff walking members through funding sources, budgeting, accounts receivable, accounts payable, and grants management. Sabrina Walker explained VR’s blended funding structure, including federal grants, state appropriations, program income, and interagency contracts, and emphasized that state funds are essential to meeting the federal match and maintenance-of-effort requirements. Members asked repeatedly about transparency, audit controls, and the risk that state cuts could reduce federal drawdowns; staff responded that all reports reconcile back to the SCEIS accounting system, are subject to state audits and internal reviews, and that even modest state reductions could significantly reduce total available funding. The committee also discussed pre-employment transition services for students with disabilities, with staff confirming services are offered through school districts, charters, and private schools, and that contracts are monitored for performance and compliance. The presentation then shifted to budgeting and internal controls. Walker described a zero-based departmental budgeting process, monthly monitoring reports, contingency reserves for unexpected expenses, and a formal annual cycle that culminates in board approval. Members asked about facilities tracking, culture, and how the agency maintains accountability; staff said facilities staff inspect buildings and equipment, supervisors justify line-item requests, and the process has become smoother over time as departments learned the system. Cynthia Johnson followed with an accounts receivable overview, describing invoicing, receipting, aging, customer verification, year-end reporting, and the use of cross-training, shared email inboxes, and spreadsheets as checks and balances. She also explained work training center billing, interdepartmental transfers, and the revolving fund used to issue consumer checks more quickly than standard vendor payments. Olivia Perez presented accounts payable operations, including invoice processing through SCEIS and OnBase, the three-way match, travel reimbursements, revolving fund checks, State Treasury Office interactions, and handling of reversals, rejections, and levy notices. She reported that AP processed 67,723 SCEIS payments, 13,670 case management system invoices, 3,379 travel reimbursements, and 15,693 revolving fund checks in fiscal year 2025, with only 70 payment rejections. The final portion of the meeting covered Grants and Funds Management, where Walker explained federal reporting, drawdowns, payroll allocation, asset tracking, lease and IT contract reviews, cost allocation, and closing packages. She noted upcoming system changes such as S/4HANA, Workiva, and SC Pro, but said the agency is receiving training and feedback opportunities. No formal votes or legislative actions were taken during the presentation portion beyond approval of the prior minutes and a brief recess.

Transcript Highlights:

• The graduates of these. institutions make lasting contributions to our workforce.
• The teams are for the subcommittee on workforce.
• Refer the committee to trade workforce. and economic development.
• subcommittee on. workforce.
• for the committee of land and resource management.

Bills: HB9, HB22, HB908, HB1392

Keywords: property tax, ad valorem tax, tangible personal property, income-producing property, business personal property, tax exemption, local government finance, appraisal district, chief appraiser, rendition statement, property tax relief, small business, commercial property, leased property, related business entity, unified business enterprise, tax situs, Texas Tax Code, local taxing unit, constitutional amendment

Transcript Highlights:

• piece, total uh case care management piece, total uh case management<00:28:16.320> piece<00:28
• <01:01:28.400> care acquiring through um the managed care acquiring through um the managed
• All of this is around the managed care. So the managed care organizations. Okay. Thank you.
• So the the managed care managed care. So the the managed care organizations.<01:23:11.920> Okay.
• workforces and improve access to care. workforces and improve access to care.

Keywords: 928, house, all

Summary: The committee first handled roll call and approved the prior meeting minutes. Members discussed attendance and substitutions, then moved to the DHS commissioner’s update, which focused on New Hampshire’s Medicaid 1115 waiver and the new community re-entry initiative for people leaving correctional facilities. The presenter explained that the waiver lets the state cover certain services not normally covered under Medicaid, including substance use disorder treatment, serious mental illness services, adult dental benefits, and the new community re-entry component. She also noted that a separate youth re-entry component is federally required, with youth defined up to age 21 and foster-care-related coverage extending to age 26. The update described how the adult re-entry program works for incarcerated individuals with behavioral health needs, providing up to 45 days of pre-release services, care coordination with managed care organizations and DOC staff, telemedicine assessments, discharge prescriptions, insurance cards, and connections to community mental health, primary care, and substance use providers. For youth, the program includes more intensive case management, 30 days of pre-release services, and 30 days of post-release care coordination, with a stronger emphasis on screening, diagnosis, and holistic assessment. The presenter said New Hampshire received the adult waiver in July 2024, has implemented the program in state correctional facilities, and is beginning work at the youth center. Members and the presenter discussed why the program is structured as a waiver rather than a standard Medicaid benefit, with the explanation that CMS is allowing this as a newer policy area and that states generally pursue waivers for certain services. The chair and others emphasized the need for real cost and outcome data, and the presenter said an independent evaluator and evaluation plan are required under the 1115 waiver. Early results cited included 30 adults enrolled so far, 10 released, five youth enrolled with one released, and anecdotal early successes such as housing, employment, and better continuity of medication and treatment. The committee did not take any additional votes or formal actions beyond approving the minutes.

Transcript Highlights:

• teams are for the subcommittee of workforce.
• on Workforce.
• Refers to the Committee on Land and Resource Management.
• The Committee on Trade, Workforce and Economic Development.
• Of land and Resource Management.

Transcript Highlights:

• It relies on a skilled workforce.
• We also support all the workforce innovation and the federal workforce statutes.
• or its prospective workforce.
• It's our workforce and ensuring that we have a trained workforce is something.
• have workforce.

Keywords: 1184, house, all

Transcript Highlights:

• We would also ask that we explore managed care planning and alignment with targeted workforce investments
• from a a funding workforce perspective. from a a funding workforce perspective.
• managing the program. managing the program.
• manage that. manage that.
• > care a managed care Medicaid managed care a managed care Medicaid managed care organization<

Keywords: 928, house, all

Summary: The committee to study long-term managed care met to approve the prior meeting minutes, with a clarification that “OB3” referred to the “one big beautiful bill.” The minutes were then approved. Chair Jim Kofalt outlined the day’s agenda, which included testimony from the Granite State Home Health and Hospice Association, the New Hampshire Association of Counties, and later DHHS. He also noted that future meetings were expected soon and that the meetings were being livestreamed on YouTube. Granite State Home Health and Hospice Association, represented by Kellyanne Totten and Amy Moore, urged inclusive planning and a cautious, phased approach if managed care is considered. They emphasized that home care providers are not uniform, with different licensing and service models, and said any pilot should include varied provider types, rural and southern regions, and agencies of different sizes. They warned that workforce shortages, inflation, and a possible 9% CMS cut to Medicare home health payments could force agencies to reduce service areas or service types. They also said the 2023 Medicaid CFI rate increase has begun to lose its effect. In response to questions, they said the rural health transformation fund may help with planning and telehealth but likely cannot be used directly for rates or recruitment/retention. They also described the New England Home Care Nurse Residency Program, a Department of Labor grant, as a way to bring new registered nurses into home care with added training and school partnerships. The New Hampshire Association of Counties, through county nursing home administrators Craig Labore and David Ross, revisited the earlier Step Two managed care discussions from 2016-2018. They said prior consultants found the long-term services and supports system was underfunded and needed investment to stabilize providers and expand community-based care. They argued the same concerns remain today and said a managed model would jeopardize the Medicaid quality incentive payment program and, for county nursing homes, the proportionate share payment program. Their testimony was generally opposed to moving forward with managed long-term services and supports without significant additional funding and safeguards.