Transcript Highlights:

• Governance structures are established to ensure accountability and timely delivery.
• Governance structures are established to ensure accountability and timely delivery.
• Schoonover and his team to identify what products are acceptable.
• If someone has a $100 deliverable and their team... ...things get applied.
• Spencer's team to help there as well.

Summary: The subcommittee heard a panel on Florida’s IT procurement process from the Florida Digital Service, the Department of Management Services, and the Department of Financial Services. Witnesses walked through the procurement lifecycle, including planning, market research, solicitation, evaluation, award, implementation, and closeout, and emphasized the role of budget timing, contract managers, and subject matter experts. DMS described the state’s enterprise contracting system, noting more than 1,100 active vendor agreements, over 800 involving IT services, and the statutory requirement to request 25 quotes for certain IT purchases. DFS demonstrated the Florida Accountability Contract Tracking System (FACS), explaining how agencies upload contract and payment data and how the public can search contracts and related documents online. Members focused on accountability, transparency, and whether the state is getting the best products and vendors. Questions addressed how contracts are vetted, how technical evaluations are performed, how financial consequences are used for missed deliverables, how public records and confidential information are handled, and how the state screens vendors for foreign-concern or bad-actor issues. Witnesses said agencies rely on technical experts for evaluations, that contract terms should include measurable deliverables and meaningful financial consequences, and that agencies—not procurement staff—generally manage performance, though Florida Digital Service oversees large IT projects of $10 million or more. The committee then shifted to broader policy discussion, including Senate Bill 7026 and proposals to reorganize state IT governance. Several members argued for stronger centralization under a state CIO or similar enterprise authority, while others cautioned against abrupt restructuring and stressed the need for a transition plan. Members also raised concerns about workforce retention, consulting services, recurring project overruns, and the need for better planning and periodic monitoring. No votes were taken; the meeting ended with the chair thanking members and staff and adjourning the subcommittee.

Transcript Highlights:

• It reduces the structural deficit by more than half, so we refuse to kick the can down the road.
• Additionally, the Legislature's budget reduces the out-year structural...
• And Sub 7, right, it was really a team effort.
• We have always been team players on the MCO tax. We've always been at the table.
• We have always been team players on the MCO tax. We've always been at the table.

Keywords: 988, house, all

Summary: The Assembly Budget Committee met to consider the 2026 Budget Act, which leaders described as the compromise budget expected to move to the floor later that evening. Opening remarks emphasized that the plan balances the budget over two years, reduces the structural deficit, and builds reserves, while also protecting core programs from federal cuts. Jason Sisney outlined the legislative budget plan, saying it uses higher-than-expected revenues and reserve balances to reject some proposed reductions and fund temporary restorations and new spending in areas such as education, child care, health care, housing, homelessness, and public safety. Department of Finance representatives said the administration appreciated the two-year balanced framework and the effort to address out-year deficits, while noting the plan includes additional spending and revenue changes. Sisney also previewed floor bills including AB 109, SB 110, SB 122, and SB 125, with SB 122 described as a modification to the tax credit proposal and SB 125 as the managed care organization tax proposal. Subcommittee chairs then described the major policy choices in their areas. Health chair Addis said the budget responds to federal health care rollbacks by protecting Medi-Cal, clinics, hospitals, dental care, and other safety-net services, while also supporting reproductive care, gender-affirming care, and county health systems. Education chair Alvarez highlighted increased school funding, expanded learning, special education, teacher support, community colleges, and a change to Cal Grant eligibility for older community college students. Other chairs emphasized child care expansions, homelessness and housing funding, prison closure and criminal justice savings, wildfire mitigation, county support for Medi-Cal and CalFresh administration, and accountability measures tied to homelessness and corrections spending. Several members also raised concerns or priorities, including the impact of the MCO tax on providers, the need for more support for local journalism, transit and climate funding, biotech and R&D incentives, and continued work on Prop 98 and long-term revenue solutions. No formal votes were taken in the portion provided, but members broadly expressed support for the budget framework and the need to continue negotiations with the administration before final passage. The committee discussion repeatedly framed the budget as a response to federal policy changes and a choice to protect vulnerable Californians while maintaining fiscal responsibility. The vice chair, citing LAO warnings about future volatility and limited reserves, pressed Finance on whether the budget represented a record-sized state budget and whether revenues were also at record levels, underscoring concerns about the state’s preparedness for a downturn.

Transcript Highlights:

• within ARS to really a job placement team.
• We have recently, in mid-April, formed a team that we are calling the Quality Assurance Team, and this
• And our policy team, and our training team, and our field operations team are working very closely through
• Staff from case management to the quality assurance team. How many members make up that team?
• Yes, that's part of the whole collaborative process so that our policy team, our training team, our field

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:

• <00:13:38.000> and an academic governance structure and an academic governance structure and
• Those are comparators on your teams.
• visit is when the accreditation team visit is when the accreditation team meets<00:56:26.240>
• Representative Burton is that the team Representative Burton is that the team is<00:57:38.319>
• <01:03:18.720> review teams are out review the teams review teams are out review the teams

Keywords: 928, house, all

Summary: The committee heard updates from the chancellors of the state university system and the community college system on ongoing restructuring, collaboration, and enrollment trends. The university system said its office move to the NHTI campus is ahead of schedule and should save students about $250,000 a year while creating revenue for the community college system. Both systems described continued work on transfer pathways, direct-admit outreach, shared advising, and broader efforts to shrink footprints, reduce costs, and improve operational efficiency in response to declining enrollment and demographic pressure. A major topic was a possible federal change to Pell Grant eligibility that would require students to enroll in at least 7.5 credits. The chancellors said most community college students are part-time because of work and family responsibilities, and that the change could affect roughly 2,000 current Pell recipients and make it harder for students to afford or sustain enrollment. Members also discussed how the state’s governor’s scholarship statute largely benefits full-time students, suggesting possible future statutory changes. The chancellors explained how credits typically work, noting most courses are three or four credits and that students would likely need to add an entire course to meet the proposed threshold. The committee also discussed the broader higher education landscape, including declining high school cohorts, competition among New England institutions, and the need to right-size capacity. One member raised concerns about the health of regional campuses such as Plymouth and Keene; the chancellors said incoming enrollment is down at UNH and Plymouth and holding at Keene, attributing the trend to demographics rather than one campus drawing students away from another. They emphasized the importance of community colleges, adult learners, and short-term workforce programs as part of the state’s future education mix. Finally, the committee touched on the value of the university system’s research enterprise. The chancellor said about $250 million a year flows into the university system in federal research grants, with about $9.5 million currently under stop-work orders from federal agencies. She said the immediate concern is not DEI-related but federal cuts and possible caps on indirect cost recovery. Members noted that the R1 research designation supports business partnerships, student opportunities, and economic development projects such as West Edge in Durham.

Transcript Highlights:

• I'm really proud of our team.
• We've been working with Our architects and our design team, I mean our construction team, and we are
• We did do a structural analysis and found that the structure would not, as I mentioned, even if we Exposed
• We're a small team, but we're a mighty team. That's amazing. Well, you're doing the Lord's work.
• Thank you, team.

Transcript Highlights:

• And thanks to this, WKU's fiscal year 2026 budget is structurally balanced without the use of one-time
• balanced without the use of structurally balanced without the use of one-time<00:02:51.519> cash<
• Uh, I know there have been situations, or three specific dorms, with structural deficiencies.
• <00:16:00.480> Uh<00:16:00.800> it building new structures on campus.
• Uh it building new structures on campus.

Keywords: 958, all

Summary: The House Budget Review Subcommittee on Postsecondary Education met without a quorum, so no minutes were approved. The committee then heard a presentation from Western Kentucky University President Timothy Kabone, who highlighted WKU’s recent gains in graduation rate, retention, degree production, graduate enrollment, research activity, and financial stability. He said WKU’s FY 2026 budget is structurally balanced without one-time reserves, and he tied the university’s growth to its strategic plan and to Senate Bill 77, which created a pathway for WKU’s first PhD program. WKU’s initial PhD offering is planned in data sciences for fall 2027, and Kabone said the university continues to pursue R2 research status. Kabone also outlined WKU’s budget requests, including a 4.5% base appropriation increase for each year of the biennium, a $30 million increase in the performance funding pool, a $30 million trust fund for tuition waiver reimbursement, and $2 million per year for the Gatton Academy. He also requested continued funding for the Kentucky Mesonet, 8.9% of proposed asset preservation funding, and support for a $280 million new Potter College facility. He emphasized inflationary pressures, rising fixed costs, and the burden of mandated tuition waivers, and said the university supports performance funding but wants the model adjusted to better reward student success rather than enrollment growth. Members asked about WKU’s student housing situation and the transition away from the former student life foundation model. Kabone said the foundation structure had run its course, that the university had lacked adequate oversight under the old arrangement, and that WKU is moving to a public-private partnership with Gilbane and the College Housing Foundation. He said the new model would not increase the university’s debt load and would replace older residence halls with a roughly 1,000-bed complex, eliminate community-style bathrooms over time, and expand living-learning communities. Representatives McCool and Tipton praised WKU’s graduation and retention results and asked questions about the housing project and its timeline. The committee then heard from CareerVXR and KCTCS about a proposed career exploration pilot. Company representatives said the platform uses web-based and virtual reality experiences to show students real jobs and workplaces, with the goal of addressing an “awareness gap” in workforce participation. They proposed a $1.8 million, two-year pilot to reach 50,000 to 60,000 students in three regions, including Hazard Community and Technical College, Southeast Community and Technical College, and western Kentucky. Members asked about cost, funding source, and locations, and were told the request would come through the KCTCS budget. The meeting ended with notice that the next meeting was scheduled for Thursday, February 26.

Transcript Highlights:

• It reduces the structural deficit by more than half, so we refuse to kick the can down the road.
• Additionally, the Legislature's budget reduces the out-year structural...
• The issue is shrinking that structural deficit.
• And Sub 7, right, it was really a team effort, I think, of it.
• We have always been team players on the MCO tax. We've always been at the table.

Summary: The Assembly Budget Committee met to consider the 2026 Budget Act, which leaders said was the negotiated compromise with the Senate and was expected to move to the floor that evening. Opening remarks emphasized that the plan balances the budget over two years, reduces the structural deficit, and builds reserves, while also protecting core services in the face of federal cuts. Jason Sisney outlined the legislative budget framework and the likely floor bills, including AB 109, SB 110, SB 122, and SB 125. Department of Finance representative Eric Khali said the administration appreciated the two-year balanced approach and supported the modification in SB 122, while noting the package uses additional revenues and new spending to soften or reject some proposed cuts. Most of the discussion focused on major spending areas. Members and subcommittee chairs highlighted protections and additions for health care and human services, including rejecting the proposed Medi-Cal asset limit change, delaying premium increases, restoring clinic and dental funding, supporting distressed hospitals and county indigent care, and expanding county eligibility staffing to handle H.R. 1-related workload. Education members described record or expanded support for TK-12 schools, child care, special education, community colleges, teacher recruitment, and higher education, including a change to extend Cal Grant eligibility to age 30 for some community college students. Housing and homelessness funding was increased for HAP, multifamily housing, and the low-income housing tax credit, while public safety members pointed to investments in victims’ services, restorative justice, and prison closure savings. Several members also raised concerns or priorities tied to the budget deal. Some praised the package as a moral document that protects vulnerable Californians, immigrant communities, LGBTQ residents, seniors, and people with disabilities. Others noted unresolved issues, including the MCO tax’s impact on districts, the need for more support for local journalism, arts, biotech R&D incentives, transit and GGRF-related concerns, and the need for continued work on Prop. 98 and long-term fiscal resilience. The vice chair cautioned that despite the current progress, the state remains vulnerable to revenue volatility and warned that the budget should build more resilience against a possible downturn. No formal vote was taken in the portion provided, but the committee was preparing the budget package for floor action and final negotiations.

Transcript Highlights:

• So, we operate within a larger structure and we're a component piece of a larger structure.
• So, we operate within a larger structure and we're a component piece of a larger structure.
• So that's the nice thing about the way we're structured: we're part of a larger structure.
• Her team works, uh, directly with that team as well.
• his team and continues to do every day. his team and continues to do every day.

Keywords: 1189, house, all

Summary: The committee chair opened by explaining that the committee has expanded from a traditional audit-follow-up role into an oversight role focused on whether audit recommendations are implemented and whether controls are in place to detect fraud. He said the committee was concerned about fraud uncovered in social service programs in other states and wanted to understand New Hampshire’s safeguards, especially around major contracts and program performance. Charles Buchanan, director of the New Hampshire Medicaid Fraud Control Unit, and investigator Tim Brackett described the unit’s structure and mission. Buchanan said the unit, housed in the Attorney General’s Criminal Justice Bureau, investigates and prosecutes fraud by health care providers serving Medicaid beneficiaries, as well as abuse, neglect, and financial exploitation of residents in health care facilities. He outlined common Medicaid fraud schemes such as billing for services not rendered, upcoding, using unqualified staff, drug substitution, kickbacks, supplemental charges, and inflated customary charges. He also described resident abuse/neglect and drug diversion in hospitals, nursing homes, and assisted living settings. Brackett said his role is financial investigator/auditor and noted the unit is grant-funded and must include a prosecutor, investigator, and auditor. The witnesses then explained how cases reach the unit and how they are handled. Most referrals come from the state Department of Health and Human Services’ program integrity unit and from managed care organizations’ special investigations units, which look for fraud, waste, and abuse and refer credible allegations. Other sources include qui tam whistleblower actions, the national Medicaid Fraud Control Units association, citizen complaints, provider referrals, adult protective services law-enforcement referrals, local law enforcement, and federal agencies. Once a referral is received, the unit can accept or deny it; accepted matters may be investigated criminally or civilly, while nonviable matters can be referred back to HHS or other agencies for administrative action, including repayment demands and reimbursement offsets. No votes or formal committee actions were taken in the portion provided.

Transcript Highlights:

• teams.
• Mobile crisis teams or our tribal resources.
• Like my team literally presses a button and forwards to the CAT team.
• We're doing the work, but it's not... ...team.
• There's a very complex governance structure.

Summary: The joint Assembly Health and Select Committee on Native American Affairs held an oversight hearing on AB 988, California’s 988 crisis line and mobile crisis response system, followed by a discussion of suicide prevention and intervention in California Indian communities. Members and witnesses repeatedly emphasized that AB 988 was intended to create a true alternative to 911 for behavioral health crises, with “someone to call, someone to come, and somewhere to go,” and that Native communities continue to face disproportionately high suicide rates and barriers to culturally responsive care. The first panel of call center and stakeholder witnesses largely argued that implementation is falling short of the law’s intent. They said 988 call centers are underfunded, text/chat answer rates remain far below call answer rates, staffing is strained, and the system still lacks meaningful statewide interoperability between 988 and 911. Several witnesses said mobile crisis teams are not being dispatched through 988 as envisioned, and that funding formulas and governance are too opaque. San Joaquin County was presented as a local success story, with integrated 988, access lines, and mobile crisis handoffs that have reduced reliance on emergency departments and involuntary holds. Witnesses also discussed the need for better tribal outreach, the role of CCBHCs, and the importance of culturally competent services. State officials from CalHHS and DHCS described the five-year 988 implementation plan, the current governance structure across multiple agencies, and efforts to support training, public awareness, and referral tools. They reported growth in 988 contacts, ongoing training with the Trevor Project, a statewide resource directory, and a tribal awareness campaign. DHCS also outlined proposed trailer bill language that would create a formal designation process for 988 centers, set statewide standards, and require existing centers to obtain designation by 2029. Officials said current funding includes SAMHSA grants, block grant dollars, and an expected $67.3 million from the 988 fund in the next budget year, with a large share earmarked for Medi-Cal mobile crisis services. No formal vote or committee action was taken in the portion of the hearing provided.

Transcript Highlights:

• study team must schedule a meeting with the parents.
• Okay, I just saw the child study team.
• and our leadership team from the district.”
• But that’s a 5% difference within one year of coming together of a team, putting some structures in place
• It’s a full team approach.

Summary: The committee on Pre-K through 12 Education met to discuss chronic absenteeism, district attendance interventions, and related truancy procedures. Chair Simon reviewed Florida’s attendance laws and escalation process, including school-based interventions, child study team meetings, referrals to the Department of Juvenile Justice, truancy petitions, and possible sanctions for parents and driving privileges. The committee heard first from University of Florida professor Dr. Chris Curran, who presented state and national absenteeism data showing chronic absenteeism has risen sharply since the pandemic, with Florida at about 31.4% in 2023-24. He emphasized that absenteeism has multiple causes, including transportation, mental health, housing instability, safety concerns, and family barriers, and said effective responses include early warning systems, multi-tiered supports, mentoring, and community partnerships rather than relying only on punitive measures. Members questioned Dr. Curran about whether absenteeism is a behavior or barrier issue, whether exclusionary discipline is counted, the need for a uniform definition across districts, and whether more punitive truancy enforcement is effective. He said the issue is usually a mix of barriers and choices, that excused and unexcused absences both matter for chronic absenteeism data, and that root-cause analysis and supportive interventions are generally more productive than punishment alone, though consequences can still play a role. The committee then heard from Collier County Superintendent Leslie Ricciardelli and district staff, who described a highly structured attendance system built around attendance specialists, social workers, mental health staff, home visits, attendance contracts, multilingual outreach, and frequent parent notifications. They said Collier’s chronic absenteeism rate was about 9% in 2023-24 and credited their success to early contact, community partnerships, and a strong district culture around attendance. Volusia County Schools Executive Director Mike McAuliffe described a newer districtwide attendance initiative that uses automated letters, same-day notifications, data dashboards, MTSS tiers, incentives, and community supports such as bikes, washers and dryers, and faith-based partnerships. He reported Volusia reduced chronic absenteeism from 34% in 2023-24 to a projected 29% and said the district is now seeing about 20% in the first quarter of the current year. No formal votes were taken.

Transcript Highlights:

• Although a specific AR team member handles invoicing, I, along with three other team members, am cross-trained
• Our committed team is structured to support collaboration, accountability, and strategic alignment across
• To support these efforts, we have a structured leadership team.
• It is a structured program.
• We have an aquatics team. We have an exercise therapy team.

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:

• , these work plans are the work of our team.
• We acknowledge that our reports are the work of our team; these work plans are the work of our team.
• They're actually team projects, but I just named the lead one for now.
• We will evaluate how funding structures affect access and quality.
• governance structures.

Transcript Highlights:

• I worked on the swing team for a very long time.
• We have dispatched behavioral health-led teams.
• We do have a co-response model, a co-response team, which is our mobile crisis technician team.
• But this particular team focuses on high-traumatic...
• So it depends on your structure.

Transcript Highlights:

• With that, if the SAO team would introduce yourselves and we'll turn over the controls of the PowerPoint
• process to ensure training meets legal requirements, limitations in staffing resources, and siloed teams
• So I was part of that team.
• A lot of that broadband action team infrastructure, if you will, A lot of that broadband action team
• , Sarah's team, as well as agency leadership.

Keywords: 904, all

Summary: The Joint Legislative Audit and Review Committee subcommittee held a hybrid hearing to receive three State Auditor’s Office performance audits. The first audit examined implementation of the Law Enforcement Training and Community Safety Act. Auditors said the Criminal Justice Training Commission had developed most required training, but six community/cultural topics were still unfinished, the patrol tactics curriculum was incomplete in one area, and the agency lacked a systematic project management approach. They reported that most officers had not completed the 40 required hours, with low participation in patrol tactics training, weak communication, limited data to track compliance, and ineffective incentives or consequences. Committee members questioned staffing, liability, and enforcement, and the Commission said it generally agreed with the findings and had begun implementing recommendations, including improving training development and communication. The second audit reviewed Washington’s digital equity planning. Auditors concluded the state lacked a comprehensive, unified digital equity strategy, a designated lead, and reliable funding. They said the existing PEAR/Impact Plan, BEAD five-year plan, and NTIA-approved digital equity plan each addressed parts of the issue but none provided a full statewide framework with clear authority across agencies. The Department of Commerce’s Broadband Office and the Office of Equity said they agreed with the findings and were open to working with the legislature and the Digital Equity Forum on a more structured approach. A public witness described local and regional digital equity planning efforts and emphasized the importance of coordination and community-based work. The third audit focused on Commerce’s management of the Digital Navigator Program. Auditors said Commerce did not consistently use a competitive process, did not adequately vet grantees and subgrantees, wrote contracts that lacked clear deliverables and monitoring requirements, failed to enforce reporting, and paid $10.7 million without sufficient documentation to verify reimbursement eligibility. They said agency staff had raised concerns that were ignored and that some payments and contract expansions occurred despite warnings. Commerce officials said new leadership had already begun major contract-management reforms, including centralized oversight, risk assessments, clearer documentation standards, and staff training, and they said they would pursue recapture where appropriate. Committee members expressed strong concern about accountability, and the hearing ended after public testimony and committee discussion.

Transcript Highlights:

• We've got a new district organizational structure.
• And so our construction team worked with our transformation team diligently, particularly since last
• But our construction team is working hard with our transformation team to make sure that we stay committed
• Clearly, there's substantive structural change.
• No, I am on this team, all right? That’s right.

Summary: The committee met for an information-only hearing with no votes or other action items. DOTD Secretary Glenn LaD and Deputy Secretary Beau Black gave an update on the department’s transformation efforts, focusing on faster project delivery, improved construction administration, and new technology. They said monthly contractor payment approvals have been reduced from roughly 35 days to 15 days or less, change orders from about 40-45 days to around five days, and that DOTD delivered 86% of its advertised projects in the last fiscal year. They also described new tools such as Headlight for field inspections, Smart PM for schedule tracking, Hall Hub for e-ticketing and work-zone mapping, and a pilot using advanced sensors on district vehicles to identify potholes, guardrail damage, and other asset issues. The department also outlined a district reorganization that replaces the area engineer model with dedicated district points of contact for construction, maintenance, and operations, with no increase in total staff. Members raised concerns about local maintenance issues, especially mowing, drainage, culverts, potholes, and communication with district offices. Several members asked for clearer coordination on jurisdictional questions, more frequent meetings with district administrators, and better public updates on long-running projects. LaD said DOTD would schedule follow-up meetings, use the coming customer service portal to track complaints, and improve public communication through project information officers, social media, and other outreach. Questions also covered contractor accountability, utility relocations, road transfer maps on the DOTD website, and whether maintenance work adjacent to capital projects should be handled by district crews or through new IDIQ contracts. The secretary also reviewed the Highway Priority Program process, saying DOTD will work between June and September to review projects not included in the prior program, explain why, and refine a five-year fiscally constrained plan before the fall road show. He said the department is using IDIQ authority to award bridge maintenance and other task-order work, and that this should help address a two-year bridge repair backlog. Members discussed whether current funding levels are enough to reduce the statewide backlog, and DOTD said the current program likely maintains rather than eliminates it absent new revenue. The hearing ended with a project-specific update that a barge struck the Black Bayou Pontoon Bridge that morning, causing significant damage; DOTD said divers and staff would inspect it and determine emergency repairs. After DOTD’s presentation, Archie Chesson of the Office of Louisiana Highway Construction gave a brief update on that office’s first year, describing its use of consultant pools, master service agreements, a public GIS map, and a data tool to prioritize rural road and bridge projects, with several early projects already completed or under construction.

Transcript Highlights:

• Real estate transactions, we of course use our asset management team, our survey team, our appraisal
• team.
• The design team has been changed to the The design team has been changed to the Architectus team from
• You've got a great team, and they communicate to us very clearly.
• I mean, there's some structure...

Keywords: 1184, house, all

Transcript Highlights:

• Our team has covered the Marines and the Army.
• team that operates the state CSOC, and I know we're out of jargon.
• And then we develop a rate structure that's based on utilization.
• And then we develop a rate structure that's based on utilization.
• We were able to get our hands on them and work with those teams.

Summary: The subcommittee held its first meeting to examine Florida’s information technology governance, budgeting, cybersecurity, data management, and telecommunications operations. Chair Schneider and other members framed the panel as a new joint policy-and-budget forum focused on reducing jargon, improving accountability, and asking whether technology investments are feasible, aligned with state goals, cost-controlled, and secure. State Affairs Chairman Will Robinson and members emphasized that the committee should avoid buying “shiny new objects” without clear business cases and should focus on long-term value, cybersecurity, and operational efficiency. Florida Digital Service and Department of Management Services leaders provided an overview of the state IT enterprise. Secretary Pedro Allende described DMS as the state’s business, workforce, and technology service provider, while State CIO Warren Spanholz outlined Florida Digital Service’s four core areas: cybersecurity, project success, data interoperability, and enterprise architecture. Chief Data Officer Ed Ryan said the state data catalog is about 400,000 elements and roughly half of agencies are participating, and he described efforts to identify authoritative data sources and improve interoperability. Chief Information Security Officer Jeremy Rogers discussed the state cybersecurity operations center, enterprise risk management, incident response exercises, and a recurring $35 million cybersecurity resiliency budget. Chief Technology Officer Leo Schoonover described oversight of major IT projects over $10 million, updated project management standards, and a shift toward smaller phased implementations and more flexible methodologies to reduce delays and overruns. Other presenters covered telecommunications, data center operations, and cybersecurity workforce development. Director Denise Atkins said the Division of Telecommunications manages Suncom and MyFloridaNet, with nearly $336.9 million appropriated for fiscal year 2024-25, and is procuring the next network contract while emphasizing security controls and vendor flexibility. Tim Brown said the Northwest Regional Data Center operates on a chargeback basis, serves state and local customers, and returned surpluses to customers in recent years. Cyber Florida Director Ernie Ferraroso described training, workforce pipelines, K-12 outreach, a cyber range, and research programs aimed at building Florida’s cyber workforce and improving public-sector readiness. Members asked about budget setting, project delays, change orders, cybersecurity reporting, data catalog participation, interoperability, and expanding cybersecurity operations centers. Officials said chargeback rates are based on actual direct and indirect costs, project delays often stem from unclear scope and insufficient upfront planning, and cybersecurity success is measured by mean time to detect, respond, and recover. They also said the state is moving toward more modular project delivery, broader agency participation in shared cybersecurity services, and expanded CSOC locations within existing staff and budget where feasible.

Transcript Highlights:

• Dodgers are more than just a baseball team.
• Erin joined the team in March, and for the past couple of months has been a great addition to the team
• And what we are seeing today is we are structurally...
• For new candidates who couldn't afford a campaign team, Chad was the team.
• For new candidates who couldn't afford a campaign team, Chad was the team.

Summary: The Assembly convened after a quorum call, prayer, and pledge, then moved through a largely procedural session with several unanimous-consent motions, guest introductions, and budget-related trailer bills. Members also adopted resolutions recognizing June as Dairy Month and June 2026 as Electronic Dance Music Month, and later approved H.R. 88 commemorating the 250th anniversary of the Declaration of Independence. Guest introductions highlighted the Los Angeles Dodgers, San Diego Kappa League, Assembly staff member Mukhtar Ali, and Jennifer Levy, who is advocating against drunk driving after the death of her son. On the floor, the Assembly considered a series of Senate budget trailer bills presented by Assembly Member Gabriel. SB 170 reorganizes housing and homelessness agencies; SB 171 makes labor-related cleanup changes; SB 172 addresses general government, broadband, and NextGen 9-1-1; SB 174 extends remote court hearings and related court provisions; SB 177 advances options related to Medi-Cal and employer contributions; SB 180 extends the California Competes tax credit and conforms tax treatment for certain savings accounts; SB 169 covers transportation and DMV-related provisions; SB 168 creates a zero-emission vehicle incentive program and other clean-energy changes; SB 166 implements natural resources and environmental protection budget items; SB 165 extends the skilled nursing facility financing framework; SB 163 updates developmental services; and SB 135 funds higher education initiatives, including community college enrollment and Cal Grant changes. Most of these measures passed with bipartisan support, though several drew opposition over concerns about bureaucracy, fees, oversight, or policy direction. The Assembly also passed SB 719, which updates vehicle-related protections for domestic violence survivors, SB 97, an urgency bill making clarifying changes to digital financial asset law, SB 1350, which supports hydrogen and clean energy development, and SB 1344, which aims to reduce meritless lawsuits delaying affordable and supportive housing projects. AB 182, which sets the order for proposition numbers on the November ballot, was approved despite criticism that it manipulates the ballot numbering process. Votes on the measures were recorded, with many passing on strong margins and several transmitted immediately to the Senate or Governor as noted in the proceedings.

Transcript Highlights:

• In other words, there is a structural deficit.
• to nine resource teams across six institutions.
• So this is an expansion of those resource teams up to nine teams at six different institutions.
• So this is an expansion of those resource teams up to nine teams at six different institutions.
• We're going to redirect some of these to add more resource teams or crisis intervention teams at other

Summary: Assembly Budget Subcommittee No. 6 heard the Governor’s May Revision proposals for the judicial branch, the Board of State and Community Corrections, the Department of Justice, and the California Department of Corrections and Rehabilitation. The Legislative Analyst’s Office opened with a warning that the state budget remains structurally imbalanced and urged the Legislature to avoid new ongoing spending unless offset by reductions elsewhere. In the judicial branch discussion, the Judicial Council highlighted language access funding, appellate court security, a backfill for the state court facilities construction fund, and an extension of the lactation room mandate; Finance supported most items but suggested reporting language on interpreter costs and reducing the General Fund backfill. Members raised concerns about judicial vacancies, long-term salary freezes, remote hearings, and the lack of progress on court staffing in some counties. For the Board of State and Community Corrections, the administration proposed $10 million one-time each for the Missing and Murdered Indigenous People grant program and a human trafficking vertical prosecution grant program. The LAO said both should be weighed against other priorities and suggested the Legislature consider whether the Tribal Nations Grant Fund could support MMIP work, while Finance said it preferred General Fund support and wanted more review before any fund swap. Members strongly supported MMIP funding and asked whether ongoing support would be considered. On the human trafficking grant, Finance said BSC was a good fit because of its grant administration experience and prior vertical prosecution work, while legislators asked why the program was not placed with the Office of Emergency Services as originally contemplated in prior legislation. The Department of Justice presented antitrust litigation funding, Medi-Cal Fraud and Elder Abuse staffing, completion of organized retail criminal enterprise cases, and trailer bill language for a continuous appropriation from the Victims of Consumer Fraud Restitution Fund. The LAO supported the antitrust account use but questioned the Unfair Competition Law Fund’s ability to cover the full request without General Fund repayment, and recommended against a continuous appropriation for the restitution fund in favor of a more limited mechanism with legislative oversight. Finance said the fund would remain solvent and defended the continuous appropriation as necessary to pay victims promptly. In the CDCR portion, the largest discussion centered on the Boston Consulting Group efficiency review and sharply reduced savings estimates; LAO said the department had not fully explained the proposed position eliminations or future $100 million savings target, while Finance said the work reflected deeper analysis and ongoing efforts to find savings. Members repeatedly pressed CDCR and Finance on the gap between earlier promised savings and the revised figures. CDCR also outlined population projections showing continued declines in prison and parole populations, while LAO again urged the state to close an additional prison to save ongoing costs. The department then walked through several May Revision items, including workers’ compensation funding, a Corcoran honor housing dorm, incarcerated firefighter pay implementation, an incarcerated menopause program, mental health receiver staffing, mental health resource teams and crisis intervention teams, medical classification staffing changes, and AI note-taking for the electronic health record. LAO generally recommended limiting-term funding and more reporting for many of these proposals, while Finance defended them as necessary ongoing investments or court-ordered obligations. Members questioned the cost of workers’ compensation, the need for more prison closures, the lack of funding for women’s facility violence prevention, and the timing and transparency of the BCG savings process. No votes were taken.

Transcript Highlights:

• So for CEC, there are about 23 staff in our team. Okay.
• up a basic structure and then keep that basic structure pretty consistent and maybe just tweak the amounts
• And so those items do come in and are looked at by the appropriate teams.
• And that was through support from the legislature for being able to build back those teams.
• Kim Stone of Stone Advocacy, another one on Team Save DSGS.

Keywords: 988, house, all

Summary: The committee first heard a budget item on demand-side grid support and emergency load flexibility funding. The Department of Finance proposed redirecting General Fund money for summer 2026 to the CEC’s Demand-Side Grid Support program and using accumulated CalCHAP interest to support a successor ratepayer-funded demand response program for summers 2027 and 2028. The CEC and CPUC said they are working on a transition from DSGS to ELRP or an equivalent program, while the LAO said the proposal mainly presents a choice between keeping the money in General Fund savings or using it for DSGS. Members pressed the administration on why DSGS should be sunset when it has higher enrollment and lower administrative costs than ELRP, and on whether the state should continue funding demand response at all. The CPUC argued ELRP and DSGS are not directly comparable, said it is pursuing a broader demand flexibility rulemaking, and noted a decision on a successor program is expected in Q3 2026. No vote was taken in the excerpt, but members signaled interest in keeping DSGS funding at the CEC. The second item concerned trailer bill language for the transmission accelerator program under SB 254 and Proposition 4. GoBiz and IBank described a new financing structure for major transmission projects selected through CAISO’s competitive planning process, with about $26 million in administrative resources over five years. The LAO raised no specific concerns but emphasized that this is the Legislature’s first appropriation for a new program and that the final language should clearly reflect legislative intent. Members asked about state liability, ownership, and how the financing would lower ratepayer costs; staff explained that state financing would cover only a portion of large projects and could reduce the amount included in utility rate base, with estimated lifetime savings varying widely. Members also discussed offshore wind transmission needs and asked for an update on related Proposition 4 funding. The final item covered CEC and DPMO budget requests related to petroleum market oversight and supply stabilization. The CEC requested funding for additional positions to implement AB X2-1 and related fuel market monitoring work, while DPMO sought to make a data specialist position permanent. The LAO said it found the staffing requests justified. Members questioned why the work is funded through the Energy Resources Programs Account, whether staff from paused price-gouging work could be reassigned, and what evidence had been found of price gouging or market manipulation. CEC and DPMO said their work on reporting, analysis, and supply stabilization continues, that some staff are still working on related analyses, and that they are preparing further workshops and recommendations. The discussion also touched on refinery closures, gasoline imports, and the state’s changing fuel supply conditions, but no formal action was taken in the excerpt.