Transcript Highlights:

• At the same time, the LCAP is not the only planning and reporting document LEAs must manage.
• Again, the tool helps LEAs manage complexity. It doesn't remove the complexity.
• Our compliance team helps interpret requirements, build manageable timelines, which you've seen today
• We're managing, and those of us who are engaged in this work try to manage as collaboratively as possible
• That really are major management activities. Okay.

Transcript Highlights:

• At the same time, the LCAP is not the only planning and reporting document LEAs must manage.
• Again, the tool helps LEAs manage complexity. It doesn't remove the complexity.
• We ask, why are our schools managed like a corporation or a military organization?
• We will like to invite Jason Willis, senior policy fellow from WestEd; John Affelt, managing attorney
• Okay. that really are major management activities. Okay.

Summary: The joint hearing focused on coherence in California’s education planning and reporting systems, especially the Local Control and Accountability Plan (LCAP) and related grant plans. Committee chairs and members described widespread frustration with duplicative, lengthy, and sometimes conflicting reporting requirements, while emphasizing that the goal was not to reduce accountability but to make planning more useful, stable, and student-centered. State Superintendent Tony Thurmond also previewed the Governor’s education budget priorities, including expanded learning, community schools, universal transitional kindergarten, literacy supports, and concerns about the proposed Prop. 98 deferral. Panelists from the State Board of Education, Fresno County Superintendent of Schools, and the Legislative Analyst’s Office said the LCAP was intended to balance local flexibility with statewide transparency, but has become overloaded by repeated revisions and additional requirements. They argued for fewer core reporting elements, more stability over time, better alignment of planning cycles, and integrated systems that reduce duplication. Fresno County staff described a multi-year calendar and support tools that help districts manage timelines, but said these tools only ease the burden rather than solve the underlying problem. The LAO noted that some newer plans, such as expanded learning and transportation plans, are narrative-heavy and often less informative than separate reporting requirements. Local district leaders and county officials described the practical effects of the current system: staff time diverted from instruction, multiple portals and forms, audit risk aversion, and planning documents that can exceed 100 pages. Several superintendents said coherent systems work best when districts have clear priorities, stable governance, and aligned budgets, and when state requirements are predictable and tied to outcomes like literacy, attendance, and student achievement. The California Federation of Teachers added that coherence also depends on meaningful collaboration with educators, classified staff, parents, and communities. Committee members repeatedly asked whether the state should streamline reporting, create a uniform portal, or develop a more unified grant-reporting structure, and Thurmond said the department was piloting a simplified common form and was willing to work with the Legislature and districts on broader solutions.

Transcript Highlights:

• But we know, as ecologists and fire managers, that that is not the right strategy.
• So the third is strategic fuels management—yes, fuels management, but really thinking strategically about
• It's the home hardening and the vegetation management around that house. Mr. Rogers.
• I manage FEMA grants, so I don't just do wildfires.
• You know, where does it make sense to be doing vegetation management?

Summary: The hearing focused on California wildfire resilience, with the first panel discussing statewide funding, policy, and strategic priorities, and the second panel shifting to home hardening and defensible space. The LAO outlined the state’s wildfire risk, the large increase in resilience spending in recent years, and the fact that most funding has been one-time rather than ongoing. Testimony emphasized that wildfire risk varies greatly by region, that the state must balance response spending with prevention, and that success should be measured more carefully than by acres treated alone. Witnesses also noted the importance of local, federal, utility, and Proposition 4 funding sources, as well as the need for long-term maintenance and strategic prioritization rather than scattered projects. Cal Fire leadership and other witnesses stressed that California’s wildfire problem is not uniform: forested areas, chaparral, and wildland-urban interface communities require different strategies. In Northern California and forested watersheds, speakers emphasized fuels reduction, prescribed and cultural burning, strategic fuel breaks, watershed protection, and maintaining forest health. In Southern California, testimony focused on wind-driven fires, ember intrusion, ignition prevention along roads and power lines, and the limits of large-scale vegetation clearing. Several witnesses argued that the state should invest where it can leverage local and regional partnerships, support capacity-building programs like Regional Forest and Fire Capacity, and improve data systems to track treatment effectiveness and project outcomes. Members repeatedly pressed witnesses on how to prioritize limited funds, asking what should be done more of, less of, and first. The chair argued that protecting homes and communities through hardening and defensible space should be a major priority, especially near structures, while also acknowledging the need for broader landscape work and watershed protection. There was discussion of incentives such as insurance discounts, property tax treatment, and community certification for hardened homes, along with the need for multiple payers rather than relying on the state alone. Cal Fire reported new and expanding data tools, including treatment trackers, defensible space inspection dashboards, and a fuels treatment effectiveness program that evaluates whether nearby treatments affected wildfire behavior. No votes were taken because the hearing was informational only.

Transcript Highlights:

• services. management services.
• Well, care management is not case management. Care management is like an optometrist.
• </c> care management. care management.
• Care management is like an management.
• </c> sometimes I'd love a case manager. sometimes I'd love a case manager.

Committee: House Commerce and Consumer Affairs

Transcript Highlights:

• "It was brought to me by the emergency management director, Eric Gibson, and it basically, I think, is
• , including incident management teams and emergency operation centers.
• incident management, including incident management<00:08:33.080><c> teams</c><00:08:33.520><c> and</
• management teams and emergency operation centers. centers. centers.
• </c><00:08:45.400><c> teams</c> incident management teams incident management teams uh<00:08:46.680><

Committee: House Veterans, Military Affairs, & Public Protection

Transcript Highlights:

• Within Fish and Wildlife, there's funding for artificial reefs, wildlife habitat and management areas
• So can you explain to us where we are on the emergency management trust fund?
• So what What is the status of that and the status of money for the budget on the Emergency Management
• Budget for the Emergency Management Trust Fund right now? Senator DiCeglie [ID: member_1197].
• Senator Davis, we are just aligning the existing managed-care programs with the other managed-care programs

Transcript Highlights:

• We are a locally managed, county-owned, rural, independent community hospital.
• Brent Honorable, the Taos County Manager. Thank you, Madam Chair, members of the committee.
• Our county manager just advised us of that.
• But are any of these operating under managed services?
• ...subsidizing private equity from an institution that has perhaps the managed service agreement?

Bills: SB21 , SB42 , SB81 , SB101 , SB139

Committee: Senate Senate Health & Public Affairs

Keywords: SB 21, Medicare supplement, Medigap, open enrollment, guaranteed issue, birthday month enrollment, health insurance, insurance regulation, senior health coverage, elderly, retiree, Medicare beneficiaries, preexisting conditions, underwriting restrictions, premium discrimination, New Mexico insurance law, superintendent of insurance, health care coverage, policy portability, healthcare

Transcript Highlights:

• These costs would include one program manager to support and run the council, complete reports, and manage
• For example, one of our board members manages a group of 12 hangars at Bainfield.
• One of our board members manages a group of 12 hangars at Bainfield.
• I'm the Northwest Mountain Region manager. I'm a pilot. I'm a Washington State resident.
• I'm an airport manager from Deer Park, Washington, in eastern Washington.

Bills: HB2347 , HB2410

Committee: House Transportation

Keywords: luxury aircraft tax, tax reduction, economic impact, business aviation, state revenue, HB2410, commercial truck safety, commercial vehicle safety, trucking industry, truck driver training, driver education, highway safety, traffic safety commission, Washington State, commercial motor vehicles, vehicle registration fee, IRP fee, state patrol highway account, safety enforcement fee, public-private partnership

Transcript Highlights:

• So we're managing a lot.
• Our lead staff for our team, my boss, Adeline Craig, she's our managing director. And there's me.
• I'm the deputy managing director for our team.
• We're working closely with our growth management team and trying to get people support when we can if
• He's our campus utility manager. He'll be able to really answer any technical questions.

Bills: HB2330 , HB2338

Committee: House Capital Budget

Keywords: energy systems, capital funding, state campus, school infrastructure, sustainability, weatherization, energy efficiency, community projects, environment

Transcript Highlights:

• It's client data management system CMS and better support its internal staff.
• and to some extent change management. >> Alice, what do you mean by change?
• Which part of change management?
• So there's a great deal, change management that goes along with implementation.
• As far as I we we manage his project in a incredibly short period of time.

Transcript Highlights:

• I had a good conversation just this morning with the property management folks.
• I'm Government Affairs Manager for the City of Kent, and I'm speaking in support of Senate Bill 5884.
• Do the churches continue to manage them and, you know, care for the properties?
• Do they relegate that to a property manager? How does that work in your experience?
• Not only are they subjective, but they also reduce access to management staff that helps improve the

Summary: The Senate Housing Committee heard public testimony on several bills. SB 5885 would expand affordable housing on property owned by religious organizations by lowering the density-bonus affordability threshold from 100% to 50% and adding a sales and use tax exemption for qualifying projects. The sponsor and supporters from Redmond, Tacoma, Spokane, faith organizations, and housing nonprofits said the current standard is too restrictive and that churches and other faith groups have underused land that could help meet the state’s housing shortage. A county planning representative raised concern about an unfunded mandate to update local development regulations, and one testifier said the bill should be paired with funding for county planning work. The committee also heard SB 5884, which would expand a sales and use tax deferral program for redevelopment of underutilized property. The bill would broaden eligible land beyond surface parking lots to include vacant, partially used, or underutilized parcels, and would allow cities to approve projects with at least 50% affordable units, or 20% in designated residential targeted areas. Supporters from Spokane, Vancouver, Kent, Bellingham, and the Washington State Association of Counties said the current program is too narrow and should be available in more places, including counties and more cities. Construction industry groups supported redevelopment but objected to a provision tying eligibility to apprenticeship utilization, saying it could disadvantage nonunion contractors and create compliance burdens. For SB 5937, the committee heard testimony on smart access systems in rental housing. The bill would require landlords, upon request, to offer a non-biometric, non-app-based alternative key and to provide privacy policies and limits on data collection for smart access systems. Tenant advocates supported the bill as a privacy and access protection, citing concerns about app-based locks, data tracking, lockouts, and retaliation. Landlord and multifamily housing groups said they were open to the concept but argued the bill was too broad and could impose burdens on small housing providers or simple keypad systems, and they asked for narrower definitions and clearer implementation language. Finally, the committee took testimony on SB 5938, which would make technical changes to the foreclosure prevention fee created last year, including exempting certain reverse mortgages and chattel loans, preventing duplicate charges on some state-backed transactions, and directing Commerce to study a possible state homeowner assistance fund. Homeownership counselors, legal aid, HOA advocates, and equity organizations supported the bill, saying it would clarify fee collection, protect low- and moderate-income buyers from unnecessary costs, and help sustain foreclosure prevention services. No votes or final committee actions were taken in the transcript, and the meeting ended after public testimony.

Transcript Highlights:

• Even today, nearly seven years later, disaster case managers in Butte County, working with the Camp Fire
• It's the managed tension of many organizations, mostly nonprofits, working together, that makes long-term
• The case management from that program was not local and it was not trauma-informed.
• Community Resource Project, talking about equity in contracting reforms to support accessing and managing
• Just over half of organizations have three months or less of cash to manage their operations, meaning

Summary: The joint Senate and Assembly Select Committee hearing focused on the nonprofit sector’s mounting challenges in 2025 and possible state responses. Opening remarks emphasized the sector’s size and importance in California, the impact of federal funding disruptions and new federal tax policy, and the need for stronger public-private coordination, especially during disasters. Witnesses and members repeatedly pointed to nonprofits as essential providers of food, housing, health, education, environmental, and emergency services, while warning that sudden funding losses are forcing layoffs, service cuts, and operational instability. Testimony from community foundations and food bank leaders described how federal cuts, delayed reimbursements, and disaster-related demand are straining nonprofits. Monica White of Food Share Ventura County said H.R. 1 and USDA food cancellations are worsening hunger needs, while immigration enforcement fears are keeping some families from seeking help. Abby Browning of Cal OES outlined how the state coordinates with nonprofits, philanthropy, and businesses through VOADs and long-term recovery groups in wildfire response. Bruce Yerman of the Camp Fire Collaborative said recovery groups are effective but lack dedicated funding, and urged flexible spending, sustainable support, and streamlined partnerships. The second half of the hearing focused on institutional reforms, including a proposed Office of Nonprofit Empowerment, advance payments, prompt payment, and higher indirect cost coverage. Jeff Green of CalNonprofits argued for a central state office to coordinate policy, technical assistance, and interagency alignment. Annie Chang of Nonprofit Finance Fund cited survey data showing widespread late payments, low cash reserves, and indirect cost rates below federal guidance. Alfredo Cruz Jr. of Community Resource Project described how reimbursement-only contracts, delayed payments, and underfunded overhead create cash-flow crises and staffing problems. Members discussed possible interim steps, including expanding advance pay, improving payment timeliness, modeling best practices, and using state leadership to spotlight nonprofit needs. The hearing ended with public comment from nonprofit, labor, and advocacy representatives, and no votes or formal actions were taken.

Transcript Highlights:

• I also highlight just as it ties in with all of our wildfire and forest management kind of package bills
• Canceled because of the risk, um, we need to better manage our forests so that they don't have as much
• Went to personnel increases for the program support, Energy Conservation and Management Division, the
• Thank you, manager. Thank you, Austin. Thank you, Austin. Do you have any comments?
• Um, Do you know, manager, if we do have.

Committee: House Water & Natural Resources Committee

Transcript Highlights:

• I think about it the same way I manage my finances. First, we have our checking account.
• you all as appropriators appropriate to state agencies and while they are not being used, they are managed
• Um, those are managed by the State Investment Council.
• So there are employee groups and others that are very active in how the board manages those funds on
• What I think, uh, the, the management of the funds and their actuaries would tell you is, um, the way

Committee: House Investments & Pensions Oversight Committee

Transcript Highlights:

• Most importantly, you would be responsible... for managing the hundreds of thousands of men and women
• The Undersecretary of the Air Force is, by law, the chief management officer of the Air Department of
• I can manage that, I commit.
• That is to say... hands-on experience managing a major organization.
• I've worked with acquirers, program managers in that process.

Committee: Senate Senate Armed Services Subcommittee on Personnel

Keywords: Department of Defense, nominations, Matthew Lohmeyer, Justin Overbaugh, global security, military readiness, NATO, Russia, China, defense infrastructure

Summary: The meeting was primarily focused on discussing nominations for key positions within the Department of Defense, specifically for roles such as the Undersecretary of the Air Force and the Deputy Undersecretary of Defense for Intelligence and Security. Senators expressed urgent concerns about global security threats, the need for robust military readiness, and the emphasis on effective collaboration with NATO allies amidst rising tensions with adversaries such as Russia and China. Several senators highlighted the challenges facing military infrastructure and defense capabilities, suggesting a critical need for improvements and investment in these areas to ensure national security.

Transcript Highlights:

• advisers, investment adviser representatives, broker-dealers, and agents registered in Minnesota who manage
• </c> agents registered in Minnesota who manag agents registered in Minnesota who manag more<00:03:58.799
• I'm the interim director of the Office of Cannabis Management.
• I'm the interim director of the Office of Cannabis Management.
• It's a fairly simple and straightforward bill, which simply defines the Office of Cannabis Management

Committee: Senate Commerce and Consumer Protection

Transcript Highlights:

• We are trying to manage the projects that we deliver with the revenues that we have.
• And in some respect, They are, they do administer and manage the UTP.
• They can manage the funds that are coming to them by formula. work with the MPOs on those projects, if
• Really I would kind of describe as kind of the quarterback, if I could make that analogy. for managing
• We manage a two-billion-dollar... billion system of projects.

Committee: House S/C on Transportation Funding

Transcript Highlights:

• Moving on to our next bill, SB 353, relating to emergency management.
• The concern was that ending the emergency could remove necessary emergency-management avenues.
• </c><00:16:18.199><c> okay</c> for us for Emergency Management okay for us for Emergency Management okay
• They said emergency managers can do a better job setting expectations for the governor, executives, and
• has uh sort of services and management has uh sort of ended<00:19:06.919><c> and</c><00:19:07.200><c

Committee: Senate Public Safety and Military Affairs

Summary: The Senate Committee on Public Safety and Military Affairs heard several bills on January 27, 2025. SB 24, relating to identification, would require the Department of Corrections and Rehabilitation to help inmates obtain civil ID cards and other vital documents for reentry. Testimony was overwhelmingly in support from DCR, the Hawaiʻi Correctional System Oversight Commission, DHS, the Hawaiʻi Disability Rights Center, health and youth advocates, and others, with comments emphasizing that reentry should begin on day one and that lack of identification is a major barrier to housing and employment. A senator asked about the low number of IDs issued in 2022 and DCR said it already has a satellite ID card machine at Hālawa and plans to procure more for other facilities. The committee recommended passage of SB 24 as is. SB 474, relating to psychologists, would require DCR clinical psychologists to obtain licensure within 10 years of employment and would sunset in 2035. DCR strongly supported the bill, citing a severe staffing shortage, low exam passage rates, and many vacant positions, while the Hawaiʻi Psychological Association expressed concerns and one testifier argued psychologists serving incarcerated people should be licensed before employment. Committee members questioned whether the 10-year period was too long and discussed alternative solutions such as pay incentives and shortage differentials. The committee ultimately recommended passage with amendments, shortening the licensure period to 5 years, moving the sunset to July 1, 2030, and making other technical changes. SB 353, relating to emergency management, would clarify emergency authority, bar suspension of public records or vital statistics requests during emergencies, define “severe warning,” and allow the legislature or city councils to terminate a state of emergency. DHS and HMA opposed the bill, arguing it could limit executive flexibility and cut off access to the major disaster fund, while supporters included public-interest and good-government groups. The committee discussed whether legislative termination authority could interfere with ongoing emergency response and recovery, with the bill’s sponsor explaining it was aimed more at situations where emergency conditions have ended, such as prolonged COVID-era proclamations. The committee recommended passage with amendments, including a delayed effective date and committee report notes referencing DHS request data and HMA’s opposition. The committee also heard SB 259, relating to recordkeeping for secondhand dealers and pawn brokers, and SB 37, relating to recordings of law enforcement activities. SB 259 was set for amendment and deferred decision-making to January 29, 2025, so the committee could seek input from HPD. SB 37 drew support from the Legal Clinic and other advocates, with a clarifying question about civil enforcement actions, and the committee recommended passage with amendments and a delayed effective date. The meeting concluded with the committee adopting its recommendations and adjourning.

Transcript Highlights:

• </c> need a rule to manage to deal with that. need a rule to manage to deal with that.
• </c> the board of managers. the board of managers.
• </c><00:50:23.119><c> at</c> the chairman of the board of managers at the chairman of the board of managers
• </c><00:51:32.480><c> are</c> Currently, nine of the 12 managers are Currently, nine of the 12 managers
• </c> happens when the board of managers happens when the board of managers recommend<00:52:25.359><c>

Committee: Senate Executive Departments and Administration

Transcript Highlights:

• ,</c><00:04:30.320><c> which</c> division of emergency management, which division of emergency management
• Is emergency management tasked only with disaster response, or do you also manage disaster prevention
• Data management and risk assessment. What's at risk?
• </c> Data management and risk assessment. Data management and risk assessment.
• </c><01:24:11.440><c> right</c> distinct from emergency management right distinct from emergency management

Summary: The first meeting of the Disaster Prevention and Resiliency Task Force focused on the task force’s mission and on recent Kentucky flooding disasters. The co-chairs described the need to better prepare for increasingly frequent and costly natural disasters, including flooding, tornadoes, wildfires, and ice storms, and emphasized coordination among local, state, federal, and interstate partners. The discussion also stressed the importance of budgeting for mitigation, infrastructure resilience, housing, insurance, and recovery planning, with several members sharing personal experiences with disaster impacts in their districts. Kentucky Emergency Management Director Eric Gibson gave the main presentation, responding to questions about the February and April flooding events. He said the February event affected the entire state, with 11,825 individuals registering for assistance and 1,194 public-assistance projects written so far; he also reported 134 households still sheltered, 190 households moved to permanent housing, and three disaster recovery centers still open after a regional consolidation. For the April event, he said 37 counties had individual assistance, 83 counties were still pending public assistance, and no hazard mitigation had yet been declared; 5,893 people had registered for individual assistance, and 144 households were sheltered, with 83 families already moved to permanent solutions. He noted that counties without public assistance would have to cover expenses locally unless state or federal aid is approved. Gibson also outlined Kentucky Emergency Management’s tools and resources, including a 24/7 state operations center and warning point, embedded National Weather Service meteorologists, five regional warehouses stocked with water, MREs, blankets, and kits, a statewide web-based damage reporting system, laundry trailers, generators, a disaster needs hotline that has received 6,972 calls, and a mutual aid system used to deploy resources such as water tankers. He highlighted ongoing work on urban search and rescue, qualification systems for emergency operations personnel, and aerial documentation of storm damage. No votes or formal actions were taken at this meeting.