Transcript Highlights:

• that construct.
• I'm sure you haven't been educated in construction management.
• , and get it to people that construction, and get it to people that construct. construct. construct.
• <01:23:50.880> yours<01:23:51.199> as construction management. yours as construction
• <01:25:34.159> construction and they do manage construction and they do manage construction

Keywords: Call to Order and Roll Call- 00:00:01 Staff Report on Statewide Emergency Responder Voice System- 00:01:09 Kentucky State Police and Finance and Administration Cabinet Response to Staff Report- 00:48:37 Adjournment-01:34:512, 958, all

Summary: The committee heard a staff report on Kentucky’s statewide emergency responder voice system (SERVS), a multi-phase project intended to improve interoperable radio communications for first responders. Staff said Kentucky State Police did not appear to have violated statutes or regulations, but the project lacked an overall master plan, clear milestones, and consistent documentation, which contributed to delays, spending issues, and deployment problems. The report recommended updating the Kentucky Field Operations Guide to reflect SERVS and noted that the project has been funded in phases since 2018, with appropriations totaling roughly $216 million across 2018, 2020, 2022, and 2024, while about $109 million had been spent by the end of fiscal year 2025. The report raised concerns about project sequencing and oversight. Staff said most spending was concentrated in special mobile equipment, with Motorola accounting for about two-thirds of all SERVS expenditures and the top four vendors making up 81 percent of spending. They also said a sample of Motorola payments suggested possible late payments, though they could not confirm whether interest was paid. Staff criticized the use of master agreements for a project of this size, the lack of a centralized ledger, and the absence of a documented timeline or risk mitigation plan. They recommended stronger procurement and planning requirements, including possible legislative changes requiring approved master plans for large capital projects and additional funding conditions tied to SERVS master agreements. Land acquisition and deployment progress were identified as major bottlenecks, especially in Eastern Kentucky. Staff said the project began in western Kentucky using existing tower sites, but the remaining work is concentrated in harder-to-acquire areas, with more than 95 percent of new towers still incomplete. They said the Division of Real Properties did not begin formal contract work on acquisition until October 2024, despite earlier coordination, and recommended earlier consultation on future projects. Staff also noted that the Kentucky Wireless Interoperability Executive Committee had not been active in oversight, and survey results showed limited awareness and involvement among first responders. Committee members agreed that the lack of an initial implementation plan and the continuing need for funding reflected broader planning problems, and they discussed the need for a clearer end-to-end game plan rather than continuing to fund the project without a defined completion path.

Transcript Highlights:

• So for new construction, the vast majority of our dollars are going to new construction.
• But we try to manage toward that.
• And we followed up and passed the law to allow for voluntary management basin management plans.
• management, and drainage management.
• to specific water management authorities around zoning, shoreland management, and drainage management

Keywords: 908, all

Transcript Highlights:

• With me today is Eric Ell, he's the construction operations manager with our Real Estate and Construction
• I'm the construction operations manager with the Department of Administration, Real Estate and Construction
• the construction operations manager with the construction operations manager with the Department
• That’s what we have engaged with our construction manager in GMP project delivery.
• have uh engaged with our construction have uh engaged with our construction manager<00:09:20.800

Keywords: 919, house, all

Transcript Highlights:

• How can we do better to help administer construction, oversee construction, partner with contractors,
• ... ...constructed.
• You can see we've got 26 that we will construct that DOTD will construct, and OLHC will construct another
• issued are under construction.
• If it's under construction, it'll give you pictures as we go through construction.

Keywords: 965, house, all

Summary: The House Transportation Committee met for an information-only hearing with no votes or formal actions. DOTD Secretary Glenn LaD and Deputy Secretary Beau Black outlined the department’s transformation efforts, emphasizing faster project delivery, improved transparency, and use of technology. They reported major reductions in contractor payment processing time, from roughly 35 days to 15 days or less, and change-order approvals from about 40–45 days to around five days. They also described new tools such as inspection tablets, a project delivery dashboard, e-ticketing, a customer service portal, and a pilot using sensor technology on department vehicles to identify potholes and damaged assets. The department said it is reorganizing district staffing, replacing the old area engineer model with district points of contact for construction, maintenance, and operations, without increasing total staff. Members focused heavily on local maintenance concerns, including potholes, drainage, culverts, mowing, overgrown ditches, and utility-related delays. Several legislators asked how to get quicker responses on routine maintenance and how to distinguish state responsibility from local jurisdiction. DOTD said it would meet with district administrators to address specific problems and clarify jurisdiction, and that the new customer service portal should help track complaints electronically. Members also asked about contractor accountability, utility relocations, and public communication on long-running projects; DOTD said it is improving internal KPIs, coordinating more closely with district staff and public information officers, and considering broader public updates beyond the website. The department also reviewed highway planning and funding. Officials said the Highway Priority Program is being reworked into a more fiscally constrained, staged process that starts earlier in concept development and gives legislators and constituents more feedback before the annual road show. They said the department is using new IDIQ contracting authority to bring in outside help for bridge maintenance and other work, and that bridge maintenance backlogs remain significant. DOTD reported that LTIF 1.0 and 2.0 together cover 91 projects statewide totaling more than $534 million, with over 40 complete, and that LTIF 3.0 adds 39 projects and about $165 million. Combined with other funding sources, the department said its upcoming construction program will include 385 projects worth about $1.73 billion. Legislators generally praised the department’s progress but raised concerns about lingering local problems and the need for clearer communication. Questions were also asked about a barge strike on the Black Bayou Pontoon Bridge, with DOTD saying divers and staff were inspecting the damage and that emergency repairs would likely be needed. After the DOTD update, the new Office of Louisiana Highway Construction, led by Archie Chesson, gave its own update on its first year, describing a small staff, heavy use of consultant and contractor pools, emergency procurement authority, and rapid delivery of rural bridge and roadway projects.

Transcript Highlights:

• I Feel certain that the district will be able to manage that, and they and the services will be paid.
• Since 2009, the fee structure for the Construction Industries Board has remained flat.
• Each of these things requires staffing systems and administrative capacity to manage.
• It does adjust the fee structure for the Construction Industries Board.
• I think it is fair and just managed and That's it on that.

Bills: SB44, SB237, SB248, SB985, SB1204, SB1239, SB1307, SB1360, SB1390, SB1400, SB1405, SB1427, SB1428, SB1732, SB1832, SB1859, SB1989, SB2018, SB2143

Keywords: sales tax exemption, nonprofit organizations, contractors, charitable purposes, state law, ad valorem tax, manufacturing facilities, exemption, battery energy storage, employment, payroll, state tax regulation, tourism, revolving fund, Oklahoma Tourism and Recreation Department, real property, fund management, Oklahoma Local Food for Schools, school meals, local food procurement

Bills: SB 2, SB 3, SB 10, SB 16, SB 5, SB 9, SB 7, SB 17, SB 4, SB 19, SB 54, HB23, HB17, HB16, SB19, SB53, SB54, HB16, HB17, HB23, HB27, SB9, SB7, SB17, SB4, SB2, SB3, SB10, SB16, SB5

Keywords: flash flood, flood warning, outdoor warning siren, emergency alert, disaster preparedness, flood mitigation, Hill Country floods, Texas Water Development Board, municipalities, counties, local government mandate, public safety, grant program, backup power, weather siren, emergency management, flood-prone area, warning system, real property theft, real property fraud

Bills: SB 2, SB 3, SB 10, SB 16, SB 5, SB 9, SB 7, SB 17, SB 4, SB 19, SB 54, HB23, HB17, HB16, SB19, SB53, SB54, HB16, HB17, HB23, HB27, SB9, SB7, SB17, SB4, SB2, SB3, SB10, SB16, SB5

Keywords: flash flood, flood warning, outdoor warning siren, emergency alert, disaster preparedness, flood mitigation, Hill Country floods, Texas Water Development Board, municipalities, counties, local government mandate, public safety, grant program, backup power, weather siren, emergency management, flood-prone area, warning system, real property theft, real property fraud

Bills: SB 2, SB 3, SB 10, SB 16, SB 5, SB 9, SB 7, SB 17, SB 4, SB 19, SB 54, HB23, HB17, HB16, SB19, SB53, SB54, HB16, HB17, HB23, HB27, SB9, SB7, SB17, SB4, SB2, SB3, SB10, SB16, SB5

Keywords: flash flood, flood warning, outdoor warning siren, emergency alert, disaster preparedness, flood mitigation, Hill Country floods, Texas Water Development Board, municipalities, counties, local government mandate, public safety, grant program, backup power, weather siren, emergency management, flood-prone area, warning system, real property theft, real property fraud

Bills: SCR 22, SB 53, SB 204, SB 266, SB 268, SB 291, SB 292, SB 296, SB 304, SB 305, SB 413, SB 447, SB 455, SB 462, SB 493, SB 504, SB 519, SB 522, SB 532, SB 541, SB 667, SB 670, SB 673, SB 681, SB 687, SB 711, SB 746, SB 765, SB 783, SB 827, SB 850, SB 860, SB 888, SB 897, SB 901, SB 927, SB 955, SB 963, SB 984, SB 989, SB 993, SB 996, SB 1023, SB 1033, SB 1058, SB 1062, SB 1101, SB 1119, SB 1172, SB 1173, SB 1215, SB 1220, SB 1227, SB 1228, SB 1229, SB 1238, SB 1239, SB 1245, SB 1248, SB 1254, SB 1259, SB 1273, SB 1277, SB 1302, SB 1332, SB 1341, SB 1346, SB 1350, SB 1352, SB 1353, SB 1355, SB 1358, SB 1370, SB 1371, SB 1378, SB 1403, SB 1404, SB 1415, SB 1437, SB 1448, SB 1450, SB 1464, SB 1493, SB 1494, SB 1537, SB 1566, SB 1569, SB 1589, SB 1598, SB 1644, SB 1709, SB 1719, SB 1729, SB 1733, SB 1744, SB 1772, SB 1810, SB 1841, SB 1895, SB 1930, SB 2039, SB 2289, SB 2312, SCR 1, SCR 6, SCR 27, SCR 32, SB 2232

Keywords: mental health, court proceedings, notice requirements, legal filings, electronic documents, parental rights, education, school trustees, training, handbook, tax collection, managed audits, taxpayer rights, dispute resolution, penalty, health care, licensing, complaint procedure, disciplinary action, law enforcement

Transcript Highlights:

• were constructed. were constructed. 25<00:03:30.799> of<00:03:31.120> those<00:03:
• is you got to hit those construction is you got to hit those construction seasons.<00:10:36.079>
• availability of of of construction availability of of of construction companies<00:14:54.720>
• and have the funds to do the construction, it won't still hold up for the construction, is what I'm
• next construction season.

Keywords: 958, all

Summary: The House Budget Review Subcommittee heard testimony from the Energy and Environment Cabinet on the state-owned dam repair program and Kentucky’s electric grid resilience program. On dams, Commissioner Tony Hatton explained the legal definition and hazard classifications for Kentucky dams, noting there are 975 regulated dams statewide, including 76 state-owned dams, and that hazard ratings are based on potential loss of life or property damage if a dam fails. He described the cabinet’s screening criteria, including inundation mapping, engineering condition, and compliance status, and said the cabinet uses a design-bid-build procurement process to manage public funds responsibly. Hatton outlined current and planned dam projects funded from the prior biennium, including Willisburg Lake in Washington County, where work will address hydraulic capacity, unstable downstream slopes, and likely require a coffer dam, flood wall, auxiliary spillway, and raw water line replacement. He also said Big Bone Lake State Park Dam will be decommissioned, Clemens Lake Dam at Morehead State University is in design for a major rehabilitation, and additional projects include Marion County Sportsman’s Dam, Chenoa Lake Creek/Canning Creek Dam, and a rehabilitation study for the Mud River at Lake Malone. The cabinet also requested $500,000 for routine repairs and maintenance. Members questioned cost estimates, inflation, and whether it would be better to fund design separately; cabinet officials said estimates are current best engineering estimates, costs have generally stayed within about 10%, and the current funding flow requires all funds to be available before bidding. The committee then received a status update on the electric grid resilience program, a five-year federal formula grant under Section 40101(d) of the Infrastructure Investment and Jobs Act. Officials said Kentucky has received years one through three of funding, which has been allocated to state park facilities and municipal electric utilities, while years four and five have not yet been received and would go to distribution cooperatives and remaining municipal utilities. Projects discussed included upgrades at Ken Lake State Park and Kentucky Dam Village, plus municipal projects in Owensboro, Princeton, Williamstown, and Hopkinsville. The cabinet said the selected projects focus on hardening infrastructure, replacing poles, wires, conductors, and transformers, improving vegetation management, and adding or upgrading outage management systems. Officials reported that all projects are under contract and moving into subcontracting and construction, while the Department of Parks is finalizing an agreement with Western Kentucky Rural Electric Cooperative for the park-related work.

Transcript Highlights:

• So for new construction, the vast majority of our dollars are going to new construction.
• But we try to manage toward that.
• Of their local management plan.
• management, and drainage management.
• to specific water management authorities around zoning, shoreland management, and drainage management

Summary: The Water Topics Overview Committee met with a quorum and received updates from the Department of Water Resources and the State Water Commission, followed by presentations from Deloitte on two legislative studies required by House Bill 1020. Director Reese Haas reviewed major project and budget updates, including the Northwest Area Water Supply and Southwest Pipeline projects, Resources Trust Fund balances, carryover spending, project prioritization, bid conditions, regional water system coverage, and department process improvements. Members also discussed how the commission prioritizes projects, maintenance expectations, and the impact of limited municipal water supply funding. No formal committee action was taken during the DWR update; the commission’s municipal funding decisions were described as pending its April 8 meeting. Deloitte then presented the cost-share policy study, which found that under current policy and forecasted revenues, North Dakota faces an estimated $1.3 billion shortfall over 14 years, with a near-term gap of about $1.8 billion through 2031. The firm outlined seven recommended options, including tighter definitions and a 25% cost share for eligible replacement projects, caps and financing strategies for the Mouse River and Red River Valley projects, aligning cost share with commission priority guidance, delaying lower-priority projects, using available lines of credit, and adjusting reimbursement timing for revolving loan funds. Committee members questioned inflation assumptions, affordability, user fees, and the use of legacy fund earnings for bonding, but no decisions were made. In the governance and finance study, Deloitte said final recommendations are still being refined, with a final report due May 29. The study examined the Southwest Pipeline, NAWS, and Red River Valley systems using governance and finance criteria such as decision authority, transparency, affordability, risk, and access to funding. For Southwest, Deloitte outlined options ranging from improved state-authority coordination to transferring ownership to the Southwest Water Authority; for NAWS, options focused on strengthening the authority’s role and potentially transitioning operations and maintenance; and for Red River, options ranged from enhanced facilitation to formal state oversight or state ownership. Members asked follow-up questions about ownership transfer, capital repayment streams, and why NAWS was not considered for transfer, and Deloitte said NAWS’s limited organizational maturity made that option less viable in the near term.

Transcript Highlights:

• <00:24:41.200> system a filing in a case management system a filing in a case management system
• Uh, it is 10% complete construction.
• Uh foundation work has construction.
• implementation of the case management implementation of the case management system,<01:03:09.920
• 34.799> as<01:03:35.119> enterprise case management system as enterprise case management

Keywords: 958, all

Summary: The Interim Joint Budget Review Subcommittee on Justice and Judiciary met without a quorum and heard an update from the Administrative Office of the Courts on the judicial branch budget. AOC Director Zach Ramsey and budget director Carol Henderson outlined the branch’s current funding structure, noting that fiscal year 2026 general fund support is about 2.77% of the state general fund, below the National Center for State Courts’ typical 2% to 4% range. They emphasized Kentucky’s unusual responsibility for courthouse facilities, with the judicial branch directly involved in construction, maintenance, and operations across 229 facilities in all 120 counties. AOC said nearly 91% of its general fund is spent on personnel and other non-discretionary costs, and that the branch has long relied on agency revenue, restricted fund carryforwards, and vacancy credits to balance court operations. Members were told that Senate Bill 25 required a $34.5 million transfer into a reserve account, part of which was used to purchase the Chamberlain Avenue building in Frankfort. AOC reported that only $11.9 million remains in restricted funds, while it projects needing about $13.5 million to cover fiscal year 2026 obligations, not including roughly $9 million in flood-related remediation costs for Hardin and Franklin counties, much of which it expects to recover through insurance and FEMA. Looking ahead to the next biennium, AOC said it will seek full funding of court operations at $341 million annually, a $13.5 million increase to bring current services into the base appropriation rather than relying on reserves. It also previewed additional requests, including a 15% across-the-board pay parity plan for Kentucky Court of Justice personnel, replacement of declining master commissioner fee revenue tied to 141 deputy circuit court clerk positions, funding for technology subscription and case management system costs, JAV audiovisual system upgrades, AEDs and medical kits for courthouses, and other staffing and operational needs. Senator Funky Frommeyer asked whether the 15% salary proposal was included in the $13.5 million increase; AOC said it was not, and that it would be an additional request. No votes or formal actions were taken.

Transcript Highlights:

• We retained the services of an architect and construction manager to study our old buildings.
• We retained the services of an architect and construction manager to study our old buildings.
• We did get an estimate from our construction manager about what it would take to expand and renovate
• We did get an estimate from our construction manager about what it would take to expand and renovate
• <00:35:54.240> manager estimate from our construction manager estimate from our construction

Keywords: 1187, senate, all

Transcript Highlights:

• This is a construction funding request.
• manager at risk.
• In regard to the Construction Manager Risk Project Delivery Method, this involves procuring general contractor
• The regional manager assigned to Gallup is currently managing a substantial workload, including projects
• management than they previously did.

Transcript Highlights:

• We've got a new project management organization structure that we've, We've got a new project management
• How can we do better to help administer construction, oversee construction, partner with contractors,
• You can see we've got 26 that we will construct that DOTD will construct, and OLHC will construct another
• They're a subject matter expert not only in construction and construction administration, but also in
• If it’s under construction, it’ll give you pictures as we go through construction.

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:

• Hermine and Matthew are our oldest grants that our office currently manages.
• Hermine and Matthew are our oldest grants that our office currently manages.
• We had issues with that manager, or with that vendor.
• The oversight is that we're constantly managing the vendor day to day and the projects.
• the general contractor doing the actual construction.

Summary: The Committee on Community Affairs met with a quorum present and heard several housing and disaster-recovery items. The committee heard SB 48 by Senator Gates, which would require local governments to allow voluntary accessory dwelling units, preserve homestead treatment for the owner-occupied portion of the property, limit undue parking restrictions, require 30-day minimum rentals, extend certain density bonuses for military families, and allow reusable tenant screening reports. The bill drew strong support from the Florida Association of Mortgage Professionals and several others, and it was reported favorably. The committee also heard SB 34 by Senator Sharif, creating a historic cemeteries program to help preserve historic African-American cemeteries and allow sale of excess vacant land if proceeds are used for long-term maintenance; it was also reported favorably. The committee then considered and recommended confirmation of Fox Henderson to the Board of Directors of the Florida Housing Finance Corporation. Members also received a presentation from the Department of Commerce on the Community Development Block Grant Disaster Recovery program and Rebuild Florida. Deputy Secretary Justin Domer described the state’s administration of HUD disaster recovery funds, including more than $4.3 billion received since 2017, housing repair and replacement programs that have completed 5,271 homes, and infrastructure and mitigation projects such as sewer conversion in Alford, the new Calhoun-Liberty Hospital, and the Florida Keys desalination plant. Members asked about average project costs, contractor oversight, corrective actions for deficient work, and audit procedures; Domer said the department uses inspections, vendor oversight, and financial penalties, and noted stricter contract consequences in newer programs. The Division of Emergency Management also presented on Elevate Florida, a federal mitigation program that allows homeowners to apply directly for elevation, reconstruction, acquisition/demolition, or wind-mitigation projects, with a 75/25 federal-homeowner cost share and no state funds. Director Kevin Guthrie said the program is designed to reduce repetitive flood losses and keep homeowners in place, and that it has received more than 12,000 applications, with about 1,500 prioritized, 500 on a wait list, and 305 submitted to FEMA for final approval. Members asked about the 25% match for seniors, the wait list, contractor procurement, and how projects are classified; Guthrie said the program uses insurance proceeds where available, has competitively procured 27 contractors, and may shift projects from elevation to reconstruction depending on damage and flood rules. The committee adjourned after the presentations and discussion.

Transcript Highlights:

• to our construction directly to our construction<00:32:53.000> projects<00:32:53.559> that
• <00:32:53.799> the construction projects that the construction projects that the department
• <00:36:38.520> those active construction projects those active construction projects those
• and operation Bureau systems management and operation Bureau that<00:39:34.119> manages<00:39
• things with construction costs we talk things with construction costs we talk about<00:42:13.119

Keywords: 928, house, all

Summary: The Public Works and Highways Committee held an orientation meeting focused on introducing members, outlining committee norms, and hearing an overview from the Department of Transportation. Chair David Mills emphasized the committee’s long-standing bipartisan working style, asked members to share contact information for short-notice scheduling, and noted that the committee would need to complete as much work as possible before the building is vacated later in the year. Members introduced themselves and described backgrounds in engineering, construction, planning, local government, military service, education, and business. Several members highlighted prior service on planning boards, school boards, zoning boards, or in transportation-related fields as relevant to the committee’s work. Members repeatedly described the committee as collegial and nonpartisan, with most bills going to the consent calendar. The chair also noted that the committee’s work centers on state infrastructure, including roads, bridges, highways, and buildings. Representative Cluder, the ranking member, and others echoed that the committee is effective because it talks issues through and resolves disagreements collaboratively. One member mentioned a recent trip that reinforced the importance of infrastructure resilience after storms and rebuilding efforts in other states. Department of Transportation officials, led by Assistant Commissioner and Chief Engineer David Rodrig, gave a detailed organizational and operational overview. They described DOT’s structure, mission of “transportation excellence,” and major responsibilities across highways, bridges, rail, transit, aeronautics, maintenance, and administration. Rodrig reported 1,651 permanent positions and 404 vacancies, 2,160 state bridges with 115 on the Red List, 4,600 centerline miles of roadway, 25 public airports, 11 transit systems, and 194 active state-owned rail lines. He also outlined FY 2024 spending, project development activity, highway maintenance operations, fleet and fuel systems, and the distinction between the highway fund and DOT’s budget, including the role of federal funds and the turnpike enterprise fund. No votes were taken and no bills were acted on during this orientation meeting.

Transcript Highlights:

• We will manage implementation using four cross-sector networks that are overseen by the project management
• Well, and again, I tried to offer a distinction between the modular construction versus the broader construction
• Modular construction versus the broader construction world. And you're right.
• offsite construction.
• It's managed by a property management company here in town. And then our Mill Creek Apartments...

Summary: The Senate Housing Committee work session focused first on Civic Commons’ “starter home production plan,” a statewide strategy intended to increase production of homes affordable to households roughly between 60% and 120% of area median income. Presenters said the Covenant Home Ownership program will not succeed without more starter homes, and outlined recommendations including a temporary cross-sector crisis task force, a developer network, new financing tools, public seed funding, and a multi-site demonstration program to test off-site construction and standardized designs. Committee members asked about silos in the current system, the role of off-site and modular construction, target income ranges, and where the plan would be most useful. Civic Commons said the plan is meant to be statewide, community-informed, and respectful of local context, with pre-approved plans and standardized approaches for both single-family and multi-unit housing. The Department of Labor and Industries then gave an update on factory-built housing oversight. Officials said residential factory-built structures are a small but important part of their work and described progress in prioritizing residential plan reviews, which they said has reduced review time from months to about two days. They also reported creating a plans examiner supervisor position, moving forward with rules for third-party plan review and inspection, and beginning analysis of national standards from the Modular Building Institute to see whether they align with state code. Committee members and L&I discussed the value of standardized plans, real-time tracking for applicants, and the role of state inspection in reducing local jurisdictional variation. The Washington State Building and Construction Trades Council testified that it supports efforts to reduce permitting delays and increase housing production, but warned against weakening safety standards or labor protections. The labor representatives said prefabrication and modular construction can help if the workforce is protected, wages and apprenticeship opportunities are preserved, and projects use tools such as community workforce agreements. They also raised concerns about wage theft, misclassification, and unlicensed contractors in residential construction, and suggested stronger front-end contractor education or licensing. Committee members responded that the goal is to expand production without sacrificing safety or good jobs. The committee also heard city perspectives on local housing reforms. Olympia described its affordable housing emergency ordinance, which gives qualifying projects priority in the permitting queue, and said success depends on communication among housing staff, planners, engineers, and developers. Walla Walla, an early adopter of middle housing, reported increased ADUs, duplexes, and smaller-lot development after eliminating single-family zoning and expanding tools such as MFTE and ADU flexibility. Des Moines described adopting middle housing and ADU ordinances in June 2025 after a lengthy public process, while Poulsbo described proactive code changes including duplexes on corner lots, unit lot subdivisions, manufactured home protections, expanded ADU allowances, and pre-approved ADU plans shared with neighboring jurisdictions. No votes were taken during the work session.

Transcript Highlights:

• lake modification and forest manage lake modification and forest manage management<00:40:29.119>
• Uh, next we have the construction bill. Do we have a motion on the construction bill? >> Okay.
• diversion or management of storm water. diversion or management of storm water.
• to manage surface water. to manage surface water.
• <03:40:44.479> Um management of rainwater. Um management of rainwater.

Keywords: 916, all

Transcript Highlights:

• To help manage cost and achieve the best possible construction outcome for a project this complex, we
• <00:07:12.160> manager fall to procure a construction manager fall to procure a construction
• couple months to hire a construction couple months to hire a construction manager<00:30:16.880><
• our construction manager if we didn't our construction manager if we didn't have<00:35:59.920>
• <00:37:39.280> manager<00:37:39.760> on got to with a construction manager on got to

Keywords: 0:00:01 Call to Order and Roll Call 0:01:19 NKU Capital Project Update 0:38:57 DJJ High Acuity Services Update 1:03:53 Adjournment, 958, all

Summary: The interim Budget Review Subcommittee for Justice and Judiciary received an update on Northern Kentucky University’s capital project to house the Northern Kentucky Medical Examiner’s Office and the Northern Kentucky Crime Lab in the former Highland Heights Civic Center building on NKU’s campus. NKU and Justice Cabinet staff described the project timeline: the building was identified in late 2022, lease terms were agreed to in early 2023, a pre-construction evaluation agreement was executed in May 2023, the General Assembly authorized $21 million in April 2024, and the lease and construction agreement were finalized in spring 2026. The project is now being prepared for bid, with construction expected to start in August and occupancy targeted for January 2028. About $1 million has been spent so far on design and related investigations. Testimony emphasized that the vacant building was structurally sound but required major upgrades, including HVAC, plumbing, electrical, roof, windows, a generator, specialized mechanical systems, security, and geothermal work to meet the needs of two separate operations sharing one facility. NKU said it is contributing $3.7 million to the project. Committee members asked about the condition of the building, the urgency of the project, and why the process took so long. Justice Cabinet and real properties officials said the medical examiner’s office had been shut down since roughly late 2017 or 2018, that the state had first sought funding in the 2022 budget for staffing, a lease, and equipment, and that it took time to find a suitable leased location because the facility has highly specialized requirements. Members also asked about operating costs, annual lease costs, and the impact of the office’s absence on families and counties in Northern Kentucky. Officials said the lease cost is based on NKU’s expected maintenance-related expenses, while utilities and staffing are covered through the Office of the State Medical Examiner or Kentucky State Police, with seven medical examiner positions funded in House Bill 500 and two additional KSP positions requested for the crime lab. They explained that, until the new facility opens, bodies from Northern Kentucky are generally transported to Louisville for autopsy, with transportation costs borne by the coroner’s office. No votes were taken, but the committee requested follow-up information, including lease cost numbers and additional details on facility usage and timing.