Transcript Highlights:

• is a three-year plan.
• This is a significant effort and aligned with the CSU Forward strategic plan, which is moving the CSU
• As shared by Chancellor Garcia with this committee in February, our new strategic plan commits the system
• We have strategic plan initiatives, some of which I've talked about over the last couple months in terms
• Just a side note on the turnaround plans, I do want to note that we have these plans.

Summary: The committee heard testimony on three education budget items: the Expanded Learning Opportunities Program (ELOP), differentiated assistance/statewide system of support, and universal school meals plus kitchen infrastructure grants. For ELOP, the Department of Finance described the Governor’s proposal to provide $4.7 billion ongoing Proposition 98 funding and $62.4 million to set a minimum Tier 2 rate of $1,800 per pupil. The LAO recommended instead fixing the Tier 2 rate at $1,579, and committee members questioned how the rate was determined, how much funding is actually spent, and whether overlapping funding from ELOP, ACEs, and 21st Century programs is being tracked. CDE said ELOP is showing positive attendance and math outcomes, but some requested data will not be available until mid-2027; members also raised concerns about double-funding, transparency, and whether middle and high school students are being equitably served. On differentiated assistance, CCEE outlined the statewide system of support and the various tiers of universal, targeted, supplemental, and intensive assistance. Finance explained the Governor’s proposal to replace the current DA structure with a more stable universal and targeted assistance model, funded at $131.9 million ongoing, with a three-year support cycle aligned to LCAP and ESSA timelines and broader State Board authority to revise eligibility criteria. The LAO objected to considering the proposal before the State Board finalizes the new performance criteria, and committee members expressed concern that moving to a three-year cycle could delay support for LEAs that newly fall into need mid-cycle. There was also discussion about whether the proposal would weaken subgroup-based equity guardrails or give the State Board too much discretion over who qualifies for support. For school meals and kitchen infrastructure, Finance proposed $1.8 billion ongoing for universal meals and an additional $100 million ongoing plus $100 million one-time for a fourth round of kitchen infrastructure and training grants. The LAO recommended rejecting the new kitchen grant round because prior rounds are still being spent and the unmet need is not yet clear. CDE said prior investments have improved meal participation, efficiency, and menu variety, but many schools still lack the facilities for scratch cooking and face construction, electrical, and procurement barriers. Members asked for more data on how prior grants were used, which schools are benefiting, and whether funds could also support lower-cost food access strategies such as pantries, while noting federal restrictions on some meal-service innovations.

Bills: SB44, SB546, SB1213, SB1256, SB1287, SB1443, SB1644, SB1653, SB1716, SB1209, SB1826, SB1919, SB1930, SB1976, SB2028, SB2067, SB2072, SB2117, SB710, SB1477, SB1405

Keywords: sales tax exemption, nonprofit organizations, contractors, charitable purposes, state law, SB1213, earned credits, inmate credits, good time, sentence reduction, Department of Corrections, DOC, prison reform, corrections policy, inmate classification, class levels, rehabilitation credits, achievement credits, vocational training, educational credits

Transcript Highlights:

• specifically the workforce plan. Again, that annual review, we're already looking at.
• And that's really all we doing our hire and our recruitment plan and our workforce plan just in general
• But that is literally, I mean, these are the words. words on your strategic plan.
• Your strategic plan says that you must do it.
• Item number eight, strategic planning.

Keywords: 1184, house, all

Transcript Highlights:

• Communities must plan for housing, transportation, workforce, and needs that really sharpen during the
• We're working on plans.
• The board released its annual strategic plan last month, and I look forward to leading its implementation
• and our own strategic plan.
• and our own strategic plan.

Keywords: 995, all

Summary: The Joint Committee on Ways and Means held a public FY27 budget hearing at Barnstable Town Hall, with opening remarks emphasizing the Cape and Islands’ seasonal infrastructure, housing, transportation, workforce, and digital needs. The hearing began with testimony from the Executive Office of Labor and Workforce Development, which outlined the Healey-Driscoll administration’s budget priorities for job training, apprenticeship, youth employment, reentry programs, and unemployment insurance modernization. The secretary highlighted proposed funding for the Workforce Competitiveness Trust Fund, Career Technical Initiative, YouthWorks, reentry workforce development, and services for young adults with disabilities, along with a proposal to streamline youth work permits. Members also discussed the unemployment trust fund, the COVID assessment on employers, rising unemployment, and the need to improve DUA customer service and claims processing. Committee members asked about job seeker barriers such as child care, housing, transportation, and out-migration of young workers, as well as how to keep Cape Cod graduates and seasonal workers in the region. The administration said its strategy is to pair training with broader affordability investments and to expose students to career pathways earlier, including through middle school, early childhood STEM, YouthWorks, pre-apprenticeships, and Building Pathways. Senators and representatives also raised concerns about regional funding disparities, especially for Hampshire Franklin MassHire, and the administration said it is reviewing MassHire funding and service equity through a policy committee and statewide workforce board. On unemployment assistance, officials reported major improvements in wait times and claims processing, but said they are still working through backlogs and staffing challenges while maintaining program integrity. The committee then heard testimony from the Executive Office of Economic Development. The secretary described House 2 as a fiscally restrained budget with no new taxes or fees, while preserving core programs and using the Mass Leads Act tools to support competitiveness. EOED’s proposal included funding for the Community One Stop for Growth, rural economic development, social enterprise operating grants, regional economic development organizations, the Workforce Investment Trust Fund, Community Workforce Partnerships, Pathmaker, advanced manufacturing training, life sciences, innovation vouchers, AI initiatives, small business assistance, and tourism and live theater support. The Office of Consumer Affairs and Business Regulation also testified on its FY27 request, focusing on consumer protection, licensing, banking, insurance, and public safety regulation. No votes were taken during the hearing.

Transcript Highlights:

• , strategic sourcing and procurement.
• Our top strategic priority is to grow the force. Our top strategic priority is to grow the force.
• And then we focus strategic decisions on technology, infrastructure, resiliency, workforce development
• I know our accelerated plan.
• I know are accelerated plan.

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

Transcript Highlights:

• Watching strategic planning, knowing what our goals are, how do we reach out, knowing that we've got
• We also have tasked that new president, President Alston, with coming up with a strategic plan for the
• Alston, and a new general counsel, and we'd be working with him on a strategic plan to keep moving the
• Part of our biggest strategic plan moving forward is focusing on continuing to grow these numbers.
• Strategic plan moving forward is focusing on continuing to grow these numbers and retaining these students

Summary: The committee first heard CS/SB 270, which would extend Bright Futures eligibility by 12 months for certain students whose parent was serving overseas in public service and then retired, giving military and diplomatic families more time to return to Florida without losing scholarship eligibility. Senator Burgess also explained a late-filed amendment to set the bill’s effective implementation for the 2025-26 school year, and the committee adopted the amendment without objection. The bill received supportive testimony, including from Senator Smith, and was reported favorably by a roll call vote. The remainder of the meeting focused on confirmation hearings for appointees to state college boards of trustees, with the chair emphasizing a new process of hearing from each nominee individually rather than taking a blanket vote. Nominees from Tallahassee State College, St. Johns River State College, South Florida State College, Broward College, State College of Florida Manatee-Sarasota, Palm Beach State College, Pasco-Hernando State College, and Valencia College described their backgrounds and priorities, which largely centered on workforce development, nursing and health sciences, dual enrollment, fiscal responsibility, student retention, and partnerships with local employers and communities. Several nominees highlighted their own educational or professional ties to the colleges, and some noted the importance of serving rural or military-connected communities. One nominee, John Aloko for Pasco-Hernando State College, was not present because he was attending a conference in Hawaii and was deferred to a later hearing. After hearing all other nominees, the committee voted to recommend confirmation of the remaining appointees in a block vote, covering Tabs 2 through 22 except Tab 8, and the motion passed. Two members later asked to be recorded as voting in the affirmative on earlier items.

Transcript Highlights:

• use planning, and among other areas.
• One is workforce related.
• One is workforce related.
• It also needs to develop a state or territory AI readiness strategic plan.
• What's our strategic plan to both reach small businesses and help them become more competitive with these

Keywords: 907, all

Summary: The committee held a series of informational briefings on information management and technology issues. It first heard from ACLU representatives on data privacy, who argued that Oregon should strengthen protections against private data brokers, government purchases of personal data, reverse warrants, automatic license plate readers, and local police surveillance. They urged data minimization, limits on data sales and retention, and broader transparency and accountability measures. Members asked about practical uses of license plate readers, state sales of data, and how Oregon’s approach compares with other states; the presenters said similar proposals have been adopted elsewhere, including data minimization in Maryland and a state version of the Fourth Amendment Is Not for Sale Act in Montana. The committee then received a detailed update from the Department of Administrative Services and Enterprise Information Services on licensing system modernization for 14 boards and commissions with the most immediate need. DAS said it is seeking a shared procurement approach through an RFP that would create either one scalable system or two tiers of systems, depending on agency needs and security requirements, with contracts expected by September. Committee members emphasized the need for a more unified, user-friendly statewide login and service experience for businesses and residents, and raised concerns about small agencies “figuring it out on their own” without sufficient cybersecurity or technical expertise. EIS said it is overseeing the investment review, security and architecture review, and future implementation planning, and noted that multiple agency requests may still come back to the legislature in the next session. The committee also discussed a revised cybersecurity incident notification concept. Staff explained that the earlier bill had raised stakeholder concerns, so the co-chairs directed further interim work with the Oregon Cybersecurity Advisory Council and other local government and K-12 stakeholders. The goal is a narrower, voluntary “911-style” notification process that would let public bodies alert peers and potentially receive assistance after cyber incidents; a temporary voluntary process is being tested now, with a work group developing language for possible 2027 consideration. Finally, the committee heard updates from the new state chief data officer on data governance, data sharing, geospatial work, and the state transparency website, followed by a briefing on data centers from NCSL and the Technology Association of Oregon. The data officer described efforts to expand data inventories, data governance plans, data literacy, and interagency sharing, along with statewide aerial imagery, geospatial standards, and the open data portal. The data center discussion focused on national and state trends, including rapid growth in data centers, rising electricity and water demand, and legislative responses such as new rate classes, reporting requirements, and cost-allocation rules to protect ratepayers. No votes were taken; the meeting was informational only.

Transcript Highlights:

• Watch a strategic planning knowing what our goals are.
• We also have to ask them to president President Alston with coming up with a strategic plan for the board
• And we are working with him on a strategic plan to keep moving a college forward with the way.
• We are planning to break ground there.
• Even during COVID part of our body biggest Crist strategic plan moving forward.

Keywords: 999, senate, all

Bills: SB1423, SB1426, SB1502, SB1377, SB1983, SB1466, SB1645, SB1647, SB1847, SB1565, SB1562, SB1329, SB1383, SB1833, SB1555, SB1344, SB1839, SB1280, SB1832, SB2001, SB1405, SB2143, SB1989, SB1393, SB1392, SB1395, SB1400, SB1220, SB1516, SB1239, SB1531, SB1349, SB1221, SB1538, SB1309, SB1434, SB2108, SB2121, SB2171, SB2061, SB2112, SB2138

Keywords: Oklahoma Hospital Advisory Council, hospital licensure, public health, State Department of Health, State Board of Health, hospital regulations, healthcare regulation, hospital standards, hospital construction, hospital operations, stroke care, stroke system, emergency medical services, EMS transport, psychiatric treatment, chemical dependency treatment, substance use disorder, drug storage, pharmacy, quality indicators

Transcript Highlights:

• Plans be developed by the Public Education Department with consultation from DFA, LFC, and LASC.
• so the districts are much happier about it because they can actually plan over time.
• We plan on using that. We plan on using that. So, Mr.
• The second thing that it does is it adds a third purpose to the strategic water reserve.
• That you can use the funds in the strategic water reserve.

Transcript Highlights:

• <00:52:47.079> Readiness FY 27 for Workforce Readiness FY 27 for Workforce Readiness programs
• waivers and $1.7 million annually for Family Planning and preventative health services.
• waivers and $1.7 million annually for Family Planning and preventative health services.
• waivers and $1.7 million annually for Family Planning and preventative health services.
• of our family this bill makes strategic of our family this bill makes strategic strides<01:00:51.280

Keywords: 910, house, all

Transcript Highlights:

• Our goal is to take our strategic plan and implement it, which will fuel technology and engineering to
• There’s a new strategic plan out that we’ll be tailoring our accountability plan toward.
• My goals are consistent with the strategic plan of FAMU.
• My goals are consistent with the strategic plan of FAMU.
• With endowment growth and a strategic plan focus, we can get there.

Summary: The committee first took up a confirmation for UCF trustee reappointment candidate Mr. Christie, who described his long service on the board, his UCF business-school background, and his focus on strengthening UCF’s financial foundation, workforce alignment, and engineering and technology programs. Members praised his service and asked about UCF’s future direction, including its role in Florida’s space and engineering sectors. He was allowed to leave early for a meeting with the governor. The committee then heard the Higher Education Appropriations budget presentation for fiscal year 2025-26. The chair outlined a proposed $11.5 billion higher education budget emphasizing workforce education, Florida College System operations, career and technical education, the GATE program, nursing education through the Florida Center for Nursing, UF/IFAS agriculture technology, tutoring, autism and neurodevelopment services, student financial aid, and $250 million for state universities through the Board of Governors. Senator Davis asked about line grant flexibility, and the chair said a conforming bill would address details. The committee adopted a motion allowing technical corrections and then adopted the budget proposal as a recommendation to the full Appropriations Committee. The remainder of the meeting focused on confirmations for university boards, especially the University of West Florida, where several nominees were questioned about Title IX compliance, free speech, workforce readiness, military/veteran ties, and prior statements about privatization and higher education. Rebecca Matthews, Rachel Moyah, Ashley Ross, and Adam Kessel each described their backgrounds and goals for UWF; Kessel faced extensive questioning about his past writings on privatization, the GI Bill, and speech suppression, and said he would not recommend privatizing Florida universities and supported veterans’ education benefits. Public testimony on UWF was largely opposed, with speakers arguing the nominees lacked local ties and warning the slate would harm the university and community. The committee also heard from FAMU reappointment nominee Judge Belvin Perry, who emphasized student success, workforce quality, and FAMU’s continued rise, and from UCF nominee Mark Philburn and FSU nominee Peter Jones, both of whom highlighted their professional experience and commitment to student success and prudent stewardship. The meeting extended its time to 6:30 p.m. to continue hearing nominees and public testimony.

Transcript Highlights:

• And then HCD and BCH related to how improving housing plan tracking.
• policy. workforce strategy.
• coordination and planning.
• In particular, the Workforce Development Board oversees statewide workforce policy.
• We participated in the master plan process along with the number of organizations that support workforce

Keywords: 988, house, all

Transcript Highlights:

• So it's in that place of uncertainty that I think makes it that much more difficult to plan and strategize
• Health equity has been identified by Secretary Walsh as a core strategic planning and operating principle
• It is an honor to be able to share with you the Children's Trust strategic plan today and our vision
• It is an honor to be able to share with you the Children's Trust Strategic Plan today in our vision in
• Our strategic plan is shifting the Children's Trust from program-level to systems-level transformation

Keywords: 995, all

Summary: The hearing was an informational and oversight session of the Joint Committee on Children, Families, and Persons with Disabilities, with chairs and members hearing agency updates from several commissioners. The Department of Public Health’s Bureau of Family Health and Nutrition described its maternal and child health work, including home visiting, early intervention, WIC, newborn hearing screening, and cross-agency efforts on prenatal substance exposure, respite care, children’s vision, and maternal health initiatives. DPH emphasized that federal grant cuts, layoffs, and the loss of data systems such as PRAMS would weaken services and planning, and members asked about Title V funding and the impact of federal uncertainty. The Massachusetts Commission on the Deaf and Hard of Hearing highlighted communication access services, interpreter and CART referrals, emergency after-hours support, family navigation, and independent living services. Commissioners and members discussed the shortage of ASL interpreters and the need to expand training pipelines, including partnerships with colleges and possible ASL programming for younger students. The Department of Developmental Services reported serving nearly 50,000 people and focused on youth and adult services, transition-age supports, autism services, self-direction, respite, and new high-acuity residential models. Members asked about respite availability, self-direction outcomes, and workforce shortages; DDS said it was expanding clinical capacity and provider rates while monitoring possible federal Medicaid, SNAP, and immigration-related impacts. The Commission for the Blind described services for about 28,000 legally blind residents, most of whom are older adults, including social rehabilitation, orientation and mobility training, children’s services, assistive technology, vocational rehabilitation, and Turning 22 supports. The commissioner discussed a UMass-based effort to build the workforce pipeline for blindness services and said the agency was watching federal restructuring but had not yet seen direct cuts. MassAbility’s leadership then warned about major federal changes affecting Social Security disability determinations, including staff restructuring, office closures, and a new overpayment repayment policy, and said the agency was preparing for possible increases in claims and uncertainty around reallotment dollars that help fund services. The Disabled Persons Protection Commission closed the hearing with an update on its abuse investigations and protective services for adults with disabilities. DPPC reported rising hotline calls and investigations, a growing caseload, its sexual assault response team, the abuser registry, and a new interagency protective services integration system funded by ARPA dollars through 2027. The agency also flagged new federal rules that could affect funding eligibility and said it may need statutory changes to comply. Members asked about funding, reporting pathways, and how complaints reach DPPC, and the commissioner said the agency uses both mandated reporting and proactive outreach to identify and respond to abuse.

Transcript Highlights:

• debit is implementing a strategic debit is implementing a strategic framework<00:10:58.880> for
• Workforce development: we've spent a lot of time in workforce development to understand both what our
• wide Workforce wide Workforce Development<00:14:13.519> yeah<00:14:14.360> if<00:14
• Some agencies are doing planning earlier. Yes, you're not planning.
• are okay yes you're not planning we are are okay you're<02:32:52.880> planning you're planning

Keywords: 912, senate, all

Transcript Highlights:

• It would be difficult for me to strategize a game plan on a game in front of me if I don't get the results
• The first priority of our strategic plan is student engagement and career preparation.
• The strategic plan guides us in decision-making, as well as how we teach and what we offer.
• Our second priority of our strategic plan is teacher development and retention, and this is a huge focus
• And before you, I have presented our Portrait of a Wildcat booklet that contains our strategic plan,

Transcript Highlights:

• The workforce composition reflects commitment with 38% of the workforce identifying as black, 18% as
• Under the leadership of Secretary Walsh, health equity has been identified as a core strategic planning
• planning.
• So we just wrapped up our last strategic plan and we're moving forward with the new phase of strategic
• planning.

Keywords: 995, all

Summary: The hearing opened with remarks from Senate Chair Robyn Kennedy and House Chair Chynah Tyler, who emphasized that the fiscal year 2026 hearing was focused on the Health and Human Services budget, asked members to keep questions budget-related, and noted that no public testimony would be taken. They also highlighted the choice of Doherty Memorial High School as the venue to showcase Worcester’s investment in career and technical education. Committee members then introduced themselves before the first panel, the Executive Office of Veterans Services and the state veterans homes, began testimony. Secretary John Santiago said the governor’s FY26 proposal would support implementation of the HERO Act, which he said is now about 95% implemented, including higher disabled veteran annuities, expanded behavioral health benefits, and other service expansions. He described efforts to reduce veteran homelessness, including nearly $20 million in ARPA-funded housing and outreach initiatives, and said the agency has delivered more than 100,000 supportive services to nearly 8,500 veterans. Leaders from the Chelsea and Holyoke veterans homes reported on staffing, quality measures, electronic medical records, and major construction projects at both facilities, including a new Chelsea campus and the new Holyoke home. Members asked about funding transfers, geographic equity in access to the homes, outreach to women veterans and veterans of color, suicide prevention, Gold Star family support, and the impact of federal uncertainty; Santiago said the homes are now licensed and certified, that the current budget is sufficient, and that the agency is expanding engagement and data collection. The second panel, the Office of the Veteran Advocate, testified that its FY26 request is about $3.3 million, up from the current $2 million, to cover staffing, a larger office, and higher technology costs. Veteran Advocate Bob Notch said the office is a new independent oversight agency created in 2022 to examine systems, coordinate with local veteran service officers, and investigate fatalities or serious harm involving veterans in state care. He said the office’s work depends on research, data, and collaboration with other agencies, and that current funding is only enough for minimum operations. In response to questions, Notch and Deputy Commissioner David O’Callaghan discussed the difficulty of tracking veteran suicides, the need for better data across agencies, and the office’s role as an oversight body rather than a direct service provider. No votes or formal actions were taken during the hearing.

Transcript Highlights:

• The strategic plan with the Falcon Group, as I’ve already mentioned.
• Okay, so some of our future reference and talked a little bit about the strategic plan.
• The strategic plan being done by the Falcon Group, helping us guide the strategic plan with the Falcon
• It's not DOC's sole responsibility to develop a strategic plan.
• And I think the strategic plan we're hoping reflects that. So, next document.

Keywords: 995, all

Summary: The commission met with a new member from Prisoners’ Legal Services and approved the July 11 minutes. The main presentation came from Department of Correction Commissioner Sean Jenkins and Deputy Commissioner Mitzie Peterson, who gave an overview of DOC facilities, population trends, and the department’s broad mission, including sentenced prisoners, pretrial detainees, civil commitments, Bridgewater State Hospital, and the Section 35 program. They noted the custody population has fallen from about 10,000 in 2016 to roughly 6,000–6,600, while the share serving first- or second-degree sentences has increased. They also reviewed the department’s facility footprint, including Souza-Baranowski, MCI Norfolk, MCI Framingham, Bridgewater, and the planned transfer of the Section 35 program to Health and Human Services by the end of 2026. A large portion of the discussion focused on programming, education, health care, and reentry. DOC described tablet access for all incarcerated people, free phone calls, email, and more than 330,000 hours of educational, vocational, and reentry use. They highlighted partnerships with colleges and universities such as Tufts, Boston College, Emerson, and others, along with HiSET completion, vocational training, and programs like The Last Mile and Persevere. Health care spending was discussed in detail, including a total annual health-related contract cost of about $300 million, with separate contracts for prison health care, Bridgewater State Hospital, MassAQC, and MAT services. DOC said it has nearly eradicated Hep C and MRSA and now offers all three FDA-approved MAT medications, including long-acting injectables when clinically indicated. Commissioners also asked about specialized programming, language and disability access on tablets, and how programming is distributed across facilities. DOC explained that nothing is mandatory, but program participation is encouraged and can affect parole consideration. Staff described assessments using COMPAS, criminal thinking interventions, trauma-related treatment, and specialized units for emerging adults, mental health, and substance use. The department said programming costs were about $101 million in fiscal year 2025, or roughly 12% of the operating budget, excluding health care. Members praised the elimination of restrictive housing and the rollout of body-worn cameras, while DOC said the cameras required new policy and union negotiations but are now used for training, accountability, and de-escalation. The meeting ended with a plan for DOC to return in September with more detailed information on SAUs, programming statistics, and facility structure, and the commission voted to adjourn.

Transcript Highlights:

• We started the migration from traditional strategic planning to enterprise risk management, if you would
• planning processes issues come up.
• So that leadership Council had been working fairly well in the establish strategic planning processes
• It's a strategic investment that we're making and future workforce capacity.
• Watch your plan is in the immediate future long term and what your plan is to retains or retain staff

Transcript Highlights:

• And we didn't want to have, you know, a 20-page strategic plan.
• We're going to work through that plan.
• Our plans are by the end of this calendar year 2025, of everybody that served Our plans are, by the end
• All of those things combined, in terms of the workforce and the working environment for the workforce
• All of those things combined in terms of the workforce and the working environment for the workforce,

Summary: The Justice Budget Committee heard detailed presentations from the Department of Juvenile Justice and the Department of Corrections on staffing, services, and budget needs. DJJ Secretary Hall emphasized that the agency’s main public safety strategy is education, along with prevention and recidivism reduction. He described major staffing improvements after pay increases for probation, detention, residential care, and prevention workers, and outlined DJJ’s mental health, aftercare, and education continuum, including the Florida Scholars Academy and Florida Youth College. He said the new statewide education model is showing early gains in progress monitoring, high school graduation, and postsecondary enrollment, while also noting ongoing operational issues such as IT connectivity, rural staffing gaps, and the need for geographic pay adjustments for teachers. He also discussed detention center replacement plans in Hillsborough, Broward, and Palm Beach, and said DJJ would transition the Broward JAC to a security contractor after the sheriff’s office pulls sworn officers from the site. Members asked about campus performance differences, teacher pay, detention education quality, and concerns about the rollout and leadership of the Scholars Academy. Hall said some campuses face rural access and infrastructure problems, but the blended learning model provides continuity when internet or staffing issues arise. He defended the superintendent’s qualifications and said early problems with inappropriate online content were addressed. Representative Porras raised concerns about educational quality and the superintendent’s past disciplinary history, while Representative Barrera urged more mentorship and fatherhood-focused programming in juvenile facilities. DOC Secretary Dixon said the prison system is under pressure from rising inmate populations, staffing shortages, and overtime costs. He argued that the system needs funded posts for every functioning housing unit, noting that the department has added housing units without enough staff and now relies heavily on overtime, mobile officer deployments, and shift conversions to keep facilities operating safely. He highlighted that many officers are new, that outside-hospital transports have risen sharply, and that mental health units require additional staffing. DOC’s mental health chief described a large and growing treatment system with outpatient, inpatient, intensive outpatient, and court-ordered services, saying about a quarter of the prison population has a diagnosed mental illness. Community corrections staff described treatment programs, employment specialists, mobile probation and reentry units, and a new mental health first aid training initiative. Reentry staff reported expanded substance abuse, education, CTE, chaplaincy, and digital learning programs, including Edovo and a forthcoming Work Bay platform. No votes were taken.