Transcript Highlights:

• in the way that it's managed under the New England Fishery Management Council.
• in the way that it's managed under the New England Fishery Management Council.
• The New England Fishery Management Council manages a total of 10 plans, scallops being one.
• New England Fishery Management Council manages a total of 10 plans, Scallops being one.
• There's two management areas open Allocation to those rotational management areas.

Keywords: 995, all

Summary: The joint hearing focused on the Massachusetts sea scallop fishery, especially the economic importance of the industry, federal scallop management, and two policy questions: reopening the Northern Edge area on Georges Bank and allowing permit stacking/permit consolidation. Chairing senators emphasized their interest in hearing both sides, their frustration with federal bureaucracy, and their view that the issue should be guided by science while protecting the long-term resource and local communities. Dr. Kate O’Keefe of the New England Fishery Management Council and Kevin Stokesbury of UMass Dartmouth described the Magnuson-Stevens framework, annual catch limits, rotational area management, and the role of industry-funded surveys and the research set-aside program. They said scallops remain the most lucrative council-managed commercial fishery on the East Coast, but recent changes include more small scallops, lower biomass in some areas, higher natural mortality, and shifting abundance toward Georges Bank. On the Northern Edge, they explained that the council previously considered opening the area through a framework/joint action with habitat management, but discontinued the action in 2024 because of conflicting objectives involving scallop yield, habitat protection, and other species. They said the issue could be revisited through future council priority-setting. Representatives of the Sustainable Scalloping Fund argued that the fishery needs modernization to remain economically viable. They supported reopening the Northern Edge and strongly backed permit stacking, saying it would allow two permits on one vessel while keeping ownership caps in place, reducing costs, improving safety, and helping family-owned fleets avoid financial distress and outside investment. Port of New Bedford representative John Regan stressed the port’s central role in the state economy, the need to protect working waterfront infrastructure, and the importance of any permit changes preserving local ownership and participation. No votes were taken; the hearing was informational, and members asked that the witnesses keep the committee informed as the council and federal agencies consider next steps.

Transcript Highlights:

• <01:05:06.160> manager<01:05:06.480> for but uh uh our uh general manager for but uh
• <01:12:33.520> manager<01:12:33.960> for have an assistant general manager for have
• manager who reports to the general manager alongside the structure/process matters as well.
• manager who reports to the general manager alongside the structure/process matters as well.
• manager who reports to the general manager, alongside the structure/process matters as well.

Keywords: 1187, senate, all

Transcript Highlights:

• in a way that preserves them for this generation and future generations.
• The FWC approach to land management includes four pillars: direct management of habitat and wildlife,
• The second pillar of management is wildlife management.
• The third pillar of management is ranch management.
• The third pillar of management is ranch management.

Summary: The Senate Committee on Environment and Natural Resources convened with a quorum present and took up SB 302 by Senator Garcia, which would promote nature-based solutions for coastal resilience. Garcia said the bill would direct DEP to adopt statewide guidelines, encourage local restoration projects through existing grant programs, streamline permitting for green and hybrid infrastructure, support workforce training, and require a study on flood-risk and insurance benefits. Senator Harrell asked about implementation, existing statutory authority, and possible fiscal impacts. The committee adopted an amendment clarifying that hybrid infrastructure need only combine green and gray elements, not prove superiority over either alone. The committee heard supportive testimony on SB 302 from Katie Bauman of Surfrider Foundation, who said nature-based approaches such as dunes, wetlands, and mangroves are cost-effective and protective, and several organizations waived in support, including the Environmental Defense Fund of Florida, the Florida Shore and Beach Preservation Association, and 1,000 Friends of Florida. Senator Harrell said she supported the concept but remained concerned about the breadth of rulemaking and the fiscal implications of workforce funding. After closing remarks from Garcia, the committee voted to report CS for SB 302 favorably. The remainder of the meeting consisted of informational presentations on land management. Brian Bradner of DEP reviewed Florida State Parks management, including prescribed fire, invasive species removal, hydrologic restoration, cultural resource preservation, visitor use, and budgeted land-management activities. Melissa Tucker of the Fish and Wildlife Conservation Commission described wildlife management areas, emphasizing habitat restoration, wildlife monitoring, ranch infrastructure, public access, and the economic value of the system. Rick Dolan of the Florida Forest Service outlined state forest management funded through a $20 million appropriation, including road and facility work, recreation upgrades, invasive species control, reforestation, habitat restoration, prescribed burning, and boundary marking. Senators praised the agencies’ work and noted the ongoing cost of managing state lands. The committee then adjourned without further action.

Transcript Highlights:

• We have an Exide cleanup feedback management system.
• generally across all types of waste.
• , generally across all types of waves. look at alternative management standards, generally across all
• management of hazardous substances.
• Simultaneously, the state is finding it more and more difficult to manage the hazardous waste it generates

Summary: The joint oversight hearing focused on DTSC’s implementation of SB 158 reforms, including enforcement, community engagement, fee stability, the hazardous waste management plan, permitting backlogs, and the Safer Consumer Products program. Senators and Assembly members emphasized protecting overburdened communities and asked how DTSC and the Board of Environmental Safety are using their authority to improve accountability, reduce delays, and address hazardous waste facilities and consumer product chemicals. The hearing also included discussion of extended producer responsibility programs and whether DTSC can support them more efficiently, including through coordination with CalRecycle. DTSC Director Katie Butler said the department is now more transparent, accountable, and fiscally stable, citing stronger enforcement actions, an interactive inspections map, expanded community outreach, and emergency response work on the Los Angeles wildfire cleanup. She said DTSC has made progress on fee reform, the hazardous waste management plan, cleanup grants, permit renewals, and safer consumer products rulemaking, including adding microplastics to the candidate chemical list. Board Chair Andrew Rakestraw said the board has held multiple public meetings and hearings, is working on fee rates and performance metrics, and is revising the hazardous waste management plan after public comment, including removing a proposal to send certain contaminated soil to municipal landfills. He also noted remaining concerns about fee structure, permit delays, and the pace of the safer consumer products program. Public witnesses offered sharply different views. A representative of the California Council for Environmental and Economic Balance said SB 158 reforms have improved permitting and transparency, but urged more attention to risk-based decision-making, reduced duplication, and possible General Fund support for plan implementation rather than relying only on fees. Earthjustice argued DTSC remains too slow and that communities continue to suffer from long-delayed permits and weak protections, urging the Legislature to take a more active role and to prioritize eliminating hazardous substances rather than minimizing costs. Committee members pressed the witnesses on permit renewals, community impacts, and the pace of the safer consumer products program, while DTSC defended its progress and said further legislative collaboration may be needed on hazardous waste management and emerging waste streams.

Transcript Highlights:

• Management.
• as a floodplain manager.
• emergency management.
• In Fort Myers Beach, their floodplain manager may well be their city manager.
• So that's much easier to manage than 500 pumps, 500 generators.

Summary: The Economic Development Budget Subcommittee received a lengthy presentation from Kevin Guthrie, Executive Director of the Florida Division of Emergency Management, on disaster costs, recovery operations, sheltering, and major capital projects. He reviewed the 2024 hurricane season impacts from Debby, Helene, and Milton, explaining how FEMA public assistance and state reimbursement work, how cost shares can shift from 75/25 to 90/10 after a federal threshold is reached, and how Florida uses prior storm data and inflation to estimate recovery costs. He also described the state’s faster reimbursement timelines, crediting legislative investments in technology and digital field documentation, and said the division is working to reduce disaster closeout timelines from decades to about seven years. Members asked about debris removal, FEMA de-obligations, local preparedness, and whether regional shelters or co-located emergency operations centers could be used more efficiently. Guthrie said debris assistance is complicated and should generally remain tied to local contracts and planning, though the state will help fiscally constrained communities when needed. He explained de-obligations as FEMA clawing back previously approved funds after later review, and said Florida’s FROC program is helping local governments reduce those risks through standardized documentation, procurement review, and training. He also urged more mandatory emergency-management training for local and state officials and cautioned against weakening the FEMA 50% rule for rebuilding damaged structures. Guthrie provided updates on the new central Florida warehouse in Auburndale and the new State Emergency Operations Center in Tallahassee. He said the warehouse will improve logistics, include cold and ultra-cold storage, and be run by a private vendor with virtual inventory tracking, while the new EOC is designed for Category 5 conditions and expanded partner capacity. He acknowledged budget pressures that reduced the size of the EOC project and said an additional IT request was needed because those costs were not originally included. The meeting ended with praise for FDEM’s work and no votes or formal actions beyond adjournment.

Transcript Highlights:

• I am joined today by our city manager, Mr. Derek Fiatcher, our deputy city manager, Mr.
• Jim Morris, Deputy City Manager. I manage permits and licensing. "Come back to you, sir." "Right.
• Jim Morris, Deputy City Manager. I manage permits and licensing.
• I'm city deputy city manager.
• They were using the general government impact fees. Their general government impact fee fund.

Summary: The Joint Legislative Auditing Committee first heard a long-running audit finding involving Daytona Beach’s unexpended building permit funds, which have exceeded the statutory limit for several years and were reported at $10.8 million in the most recent audit. Mayor Derek Henry and city staff said the city has analyzed the fund, adopted a corrective action plan, waived more than $5.5 million in permit and inspection fees over several periods, and used some excess funds for a training facility rehabilitation and a proposed City Hall expansion. Committee members repeatedly questioned whether the city was simply trying to spend down the money, raised concerns about the legality and necessity of proposed expenditures, and asked about interest earnings, truck purchases, and the lack of detailed tracking for training-facility use. The city said an Attorney General opinion allows construction of a new building for building-code functions but not purchase of an existing building, and that if the city cannot comply through permissible construction it would have to return the funds. No vote was taken, but members expressed strong frustration and urged the city to resolve the issue quickly and lawfully. The committee then received the Auditor General’s presentation on the Town of Greenville, which found 31 findings and described pervasive control failures, possible fraud, waste, and abuse. The findings covered elections and quorum issues, conflicts of interest, late or missing financial disclosure forms, related-party transactions, poor meeting notices and minutes, council involvement in day-to-day operations, missing ethics training, budget and accounting deficiencies, weak bank reconciliations, improper utility billing and rates, grant compliance problems tied to a grocery store project, personnel and compensation issues involving the town manager, late vendor payments, weak procurement and P-card controls, vehicle-use and property-control problems, public records issues, and IT/fraud-policy weaknesses. The auditor said the review focused mainly on October 2022 through February 2024 but went back further for some grant-related matters. Greenville’s mayor and staff said the audit reflected actions of a previous administration and that the current council and staff have already adopted seven new policies to improve procurement, financial controls, inventory management, grant oversight, and ethics. They said the town has a new manager and clerk, that the former manager was terminated, and that the town referred matters to FDLE, which is investigating. Committee members asked about the manager’s salary increase, severance, P-card use, and whether the town should consider consolidation or dissolution. The mayor said the town is on a better path, that most of the prior leadership has been voted out, and that the town is working with auditors and an outside accounting firm to correct the problems.

Transcript Highlights:

• So my question is, is it generally unlicensed providers, Mr.
• . management, then it becomes a game of hot potato.
• Agency staff who manage grants.
• The Office of Grants Management has a robust set of policies.
• generally go to nonprofits, but sometimes they go to profits.

Bills: HF3043, HF2891

Keywords: public safety, illegal remunerations, healthcare fraud, grants, criminal penalties, state law, grants management, state employees training, certification, monitoring grants, accountability, grant fraud

Transcript Highlights:

• I want to welcome all the emergency management officials here today.
• and emergency managers across the state of Florida.
• This division also manages the public dollars...
• for the general revenue and 71.5% is trust fund.
• Office of Performance Management is also within DAS OED.

Summary: The committee met to review agency program funding as it prepared to build the budget, hearing brief presentations from six agencies and then taking member questions. Florida Division of Emergency Management highlighted its role in response, preparedness, recovery, and mitigation, describing a largely federal pass-through budget, major technology investments, and large disaster and preparedness grant activity. The Department of Commerce, Department of State, Florida Housing Finance Corporation, Department of Transportation, Department of Military Affairs, Florida State Guard, and Department of Highway Safety and Motor Vehicles also summarized their budgets, staffing, and major programs, including workforce and economic development, elections and arts funding, housing assistance, transportation work programs, military readiness, state guard expansion, and highway safety and motorist services. Members focused questions on several issues: arts and library grant funding and whether award criteria had changed; Commerce’s rural infrastructure and job growth grants and why funds were not being disbursed faster; Florida Housing’s use of SAIL, Live Local, Hometown Heroes, and SHIP funds and how smaller agencies learn about and access funding; and DOT’s work program gap between agency and governor proposals. The most extensive questioning was directed to Highway Safety and Motor Vehicles about long DMV lines, vacancies, overtime, staffing shortages, and the ability to shift funds between divisions. The department said staffing and pay constraints, especially in South Florida, were driving service delays and vacancy rates, and that overtime was being used because troopers were leaving for better-paying jobs. The Florida State Guard was also questioned about its spending and procurement pace, including aircraft purchases and facilities. Its director said long procurement timelines explained the low initial spending and that obligations had risen sharply as contracts matured. Members also asked about the department’s public opposition to Amendment 3 and whether agency resources were used in that effort; the director said no contracts or purchases were made to influence the vote and said the colonel’s comments were made off the clock. The meeting ended with the chair asking agencies to respond promptly to unanswered questions, and the committee adjourned without any recorded votes or formal actions beyond receiving the presentations and questions.

Transcript Highlights:

• State Park Unit Management Plans serve as the foundation for the planning, improvement, and management
• So every park has a unit management plan. Yes, ma'am.
• Elements within a unit management plan, all of the 175 unit management plans, that the plan was developed
• Because you spoke in extreme generalities.
• and that identifies the resource management plans.

Transcript Highlights:

• Chair, members of the committee, Major General Miguel Aguador from Homeland Security Emergency Management
• Many of our local emergency managers are not just the emergency manager; they're the fire chief, they
• Many of our local emergency managers, they're not just the emergency manager.
• Security, the emergency manager.
• Chairman and general is I'm looking at this page on. chairman and general is looking at this page on

Keywords: 996, all

Transcript Highlights:

• We are joined today by our city manager, Mr. Derek Fiatcher, our deputy city manager, Mr.
• Jim Morris, Deputy City Manager. I manage permits and licensing. Jim Morris, Deputy City Manager.
• I manage permits and licensing.
• They were using the general government impact fees. Their general government impact fee fund.
• The general fund had an assigned and unassigned fund balance, which was approximately 40% of general

Summary: The committee first took up a long-running audit finding involving the City of Daytona Beach’s unexpended building permit fund balance, which has exceeded the statutory cap for several years and was reported at $10.8 million in the latest audit. Mayor Derek Henry and city staff said the city had analyzed the fund, adopted a corrective action plan, waived more than $5.5 million in permit and inspection fees, used some excess funds for a training facility rehabilitation, and is pursuing a $9.4 million City Hall expansion that they say is allowed under a November 2024 Attorney General opinion permitting construction of a building to house the building code enforcement function. Committee members repeatedly questioned whether the city was simply trying to spend down the money, whether the proposed uses were truly lawful, why the balance kept growing despite fee waivers, and where the interest earnings were going. The mayor and deputy city manager said the city’s growth and staffing needs justified the plan, but several members expressed frustration and skepticism. A public commenter also urged accountability and raised concerns about the city’s spending plans and the size of the remaining balance. The committee then received an Auditor General presentation on the Town of Greenville, which found 31 operational audit findings and described pervasive control failures, possible fraud, waste, and abuse. The findings included election paperwork problems that left a council seat vacant, conflicts of interest, late financial disclosure filings, related-party transactions, inadequate meeting notices and minutes, quorum and voting documentation problems, council members’ involvement in day-to-day operations, missing ethics training, budget adoption and monitoring deficiencies, inaccurate accounting records and bank reconciliations, utility billing and rate issues, grant compliance problems tied to an unfinished grocery store project, weak personnel and contracting controls, improper severance and compensation issues, late vendor payments, weak procurement and P-card controls, vehicle-use and property-control weaknesses, poor public records access, and IT access and fraud-policy gaps. Greenville’s mayor and staff said the audit largely reflected the prior administration and that the current council and staff are taking corrective action. They said the town terminated the former manager, adopted seven new policies since the audit began, and is working with the Auditor General to improve procurement, financial controls, inventory management, grant oversight, and ethics compliance. The town attorney said he had alerted federal authorities earlier about concerns, and committee members noted that FDLE has received a criminal referral and is investigating. Several members praised the new leadership’s cooperation but also suggested the town consider consolidation or dissolution if problems persist.

Transcript Highlights:

• Deputy Attorney General Kevin Tong.
• Thank you. support of this um the general idea for support of this um the general idea for this<00:14
• I mean, but essentially it's, you know, two non-general funds versus one big general fund.
• I mean, but essentially it's, you know, two non-general funds versus one big general fund.
• I mean, but essentially it's, you know, two non-general funds versus one big general fund.

Keywords: 910, house, all

Summary: The committee heard testimony on HB 818 HD1, which would establish the Waiawa Community Development District. The Attorney General’s office said the bill may not comply with requirements for a special fund, and DLNR asked for further amendments so lease revenues would remain with DLNR while it continues managing the lands. DLNR cited ongoing costs, including the Uncle Billy’s demolition debt and management needs at Banyan Drive/Banyan Country Club. HCDA/Waiawa representatives supported the bill, agreed that DLNR should keep lease revenues while it remains the land manager, and said a future transfer of land management would change where revenues should go. Members focused on whether removing lease revenue would undercut the bill and on how existing and future revenues should be allocated. The committee then took up HB 338 HD1 and HB 339 HD1 on renewable energy-related utility transactions and procurement. Testimony came from the Consumer Advocate, the State Energy Office, the Public Utilities Commission, Hawaiian Electric, IBEW Local 1260, Ulupono Initiative, and Life of the Land. Supporters generally backed the measures, while some asked for labor-related strengthening language. Discussion centered on how the PUC should handle competing bids or offers in utility merger or acquisition situations, with concerns raised about NDAs, timing, and whether the original version or amended language better allowed public and intervenor participation. A witness from Life of the Land argued that utilities should not negotiate under NDA in a way that blocks later public competition, and a PUC-related witness said the current language was changed from the original to address PUC testimony. Finally, the committee heard HB 1467 HD1 on housing resiliency. OIP was not present, while B&F raised concerns about placing federal funds into a special fund, saying federal grant money should remain in a separate P fund for transparency, accountability, and single-audit compliance. State agencies and groups including OPSD, Hawaii Emergency Management Agency, the Climate Advisory Team, and Hawaii Realtors supported the measure. Testimony emphasized that many older roofs lack hurricane clips and that strengthening homes could reduce disaster sheltering and temporary housing costs. IBEW Local 1260 supported the bill but argued that building to current standards upfront is preferable to retrofitting later. Members questioned funding structure, eligibility, and whether the program should be needs-based; the bill was described as limited to households under 140% AMI. No votes or final actions were taken in the portion of the meeting provided.

Transcript Highlights:

• Uh, decisions having to do with how the lands are managed, how revenues are generated, assets, sales,
• , how revenues are lands are managed, how revenues are generated,<00:41:47.440> assets,<00:41:
• the<00:44:10.480> managers portfolios and within the managers portfolios and within the managers
• When I talk about land management revenue, the cash basis that's generated is $1.1 billion.
• fund for future generations. fund for future generations.

Keywords: 1187, senate, all

Transcript Highlights:

• Generally we do it. We do the well plugging.
• This includes $0.7 million each fiscal year in general revenue funds in fee-generated revenue collections
• Adding this additional fleet manager will provide greater efficiency in the management of the fleet and
• Manager one, OK, that's what I saw too. I see fleet manager one.
• manager is charged with overseeing?

Summary: The committee met with a quorum present to hear Article VI Natural Resources agency budget recommendations, beginning with the Railroad Commission. LBB staff summarized the commission’s 2026-27 base recommendation at $458.7 million, down from the prior biennium, with an increased FTE cap. The presentation highlighted reduced federal IIJA funding, volatility in oil and gas regulation account 5155, continued support for IT modernization, and rider changes. The commission’s major exceptional items were then presented, including requests for produced water and injection data reporting, an authorized pit registration system, regulatory filing/permitting upgrades, an underground injection well investigation team, site remediation support, and especially $100 million for orphan well plugging. Members asked about biennium-to-biennium comparisons, salary biennialization, the scale of orphan well risks, federal funding delays, bonding, and whether the state should rely more on industry or general revenue for plugging costs. Commission leadership explained that orphan wells can threaten water and public safety, that plugging costs have risen sharply, and that current funding is insufficient to keep up with emergency wells and the backlog; they also said the agency is moving to cloud-based systems with cybersecurity protections and that the proposed performance measure may need adjustment if funding does not increase. The Railroad Commission testimony was followed by LBB and agency testimony for the Texas Animal Health Commission. LBB described a $42 million recommendation for 2026-27, an increase overall, but with a reduced FTE cap due to turnover and salary reallocation. The recommendation maintained funding for cattle fever tick work, chronic wasting disease, lab testing through an MOU with Texas A&M’s veterinary diagnostic lab, and a new $5 million spay-and-neuter pilot program, while deleting a capital budget rider and adjusting riders tied to entry point inspection stations and clinical trials. Agency leadership then outlined the commission’s mission to protect livestock health and the state’s $22 billion animal industry, and described major disease threats including highly pathogenic avian influenza, cattle fever ticks, New World screwworm, and chronic wasting disease. Their exceptional items focused on recruiting and retaining veterinarians, replacing fleet vehicles, creating an ectoparasite identification lab, adding field staff and IT support, improving records and epidemiology reporting, strengthening central administration, supporting secure food supply planning, expanding chronic wasting disease work, and staffing the new spay-and-neuter program. Members asked about field identification of ticks, the use of disinfectants and PPE, fleet management, the scale of cattle fever tick risk, and chronic wasting disease; the agency explained its current inspection and lab-confirmation process, its reliance on field disinfecting and biosecurity, and the need for more staff and better data systems to keep pace with growing workloads and disease threats.

Transcript Highlights:

• <00:14:46.480> uh those are the some of the general uh those are the some of the general uh
• material, to generate also to generate material, to generate activity,<00:21:58.640> identify
• Contract management, the contract quality management.
• contract management, the contract contract management, the contract quality<01:03:11.280> management
• So, we do have quality management.

Keywords: 1189, house, all

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

Transcript Highlights:

• If they don't do that, those off the auditor general and a If they don't do that, the auditor general
• A member of the Auditor General management team is referenced with each recommendation, so members and
• That allows users to assess the government's ability to estimate and manage its general resources.
• its general resources.
• they will include a management letter because the Auditor General provides rules for them to follow,

Summary: The Joint Legislative Auditing Committee met to receive annual overviews of its oversight responsibilities and the work of the Auditor General and OPAGA. Committee staff reviewed the committee’s authority over state and local governments, enforcement of audit-report filing requirements, repeated audit findings, Transparency Florida reporting, and lobbying compensation audits. Auditor General Cheryl Norman described her office’s independence, audit standards, quality control, and major audit areas, including the state’s annual financial and single audits, school district and university audits, operational and performance audits, and attestation work. She also noted staffing shortages, recruitment efforts, and a request for carry-forward funds to study salaries. Members asked about whether audits can quantify recoverable dollars, how school district spending comparisons are handled, and how to raise concerns about DCF-related audits or a local city audit that has been pending for years. Norman said her office can quantify findings when possible, sometimes compares costs across districts in operational audits, and that members can bring specific concerns to the appropriate deputy auditor general or the committee. She also explained that citizen or local-government audit requests may require payment of audit costs. OPAGA Coordinator Kara Collins-Gomez outlined OPAGA’s role as a legislative research unit that conducts studies directed by law, the presiding officers, or the committee, and described its policy areas, methodologies, contract monitoring, and recurring statutory reports. Deputy Auditor General Matthew Tracy explained how to read operational audit reports, including findings, criteria, condition, cause, effect, recommendations, and management responses. Deputy Auditor General Greg Senators explained financial audit reports, including audit opinions, required supplementary information, internal control and compliance findings, federal program compliance, and management letters. The meeting concluded with thanks to the presenters and a motion to adjourn, which passed without objection.

Transcript Highlights:

• would grow up in the next generation. would grow up in the next generation.
• CRS 789B Colorado benefits management CRS 789B Colorado benefits management system<01:15:01.840>
• It is the General Adoption Savings. It is the General Assembly's<02:04:25.440> intent.
• General Assembly direct distribution, workers' compensation, legal services, payment to risk management
• and Waste Management Division.

Keywords: 981, all

Summary: The House convened with a quorum, approved the prior journal, and heard several brief recognitions before moving to business. Members welcomed foster care advocates for Child Abuse Prevention Month, Girl Scouts visiting the Capitol, and participants in Black Maternal Health Week, with remarks emphasizing foster youth voice, leadership development, and the need for culturally competent maternal health care and doula/midwife support. The chamber then took up House Joint Resolution 1026, honoring former Governor Roy Romer and designating a portion of I-25 as the Governor Roy Romer Memorial Highway. Supporters highlighted Romer’s long public service, his work on education and infrastructure, and his role in major state projects. A proposed amendment to strike the word “memorial” was withdrawn, the House suspended the rules to allow Romer to speak from the well, and Romer offered remarks about legislative collegiality and the importance of democracy and listening to opposing views. House Joint Resolution 1026 was adopted on a 60-0 vote, with four excused and one absent. After a brief recess, the House returned to special orders and resumed reading House Bill 1410 at length, continuing through extensive appropriations language for the Department of Human Services, including child welfare, youth services, Medicaid-related transfers, SNAP and benefits administration, and other funding line items. No final action on House Bill 1410 was taken in the portion provided.

Transcript Highlights:

• manager has left. manager has left.
• grant management. grant management.
• management processes. management processes.
• Management.
• I And the reason I ask is having managed managed managed having<01:24:07.400> been<01:24:07.560

Keywords: 1183, house

Transcript Highlights:

• in the way that it's managed under the New England Fishery Management Council.
• New England Fishery Management Council manages a total of 10 plans, scallops being one.
• New England Fishery Management Council manages a total of 10 plans, Scallops being one.
• of the general category vessels.
• There's two management areas open Allocation to those rotational management areas.

Keywords: 995, all

Summary: The joint hearing focused on the Atlantic sea scallop fishery, with particular attention to Massachusetts ports, federal scallop management, the proposed reopening of the Northern Edge on Georges Bank, and permit stacking/consolidation. The chair opened by noting the hearing would take written and oral testimony, that time was limited, and that the discussion was intended to inform legislative engagement with federal regulators rather than decide the issue directly. Dan McCarron of the Massachusetts Division of Marine Fisheries and Dr. Kate O’Keefe of the New England Fishery Management Council outlined the federal management structure under the Magnuson-Stevens Act, the role of annual catch limits and rotational closures, and the economic importance of scallops to New Bedford, Gloucester, and other Massachusetts ports. O’Keefe said the council’s current scallop framework is based on annual management, research surveys, and public input, and that recent environmental changes and uncertainty are affecting catch advice and biomass. Dr. O’Keefe and later Dr. Kevin Stokesbury of UMass Dartmouth described the fishery’s recent condition: abundance has increased in some areas, but biomass has fallen because many scallops are still too small to harvest, and changing ocean conditions and natural mortality are affecting the stock. They said the Northern Edge action was considered as a joint scallop/habitat framework but was discontinued in 2024 because the council could not reconcile competing objectives involving scallop yield, habitat protection, and impacts on other species such as cod, lobster, and herring. Stokesbury emphasized the long-running collaborative survey work with industry, said the fishery remains highly productive, and argued that the science supports careful rotational management and that the Northern Edge could be highly productive for scallops, though he acknowledged habitat tradeoffs. Committee members pressed both witnesses on why the issue had remained unresolved for so long and whether the council could revisit it through a future framework. Representatives of the Sustainable Scalloping Fund, including attorney Drew Kavage, John Lees, Sam Blasley, and Tony Alvernes, urged support for reopening the Northern Edge and for permit stacking, which would allow more than one scallop permit on a vessel while keeping ownership caps in place. They argued the fishery is a major economic driver, that industry-funded research has supported sustainable management, and that stacking would help family-owned operators reduce costs, improve safety, and avoid financial distress. They also stressed the need to protect working waterfront infrastructure in New Bedford and other ports. The chair said he was not opposed to stacking in principle but wanted to avoid a slippery slope toward excessive consolidation or private equity control; he noted that any stacking change would require an amendment to the fishery management plan or federal action. No votes were taken, and the hearing concluded with an invitation for continued engagement and future updates on the council process.

Transcript Highlights:

• This includes water resource management, waste management, air resource management, and geological surveys
• This includes water resource management, waste management, air resource management, and geological surveys
• This includes water resource management, waste management, air resource management, and geological surveys
• Our wildlife resource management also does a great job in managing our hunting and hunting regulations
• In a lot of cases, it's multi-generations and eight or ten generations of farmers.

Summary: The Agriculture and Natural Resources Budget Committee met to organize for the session, confirm a quorum, and hear introductory remarks from members about their districts and interests. Chair Esposito outlined the committee’s jurisdiction and budget overview, noting a total budget of about $7.2 billion, with major funding tied to the Department of Environmental Protection, the Department of Agriculture and Consumer Services, Fish and Wildlife, and the Department of Citrus. She also described major cost drivers such as Everglades restoration, water quality, resiliency, land acquisition, and rural family lands, and asked members to review agency requests in small groups later in the process. Agency leaders then presented budget and program updates. Agriculture Commissioner Wilton Simpson emphasized department efficiency efforts, including IT modernization, staff reorganization, rural and family lands conservation, best management practices, Fresh From Florida marketing, hurricane recovery loans for farmers, and completion of the Connor Complex headquarters. DEP Secretary Alexis Lambert highlighted record investments in Everglades restoration, water quality projects, resilience grants, land acquisition, state parks, and enforcement. FWC Executive Director Roger Young discussed conservation research, fisheries and wildlife management, law enforcement, disaster response, and pressures from growth, boating, invasive species, and derelict vessels. Department of Citrus Executive Director Shannon Shep reviewed the industry’s decline due to hurricanes and citrus greening, current research and marketing efforts, and e-commerce campaigns to support Florida citrus sales. Members asked questions about citrus production declines, future replanting and therapies, rural family lands, PFOS cleanup, mangrove restoration, flooding and pump infrastructure, agricultural theft, and derelict vessel removal. Officials generally responded with updates, emphasized science-based management and enforcement, and in several cases said they would follow up with more detailed information later. No formal votes were taken; the meeting ended with the chair directing members to provide feedback on agencies for further budget review and then adjournment.