Transcript Highlights:

• We think management and active management is important. Working forests are important.
• and active management is important. and active management is important.
• health for generations to come. health for generations to come.
• So, those forest management plans are a really great legacy planning tool for generations and for their
• Okay, that's the way you manage the forest management. I would argue with you.

Keywords: 1189, house, all

Summary: The meeting began with introductions and approval of the previous minutes, including a small amendment clarifying a note about “leakage” in a prior presentation. The committee then heard a presentation from Sarah Hall of the American Forest Foundation on the Family Forest Carbon Program, which she described as a voluntary carbon and forest management program for smaller landowners. She said the program provides annual payments and technical assistance, requires a forest management plan within two years, and is designed to support improved forest management while still allowing compatible uses such as recreation, hunting, and some harvesting. Hall emphasized that the program is intended as one tool among many and is not a fit for every property. She said most enrolled landowners did not previously have a forest management plan or work with a forester, and that the program helps bring “unengaged” landowners into active management. She also said the program is compatible with current use and other commitments on a case-by-case basis, and that landowners retain ownership of their land and timber rights while AFF holds the carbon rights for the contract term. She highlighted examples of landowners using the program to support taxes, family ownership, wildlife habitat, timber stand improvement, and continued recreational or business uses. Committee members asked about registry compliance in New Hampshire and the relationship between carbon markets and the program. Hall responded that AFF handles registry administration for landowners and would follow up on the specific registry count raised by a member. She explained that the program is funded through a mix of carbon market revenue, philanthropy, and grants, and that carbon credits are generated through landscape-level methodology and monitored using randomly selected plots compared with FIA data. She also noted that consulting foresters are key partners in the program and that AFF has paid more than $3 million to consultants nationwide.

Transcript Highlights:

• Medicaid managed care or some.
• I have over 20 years of managed care experience, 15 of those are within Medicaid managed care within
• But again, that is our job to really manage kind of manage that for the state and the dollars that we
• system very similar to Bill related to managing entities system very similar to managed care.
• and case management services.

Transcript Highlights:

• And Raul Sassine is our general manager for the drainage district, just for clarity.
• I'm the general manager of the Hidalgo County Drainage District Number 1.
• managers.
• Enforcing floodplain management regulations.
• The Texas General Land Office, the Texas Department of Emergency Management, the Flood Infrastructure

Summary: The House Committee on Natural Resources met to focus on flooding issues across Texas, with particular attention to South Texas and the recent catastrophic flooding in Central Texas. Chair Harris and Vice Chair Martinez emphasized that flooding is a statewide problem requiring continued legislative attention. The committee heard invited testimony from Hidalgo County Commissioner David Fuentes and Hidalgo County Drainage District No. 1 General Manager Raul Sassine, who described the March flood event in Hidalgo County, including more than 20 inches of rain, six deaths, over $100 million in local damage, widespread road flooding, and repeated shutdowns of Interstate 2 and its frontage roads. They argued that existing drainage systems are under capacity, that TxDOT projects must account for downstream drainage impacts, and that local governments have already invested heavily in mitigation through bonds and partnerships. Fuentes and Sassine also described the county’s long-term flood mitigation and water-reuse efforts, including the Delta region water management project, which would capture stormwater, runoff, and treated effluent, reduce flooding, and create potable water supply. They said the drainage district manages about 780 miles of channels and 1,100 acres of detention facilities, has used prior Flood Infrastructure Fund and GLO grants, and has ongoing applications for additional state and federal assistance. Members discussed the need for TxDOT coordination, emergency access on frontage roads, local “skin in the game,” and the possibility of combining flood control with aquifer recharge and water supply projects. Texas Water Development Board Executive Administrator Brian McMath then presented an overview of the state’s flood planning and funding framework, including the post-Harvey legislative changes that created the Flood Infrastructure Fund, the Texas Infrastructure Resiliency Fund, and the regional/state flood planning process. He summarized the first state flood plan adopted in 2024, noting that about one in six Texans live or work in known flood hazard areas and that regional plans identified 4,609 flood risk reduction solutions with an estimated cost of $54.5 billion. He also reviewed TWDB programs for flood grants, community assistance, flood insurance compliance, stream gauges, TexMesonet, flood mapping, and the TexasFlood.org viewer. Members asked about drainage fees, technical assistance, gauge placement, the relationship between flood maps and FEMA FIRMs, and whether flood mitigation funds could support aquifer storage and recovery or recharge projects; TWDB staff said such projects can be eligible if they include flood mitigation components, but direct technical assistance cannot be paid from Flood Infrastructure Fund dollars. The committee concluded by expressing interest in further study of combining flood mitigation with aquifer recharge, and then adjourned.

Transcript Highlights:

• So, with me today is DHS's Inspector General James Clark. Is DHS's Inspector General, James Clark.
• on DHS's Inspector General Office.
• Doing with managed care, we have a team—it's a small team at the Office of Inspector General—whose job
• More generous than states around us.
• Commissioner, Inspector General, Mr.

Transcript Highlights:

• Integrated Regional Water Management.
• The integrated region water management, I had some questions.
• over the past few years, and we're managing those projects now.
• over the past few years, and we're managing those projects now.
• And it's beyond, I mean, Bureau of Ocean Energy Management, U.S.

Summary: The Assembly Budget Subcommittee on water and coastal resilience heard an overview of the governor’s Proposition 4 spending plan, with presentations from the Department of Finance, the State Water Resources Control Board, the Department of Water Resources, the Legislative Analyst’s Office, and later coastal agencies. Members discussed the water chapter’s major allocations for drinking water and wastewater, recycled water, tribal water infrastructure, groundwater recharge and SGMA implementation, dam safety, flood protection, integrated regional water management, Salton Sea projects, and water data/stream gauges. The LAO noted that many programs are established and have clear funding processes, but some newer or less-defined programs may warrant more detailed future budget requests and reporting. No votes were taken on the agenda items. Members raised concerns about groundwater subsidence, water deliveries from the Delta, the pace of water storage investments, instream flows, and whether bond dollars were being used to backfill General Fund reductions. Administration witnesses said groundwater recharge spending is being paced because prior years already funded substantial SGMA work, that Delta operations are governed by water quality, salinity, and species requirements, and that Proposition 1 storage projects have moved slowly because they are locally led and require permitting and financing. The Water Board and DWR said they use public needs assessments, annual plans, and existing grant processes to prioritize projects, and Finance said some General Fund programs were shifted to Proposition 4 to help balance the budget. Members also asked for clearer public tracking of bond spending and more concise future reporting. In the coastal resilience portion, the Ocean Protection Council and Coastal Conservancy described Proposition 4 funding for sea level rise adaptation, coastal flood management, habitat restoration, public access, and San Francisco Bay projects, with a multi-year rollout based on project readiness and recent large state investments. The Conservancy said it would use its existing rolling grant process, while OPC said its sea level rise grants would build on existing programs and new technical assistance. The Department of Fish and Wildlife explained its proposed use of bond funds for climate-ready fisheries, hatchery modernization, salmon monitoring, whale- and turtle-safe fishing gear, and a specific hatchery operations request tied to the Friant settlement. The LAO said the coastal chapter’s proposed first-year spending is relatively modest but generally reasonable given staffing and project readiness, while members emphasized oversight, transparency, and coordination across agencies and jurisdictions.

Transcript Highlights:

• process and technical management.
• Second, forecasting is central to effective cash management.
• Second, forecasting is central to effective cash management.
• We case manage them into some type of career.
• We need a full-time person to do that, to manage the social media, to manage getting documents out to

Keywords: 908, all

Summary: The Leadership Division of the Budget Section approved the prior meeting minutes and then received an update from Senator Jonathan Sickler on the Cash Management Board’s interim work under House Bill 1278. He said the board has reviewed state cash, investments, and liquidity across agencies and concluded the state’s overall mix of long-term and short-term assets is appropriate, with about $35 billion in total liquid assets and investments and roughly 89% in longer-term investments. He highlighted process improvements already underway, including replacing more than 500 six-month CDs with a special-rate savings account to reduce administrative work, and said the board sees opportunities to improve forecasting, automation, and statewide coordination. Members asked about whether the CD change would increase returns, how the Legacy Fund transfer for the homestead tax relief bill affected earnings, and whether more state cash could be consolidated or better managed through BND; Sickler and BND staff said those issues are being studied and may lead to legislation for the 2027 session. Representative Nathan Toman then updated the committee on the Task Force on Government Efficiency. He said the group has focused less on cutting dollars and more on defining metrics and asking how the legislature knows whether programs are working. The task force is pushing a standard set of questions for new or expanding programs—who is affected, expected outcomes, alternatives, how success will be measured, and full funding—and OMB has agreed to require those answers in future budget requests. Members discussed possible use of dashboards, program evaluators, AI tools, and possible rule or statutory changes to require performance measurement. Toman said the task force will continue meeting with agencies such as the courts, university system, auditor, HHS, Commerce, and ITD to identify workflow bottlenecks and potential efficiencies. Phil Davis of Job Service North Dakota gave a workforce update, reporting that North Dakota’s unemployment rate is 2.5% and labor force participation is about 68.7%, both well above national performance. He described Job Service’s 15 workforce programs, including H-2A housing inspections for foreign agricultural workers, the job placement partnership program with DOCR, WOTC, and other federal and state workforce efforts. Davis said the agency served more than 11,000 individuals in 2025, operates nine workforce centers, and tracks outcomes through quarterly and annual reporting. In response to questions, he said job openings data reflect only positions in the system and may understate actual hiring needs, that child care and other assistance programs could be better tied to employment outcomes, and that the DOCR partnership has shown strong results with lower recidivism and higher earnings. He also said the H-2A inspection workload is growing quickly and additional staffing or less frequent federal inspection requirements could help. Allen Knutson then presented S&P Global’s updated revenue forecast. He said oil prices have risen sharply since the prior month’s outlook, improving the state’s near-term revenue picture, though the economy remains volatile and agriculture is facing weaker commodity prices. Based on the updated forecast, total major tax revenues for the current biennium are projected to be about $89 million above the legislative forecast, and the next biennium could be about $500 million higher, though that estimate is preliminary and may change. He also walked through an alternate oil-price scenario showing significantly higher oil and gas collections and a larger Strategic Investment Fund balance if prices remain elevated. Members asked whether another forecast should be requested once oil markets stabilize and about tribal allocation changes in the alternative scenario; Knutson said additional updates are possible through OMB and future forecast cycles.

Transcript Highlights:

• The technology is indispensable to case management, and we operate a number of case management systems
• The third issue in the trial courts is case manager resources. We're seeking 48 case managers.
• As you know, senior management is one of the categories in the retirement system, generally designed
• But this would allow us to have additional individuals such as our general counsel, our inspector general
• Once again, this is our general intake.

Summary: The committee met to hear fiscal year 2026-2027 legislative budget requests from several justice-related agencies. The Florida Commission on Offender Review requested funding for investigator and revocation staff salary increases to address turnover, plus nonrecurring funds for Wi-Fi, seven vehicles, technology support, and commissioner salary adjustments. The State Courts Administrator presented a broad judicial branch request focused on trial court case-management technology, additional case managers, trust fund authority for child support hearing officers, courthouse furnishings, district court flexibility in staffing, a future courthouse for the Sixth District Court of Appeal, Supreme Court elevator replacement, POM accounting implementation support, judicial security liaison positions tied to the Florida Fusion Center, expanded senior management service authority, and judicial salary adjustments. The Office of the Attorney General outlined pay and operating requests for consumer protection, citizen services, ethics, crime compensation, victim services, vehicle replacement, IT and cybersecurity, lease and operating costs, and PALM-related expenses, while several senators questioned the office about outside counsel contracts, contingency-fee arrangements, transparency, and the use of private law firms. The Department of Corrections made the largest presentation, describing severe staffing shortages, high turnover, rising inmate populations, increased assaults, and heavy overtime use. Secretary Ricky Dixon said the agency’s request was driven by constitutional and public safety needs and included funding for operations, security equipment, inflationary costs, vehicle replacement, offender information system modernization, technology restoration, inmate health services, drug and food cost increases, staffing pilots, maintenance, security infrastructure, Florida PALM, recruitment and retention, and $56 million for new correctional housing units. Members asked about inmate labor, prison safety, overtime, vehicle breakdowns, and whether more National Guard support was needed; Dixon said the agency needed more staffing and pay competitiveness rather than a long-term military presence. A correctional officers’ union representative also urged support for pay raises, citing low pay and staffing concerns. No votes were taken on the budget requests. The chair allowed extended questioning, especially for the Department of Corrections, but noted time constraints and asked agencies to return in a later committee meeting, including FDLE, which was deferred because of a House site visit.

Transcript Highlights:

• This chart includes both general revenue and trust funds.
• to manage the addition of state-owned lands in the wildlife management areas, $12 million for the care
• Moving on to item number six, the presentation for General Government.
• No general revenue is needed to fund this ask.
• No general revenue is needed to fund this ask.

Summary: The committee first took up confirmation of five water management district appointees: Ted Everett and Jerome Pate to the Northwest Florida Water Management District, Michael Romano to the Big Cypress Basin Board of the South Florida Water Management District, and Paul Bissfam, John Hall, and Virginia Johns to the Southwest Florida Water Management District. Senator McClain moved confirmation, the roll was called, and the committee recommended all appointees favorably. Members then received the Governor’s Florida First budget presentations for environmental agencies. The environmental package totaled about $5.8 billion and emphasized Everglades restoration, water quality, resilience, land conservation, state parks, hazardous waste cleanup, wildlife management, wildfire response, and citrus support. DEP highlighted more than $1.4 billion for water resources, including $810 million for Everglades restoration, $202 million for Resilient Florida, $150 million for Florida Forever, $70 million for state parks, and $221 million for contamination cleanup. FWC, Agriculture, and Citrus funding priorities were also outlined. Members asked about Florida Forever funding, state park wastewater and septic needs, a reduction at the Florida Wildlife Research Institute, and beach renourishment funding for storm damage. The committee also heard the General Government portion of the budget, which totaled about $2.9 billion and covered DBPR, Lottery, Financial Services, Management Services, Revenue, PERC, and the Gaming Control Commission. DBPR requested funds for license processing, an animal abuse hotline, fleet replacement, and IT retention. FGCC sought new enforcement squads and an IT licensing/enforcement system. The Lottery proposed marketing, retail engagement, IT, and retention funding. DMS emphasized building modernization, fleet telematics, 911 and radio upgrades, cybersecurity, a local government cybersecurity grant program, and data interoperability. PERC described a sharp increase in labor cases and elections after SB 256 and requested staffing, election administration, and hearing officer pay increases. DFS highlighted My Safe Florida Home, fire marshal and first responder support, financial investigations, and gold and silver legal tender implementation. Revenue requested operational and IT funding and support for fiscally constrained counties. Questions focused on DBPR’s condo and HOA initiatives, cybersecurity grant reductions, and the My Safe Florida Home program’s abandoned grants and matching requirements. No additional votes were taken, and the committee adjourned.

Transcript Highlights:

• management.
• Thank you, General.
• Thank you, General.
• Going to the customer relations management system, why not use text messaging in the general...
• The customer relations management system, why not use text messaging in the general location when a disaster

Summary: The subcommittee heard updates on several state technology modernization efforts, beginning with the Florida Division of Emergency Management’s Enterprise Business Solution (DEMS). FDEM said DEMS is about 50% complete, with some grants and finance functions already live, and is intended to replace manual disaster and grants processing with a cloud-based system. Officials described faster reimbursement timelines after recent storms, major return-on-investment claims, and a planned final phase focused on design, testing, communications, data governance, and additional functionality. Members asked about the total cost, the role of Florida Digital Service, deliverables-based contracting, and how much of the system is live; FDEM said the project is expected to cost about $16 million to $16.8 million and finish by June 2027, with some follow-up information to be provided. The Department of Legal Affairs presented its Office of Attorney General Modernization Program, a follow-up to an earlier effort that failed after spending about $26 million. Acting Attorney General John Gard said the department has now moved to an off-the-shelf case management product, LawBase, and is in development and testing, with the Office of Statewide Prosecution already live and full implementation expected by the end of the fiscal year. The request includes funding for staff augmentation, cloud storage, the LawBase license, redundancy through a backup site in Orlando, and OnBase support. Members questioned the prior failure, the use of Florida Digital Service standards, data location and cloud migration, and the redundancy plan; Gard said lessons learned included better scoping and that the current effort is on track. The Department of Highway Safety and Motor Vehicles then updated the committee on Motorist Modernization, including the Orion system and the MyDMV portal. Officials said Phase 1 and Phase 2 have modernized driver license and motor vehicle services, with Phase 2 statewide rollout scheduled to begin in April 2025 and Phase 3 proposed at $16.5 million for dealer services, data warehouse improvements, and call center modernization. Members asked about payment options, organ donor questions, staffing, cybersecurity, cloud strategy, and the digital driver license program. The agency said the portal already allows some sanctions to be cleared online, an ACH option is being developed, the digital driver license vendor has changed with a fall go-live anticipated, and the department is using security testing and a managed security service provider. Officials also said the system is currently on an on-prem private cloud, with future workloads expected to move to public cloud where appropriate. Finally, Florida Commerce presented on the Reemployment Assistance modernization system, Reconnect, and the FLWINS workforce system. Commerce said Reconnect is hosted in the Azure Government Cloud, has reduced claim filing time, improved fraud detection, and increased appeals capacity, and now needs $4.9 million in recurring funding to cover ongoing operations, cloud hosting, licenses, and staff augmentation. Members asked about adjudication issues, wait times, fraud prevention, and whether the system stores caller identifiers; Commerce said the average wait to speak to a representative is about 18 minutes and claims are generally processed in four to six weeks. The committee then began hearing about FLWINS, which is intended to create a “no wrong door” workforce portal under the REACH Act, but the transcript cuts off before that presentation concluded.

Transcript Highlights:

• this is the daily financial management this is the daily financial management um<00:11:38.880>
• together I have a a couple generic together I have a a couple generic questions<00:16:14.199>
• that's generated to offset general<00:21:04.039> fund<00:21:04.320> expenditures<00:21
• Is that life cycle management? The LMS platform is that learning management system, yes.
• So that’s generally what our general counsel does.

Keywords: 1189, house, all

Summary: House Finance Division III convened a work session on the DHHS budget, with the chair noting there would be no votes and that the committee would spend the day hearing from the commissioner’s office. Nathan White, DHHS Chief Financial Officer, opened with the Division of Finance/Office of Business Operations, explaining that the unit supports the department through daily financial management, AP/AR, audit work, expense projections, transfers, and procurement functions such as contracts, amendments, RFPs/RFAs, and grants management. He also described the division’s revenue and reporting work, including federal draws, CMS-64 reporting, and the public assistance cost allocation plan, and said the department had centralized rate-setting work and a small team handling Medicaid rate analysis and nursing facility rebase work. Members asked about vacancies, turnover, and budget changes. White said the division had 18 positions unfunded in the governor’s budget, reducing personal services from about $10.8 million to $9.9 million, and estimated the division’s vacancy rate at about 11 percent, below the department average. He said turnover was relatively low, with one retirement at the manager level and higher turnover mainly at lower AP-level positions. He also explained that some budget lines reflected reallocations rather than new spending, including fringe benefits centralized elsewhere and an EBT card contract moved into this unit because the staff member overseeing it works in Finance. When asked about a rent/lease increase, he said it was due to higher copier leasing costs under a statewide DAS contract. White highlighted several management and technology improvements. He said a business intelligence tool procured in 2022, using Salesforce and Excel-based data, helped DHHS better track federal revenue and maintenance-of-effort spending, reducing FY24 General Fund lapse by about 70 percent and federal/other revenue lapse by 88 percent compared with FY23; he warned that the tool is not funded in the current budget. He also described Lean Six Sigma efforts in the contracts team, training for vendors and nonprofits on procurement and indirect cost rules, and a Finance Academy to standardize policies and procedures. On the contracts side, he said the department uses Smartsheet for project management and DocuSign for electronic signatures, which cut contract execution time dramatically, but noted DocuSign is also not funded in the governor’s budget. The session ended as the committee prepared to move on to the Employee Assistance Program presentation.

Transcript Highlights:

• I am a third-generation miner, second-generation steel worker, been working in mining for 28 and a half
• This has their organization as well as their general duties and then the management of the recreational
• This has their organization as well as their general duties and then the management of the recreational
• This has their organization as well as their general duties and then the management of the recreational
• This has their organization as well as their general duties and then the management of the recreational

Keywords: 1183, house

Summary: The committee met for an organizational hearing of the Environment and Natural Resources Policy and Finance Committee. Members and staff introduced themselves, with several legislators noting their backgrounds in farming, mining, water management, and outdoor recreation, and the chair reviewed draft committee rules emphasizing decorum, quorum, timely starts, and submitting bill hearing requests to the committee administrator. The committee also heard from nonpartisan staff and caucus staff who will support the committee this session. House Research and House Fiscal staff then provided an overview of the committee’s jurisdiction and the major agencies and programs it oversees. The presentation covered the Department of Natural Resources, Pollution Control Agency, Environmental Quality Board, Board of Water and Soil Resources, Metropolitan Council regional parks and water resources, Conservation Corps of Minnesota, Minnesota Zoological Board, Science Museum of Minnesota, and the Legislative-Citizen Commission on Minnesota Resources. Staff summarized the main statutory chapters and subject areas under each, including wildlife, state lands, mining, water use, air and water permitting, environmental review, wetlands, drainage, and natural resources funding. The finance portion explained the committee’s appropriation types and major funding sources, including direct, statutory, and open appropriations. Staff highlighted the general fund, bonding, the Environment and Natural Resources Trust Fund, the Game and Fish Fund, and the Heritage Enhancement Account, along with how those dollars are typically used for parks and trails, habitat, land acquisition, flood and drainage projects, and agency operations. Members also discussed whether DNR and BWSR responsibilities in overlapping water statutes can conflict; staff said responsibilities are generally clear in statute, though conflicts can occur and are usually resolved.

Transcript Highlights:

• -27 funded by the General Fund and the Disability Insurance Fund to continue the document management
• that it's covered with those management fees.
• They need $3.9 million in the General Fund.”
• So we will start off with emergency management.
• So we will start off with emergency management.

Keywords: 987, senate, all

Summary: The committee held an informational hearing on the Governor’s May Revision proposals for labor, public safety/judiciary, and transportation, and no votes were taken. In Part A on labor, the Employment Development Department reviewed proposals for EDD Next document management system funding, updated UI loan interest costs, disability insurance and paid family leave benefit and administration adjustments, WIOA funding changes, UI administrative and benefit changes, school employee benefit adjustments, an EMT training reappropriation, and a technical correction tied to EDD Next. PERB discussed funding tied to AB 28 and AB 1, including litigation-related workload and new jurisdiction over legislative employees. DIR presented proposals for legal unit reclassifications, two major IT modernization projects, a new Cal/OSHA emerging technologies unit, a COIA reappropriation, and trailer bill language on electronic assessment payments and the DWC director salary cap. CalHR proposed additional funding for a consolidated employee assistance program contract, and CalPERS and CalSTRS presented budget adjustments tied to investment costs and state contribution changes. Members focused heavily on UI debt and interest payments, asking the administration for a plan to reduce the outstanding loan and relieve employers. Finance said no specific repayment plan was included in the May Revision, while LAO said the state’s UI tax structure is structurally insufficient and that any debt payoff should be paired with tax-system reform. Senators also questioned EDD Next costs and timelines, PERB’s caseload and staffing needs, and DIR’s emerging technologies unit, with LAO noting that the unit would appear focused on physical workplace safety rather than broader AI labor issues. CalHR said the new EAP contract would consolidate services, improve access to clinicians, and lower costs relative to the current model. CalPERS defended higher external management fees as part of a strategy to pursue higher net returns, while some members pressed for more transparency about private investments; CalSTRS said it was not prepared to address investment-strategy questions at this hearing. Public comment in Part A was dominated by advocates urging support for an immigration enforcement emergency relief fund, along with comments supporting the Jails to Jobs proposal, the Apprenticeship Innovation Fund, and additional PERB funding. The chair noted that many of the immigration-related requests might fall under other committees and said staff would follow up. In Part B, Finance and LAO outlined judicial branch and DOJ May Revision items, including funding for court interpreter services, appellate court security, lactation room implementation delays, courthouse construction reappropriations, and DOJ budget increases. LAO recommended approving the language-access proposal with a report on reducing interpreter cost growth and reducing the General Fund backfill for state court facilities by $10 million on an ongoing basis.

Transcript Highlights:

• Land management: we manage 226,000 acres. We've got 451 miles of roads and 152 miles of trails.
• But our environmental resource permitting group, our land management—we have 10 land managers for over
• The $131 million in district-generated revenue, $125 million of that is generated through ad valorem
• water management machines, right?
• And so there's a lot of land management activities. And that requires land management.

Summary: The Appropriations Committee on Agriculture, Environment, and General Government heard budget presentations from all five water management districts for FY 2026-2027: Northwest Florida, Suwannee River, St. Johns River, Southwest Florida, and South Florida. Each district described its preliminary budget, major funding sources, staffing levels, and how most of its spending is tied to the four core missions of water supply, water quality, natural systems, and flood protection. Several directors noted budget reductions from the prior year largely because major projects were completed or because grant/appropriation funding is not yet fully reflected in preliminary budgets. Committee members repeatedly asked how districts project operations and maintenance costs, how projects are selected, and what share of staff and spending is devoted to core missions versus administration or regulatory work. Northwest Florida Water Management District said its preliminary budget is $93.4 million, down about 15%, with 97% of spending tied to core responsibilities and a request for additional regulatory services funding. Suwannee River Water Management District presented a $70.4 million budget, emphasized its rural/agricultural character and spring protection work, and highlighted the Water First North Florida reclaimed-water recharge project; members also discussed its need for an additional FTE to handle consumptive use permit reviews tied to a new lower Santa Fe rule. St. Johns River Water Management District presented a $181 million budget, highlighted major water supply, water quality, flood protection, and land management projects such as Taylor Creek Reservoir, Water First North Florida, Black Creek, Crane Creek, and Lake Jessup restoration, and said about 93% of its budget supports core missions. Southwest Florida Water Management District presented a $227.6 million budget, with major spending on alternative water supply, water control structure repairs, watershed projects, and land management; officials said 93.4% of the budget supports core missions and discussed rising construction costs for aging infrastructure. South Florida Water Management District presented the largest budget at $1.05 billion, focused on Everglades restoration, flood control, water supply, and ecosystem recovery; the director described major reservoirs and treatment projects, the EAA Reservoir, and ongoing efforts to improve water quality and restore flows to the Everglades and Florida Bay. The committee took no formal votes on the district budgets and adjourned after the presentations and questions.

Transcript Highlights:

• citizens, but citizens in this general citizens, but citizens in this general assembly,<00:08:10.639
• Definitions general section one.
• Inspector General Grants: 20,792. I. Inspector General Grants: 20,792. 96,179,653.
• It is the general for FI2026 to27.
• General professional services: 14.

Keywords: 981, all

Summary: The committee and floor took up House Bill 1411, which concerned the Cover All Colorado program. Debate centered on whether removing the program’s cap would create an open-ended entitlement and add pressure to the state budget. Supporters and opponents argued over fiscal impacts, with several members saying the program had grown far beyond its original cost estimate and that the state needed to protect the budget and maintain a balanced plan. The bill was ultimately passed as amended. House Bill 1412 was then considered, authorizing the Department of Health Care Policy and Financing to use statistical sampling and extrapolation to recover Medicaid overpayments in certain provider audits, including ABA therapy and non-emergency medical transportation. Sponsors said the measure would help recapture millions in overpayments tied to fraud, waste, and abuse, and noted safeguards such as strict benchmarks, internal audit review, and a third-party audit firm. An amendment striking the word “alleged” from the bill was adopted, and the bill passed as amended. House Bill 1413, which changes leave provisions for certain public servants, was also approved. The bill removes a statutory cap on how much sick leave state employees may earn, while leaving actual leave policies to departments and bargaining agreements, and increases annual military leave to align with federal law. Members described it as a modest employee-benefit measure in a year without across-the-board pay raises. The House also laid over House Bill 1410 until later in the day and received the committee of the whole report on a large slate of other bills. Later, Representative Richardson sought to reverse the committee’s action on an amendment to House Bill 1389, which involved the comprehensive human sexuality education grant fund, arguing the grant program should be repealed if it is no longer funded.

Transcript Highlights:

• Audit managers must be CPAs under AICPA standards, under generally accepted auditing standards and statements
• Both a primary and a general election, we managed the replacement.
• They manage everything in the state cash management division.
• So, for example, where you see Dominic Chavez, he is the general manager under cash management, who's
• Attorney General.

Transcript Highlights:

• I’m Tara Bushnell, and I’m the General Manager of the Upper Guadalupe River Authority.
• Yes, I became general manager in 22.
• I'm the General Manager and CEO for the Guadalupe Blanco River Authority.
• I'm the General Manager and CEO of the Brazos River Authority.
• My name's Scott McWilliams, and I'm the General Manager of the Upper Colorado River Authority.

Keywords: 997, house, all

Transcript Highlights:

• General Service and Washington Management Service.
• human resource managers, budget managers, and risk and litigation managers.
• It also provided that generally you're going to have one bargaining unit within your Washington Management
• So generally, we bargain in two ways.
• Generally, we find that arbitrators award larger general wage increase percentages than is agreed upon

Summary: The Joint Committee on Employment Relations met on May 8, 2026, to review goals and objectives for the 2027–2029 master collective bargaining cycle and to hear updates on higher education and Washington Management Service bargaining. OFM’s Jenny Sheehan outlined the state workforce, noting that most employees are represented, the workforce remains heavily governed by civil service rules and CBAs, and the state is entering bargaining under a constrained hiring and budget environment. She described the bargaining timeline, the role of the June revenue forecasts in determining whether targeted compensation increases can be funded, and the state’s goals of affordability, maintaining labor relations, supporting equity, and addressing non-economic issues such as AI use, leave, immigration-related workplace concerns, and union access in a hybrid work environment. Sheehan also reviewed the 2025–2027 bargaining cycle, including the prior WPEA ratification issue and the requirement that tentative agreements be submitted by October 1 for financial feasibility review and possible legislative funding. She said the 2025–27 agreements cost about $1.2 billion in general funds and $1.7 billion total, excluding the later-funded WPEA agreements. In response to a question, she explained that paid family and medical leave is not bargained over directly because it is governed by statute and ESD rules. She then presented on Washington Management Service bargaining, explaining that only certain WMS employees are eligible to bargain, that representation remains small, and that current WMS contracts are handled through addenda to existing agreements. She also described interest arbitration for certain groups, including ferries and public safety-related employees, and said arbitration awards still must be financially feasible and submitted by October 1. The committee also heard from Western Washington University and the University of Washington on higher education bargaining. Western described its locally bargained contracts, the importance of local bargaining for workload, tenure, grievance, and safety issues, and the impact of the state fund split on budget planning. Western said it has no state funding for student compensation and has requested inclusion of student employees in the wage base. UW outlined its large workforce and the different bargaining frameworks under RCW 41.56 and 41.80, emphasizing that state funding and tuition make up only a portion of its budget and that the fund split and health care cost increases significantly affect compensation planning. UW also highlighted its request for state funding for academic student employee compensation, saying rising costs are reducing the number of positions and affecting class sizes and the academic pipeline. No votes were taken, and the meeting adjourned after members discussed the upcoming bargaining and arbitration timelines.

Transcript Highlights:

• to a deficit generator.
• Of managing, which problem could you? The problem of wet manure management.
• over dry manure management.
• over dry manure management.
• **Member discussion on manure management and LCFS incentives** “Management.

Summary: The hearing was a select committee discussion on the transportation costs and impacts of California’s Low Carbon Fuel Standard (LCFS), with opening remarks from the co-chairs and members emphasizing affordability, climate goals, and the need to explain the program’s benefits to the public. The first panel from CARB and the California Energy Commission described how LCFS works as a market-based, declining carbon-intensity program that rewards lower-carbon fuels, supports zero-emission vehicle infrastructure, and is intended to reduce greenhouse gases and local air pollution. They argued the program has driven billions in private investment, increased alternative fuel use, and that LCFS credit prices are not the main driver of retail gasoline prices, which they said are dominated by crude oil, refining, and distribution costs. Members questioned the panel on the gap between the regulatory target and actual carbon-intensity performance, the role of credit banking, which fuels are generating the most credits, how the 2025 amendments affected the program, and whether LCFS credits are truly additional. CARB explained that banking helps cost-effectiveness and investment certainty, that ethanol, renewable diesel, and biodiesel currently provide the largest volumes while electricity is expected to grow, and that the updated targets were informed by the state’s 2045 carbon-neutrality goals and the 2030 scoping plan. The Energy Commission said its data show environmental programs add some cost to gasoline but do not drive price volatility, which is mainly tied to crude oil and refinery margins. The second panel, featuring academic and research experts, focused on program design, out-of-state credit generation, and broader economic effects. Speakers said LCFS is successful because it ties incentives to emissions benefit, uses life-cycle analysis, and allows flexible compliance that lowers costs compared with more direct regulation. They also said the program’s benefits generally outweigh costs, that it can reduce air pollution disparities and support equity, but that some issues—especially indirect land use change, additionality, and older program assumptions—need more research and may warrant future rulemaking. One researcher noted that while LCFS likely raises gasoline prices somewhat, the effect is uncertain by design and usually smaller than normal market fluctuations, and another warned that limiting credit generation too narrowly could create legal and efficiency problems.

Transcript Highlights:

• The federal government allows for this type of procurement called general contractor construction manager
• Who's managing it? How are they managing it?
• Attorney General? Um, sure, can I ask the Attorney General then?
• The TAT generates money that goes into the general fund. How much it's increased?
• The TAT generates money that goes into the general fund. How much it's increased?

Keywords: 910, house, all

Transcript Highlights:

• Billion, **$45.2 billion** general fund.
• General fund expenditures aim to achieve general fund savings.
• 20 percent** of the state general fund.
• This would allow the department and our Medi-Cal managed care plans to implement utilization management
• Under the managed care delivery system, we would direct managed care plans to make that uniform dollar

Keywords: 988, house, all