Transcript Highlights:

• So, a system of care.
• , services and supports, and system infrastructure.
• A system of care with a capital S really means that we have a very well-coordinated system that covers
• The system today is failing families.
• And I come from a system of second-generation foster care.

Summary: The committee began with a work session on recommendations from the Children and Youth Behavioral Health Work Group. Tisha Kirshbaum of the Health Care Authority described the Washington Thriving Strategic Plan, a prenatal-to-25 system-of-care framework meant to reduce fragmentation, improve coordination across multiple state agencies, and expand early, community-based behavioral health supports. Members asked about duplication among agencies, simplification of the system, and upstream services such as community health workers, school-based supports, and crisis access. The committee then heard House Bill 2429, which would direct the governor and state agencies to align with the Washington Thriving plan, create an executive coordination officer and leadership council, extend the work group, and require broader alignment by state, tribal, local, and nonprofit entities. The bill received strong support from the governor’s office, the Health Care Authority, parents, youth, providers, and advocates, while a few testifiers raised concerns about government overreach, cost, or the need to address non-psychiatric causes of distress. No vote was taken during the hearing. The committee then heard House Bill 2364, which renames and expands the Legislative Executive Work First Poverty Reduction Oversight Task Force into the Legislative Executive Economic Justice and Well-Being Task Force and updates the related advisory council to align with the state’s 10-year plan to dismantle poverty. Staff and the prime sponsor said the bill reflects the evolution of the poverty-reduction effort and adds agencies such as the Department of Revenue, Health Care Authority, and Workforce Training and Education Coordinating Board. Testimony from DSHS and advocates was uniformly supportive, emphasizing bipartisan collaboration and the need to update statute to match current work. Next, the committee heard House Bill 2171 on supporting foster youth. The bill would create an endangered foster youth alert system, require county rapid-response protocols, establish a foster youth empowerment account, create an oversight board through the Ombuds office, and expand training for foster parents and child welfare workers. The prime sponsor and several advocates described the bill as a response to lived experience and a way to improve accountability and long-term support. DCYF said it supports the intent but raised legal and cost concerns, and some youth advocates warned that public alerts could increase risk or trauma for youth who run away from unsafe placements. The hearing then moved to House Bill 2314, which would create a pilot allowing certain community-based clients with developmental disabilities to receive dental care at residential habilitation centers. Supporters said the bill would use existing dental capacity to address severe access gaps and long waits in the community, while opponents from disability advocacy groups argued it would pull people back into institutional settings instead of building community-based dental capacity. Testimony on the bill was mixed, and no final committee action was taken in the transcript.

Transcript Highlights:

• The original idea for the Florida College System, when it was the community college system, is that nobody
• The original idea for the Florida College System, when it was the community college system, is that nobody
• That will guide the system over the next five years.
• to join our university system.
• Institutions have stepped up in the Florida College System to join our university system in a bigger

Summary: The Higher Education Budget Subcommittee met for an introductory overview of the higher education programs under its jurisdiction. After roll call and member introductions, Chair Busatta outlined that the subcommittee oversees programs in the Department of Education and the State University System, including vocational rehabilitation, blind services, private postsecondary licensure, student financial aid, career and adult education, the Florida College System, and the Board of Governors. The chair and staff also noted that these areas represent roughly $9 billion in current-year funding. Officials from the Department of Education presented on several programs. Vocational Rehabilitation Director Kelly Rogers described services for adults and youth with disabilities, including pre-employment transition services, job coaching, assistive technology, and employer support; she said the program served more than 55,000 people last year, has no wait list, and reported a return of $7.61 to the economy for every $1 invested. Division of Blind Services Director Robert Doyle explained services from birth through older adulthood, including early intervention, school-age support, vocational rehabilitation, independent living, the Business Enterprise Program for blind vendors, and the Braille and Talking Book Library; he said the division serves about 12,000 people annually and also has no wait list, though some community rehab providers may have one. Tiffany Hurst of the Commission for Independent Education described licensure and consumer protection for independent postsecondary institutions, reporting oversight of about 1,100 institutions and 721 non-degree schools, along with enforcement actions against unlicensed operators. Sean Haskin of Student Financial Assistance reviewed 22 scholarship and grant programs totaling about $1 billion for more than 200,000 students, including Bright Futures, Benacquisto, need-based grants, EASE, EASE Plus, veterans’ scholarships, dual enrollment reimbursement, first responder scholarships, and the Ocoee and Rosewood scholarships. Members asked about surplus funds, marketing, Bright Futures eligibility requirements, and whether EASE awards had changed; Haskin said any unused funds are reverted to the Legislature, that the department markets through schools and the Florida Lottery, and that EASE remained at $3,500 per FTE for the last two fiscal years. Several members raised concerns that students and parents may not learn about aid programs early enough, especially in economically disadvantaged communities. Chancellor Kevin O’Farrell then presented on Career and Adult Education, highlighting record participation in career and technical education, adult education, and apprenticeship. He said about 800,000 secondary students and 480,000 postsecondary students are in CTE, adult education serves about 183,000 learners, and apprenticeship/pre-apprenticeship programs include more than 22,000 participants. He also described the workforce development fund, Perkins, WIOA Title II, the Pathways to Career Opportunities Grant, workforce capitalization grants, CAPE performance funding, and the Pipeline nursing initiative, noting strong NCLEX outcomes and expanded outreach through the Get There, Your Way, Future of Work Florida, and Zello platforms. Kathy Hebda began the Florida College System presentation by emphasizing open access, workforce preparation, statewide reach, and strong enrollment and completion growth, including more than 672,000 students, over 131,000 degrees and certificates, and significant dual enrollment savings for students and families.

Transcript Highlights:

• The formal child welfare system.
• These large systems, you know, in these large systems, foster youth are a very small population.
• This is our main method of measuring performance within the child welfare system. system.
• Creating the level of care system.
• and the child welfare system.

Keywords: 988, house, all

Transcript Highlights:

• These large systems, you know, in these large systems, foster youth are a very small population.
• And our collective family support systems, how are we developing referral systems, infrastructure, and
• It's a bidirectional, two-way exchange with our current CalSAWS system, our state eligibility system,
• So we do rely on other systems.
• and the child welfare system.

Summary: The Assembly Budget Subcommittee on Human Services held an informational hearing on child welfare, foster care, child support, and related prevention efforts. The chair opened by emphasizing mandated reporting reform, foster care system improvements, and community-based prevention, and noted that no votes would be taken. Public testimony focused first on mandated reporting, where a lived-experience advocate and several organizations argued that the current system overreports families, especially Black, Native, and Latino families, causes trauma, and should be reformed through standardized training, clearer thresholds, and stronger community supports rather than more hotline referrals. Casey Family Programs cited data showing nearly 90% of reports are unsubstantiated, while CDSS said it is already forming a Mandated Reporting Advisory Committee, updating training, and exploring community pathways and possible changes to the list of mandated reporters. CWDA and SEIU supported training and alternative response concepts but stressed child safety, county capacity, funding, and the need for careful implementation and accountability. The committee then discussed a proposal to create a foster care multi-agency office within the California Health and Human Services Agency, led by a chief foster youth advocate with authority to coordinate across departments. Advocates said foster youth often need services from education, health, housing, and behavioral health systems that do not coordinate well, and argued that a central office with real authority could improve placement stability and access to services. CDSS responded that existing structures already provide coordination, including AB 2083 interagency teams, the Child Welfare Council, complex care steering committees, and the foster care ombudsperson, but said it was open to technical assistance. Members raised concerns about whether the new office would have enough authority and funding to avoid becoming another layer of bureaucracy, and the chair emphasized the need for real “teeth” and better interagency action. The final major topic was the continuation and expansion of Promise Neighborhoods. A community leader described strong early results from the state-funded neighborhoods, including improved kindergarten readiness, reduced chronic absenteeism, higher graduation rates, food access, housing supports, and mental health services, but warned that current funding sunsets in June 2025 and that a fiscal cliff could jeopardize staff and services. CDSS said the four funded neighborhoods have reported positive outcomes and valuable flexibility, but also noted challenges with one-time funding, student mental health, and long-term planning. Assemblymember Mia Bonta urged continued investment, saying the place-based model is difficult to rebuild once lost, and the chair asked LAO to help identify the minimum funding needed to preserve the existing infrastructure while evaluation results are still pending.

Transcript Highlights:

• In California, we have redundant alert and warning systems.
• If local governments do not use one of those systems, they can opt to use their own system as long as
• Is that a requirement that every jurisdiction has that backup system, that redundant system?
• So the door-knocking system, and that's— For that redundant system, so the door-knocking system, and
• We are a nonprofit, community-powered wildfire alert system.

Summary: The joint informational hearing focused on California’s emergency alert and warning systems, especially in light of recent Southern California wildfires and the January 9 evacuation alert that was mistakenly sent to millions of residents. Opening remarks emphasized the loss of life, the strain on first responders, the importance of timely warnings, and concerns that public trust in alerts has been undermined by delays, confusion, and over-alerting. Members repeatedly raised questions about how to improve speed, accuracy, coordination across jurisdictions, and public understanding of the difference between evacuation warnings and orders. Cal OES staff described the state’s alert and warning framework, including SEMS, the State Warning Center, IPAWS, WEA, and EAS, and said local governments retain primary responsibility for issuing alerts because they know local roads, shelters, and hazards best. They said Cal OES supports local agencies with training, technical assistance, testing, and backup alerting help when requested, and that local alerting authorities must test their systems every 30 days and complete FEMA-required training. Members pressed Cal OES on gaps in smaller or under-resourced jurisdictions, the lack of a statewide unified system, compliance monitoring, redundancy for people without reliable technology, and whether the state should take a more active role. Cal OES said it could assist smaller jurisdictions and step in during emergencies, but that a statewide system would require further analysis and funding. Sheriff Eric Taylor of San Benito County emphasized that local control is essential because counties differ widely in structure, geography, and alerting responsibilities, and he described the challenges of rural areas, limited cell coverage, and multiple platforms such as Nixle, Reverse 911, and social media. Nick Russell of Watch Duty said the nonprofit fills gaps by providing fast, geospatially detailed wildfire information from volunteers and public data, and argued that context and redundancy are critical because official alerts often arrive too late or lack enough detail. Members praised Watch Duty’s usefulness and asked about incorporating similar capabilities into state systems. Public commenters also raised the need for broader redundancy, including earthquake-warning partnerships, and wildfire survivors urged the committee to address the confusing patchwork of alerts and to honor prior compensation commitments to PG&E fire survivors. No votes were taken; the hearing was informational only and adjourned after member questions and public comment.

Transcript Highlights:

• MOVING ON TO THE STATE COURT SYSTEM, I'M SURE EVERYONE'S FAMILIAR WITH THE STATE COURT SYSTEM.
• ARE PROBATION OFFICERS USE THAT SYSTEM, PARTNERS AND PROVIDERS USE THAT SYSTEM AND THE COURTS AND LAW
• ENFORCEMENT OFFICERS USE THAT SYSTEM.
• ON SOME OF THESE SYSTEMS IN GENERAL.
• KNOW THE SYSTEM OF CARE THAT GETS HAMMERED BY THESE KIDS, THEY GET PUT BACK IN THE CHILD WELFARE SYSTEM

Keywords: 999, senate, all

Transcript Highlights:

• system in the nation.
• I'm talking about system-wide. Sir, are you talking system-wide?
• Lenz on the system-wide.
• , our K-12 education system.
• for the system.

Summary: The joint Assembly Higher Education and Budget Subcommittee hearing focused on the future of the California State University system, with opening remarks emphasizing CSU’s major role in California’s economy, workforce, and degree production. Chairs and members said the hearing was intended to inform 2026 budget decisions and to examine three main issues: declining enrollment at some campuses, cost controls and possible consolidation, and oversight of recent state investments at campuses such as Humboldt and Sonoma. The meeting was briefly delayed by microphone and sound problems before reconvening. The first panel featured CSU Academic Senate Chair Dr. Elizabeth Boyd and Cal State Student Association Vice President Katie Karam. Boyd urged the Legislature to protect academic freedom, strengthen faculty governance, provide stable ongoing funding, end unfunded mandates, support student food and housing security, fund flexible course schedules, improve transfer systems such as ASSIST, avoid over-centralizing academic programs, protect immigrant students, and expand intersegmental collaboration. Karam said students are feeling the effects of budget shortfalls through fewer course sections, reduced advising and services, longer time to degree, and tuition pressure, and she called for transparency, meaningful student involvement in budget decisions, and sustained state investment rather than cuts that harm the student experience. The second panel covered enrollment management and included CSU Chancellor’s Office and campus administrators from Chico State, Cal State L.A., and San Diego State. Dr. Delcy Perez said CSU Forward and the new systemwide enrollment plan are aimed at expanding access, aligning programs with workforce needs, and increasing resident enrollment; she reported systemwide enrollment gains and strong application numbers, including a direct-admissions pilot that expanded from Riverside to more campuses. Campus representatives described local recruitment and retention strategies, including early outreach to high school students, community college partnerships, guaranteed admission programs, and expanded advising and student support. San Diego State highlighted record enrollment and high demand, while Cal State L.A. described efforts to recover from impaction and rebuild enrollment. Members pressed CSU officials on the accuracy of enrollment data, the gap between funded targets and actual enrollment, and the system’s reallocation formula. CSU staff explained that campuses below target will see a 5% ongoing reallocation beginning in 2026-27, with one-time reserve funding also being directed to campuses that can grow, and that fiscal health reviews have been completed for 21 of 22 campuses. Legislators also asked about turnaround plans required by the budget act; CSU said those plans are being developed and will be shared in the spring after campus consultation. No formal votes were taken.

Transcript Highlights:

• own system and address gaps that we saw.
• We're all working with creaky systems that we were waiting for that system.
• We're all working with creaky systems that we were waiting for that system.
• That's what these tech systems do.
• It goes hand in hand with broken systems.

Keywords: 988, house, all

Transcript Highlights:

• And then as with the other system, data are stored in our departmental enterprise system.
• For the MyCAVAC system, this is a system that carries out provider registration and data management,
• That's why that system was built.
• That's why that system was built.
• The systems need sustained. these systems or millions of dollars into these systems to pull them now.

Keywords: 988, house, all

Transcript Highlights:

• So we've done—I watched from the old STAR system to the implementation of the new data systems and the
• s funding system.
• How do we pull together more streamlined and unified application systems and reporting systems?
• We could pull together more streamlined and unified application systems and reporting systems.
• And we are working to rationalize our accountability system and our statewide system of support.

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

Transcript Highlights:

• Moving on to the state court system. I'm sure everyone's familiar with the state court system.
• Into our delinquency system, but also in our dependency system.
• I know that school systems can go into a data system, but are those systems shared in a way?
• welfare system.
• system.

Summary: The committee met to hear an overview of the Appropriations Committee on Criminal and Civil Justice budget area and then received performance-measure presentations from the Department of Corrections, the Commission on Offender Review, and the Department of Juvenile Justice. Staff reviewed the roughly $7.4 billion criminal justice and judiciary budget, noting major funding areas such as corrections, law enforcement, victim services, courts, and due process, along with recent investments in prison health care, security equipment, fentanyl enforcement, court staffing, and juvenile justice salaries and education programs. Secretary Dixon of the Department of Corrections described staffing and population pressures, including growth in inmate population, overtime-driven deficits, and the opening of additional housing units. He emphasized the department’s use of performance measures and highlighted reforms such as incentivized prisons, administrative management units, reentry planning, faith-based programs, and expanded education and vocational training. Members asked about teacher hiring, public defender pay parity, fentanyl funding, staffing capacity, and the role of the National Guard; Dixon said teacher vacancies had improved, public defenders had received comparable pay increases, fentanyl funding would be addressed further by FDLE, and the Guard had helped stabilize staffing. The Commission on Offender Review reported on parole, conditional release, addiction recovery supervision, and revocations, saying its recidivism/success rates had improved over a three-year measurement period. Senator Rouson pressed the commission on clemency and pardons, saying that work was omitted from the presentation and asking for backlog and case data; the commission said it did not have those figures on hand and would follow up. The committee also discussed a conditional medical release pilot study, and members questioned the report’s conclusion that no suitable elderly inmate population could be identified, asking what criteria were used and whether stakeholders were consulted. Secretary Hall of the Department of Juvenile Justice outlined the agency’s prevention-to-residential continuum and its emphasis on education, data-driven decision-making, and evidence-based programming. He said salary increases had reduced vacancies, juvenile arrests and residential commitments had fallen sharply over time, and tools such as civil citations, risk assessments, and quality-improvement reviews were being used to guide placements and services. Hall also described the department’s use of dashboards, monthly data check-ins, and the dispositional matrix to improve outcomes and reduce recidivism.

Transcript Highlights:

• And then, as with the other system, data are stored in our departmental enterprise system.
• an evaluation of these systems.
• That's why that system was built.
• The systems need sustained.
• These systems, or millions of dollars into these systems, to pull them now.

Summary: The Assembly Subcommittee on Health heard an overview of the California Department of Public Health budget, including a $5.1 billion department budget and 19 non-IT budget change proposals spanning environmental health, healthcare quality, infectious disease, healthy communities, health statistics, preparedness, and laboratory sciences. CDPH also presented estimates for WIC and the Genetic Disease Screening Program, both of which were described as relatively stable, with WIC food costs rising mainly due to inflation and participation holding near 1 million monthly participants. Members and public commenters raised support for several proposals, including funding for the California Reducing Disparities Project, AB 1264 implementation on school food standards, childhood lead poisoning prevention, the hospital bed capacity registry, sickle cell care networks, and WIC protections amid federal policy changes and shutdown-related uncertainty. Dr. Erica Pond then presented the 2026 State of Public Health report, highlighting major gains such as record-low mortality rates, all-time high life expectancy, and the first decline in overdose deaths in 14 years, while warning about persistent disparities in maternal and infant outcomes, rising severe maternal morbidity, and worsening mental and behavioral health trends, especially among younger adults. She emphasized racial and geographic inequities, the role of social drivers like poverty and education, and the importance of prevention investments through the Behavioral Health Services Act. Members discussed the need for upstream public health spending, environmental health preparedness, and how to translate data into action, while public comment largely focused on sustaining community-based prevention and equity programs. In a separate update on federal actions and public health partnerships, Dr. Pond and CDPH staff described California’s response to federal funding threats, vaccine policy changes, and measles outbreaks. They outlined new collaborations such as the West Coast Health Alliance, the Governor’s Public Health Alliance, the WHO outbreak network, and the FACT Coalition, along with CDPH’s process for reviewing and updating immunization and preventive service recommendations under AB 144. Members questioned the rise in measles and declining vaccination coverage, and CDPH said it is using trusted messengers and tailored outreach while continuing to evaluate federal recommendations. The committee then heard an ADAP estimate showing lower projected budget authority needs due to reduced caseload and one-time funding expiring, followed by public support for using ADAP rebate funds to expand HIV prevention, PrEP, testing, and disease intervention staffing. The final issue focused on public health information technology systems, including Sapphire, CalReady, CalConnect, CARE, MyTurn, MyCAVAC, and the digital vaccine record. CDPH explained how these systems support disease reporting, contact tracing, immunization tracking, vaccine ordering, and outbreak response, while the Department of Finance said only Sapphire and CalReady are funded in the Governor’s budget and the rest are under review because of the state’s budget deficit and declining utilization. Local health department representatives strongly opposed losing the systems, arguing that lower usage reflects post-pandemic conditions and that the tools save staff time, improve outbreak response, and prevent a return to manual spreadsheets and phone calls. Members echoed concern that cutting the systems would undermine public health capacity and waste prior state investment, and urged the administration to present a funding plan that matches its stated commitment to public health.

Transcript Highlights:

• in the state court system with Eric McClure. ...and criminal justice system.
• And so we also have complementary systems that are case management systems.
• And in the trial courts, that system is called the court application processing system.
• And so we also have complementary systems that are case management systems.
• This case management system.

Summary: The Appropriations Committee on Criminal and Civil Justice met to continue its review of performance measurement in the criminal justice system. The first presentation, from State Courts Administrator Eric McClure, described how the court system uses multiple data sources to track filings, dispositions, clearance rates, workload, and support services, and how those data inform judge need, budget requests, resource allocation, and court administration. He also discussed ongoing efforts to improve case-level reporting, the use of case management systems in trial and appellate courts, and performance efforts in problem-solving courts and civil case management. McClure noted that the legislature provides dedicated funding for problem-solving courts and for medication-assisted treatment, and that the courts are required to report outcomes and monitor compliance with contract requirements. Melanie Brown-Whor of the Florida Behavioral Health Association then reviewed the medication-assisted treatment program funded through the courts budget. She said the program combines medication with counseling and behavioral supports, serves people involved in or at risk of criminal justice involvement, and has expanded over time to include additional medications and more counties. She reported improved engagement and retention, with more than 10,000 people screened over five years, about 9,200 receiving medication, and over 6,600 successfully discharged. Senators asked about racial and ethnic demographics, hospital referrals, and how services are delivered; Brown-Whor explained that local community providers deliver treatment under contract and that the program is working to improve data reporting and consistency. The Department of Law Enforcement then presented on investigations, forensics, and criminal justice information services. Deputy Commissioner Vaden Pollard outlined FDLE’s strategic plan and major investigative priorities, including cybercrime, targeted violence, crimes against children, mutual aid, and the SAFE fentanyl eradication program. He said SAFE has led to major seizures, arrests, and a reported decline in fentanyl deaths. Director Jason Bundy described FDLE’s forensic laboratory operations, DNA and rapid DNA capabilities, cold case and missing persons work, and the staffing and turnaround-time challenges tied to complex evidence testing. Director Lucy Saunders reviewed FDLE’s criminal history, biometric, incident-based crime reporting, and criminal justice transparency systems, noting that Florida is still transitioning agencies from summary reporting to incident-based reporting. The committee raised questions about Rapid DNA deployment, cold case coordination, and the slow pace of NIBRS/FIBRS adoption. No votes were taken, and the meeting adjourned after the presentations and questions.

Transcript Highlights:

• But another major system is METS, the Minnesota Eligibility Technology System.
• </c> Eligibility Technology System. Eligibility Technology System.
• . system. system.
• </c> and it's made worse by these systems. and it's made worse by these systems.
• </c> systems every day. systems every day.

Keywords: 1183, house

Transcript Highlights:

• Two state-owned regional systems, two non-state-owned regional systems.
• A system with a lot of pipe would use closer to 80 to 100 years to depreciate, as opposed to a system
• by systems and ...been done by systems in the region in general, in particular by systems in North Dakota
• And systems can get a maximum of 100 points out of that entire ranking system.
• water out of the system.

Keywords: 908, all

Transcript Highlights:

• We're all working with creaky systems that we were waiting for that system.
• We're all working with creaky systems that we were waiting for that system.
• That's what these tech systems do.
• That's what these tech systems do.
• It goes hand in hand with broken systems.

Summary: The joint Assembly Health and Select Committee on Native American Affairs held an oversight hearing on AB 988, California’s 988 crisis line and mobile crisis response system, followed by a discussion of suicide prevention and intervention in California Indian communities. Members and witnesses repeatedly emphasized that AB 988 was intended to create a true alternative to 911 for behavioral health crises, with “someone to call, someone to come, and somewhere to go,” and that Native communities continue to face disproportionately high suicide rates and barriers to culturally responsive care. The first panel of call center and stakeholder witnesses largely argued that implementation is falling short of the law’s intent. They said 988 call centers are underfunded, text/chat answer rates remain far below call answer rates, staffing is strained, and the system still lacks meaningful statewide interoperability between 988 and 911. Several witnesses said mobile crisis teams are not being dispatched through 988 as envisioned, and that funding formulas and governance are too opaque. San Joaquin County was presented as a local success story, with integrated 988, access lines, and mobile crisis handoffs that have reduced reliance on emergency departments and involuntary holds. Witnesses also discussed the need for better tribal outreach, the role of CCBHCs, and the importance of culturally competent services. State officials from CalHHS and DHCS described the five-year 988 implementation plan, the current governance structure across multiple agencies, and efforts to support training, public awareness, and referral tools. They reported growth in 988 contacts, ongoing training with the Trevor Project, a statewide resource directory, and a tribal awareness campaign. DHCS also outlined proposed trailer bill language that would create a formal designation process for 988 centers, set statewide standards, and require existing centers to obtain designation by 2029. Officials said current funding includes SAMHSA grants, block grant dollars, and an expected $67.3 million from the 988 fund in the next budget year, with a large share earmarked for Medi-Cal mobile crisis services. No formal vote or committee action was taken in the portion of the hearing provided.

Transcript Highlights:

• license system.
• planning system.
• and the new system.
• So the system itself, the Oracle Fusion Cloud system, is implemented in a lot of places.
• it is one integrated system.

Summary: The subcommittee held an informational hearing on the Information Technology Services Division (ITSD) within the Office of Administration, with no quorum present and no formal action taken. Chair Voss said the purpose was to review ITSD’s programs, budget needs, and future plans, and members emphasized the value of an informed appropriator. Representative Riggs cautioned that the state should avoid jeopardizing federal broadband funding and asked that AI-related work remain consistent with federal expectations. ITSD leadership, including CIO John Loren and Deputy CIO Tara Damp, outlined the division’s scope and recent modernization efforts. They said ITSD supports 15 executive agencies plus the governor and lieutenant governor, manages about 1,200 production software solutions, handles roughly 35,000 help desk requests per month, and defends against billions of cyberattacks monthly. They highlighted investments in layered security, data center and network redundancy, a unified Microsoft 365 environment, modern development tools, and portal platforms. Damp reviewed the history of IT consolidation, noting budget reductions after 2007, then increased investment beginning in 2020 and especially with ARPA funds in fiscal 2023. Members asked about spending projections, subscription-based licensing, procurement modernization, and the role of non-consolidated agencies such as MoDOT and Conservation. The committee also discussed future funding needs and benchmarking. ITSD said its current spending is about $287 million, with a projected ongoing need of about $345 million to maintain and modernize services, while Gartner comparisons suggested Missouri spends less per employee and as a share of operating budget than peer states. Members asked for more detailed fiscal-year spending profiles for major initiatives and for clarification on what is and is not included in the projections, including Social Services and HR1-related work. ITSD said it would provide additional detail. A major portion of the hearing focused on AI strategy and governance. Tim Marsheski, ITSD’s director of AI and innovation, described a cautious, pilot-based approach centered on secure use, human oversight, and data governance. He cited examples such as an internal HR chatbot that reduced average response time from about 45 minutes to two minutes, pilots with DESE data transformation, and efforts to use AI for code assistance, document scanning, and workflow support. Members asked about workforce impacts, training, closed versus open models, and whether AI could help with auditing and fiscal analysis. ITSD said it is still early on workforce forecasting, but it is building governance, acceptable-use policies, and feedback loops to test tools, measure results, and scale only when they provide value and remain secure.

Transcript Highlights:

• </c> system. Thank you so much. system. Thank you so much.
• </c> of the cash bail system. of the cash bail system.
• And it is a systemic problem within our system.
• ,</c> system.
• And under that current system, system.

Keywords: 1183, house

Transcript Highlights:

• I also want to thank the community college system, the UC system, and the CSU system for their continued
• The students who may not have received an acceptance letter from the UC system or from the CSU system
• The systems.
• And so us coming to a system-to-system level articulation, it is very difficult for me to put into words
• The CCC system serves over 2.2 million students and is one of the most diverse systems of higher education

Summary: The Joint Legislative Audit Committee held an oversight hearing on a state audit of California’s community college transfer process, with members and witnesses broadly agreeing that transfer pathways remain too complex and inconsistent. Opening remarks emphasized that community colleges serve a large, diverse, often first-generation and low-income student population, but only about one in five transfer-intending students move to a UC, CSU, or other university within four years. Members highlighted disparities by race, region, campus, and major, and pointed to the Associate Degree for Transfer, TAG, and Cal-GETC as helpful but incomplete tools because requirements still vary across campuses and systems. State Auditor’s Office staff said the audit found that while UC and CSU overall enroll substantial numbers of transfer students, individual campuses and high-demand programs often do not, especially in STEM fields. They described barriers including missing prerequisite courses, unclear information, limited counseling, and inconsistent articulation between campuses. The audit used a computer science example to show how different UC and CSU campuses require different courses for the same major. The audit issued 22 recommendations, with 10 fully implemented and four partially implemented; remaining work centers on articulation, counseling, data sharing, and better use of ASSIST. UC, CSU, and the Community Colleges each said they support transfer and are taking steps to improve it. UC cited a new public dashboard, data-sharing agreements, new transfer pathways, and an ADT pilot at UCLA, while saying campus capacity and program differences limit systemwide mandates. CSU pointed to its strategic plan goals, the Transfer Success Pathway program, direct admissions outreach, and efforts to expand ADT alignment and credit applicability, while acknowledging that many students never reach the application stage. Community Colleges emphasized that transfer reform is central to equity and baccalaureate access, and called for stronger common course numbering, broader ADT acceptance, and more student-centered articulation. Members pressed the systems on why more uniform requirements and better coordination have not been achieved, and on how to reduce barriers for placebound and working students.

Transcript Highlights:

• Also, we had to get staff fully trained on the PFL system being moved to the SDI system, so that took
• The way we see in IT these systems is you need proper caring and feeding of these systems.
• bring the UI on top of the system. ...to handle the workload, stabilize the system, and then bring the
• UI on top of the system.
• And is there different turnaround times between the online system versus the paper-based system?

Keywords: 988, house, all