Transcript Highlights:

• workforce.
• , modernize a workforce, and train that workforce.
• and modernizing our workforce.
• What's the plan?
• The financial strain underscores the importance of strategic planning and budget allocations to ensure

Summary: The Commerce and Tourism Committee met to hear an overview of its jurisdiction and then focused primarily on Florida manufacturing. Secretary of Commerce Alex Kelly described manufacturing as central to a more resilient, diversified economy, citing the 2023 Florida Manufacturing Report and noting strong growth in manufacturing businesses, jobs, exports, and workforce programs. He emphasized that most Florida manufacturers are small businesses, that the sector is increasingly STEM- and technology-driven, and that the state’s main challenge is workforce aging and the need to retain trained talent. Members also discussed how to better expose students and parents to manufacturing careers, improve startup access to capital, and strengthen regional manufacturing corridors and transportation links. Kevin Carr of FloridaMakes said Florida is on track to become a top-five manufacturing state, but warned that productivity, technology adoption, and workforce shortages remain key issues. He said a proposed manufacturing bill would create a chief manufacturing officer and help address workforce, technology, and market-visibility challenges. Bain Beecher of PGT Innovations described the company’s growth and community role, but highlighted obstacles such as affordable housing, insurance costs, permitting delays, supply-chain disruptions, and limited awareness of manufacturing careers among students and parents. Andrew Kosowski of Veterans Metal focused on small- and medium-sized manufacturers, citing labor shortages, the cost of adopting new technology, regulatory burdens, and cybersecurity compliance as major pressures, and urged support for the draft manufacturing bill. Brian Giuliani of the Port of Tampa Bay outlined the port’s cargo mix, infrastructure investments, and role in moving fuel, construction materials, and manufactured goods, saying the port’s expansion and transloading plans could better connect Florida manufacturers to suppliers and markets. Committee members repeatedly stressed the need to promote manufacturing careers earlier in school, improve public perception of the industry, and reduce barriers to investment. No formal vote was taken during the discussion, but the panelists broadly supported the draft manufacturing legislation and the committee’s focus on manufacturing policy.

Transcript Highlights:

• We need a bigger workforce. We need broadly more and more efforts in the health care sector.
• . young people are asking to serve in these roles, meeting a more diverse workforce.
• This includes both Medi-Cal and commercial plans.
• So, talking about bringing managed care plans closer to schools is one example, bringing hospitals and
• System alignment—coordinating across education, county behavioral health, and managed care plans—takes

Keywords: 988, house, all

Transcript Highlights:

• <01:04:19.400> Workforce look at overall a strategic Workforce look at overall a strategic
• disabilities for older adults this plan disabilities for older adults this plan looks<01:04:29.240
• <01:12:50.880> and distinct buckets uh is strategic and distinct buckets uh is strategic and
• trust and create a successful work plan trust and create a successful work plan to<01:31:35.560>
• sections of this multi- sector plan sections of this multi- sector plan which<01:43:22.599> will

Keywords: 1183, house

Transcript Highlights:

• And the plan today is to 551? Thank you.
• Thank you, Chair Kunish. strategic, it's targeted, it's strategic, it's targeted, it's innovative.<00
• job, I'm a career counselor in workforce job, I'm a career counselor in workforce development<01
• We need additional funding for strategic future planning and fostering the next generation of workforce
• generation of workforce and taxpayers. generation of workforce and taxpayers.

Keywords: 1187, senate, all

Transcript Highlights:

• <00:43:07.599> plan<00:43:07.839> for<00:43:08.000> the develop the Str strategic
• plan for the develop the Str strategic plan for the brain<00:43:08.440> initiative<00:43:09.280
• Finally, we propose a $45 million investment to launch the Health Sciences strategic plan in the next
• <01:47:20.719> plan<01:47:21.119> in<01:47:21.239> the Health Sciences strategic
• plan in the Health Sciences strategic plan in the next<01:47:21.639> two<01:47:21.880> years

Keywords: 1187, senate, all

Transcript Highlights:

• the areas is what does our workforce the areas is what does our workforce look<00:08:03.960>
• workforce development. workforce development.
• They usually do a strategic plan. What are all those things intended to do?
• We have a need to of EMS workforce.
• <00:31:20.400> shortages, really addressing workforce shortages, really addressing workforce

Keywords: 958, all

Summary: The Medicaid Oversight and Advisory Board received a presentation from Dr. Stack and Commissioner Langfeld on Kentucky’s application for a federal Medicaid-related funding opportunity tied to House Resolution 1. They described a compressed six-week stakeholder process that produced more than 50 responses and letters of support, and said the application was organized around five broad priorities: maternal health, behavioral health and substance use disorder, oral health, EMS/trauma response, and chronic disease. They emphasized that the proposal was designed to align with CMS goals, use allowable funding categories, and focus on sustainability rather than a short-term grant. Commissioner Langfeld outlined five core initiatives: rural community hubs for chronic care innovation, beginning with obesity and diabetes; a maternal and infant health effort called POWER; a behavioral health and substance use model called IMPATH; an oral health initiative called Rooted in Health; and an integrated crisis-to-care EMS and trauma response effort. He said the chronic disease work would include prevention, food-as-medicine concepts, and technology tools, while the maternal health effort would expand team-based care around mothers and infants using community health workers and doulas. The behavioral health proposal would build on existing crisis intervention models, oral health would address workforce and access gaps through training, mobile vans, and telehealth, and the EMS proposal would better connect emergency response with home-based and community care. Several senators questioned whether the proposal would meaningfully address rural hospital closures or the broader rural health care crisis. Senator Meredith said the plan was not transformational and would not save rural hospitals, while Senator Berg asked how success would be measured. In response, the presenters said they would use both lagging and leading indicators, with an emphasis on rapid-cycle feedback and data use that is more actionable in real time. They also said the work could help existing models that already show promise, such as behavioral health units and dental workforce expansion, even if it would not solve the larger funding gap created by HR1. Senator Douglas asked how the proposals would motivate patients to participate in their own health care. The presenters responded that the chronic disease prevention work would focus on obesity, diabetes prevention, nutrition, and consumer-facing technology tools to help people engage in their own care, and that EMS-community health worker partnerships could identify unmet needs in the home and reduce preventable problems. The board then moved on to its next agenda item, Medicaid managed care delivery models, with Tom Stevens, Katherine North, and Dr. Patel scheduled to present.

Transcript Highlights:

• We have a construction workforce shortage. We need to train, you know, new clean energy workforce.
• We have a construction workforce shortage. We need to train, you know, new clean energy workforce.
• We have a lot of current workforce that's being trained, and a lot of workforce that's out of work.
• So in the interim, what's the plan?
• as the plan is set.

Summary: The work session focused first on Washington’s apprenticeship system, especially building trades programs and support services. Labor and Industries staff explained how registered apprenticeship works in the state, including the role of the Washington State Apprenticeship and Training Council, the requirements for paid on-the-job training and classroom instruction, and the difference between apprenticeship and pre-apprenticeship. Panelists emphasized that apprenticeship is tied to actual jobs and training agents, and that many waitlists reflect a shortage of job openings and employer participation rather than a lack of interest. They also discussed youth apprenticeship, the growth of apprenticeship and pre-apprenticeship programs, and the use of Career Bridge and L&I’s database to help people find programs. Representatives asked whether the state should expand apprenticeship programs and how people can find openings. Speakers said more programs alone would not solve the backlog without more employers signing on as training agents and more apprenticeship utilization on projects. The panel also highlighted the Constructed Career Initiative, a grant-funded navigation and support program that helps people enter and stay in building trades apprenticeships through outreach, case management, and wraparound aid such as transportation, tools, and work clothes. A related nonprofit, Build Up, described similar support services, including prison-based boot and PPE programs and assistance for reentry participants. The panel said these services are especially important because apprentices often face unstable income, housing, food, and transportation barriers. The panel also discussed House Bill 2084 and the new Construction Training Pathway Oversight Committee, which is examining construction training in correctional facilities and how to create clearer pathways from prison-based training to apprenticeship, college, or work. Speakers said the committee is still in its early stages and will report to the legislature. The session ended with committee members thanking the panel and noting the importance of support services and referral networks for apprentices. The meeting then resumed at Renton Technical College, where college leaders and faculty discussed serving non-traditional students. The college reported strong enrollment growth, a median student age of 30, a diverse student body, and high job placement rates, while also noting significant budget cuts and program reductions from the prior year. Health care and early childhood education programs were highlighted, including efforts to expand access through hybrid scheduling, evening and Saturday classes, Spanish-language offerings, and in-person wraparound support for admissions, financial aid, and registration. Faculty said these changes were driven by student data and were aimed at helping working parents, English learners, and other non-traditional students complete credentials and enter family-wage careers.

Transcript Highlights:

• So, uh, those two things is my, my request today to put in the work plan.
• Item C proposes that the committee here updates on the strategic goals and plans on how to reach those
• On the 3rd page of the work plan.
• That's the work plan and uh I stand for any questions you have at this time.
• they're lettered in the work plan recommendations.

Transcript Highlights:

• It's going to help to strategically brand New Mexico as the quantum hub of the world.
• My chief operating officer is here with me, and I've tasked her with two priorities: one is workforce
• And one is workforce with CYFD. And the second is placements, which include foster parents.
• And they can also use public-private partnerships, tax increment financing, and redevelopment plans.
• They have to show that they justify their project within the Metropolitan Redevelopment Area Plan and

Bills: SB36, SB88, SB92, SB97, SB48, SB55, SB58, SB76, SB93, SB89, SB60

Keywords: quantum technology, tax credit, infrastructure, economic development, New Mexico, corporate tax, research and development, innovation, foster care, income tax, guardianship, youth services, financial relief, affordable housing, gross receipts tax, tax deduction, construction materials, multifamily housing, low income, tax credits

Transcript Highlights:

• We have revamped the strategic planning process and developed a three-year strategic plan for fiscal
• for future service enhancements consistent with our three-year strategic plan.
• <01:41:18.080> Um,<01:41:18.400> and our three-year strategic plan.
• Um, and our three-year strategic plan.
• strategic strategic plan.<01:41:49.360> If<01:41:49.600> you<01:41:49.679> go<01

Keywords: 1191, senate, all

Transcript Highlights:

• And as well as a two-party plan, they did something similar, or the Legislature's plan included... ..
• going to Planned Parenthood.
• plan, which will provide more bachelor's degree programs to more students to meet state workforce needs
• plan, which will provide more bachelor's degree programs to more students to meet state workforce needs
• plan, which will provide more bachelor's degree programs to more students to meet state workforce needs

Keywords: 987, senate, all

Transcript Highlights:

• and state economic development workforce boards.
• Unsure of how to assess this workforce, 14%, and socially awkward at 10%.
• Our teams are a workforce solution.
• , as we say, this is an absent workforce.
• The next thing is: what's the next steps in planning? Is that what that is?

Summary: The meeting focused on integrated employment and related services for people with intellectual and developmental disabilities, with testimony from several provider agencies and state officials. Robin Arder and Belinda Stevens of ThinkAbility described how their organization supports people through residential services and self-created businesses because community employers often are not ready to hire people with disabilities. They said rigid service rules, difficulty fitting individuals into existing job definitions, and reimbursement requirements can prevent person-centered employment supports. They also reported that, in their experience, employees had not lost benefits when work was coordinated carefully with Social Security and benefits management. Tina Hannah of South Central Industries described a broad business model that includes manufacturing, janitorial and highway contracts, state-use products, a food truck, and an entertainment trailer, along with an adult day program and residential services. She said the organization uses a temp-service style model to make employers more comfortable and noted barriers such as employer concerns about productivity, lack of awareness of tax credits and accessibility resources, and the need for consistent job coaches. Miranda Figueroa of A New Leaf said her agency is moving toward a more person-centered model, including a Transition Academy for young adults that combines independent living instruction, community college classes, internships, and follow-along support; she said the program has an 85% placement rate but is expensive and not eligible for traditional student aid because it is not accredited. She also cited barriers including dual diagnoses, workforce readiness, and low reimbursement rates. Angela Decker and Deborah Copeland of DRTC described their long-running enclave contracts and a new Community Skills and Connection program that uses interest-based cohorts, community exploration, and volunteer experiences to build skills and networks tied to employment. They said the agency is phasing out its 14(c) subminimum wage certificate by the end of the year and is trying to expand community-based opportunities. DRTC and other providers emphasized the need to blend DDS and DRS services more effectively, reduce restrictive rules such as line-of-sight requirements, and better support people in congregate living settings. DRS representatives said the agency does provide school-based transition services, employer accommodations, and job carving support, and noted federal reporting requirements tied to wage outcomes. Members also discussed safety concerns, employer education, data collection, ABLE accounts, and the role of schools in preparing students for work and community life. The co-chairs proposed organizing the task force into three working groups: in-school/transition services, program support and service blending, and community integration/employer engagement. No votes were taken, and the meeting ended with plans for further working-group discussion and follow-up on data and policy ideas.

Transcript Highlights:

• and state economic development workforce boards.
• Unsure of how to assess this workforce, 14%, and socially awkward at 10%.
• Our teams are a workforce solution.
• As we say, this is an absent workforce. But I feel like it’s, it’s, it’s… Absent workforce.
• Somebody who thinks in these kinds of strategic—yes, Roseanne.

Keywords: 914, all

Summary: The committee/task force met with several disability service providers to discuss integrated employment, transition services, and barriers to community jobs for people with intellectual and developmental disabilities. Robin Arder and Belinda Stevens of ThinkAbility described creating their own businesses when community employers were not hiring their clients, and said rigid service rules, employer readiness, bullying, and reimbursement structures often force the person to fit the service rather than the service fitting the person. They said they have not seen clients lose benefits, but they do closely manage reporting to Social Security and related supports. Tina Hannah of South Central Industries described a broad business model that includes manufacturing, janitorial work, city beautification, state-use contracts, a food truck, and an entertainment trailer, along with an adult day program and residential services. She said many employers are hesitant because of productivity and cost concerns, and that businesses are often more open to contracting with her agency than hiring individuals directly. Miranda Figueroa of A New Leaf said her agency is moving toward a more person-centered model with sheltered work, volunteer sites, paid contracts, and a Transition Academy. She said the academy is a two-year program focused first on independent living and then on employment, with internships and an 85% placement rate, but funding is a major barrier because the program is not accredited and students cannot access traditional aid. She also cited dual diagnoses, inconsistent job coaches, and employer uncertainty as major obstacles. Angela Decker and Deborah Copeland of DRTC described DRTC’s long-running enclave contracts, a new Community Skills and Connections program, and a plan to phase out 14(c) subminimum wage use by the end of the year. They said the new program is designed to keep people engaged in community-based skill-building and networking while families still need day supports, and that DRTC has developed more than 100 community partnerships. Senator Kirt, Rep. Hefner, and participants discussed broader system issues, including the need for better school-to-work transition, more social integration, transportation, safety, and employer education. DRS staff said the agency is already required to provide pre-employment transition services in schools starting at age 14 and offers employer accommodations support and job-carving assistance, though they acknowledged federal reporting expectations and service rules can be restrictive. Several participants raised concerns about line-of-sight restrictions, congregate living rules, benefit cliffs, and the difficulty of moving from DDS to DRS services. The group also discussed the need for better data and possible working groups focused on in-school transition, program support and blending services, and community integration. No formal votes were taken.

Transcript Highlights:

• governments to better align retirement contributions with the financial needs and goals of their workforce
• empowers local officials to make that decision if they choose, based on their fiscal outlook and workforce
• planning.
• Strategic plan on even numbered years.
• The Texas Future Fund seeks to maximize returns for the state while promoting strategic investments in

Bills: HB104

Keywords: property tax, ad valorem tax, tax rate election, voter-approval tax rate, no-new-revenue tax rate, de minimis rate, local government, special district, tax increase, tax notice, public hearing, tax code, Health and Safety Code, Texas property taxes, taxing unit, election threshold, two-thirds vote, majority vote, budget approval

Transcript Highlights:

• If a contractor fails to follow those plans, or if their work creates a dangerous condition, they can
• , plans, plans, or<00:18:22.640> if<00:18:22.720> their<00:18:22.880> work<00:18
• here, if they follow the plans here, if they follow the plans and<00:25:36.720> don't<00:
• Department of Workforce Development, and Department of Workforce Development, and KCTCS<01:00:50.600>
• A lot of those kids, I think, are able to get in the workforce.

Keywords: 958, all

Transcript Highlights:

• One thing I do want to point out on page four is our strategic planning that was really comprehensively
• So we're working on a number of goals under the strategic plan objectives that we're working on.
• The ultimate goal here is to assist them with their planning efforts, their planning documents, all the
• , Higher Ed, Workforce Solutions.
• So, those are all efforts of PED to help with that budget planning, in addition to ed plans and other

Keywords: 996, all

Transcript Highlights:

• Is there an expectation of a performance plan with metrics? An... An improvement plan with metrics?
• So just to clarify then, a written—I don't know if it's a performance plan—but a written plan of corrective
• And if we are, are we maintaining that plan?
• I want to ask, we are in our—we've just completed our strategic planning process, and... ...to ask, we
• are in our—we've just completed our strategic planning process, and that was identified.

Summary: The subcommittee met to examine Florida’s nursing education pipeline and the state’s persistently low NCLEX passage rates. Chair Tuck opened by noting the projected nurse shortage and Florida’s ranking near the bottom nationally for first-time NCLEX pass rates. The Department of Health explained the Board of Nursing’s approval process for nursing programs, including application requirements, probation standards, and termination for programs that repeatedly fail passage-rate benchmarks. The Florida Center for Nursing then presented statewide data showing Florida has more test takers than most states, but still trails the national average; the gap has narrowed in recent years, though Florida remains below average. Members focused heavily on why the state continues to underperform, with discussion of faculty shortages, clinical placement constraints, accreditation, student preparedness, and the large share of newer private for-profit programs among those placed on probation. Committee members asked about how probation works, what happens when programs improve, and whether the board requires corrective plans. They also questioned the relationship between program type and outcomes, the effect of Operation Nightingale, and how many students fail and retest. The Florida Center for Nursing said first-attempt pass rates are the standard measure and that students who fail are expected to remediate and retest, though costs vary. The center also said Florida’s data shows accredited programs outperform approved or probationary ones, and that the state’s nursing workforce challenges are tied to broader issues such as faculty vacancies, clinical site competition, and student demographics, including many students balancing work, family, and language barriers. A panel of nursing school leaders from public, private nonprofit, and private for-profit institutions then described strategies used to improve outcomes. These included transparent recruitment, early orientation, tutoring, success coaching, stronger faculty development, curriculum mapping to NCLEX standards, higher course benchmarks, mandatory remediation, simulation labs, and commercial NCLEX prep tools such as ATI, Kaplan, and HESI. Several panelists said their programs had improved after probation or had very high passage rates, and they emphasized that student success depends on academic preparation, clinical experience, and support services. Members also asked about tuition, program length, translation into other languages, and faculty recruitment; panelists said costs vary widely, faculty hiring is difficult because hospitals pay more, and some schools are considering medical Spanish and immersion options rather than full curriculum translation.

Transcript Highlights:

• A couple of years ago, we instituted a strategic basin planning program, and our district is very long
• plan.
• The way our whole budget cycle works is everything's set through our strategic plan.
• looks at the resources we need to effectuate the board's strategic plan, right?
• plan.

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:

• <00:32:07.480> so bit and it's good for our Workforce so bit and it's good for our Workforce
• <00:40:53.280> but student wasn't my original plan but student wasn't my original plan but
• plan, a plan that directly addresses key recommendations from the governor's task force on academic
• 01:34:10.280> transforming Workforce Cook's mission is transforming Workforce Cook's mission is
• limited access to Medical Care Workforce limited access to Medical Care Workforce shortages<01:48

Keywords: 1187, senate, all

Transcript Highlights:

• There will be a small dashboard which will be oriented towards workforce gaps.
• plan.
• We also want to use it to support the rural health transformation plan.
• Healthcare workforce is a big issue. We all know it is.
• So we are partnering with the Healthcare Workforce Training Commission.

Keywords: 914, all

Summary: The meeting opened with routine business: confirmation of Open Meetings Act compliance, roll call, approval of the prior minutes, and no public comment. The main presentation was a detailed update on OK WIRE and a new workforce-gap validation model. Staff described moving from a simple job-posting approach to a four-factor method using wage growth, time-to-fill, occupation growth relative to the state average, and the ratio of postings to existing jobs. Examples were given for registered nurses, industrial occupations, software developers, and accountants to show how the model would identify validated workforce shortages or areas needing only monitoring. The team said the new dashboard would be added to the existing OK WIRE system, include links to training programs, and be completed by the end of August without additional cost under the current vendor contract. An agency report followed, covering the work of 929 Strategies on a 30-60-90 day plan, office relocation, contract terminations, grant administration, and budget cleanup. Staff said they had moved out of Film Row, were temporarily in Denver Davidson, and would move into permanent space in the Jim Thorpe building in October. They also discussed the rapid response grant, ARPA grant spending, and a planned data tool to support layoffs response and rural health workforce planning, including work with the Healthcare Workforce Training Commission and health partners. The board then voted to enter executive session under the cited Oklahoma statutes to discuss employee evaluations, possible salary increases, and confidential legal/operational matters. After returning, the board thanked staff for their budget work, decided not to hold the July 9 meeting, and adjourned, planning to resume discussion at the August meeting.