Transcript Highlights:

• We're also scalable on our ICS structure.
• team here in the Panhandle to respond to the storm.
• We put a structure team here in the Panhandle to respond to the storm.
• So we'll have our logistics team one day, we'll have our base camp team one day, operations one day,
• Is he buying drinks and dinner for his whole team?

Summary: The committee met to hear invited presentations on storm recovery and storm protection from the Florida Public Service Commission, Florida Power & Light, Duke Energy, Tampa Electric, Chesapeake Utilities, and the Office of Public Counsel. The PSC reviewed the history of storm restoration financing and utility hardening efforts after major storms such as Hurricane Andrew, the 2004-05 hurricane seasons, Irma, and Michael, explaining storm reserve funds, storm recovery bonds, and the current three-year storm protection plan process. The commission’s role in approving plans and later reviewing prudence of actual costs was emphasized, along with the types of work included in the plans such as vegetation management, pole replacement, undergrounding, feeder hardening, and substation flood protection. The utilities described their own storm-hardening investments and recent storm performance. FPL said it has spent about $4.9 billion on storm protection and recovery-related efforts, highlighted improved restoration times during Helene and Milton, and said it is expanding undergrounding, feeder hardening, and smart-grid technology. Duke Energy reported more than 40,000 hardened poles and structures since 2021, major gains from self-healing grid technology, and faster restoration during recent storms. Tampa Electric described a roughly $200 million annual storm protection effort, including vegetation management, undergrounding, substation hardening, and new storm surge protections, and Chesapeake Utilities discussed its smaller-scale hardening program, vegetation work, pole replacement, and rapid restoration after Helene in Nassau County. Committee members asked about how utilities prioritize neighborhoods for lateral hardening, whether maps of planned projects could be shared, how much each utility has spent on undergrounding and hardening, and how reliability comparisons are normalized against the national average. Public Counsel Walt Trierweiler argued that storm recovery and hardening costs fall too heavily on investor-owned utility customers, said the current framework lacks a meaningful cost-benefit or prudence check at the planning stage, and urged broader sharing of storm costs because the benefits extend to the whole state. Senators also discussed whether the commission can review the reasonableness of approved programs and whether future reports or recommendations from Public Counsel would be helpful. No votes or formal actions were taken.

Transcript Highlights:

• , taller than average girls, so now your opposing team, anybody from their team can come and say, you
• , taller than average girls, so now your opposing team, anybody from their team can come and say, you
• Women's National Team has won World Cups more than any other team, but they didn't achieve pay parity
• had boys been able to play on my team had boys been able to play on my team when<00:37:52.960>
• Thank you, Madam Chair. play on female teams and then we go on play on female teams and then we go on

Keywords: 1183, house

Transcript Highlights:

• Um, I just think that the structure of this place doesn't really encourage that always.
• And we decided we had more that we could do as a team.
• Um, what sacrifices were we willing to make as a team?
• more that we could do as a team. more that we could do as a team.
• And unlike Heather, I make as a team?

Keywords: 919, house, all

Summary: Representative Feist delivered a farewell retirement speech on the House floor, reflecting on her service and the legacy she hopes to leave. She said she would not miss the internet, being called “honey” by strangers, going viral, wearing blazers, or what she described as a legislative culture that can encourage groupthink, discourage cross-party questioning, and make it harder to see one another’s humanity. She urged leaders to create more structures and incentives for members to truly hear each other and trust one another. She also shared what she will miss: the camaraderie and “family” of the House, the humor and support of colleagues, the process of negotiating bills with people holding different views, and the opportunity to visit a wide range of places and communities through her work. She thanked nonpartisan research staff, House staff, colleagues, her family, and several individuals by name for their support, including help with her campaigns and with balancing public service and family life. The speech was emotional and lighthearted at times, drawing laughter from the chamber. It concluded with Feist saying it had been an honor to represent New Brighton, Columbia Heights, and St. Anthony, and that she would remain outspoken after leaving office. The House responded with applause.

Transcript Highlights:

• OUR TEAM SPENT SEVERAL HOURS.
• I HAVE HAD SOME UNSAFE STRUCTURE. HERE'S WHAT I CAN TELL PEOPLE.
• CONCRETE STRUCTURES OF THIS TYPE, I PICKED AN ARBITRARY NUMBER.
• I WILL SUGGEST THIS IS ONE OF THE CHALLENGES OF THE CONDO STRUCTURE AND THE TYPICAL CONDO STRUCTURE TO
• DO YOU WANT NAIL SALON TECHNICIANS AND STRUCTURAL ENGINEERS?

Keywords: 999, senate, all

Transcript Highlights:

• But again, my team is continuing this work.
• My team has done that.
• Our team has updated our website.
• I do want to recognize Sadai, who is new to our team.
• I feel like our team is, we've got some pretty wily veterans on the team at this point and know how to

Summary: The committee began with a presentation on the 520 Native American Language and Culture certificate, created to let proficient tribal language and culture speakers teach in K-12 schools without a bachelor’s degree. LESC staff, PED, and HED described the certificate’s statutory basis, the role of tribes and pueblos in setting proficiency standards, and ongoing challenges such as uneven MOAs, limited professional development, rural access barriers, data gaps, and retention concerns. PED said oversight of 520 is moving from the licensure bureau to the Indian Education Division, and HED reported that the tribal education technical assistance centers authorized in 2023 are still in procurement but are expected to be awarded in early 2026. A student, Alonzo Hughes, testified about how learning Tewa from 520-certified teachers helped him understand his culture and speak with elders, and members praised the program’s role in language revitalization and asked about funding, teacher pathways, and whether similar models exist in other states. Committee members then discussed several PED rule updates. Staff reviewed an adopted rule implementing HB 54 on AEDs and cardiac emergency response plans, including staff training requirements and staggered compliance dates, and a proposed rule for school nurse licensure under HB 195 that would create a three-tier system and align nurse pay with teacher pay. They also reviewed proposed changes to the Community Schools Act rule, including a full-time community school coordinator requirement, updated grant language, and broader coalition membership criteria; PED said the broader language would not conflict with the Martinez-Yazzie work. A proposed bilingual teacher rule would standardize coursework requirements, add trans-languaging and culturally relevant curriculum competencies, and allow Native American language certification applicants to demonstrate proficiency using tribal standards. In questions, members raised concerns about AEDs being present at athletic events, the need for the amended school nurse bill to move experienced nurses directly into higher levels, and whether the community schools rule’s broader coalition language could affect current education litigation. Members also asked about funding for 520 programs, teacher residency or cohort models, and how to support advanced language instruction and sustainability. PED said the Indian Education Fund and school budgets can support some of the work, but additional strategic funding and cross-training are needed. The committee also heard that New Mexico’s 520 system is unusually robust compared with other states, and members encouraged staff to present the model at national conferences. The meeting ended with the director’s report, which noted a flat budget request of $2,024,300, staff turnover including Natasha Davalos’s departure, and appreciation for the committee’s work before adjournment for the holidays.

Transcript Highlights:

• teams.
• teams.
• Mobile crisis teams or our tribal resources.
• Like my team literally presses a button and forwards to the CAT team.
• There's a very complex governance structure.

Keywords: 988, house, all

Summary: The joint oversight hearing focused on AB 988 implementation and suicide prevention in California Indian communities. Members and the chairs emphasized that 988 was intended to create a behavioral health crisis system with “someone to call, someone to come, and somewhere to go,” and then turned to the disproportionate suicide burden facing Native youth and the need for culturally responsive outreach and services. Assemblymember Bauer-Kahan, the bill’s author, said the law has already saved lives but argued that key parts of the system—especially interoperability between 911 and 988, mobile crisis dispatch, and adequate funding—are not yet working as intended. The first panel of stakeholders and call center leaders largely said California’s 988 network is underfunded and not fully integrated. Speakers from the Steinberg Institute and 988 California said call, text, and chat demand has grown sharply, but staffing and funding have not kept pace, leaving text/chat answer rates far below the state’s goals and sending many contacts to out-of-state backup centers. They also said mobile crisis teams are not being dispatched through 988 statewide, and that the state’s current governance and funding structure is too fragmented. WellSpace Health and other providers described 988 as the “front door” to crisis care, urged more stable funding, and recommended broader use of the CCBHC model to support mobile crisis and behavioral health infrastructure. San Joaquin County offered a local success story, describing a countywide crisis continuum that links 988, mobile crisis, behavioral health access lines, and follow-up services through warm handoffs and coordinated outreach. County officials said the model has reduced reliance on emergency departments and involuntary holds, and they noted that local partnerships and repeated community meetings were key to implementation. Members asked about staffing, tribal outreach, and how to make the system more measurable and interoperable; panelists said staffing projections should be based on actual call volume and contact length, and that tribal-specific outreach has often depended on temporary grant funding. State officials from CalHHS and DHCS then described the five-year implementation plan, the roles of multiple agencies, and current performance data. They said California’s 988 system has handled more than 74,000 contacts in a recent month, with in-state answer rates of 87% for calls and lower rates for chats and texts, and that unanswered contacts are routed to backup centers. They highlighted training efforts, LGBTQ+ competency work after the end of the federal “Press 3” option, and efforts to improve reimbursement for mobile crisis services. No formal votes or committee actions were taken during the hearing.

Transcript Highlights:

• Stolworthy and his team in the ER... That's why Dr.
• Stolworthy and his team in the ER are seeing people.
• Is that kind of the way it's structured? ...plan or not. Is that kind of the way it's structured?
• The interdisciplinary parental defense structure, the IPR structure, partners a social worker with an
• . ...on our goal to do that through our IPR teams.

Keywords: 985, all

Transcript Highlights:

• resort parks prioritized by our team. resort parks prioritized by our team.
• c><00:19:37.039> to structures need major improvements to structures need major improvements to
• DECA has we implemented a team-based DECA has we implemented a team-based project<00:29:45.200><
• coordination amongst the project teams coordination amongst the project teams and<00:31:06.000><
• <00:34:39.359> you structural that's you can't do that. you structural that's you can't do

Keywords: 958, all

Summary: The Budget Review Subcommittee on Economic Development, Tourism, and Energy and Environmental Protection met at 9:00 a.m., approved the June 3 minutes, and heard a presentation from the Department of Parks and the Finance Cabinet on Kentucky State Parks capital projects. Commissioner Mark Keelin and Scott Baker described the scope of the state parks system, the ongoing coordination with DECA/Finance Cabinet, and the status of projects funded through House Joint Resolution 76, House Bill 553, House Joint Resolution 56, and House Bill 6. They said 36 of 44 state parks have received renovations or upgrades, with 66 projects completed and 17 under construction, and outlined work on campgrounds, utilities, wastewater systems, broadband, building systems, safety upgrades, ADA improvements, pools, golf courses, marinas, and lodge accommodations. The presenters highlighted several completed or active projects, including campground upgrades at Carter Caves, Ken Lake, and My Old Kentucky Home; utility and grid-resilience work at parks such as Kentucky Dam Village and Kincaid Lake; wastewater projects at parks including E.P. Tom Sawyer, Carter Caves, Dale Hollow, and Blue Licks Battlefield; and building and hospitality renovations at parks such as Lake Barkley, Baron River, and Cumberland Falls. They also noted completed playground upgrades, lock system replacements, beach refurbishment, and golf course improvements, and said the parks system is managing additional internal projects beyond those discussed. The department emphasized that parks often serve as sheltering locations during disasters and that infrastructure replacement is a high priority. Scott Baker then explained DECA’s role in managing the Commonwealth’s capital construction program, saying it oversees about 1,300 active projects across 28 cabinets and agencies, including 149 parks projects. He described DECA’s team-based approach, with dedicated project managers and field staff assigned to parks, and said monthly status meetings and more frequent check-ins are used to keep projects moving. In response to committee questions, Keelin and Baker said projects are assigned to DECA based mainly on the need for architectural or engineering services, while smaller or less complex work can be handled in-house by parks staff or the P11 construction crew. No votes were taken beyond approving the minutes.

Transcript Highlights:

• help teachers by giving them structured help teachers by giving them structured time<00:04:14.799
• I'm involved in SECLA and various leadership teams, including our student advisory leadership team at
• I'm involved in SECLA and various leadership teams, including our student advisory leadership team at
• <01:06:21.039> Um coach on another team. Um coach on another team.
• effectively together as a team. effectively together as a team.

Keywords: 1187, senate, all

Transcript Highlights:

• Governance structures are established to ensure accountability and timely delivery.
• Governance structures are established to ensure accountability and timely delivery.
• Schoonover and his team to identify what products are acceptable.
• If someone has a $100 deliverable and their team... ...things get applied.
• Spencer's team to help there as well.

Summary: The subcommittee heard a panel on Florida’s IT procurement process from the Florida Digital Service, the Department of Management Services, and the Department of Financial Services. Witnesses walked through the procurement lifecycle, including planning, market research, solicitation, evaluation, award, implementation, and closeout, and emphasized the role of budget timing, contract managers, and subject matter experts. DMS described the state’s enterprise contracting system, noting more than 1,100 active vendor agreements, over 800 involving IT services, and the statutory requirement to request 25 quotes for certain IT purchases. DFS demonstrated the Florida Accountability Contract Tracking System (FACS), explaining how agencies upload contract and payment data and how the public can search contracts and related documents online. Members focused on accountability, transparency, and whether the state is getting the best products and vendors. Questions addressed how contracts are vetted, how technical evaluations are performed, how financial consequences are used for missed deliverables, how public records and confidential information are handled, and how the state screens vendors for foreign-concern or bad-actor issues. Witnesses said agencies rely on technical experts for evaluations, that contract terms should include measurable deliverables and meaningful financial consequences, and that agencies—not procurement staff—generally manage performance, though Florida Digital Service oversees large IT projects of $10 million or more. The committee then shifted to broader policy discussion, including Senate Bill 7026 and proposals to reorganize state IT governance. Several members argued for stronger centralization under a state CIO or similar enterprise authority, while others cautioned against abrupt restructuring and stressed the need for a transition plan. Members also raised concerns about workforce retention, consulting services, recurring project overruns, and the need for better planning and periodic monitoring. No votes were taken; the meeting ended with the chair thanking members and staff and adjourning the subcommittee.

Transcript Highlights:

• <00:19:55.919> and will we will meet with this team and will we will meet with this team and
• Youth ACT teams would like to have the option of having a nurse to be part of the treatment team.
• Youth ACT teams would like to have the option of having a nurse to be part of the treatment team.
• Youth ACT teams would like to have the option of having a nurse to be part of the treatment team.
• does our rate reimbursement structure does our rate reimbursement structure that<00:52:21.200>

Bills: HF3738, HF2295, HF3520, HF3666

Keywords: pediatric care, hospital discharge, home care, healthcare accessibility, nursing services, family support, mental health, crisis services, Dakota County, mobile crisis response, public safety, treatment services, rehabilitation, behavioral health fund, client eligibility, home and community-based services, case management, waiver services, county services, disability advocacy

Transcript Highlights:

• It reduces the structural deficit by more than half, so we refuse to kick the can down the road.
• Additionally, the Legislature's budget reduces the out-year structural...
• And Sub 7, right, it was really a team effort.
• We have always been team players on the MCO tax. We've always been at the table.
• We have always been team players on the MCO tax. We've always been at the table.

Keywords: 988, house, all

Summary: The Assembly Budget Committee met to consider the 2026 Budget Act, which leaders described as the compromise budget expected to move to the floor later that evening. Opening remarks emphasized that the plan balances the budget over two years, reduces the structural deficit, and builds reserves, while also protecting core programs from federal cuts. Jason Sisney outlined the legislative budget plan, saying it uses higher-than-expected revenues and reserve balances to reject some proposed reductions and fund temporary restorations and new spending in areas such as education, child care, health care, housing, homelessness, and public safety. Department of Finance representatives said the administration appreciated the two-year balanced framework and the effort to address out-year deficits, while noting the plan includes additional spending and revenue changes. Sisney also previewed floor bills including AB 109, SB 110, SB 122, and SB 125, with SB 122 described as a modification to the tax credit proposal and SB 125 as the managed care organization tax proposal. Subcommittee chairs then described the major policy choices in their areas. Health chair Addis said the budget responds to federal health care rollbacks by protecting Medi-Cal, clinics, hospitals, dental care, and other safety-net services, while also supporting reproductive care, gender-affirming care, and county health systems. Education chair Alvarez highlighted increased school funding, expanded learning, special education, teacher support, community colleges, and a change to Cal Grant eligibility for older community college students. Other chairs emphasized child care expansions, homelessness and housing funding, prison closure and criminal justice savings, wildfire mitigation, county support for Medi-Cal and CalFresh administration, and accountability measures tied to homelessness and corrections spending. Several members also raised concerns or priorities, including the impact of the MCO tax on providers, the need for more support for local journalism, transit and climate funding, biotech and R&D incentives, and continued work on Prop 98 and long-term revenue solutions. No formal votes were taken in the portion provided, but members broadly expressed support for the budget framework and the need to continue negotiations with the administration before final passage. The committee discussion repeatedly framed the budget as a response to federal policy changes and a choice to protect vulnerable Californians while maintaining fiscal responsibility. The vice chair, citing LAO warnings about future volatility and limited reserves, pressed Finance on whether the budget represented a record-sized state budget and whether revenues were also at record levels, underscoring concerns about the state’s preparedness for a downturn.

Transcript Highlights:

• within ARS to really a job placement team.
• We have recently, in mid-April, formed a team that we are calling the Quality Assurance Team, and this
• And our policy team, and our training team, and our field operations team are working very closely through
• Staff from case management to the quality assurance team. How many members make up that team?
• Yes, that's part of the whole collaborative process so that our policy team, our training team, our field

Summary: The meeting focused on Arkansas’s workforce development reorganization and a set of federal waiver requests intended to consolidate and streamline the state’s WIOA system. Commerce officials said the department has already centralized shared services, split the old workforce agency into reemployment and Arkansas Workforce Connections, and submitted a combined WIOA/Perkins state plan. They described nine waiver requests, including replacing local workforce boards with a single statewide board, creating one planning and accountability structure, allowing more flexible movement of funds across regions, easing the “last-dollar” requirement for training and supportive services, reducing required youth program elements, and allowing affiliate sites instead of mandatory comprehensive centers. Officials said the goal is to reduce administrative costs and redirect more money to training, supportive services, and employer-driven programs. Legislators raised concerns about rural representation, local employer relationships, and whether local offices would close. Commerce officials said local offices would remain open, some current staff could be rehired, and regional business councils would preserve local employer input. They said the current system is fragmented and expensive, with roughly $14 million in federal workforce funds flowing through local boards but only about $1.9 million spent on training and supportive services last year; they argued the reorganization could raise training spending to about $6 million to $7 million annually. Questions also addressed board composition, performance accountability, and how funds could be shifted between regions when needs change. The State Board of Workforce Development had approved the waiver package 11-3 before it was submitted to the U.S. Department of Labor. Members also discussed workforce access for people with disabilities, child care and transportation supports, and the role of Arkansas Launch, apprenticeships, and career and technical education. Officials said vocational rehabilitation now has better access to the state job board and that referrals and data-sharing with DHS and other partners still need improvement. Several legislators emphasized the need for training to align more closely with employer demand, especially in manufacturing, technology, health care, and rural areas. The committee also heard a brief overview of Workforce Pell, with staff explaining that the new federal short-term Pell option has narrow eligibility rules and may not fit many existing programs, including some CDL and CNA programs.

Transcript Highlights:

• <00:13:38.000> and an academic governance structure and an academic governance structure and
• Those are comparators on your teams.
• visit is when the accreditation team visit is when the accreditation team meets<00:56:26.240>
• Representative Burton is that the team Representative Burton is that the team is<00:57:38.319>
• <01:03:18.720> review teams are out review the teams review teams are out review the teams

Keywords: 928, house, all

Summary: The committee heard updates from the chancellors of the state university system and the community college system on ongoing restructuring, collaboration, and enrollment trends. The university system said its office move to the NHTI campus is ahead of schedule and should save students about $250,000 a year while creating revenue for the community college system. Both systems described continued work on transfer pathways, direct-admit outreach, shared advising, and broader efforts to shrink footprints, reduce costs, and improve operational efficiency in response to declining enrollment and demographic pressure. A major topic was a possible federal change to Pell Grant eligibility that would require students to enroll in at least 7.5 credits. The chancellors said most community college students are part-time because of work and family responsibilities, and that the change could affect roughly 2,000 current Pell recipients and make it harder for students to afford or sustain enrollment. Members also discussed how the state’s governor’s scholarship statute largely benefits full-time students, suggesting possible future statutory changes. The chancellors explained how credits typically work, noting most courses are three or four credits and that students would likely need to add an entire course to meet the proposed threshold. The committee also discussed the broader higher education landscape, including declining high school cohorts, competition among New England institutions, and the need to right-size capacity. One member raised concerns about the health of regional campuses such as Plymouth and Keene; the chancellors said incoming enrollment is down at UNH and Plymouth and holding at Keene, attributing the trend to demographics rather than one campus drawing students away from another. They emphasized the importance of community colleges, adult learners, and short-term workforce programs as part of the state’s future education mix. Finally, the committee touched on the value of the university system’s research enterprise. The chancellor said about $250 million a year flows into the university system in federal research grants, with about $9.5 million currently under stop-work orders from federal agencies. She said the immediate concern is not DEI-related but federal cuts and possible caps on indirect cost recovery. Members noted that the R1 research designation supports business partnerships, student opportunities, and economic development projects such as West Edge in Durham.

Transcript Highlights:

• I'm really proud of our team.
• We've been working with Our architects and our design team, I mean our construction team, and we are
• We did do a structural analysis and found that the structure would not, as I mentioned, even if we Exposed
• We're a small team, but we're a mighty team. That's amazing. Well, you're doing the Lord's work.
• Thank you, team.

Transcript Highlights:

• And thanks to this, WKU's fiscal year 2026 budget is structurally balanced without the use of one-time
• balanced without the use of structurally balanced without the use of one-time<00:02:51.519> cash<
• Uh, I know there have been situations, or three specific dorms, with structural deficiencies.
• <00:16:00.480> Uh<00:16:00.800> it building new structures on campus.
• Uh it building new structures on campus.

Keywords: 958, all

Summary: The House Budget Review Subcommittee on Postsecondary Education met without a quorum, so no minutes were approved. The committee then heard a presentation from Western Kentucky University President Timothy Kabone, who highlighted WKU’s recent gains in graduation rate, retention, degree production, graduate enrollment, research activity, and financial stability. He said WKU’s FY 2026 budget is structurally balanced without one-time reserves, and he tied the university’s growth to its strategic plan and to Senate Bill 77, which created a pathway for WKU’s first PhD program. WKU’s initial PhD offering is planned in data sciences for fall 2027, and Kabone said the university continues to pursue R2 research status. Kabone also outlined WKU’s budget requests, including a 4.5% base appropriation increase for each year of the biennium, a $30 million increase in the performance funding pool, a $30 million trust fund for tuition waiver reimbursement, and $2 million per year for the Gatton Academy. He also requested continued funding for the Kentucky Mesonet, 8.9% of proposed asset preservation funding, and support for a $280 million new Potter College facility. He emphasized inflationary pressures, rising fixed costs, and the burden of mandated tuition waivers, and said the university supports performance funding but wants the model adjusted to better reward student success rather than enrollment growth. Members asked about WKU’s student housing situation and the transition away from the former student life foundation model. Kabone said the foundation structure had run its course, that the university had lacked adequate oversight under the old arrangement, and that WKU is moving to a public-private partnership with Gilbane and the College Housing Foundation. He said the new model would not increase the university’s debt load and would replace older residence halls with a roughly 1,000-bed complex, eliminate community-style bathrooms over time, and expand living-learning communities. Representatives McCool and Tipton praised WKU’s graduation and retention results and asked questions about the housing project and its timeline. The committee then heard from CareerVXR and KCTCS about a proposed career exploration pilot. Company representatives said the platform uses web-based and virtual reality experiences to show students real jobs and workplaces, with the goal of addressing an “awareness gap” in workforce participation. They proposed a $1.8 million, two-year pilot to reach 50,000 to 60,000 students in three regions, including Hazard Community and Technical College, Southeast Community and Technical College, and western Kentucky. Members asked about cost, funding source, and locations, and were told the request would come through the KCTCS budget. The meeting ended with notice that the next meeting was scheduled for Thursday, February 26.

Transcript Highlights:

• It reduces the structural deficit by more than half, so we refuse to kick the can down the road.
• Additionally, the Legislature's budget reduces the out-year structural...
• The issue is shrinking that structural deficit.
• And Sub 7, right, it was really a team effort, I think, of it.
• We have always been team players on the MCO tax. We've always been at the table.

Summary: The Assembly Budget Committee met to consider the 2026 Budget Act, which leaders said was the negotiated compromise with the Senate and was expected to move to the floor that evening. Opening remarks emphasized that the plan balances the budget over two years, reduces the structural deficit, and builds reserves, while also protecting core services in the face of federal cuts. Jason Sisney outlined the legislative budget framework and the likely floor bills, including AB 109, SB 110, SB 122, and SB 125. Department of Finance representative Eric Khali said the administration appreciated the two-year balanced approach and supported the modification in SB 122, while noting the package uses additional revenues and new spending to soften or reject some proposed cuts. Most of the discussion focused on major spending areas. Members and subcommittee chairs highlighted protections and additions for health care and human services, including rejecting the proposed Medi-Cal asset limit change, delaying premium increases, restoring clinic and dental funding, supporting distressed hospitals and county indigent care, and expanding county eligibility staffing to handle H.R. 1-related workload. Education members described record or expanded support for TK-12 schools, child care, special education, community colleges, teacher recruitment, and higher education, including a change to extend Cal Grant eligibility to age 30 for some community college students. Housing and homelessness funding was increased for HAP, multifamily housing, and the low-income housing tax credit, while public safety members pointed to investments in victims’ services, restorative justice, and prison closure savings. Several members also raised concerns or priorities tied to the budget deal. Some praised the package as a moral document that protects vulnerable Californians, immigrant communities, LGBTQ residents, seniors, and people with disabilities. Others noted unresolved issues, including the MCO tax’s impact on districts, the need for more support for local journalism, arts, biotech R&D incentives, transit and GGRF-related concerns, and the need for continued work on Prop. 98 and long-term fiscal resilience. The vice chair cautioned that despite the current progress, the state remains vulnerable to revenue volatility and warned that the budget should build more resilience against a possible downturn. No formal vote was taken in the portion provided, but the committee was preparing the budget package for floor action and final negotiations.

Transcript Highlights:

• So, we operate within a larger structure and we're a component piece of a larger structure.
• So, we operate within a larger structure and we're a component piece of a larger structure.
• So that's the nice thing about the way we're structured: we're part of a larger structure.
• Her team works, uh, directly with that team as well.
• his team and continues to do every day. his team and continues to do every day.

Keywords: 1189, house, all

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

Transcript Highlights:

• teams.
• Mobile crisis teams or our tribal resources.
• Like my team literally presses a button and forwards to the CAT team.
• We're doing the work, but it's not... ...team.
• There's a very complex governance structure.

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:

• study team must schedule a meeting with the parents.
• Okay, I just saw the child study team.
• and our leadership team from the district.”
• But that’s a 5% difference within one year of coming together of a team, putting some structures in place
• It’s a full team approach.

Summary: The committee on Pre-K through 12 Education met to discuss chronic absenteeism, district attendance interventions, and related truancy procedures. Chair Simon reviewed Florida’s attendance laws and escalation process, including school-based interventions, child study team meetings, referrals to the Department of Juvenile Justice, truancy petitions, and possible sanctions for parents and driving privileges. The committee heard first from University of Florida professor Dr. Chris Curran, who presented state and national absenteeism data showing chronic absenteeism has risen sharply since the pandemic, with Florida at about 31.4% in 2023-24. He emphasized that absenteeism has multiple causes, including transportation, mental health, housing instability, safety concerns, and family barriers, and said effective responses include early warning systems, multi-tiered supports, mentoring, and community partnerships rather than relying only on punitive measures. Members questioned Dr. Curran about whether absenteeism is a behavior or barrier issue, whether exclusionary discipline is counted, the need for a uniform definition across districts, and whether more punitive truancy enforcement is effective. He said the issue is usually a mix of barriers and choices, that excused and unexcused absences both matter for chronic absenteeism data, and that root-cause analysis and supportive interventions are generally more productive than punishment alone, though consequences can still play a role. The committee then heard from Collier County Superintendent Leslie Ricciardelli and district staff, who described a highly structured attendance system built around attendance specialists, social workers, mental health staff, home visits, attendance contracts, multilingual outreach, and frequent parent notifications. They said Collier’s chronic absenteeism rate was about 9% in 2023-24 and credited their success to early contact, community partnerships, and a strong district culture around attendance. Volusia County Schools Executive Director Mike McAuliffe described a newer districtwide attendance initiative that uses automated letters, same-day notifications, data dashboards, MTSS tiers, incentives, and community supports such as bikes, washers and dryers, and faith-based partnerships. He reported Volusia reduced chronic absenteeism from 34% in 2023-24 to a projected 29% and said the district is now seeing about 20% in the first quarter of the current year. No formal votes were taken.