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A
B
B
A
Okay,
we've
got
members
presenting
in
other
committees,
they're
going
to
be
coming
back
and
forth,
but
we'll
go
ahead
and
get
started.
First.
We
have
commissioner
straub
miss
dennis
miss
sammons
from
the
department
of
community-based
services
to
give
us
a
presentation
on
the
governor's
budget
recommendations
and
just
remember
our
presenters.
Please
identify
yourself
for
the
record
and
you
may
proceed.
A
B
My
committee
don't
meet
to
11.
stay
right
where
you're
at.
A
Did
they
I
just
texted
cr,
she
said
I
can
hear
everything
so
far.
A
D
Let's
try:
let's
try
introductions
again
so
that
you
all
can
hear
everyone.
Marta
miranda
straub,
commissioner
for
the
department
of
community-based
service.
D
Okay,
thank
you
we'd
like
to
thank
all
of
you
for
your
leadership
and
service
and
for
this
time
to
present
our
recommendations
based
on
the
governor's
budget
for
our
department.
D
First
of
all,
I
want
to
let
you
all
know
in
case
you're,
not
aware
of
it,
that
we
are
the
largest
department
within
the
cabinet
for
health
and
families
in
terms
of
providing
human
resources.
So
we
have
a
pretty
dense
power
point
with
a
lot
of
information.
We're
gonna
speak
to
it.
However,
we
hope
that
you
had
time
to
review
it
and
review
it
further
after
a
presentation
and
bring
any
questions
that
you
have
for
us,
but
we
are
big
and
we
do
a
lot.
D
So
here's
our
mission
for
the
department
of
community-based
services,
our
charge
our
work
is
about
reducing
poverty,
reducing
adult
and
child
maltreatment
and
mitigating
the
effects
of
both
advanced
family
and
self-sufficiency,
recovery
and
resiliency,
and
to
assure
all
children,
are
safe
and
have
nurturing
homes
and
communities
and
to
recruit
and
retain
a
workforce
and
partners
that
operate
with
integrity
and
transparency.
D
So
these
are
the
programs
that
we
administer.
As
you
can
see,
there
are
many
I'll
highlight
a
couple:
the
supplemental
nutrition
assistant
program
called
snap,
which
provides
lunches
and
food
for
our
kids
and
our
families.
We
provide
child
protective
services,
foster
care
and
adoption
assistance,
and
we
also
have
programs
that
are
provide
the
medicaid
eligibility
we
work
with
the
domestic
violence,
shelters
and
the
sexual
assault
sectors,
the
rape
crisis
centers
and
the
child
advocacy
programs.
D
So
all
these
programs
are
within
the
department
of
community-based
services.
We
administer
these
next.
D
So
here
we
wanted
to
tell
you
what
who
we
serve
so
that
you
have
an
understanding
of
our
clients,
our
customers,
so
the
total
kentucky
population
is
4.5
million
dollars.
Kentucky
families
is
about
they're
they're
about
four
to
four
point:
five
million
people
not
dollars
kentucky
families,
we
have
1.73
million
and
we
have
one
million
children
in
the
state
kentuckians
living
in
poverty.
At
about
703
thousand
household
receiving
snap
that
receive
our
food
assistance.
D
Supplemental
nutrition
are
244,
000
families
receiving
k-top
are
a
little
bit
over
ten
thousand
children
in
poverty.
About
two
hundred
and
twelve
thousand
of
our
kids
live
in
poverty.
Children
receiving
k-top
are
about
seventeen
thousand,
and
children
in
out
of
home
care
are
about
9
000..
I
want
to
point
out
that
a
new
statistics
for
us
households
receiving
snap,
which
is
a
supplemental
nutrition
assistance,
families
on
ktap
and
children
and
out
of
home
care,
are
all
decreasing.
D
We
have
made
some
clear
interventions
in
assisting
in
assisting
these
programs
to
be
able
to
not
only
create
self-sufficiency
but
keep
kids
out
of
residential
care,
and
that
number
has
been
trending
down
for
a
while,
especially
the
last
two
years.
D
Next,
the
department
of
community-based
service.
This
is
who
we
serve.
D
These
are
the
the
recipients,
so
you
can
see
who,
how
many
folks
we
served
on
the
each
of
those
programs,
so
we
put
the
year
2019
and
the
year
2020
so
that
you
can
see
the
number
of
people
that
we
serve
within
the
cvs.
D
The
some
of
these
are
monthly
recipients,
so
we
have
531
776
snap
beneficiaries,
average
monthly.
We
then
in
tanf
we
have
about
31
384
and
that's
that's
the
average
cash
assistance
for
recipients
in
adult
services.
We
served
over
10,
000
folks
and
in
family
based
services,
which
does
investigations
of
abuse
and
neglect
two
children.
We
served
over
fifty
thousand
children
and
in
2020
and
fifty
two
thousand
in
2019
next.
D
So
here
is
some
historical
and
budget
expenditures
that
our
director
will
go
through
the
following
slides.
We
get
into
the
specifics
of
the
budget
misty.
E
E
As
you
can
see,
that
number
is
a
lot
larger
than
fiscal
year
21,
and
the
majority
of
that
is
due
to
the
federal
dollars
that
we
received
through
the
american
rescue
plan
and
also
yeah
the
american
rescue
plan,
and
possibly
some
other
dollars
are
in
there
as
well.
Next
slide.
E
This
just
shows
how
our
budget
is
presented
by
fund
source,
so
60
of
our
budget
is
federal
funds.
28
is
general
funds,
eleven
percent
is
restricted
funds
and
one
percent
are
tobacco
dollars
again.
The
federal
funds
is
a
lot
higher
than
they
typically
run
due
to
the
funding
that
we
received
through
all
of
the
coveted
dollars
next
slide.
E
This
is
our
budget
by
category
for
this
year.
72
percent
of
the
budget
is
for
grants,
loans
and
benefits
again,
that's
higher
than
normal
because
of
the
arc
of
dollars
we've
received,
our
personnel
costs
are
25
and
our
operating
expenses
are
at
3
and
those
are
about
the
average
that
we
normally
have
each
year
for
those
those
categories.
E
Next
slide,
this
breaks
the
budget
down
by
program.
The
child
care
program
is
29
of
the
budget.
This
year,
again,
that's
directly
related
to
the
arc
of
dollars
that
we've
received
for
child
care,
family
and
community-based
services
is
42
of
the
budget.
Those
are
all
the
programs
related
to
prevention,
services,
kids
in
foster
care
and
out-home
care
and
adoption
services.
E
22
of
the
budget
is
for
family
support.
That's
your
snap
benefits
kinship
care.
K-Tap
medical
eligibility
and
state
supplementation
and
then
seven
percent
of
the
budget
is
energy.
That's
your
light
heat
program
that
is
a
little
bit
higher
than
normal
this
year
and
that's
due
to
also
the
our
cova
dollars
that
we
received
that
allowed
us
to
start
the
cooling
program
and
also
the
water
assistance
program.
D
So
these
are
the
departments
for
community-based
service
highlights
of
our
recommendation
in
the
budget:
23
million
for
fiscal
year
23
and
24
to
support
a
10
increase
for
employees
and
social
service
workers
classification
that
was
effective
december
16
2021,
as
you
know,
dcbs
as
well
as
the
state
in
the
country,
has
had
challenges
with
retaining
and
being
able
to
hire
staff,
and
this
is
our
attempt
to
be
able
to
meet
our
mandate
by
being
able
to
retain
and
hire
staff
by
being
somewhat
competitive.
D
So
we
need
to
maintain
that
increase
to
be
able
to
retain
the
staff
that
we
do
have
8.5
million
in
the
budget
and
27.2
in
24
to
be
able
to
have
additional
social
workers.
We
have
as
a
result
of
multiple
things,
including
cobit,
including
doing
additional
work.
D
We
really
need
about
350
social
workers
and
child
protective
services
so
that
we
can
reduce
those
caseloads.
I
know
you
watch
those
closely.
We
do
as
well.
The
average
caseload
really
needs
to
be
below
20
and
we're
nowhere
near
that,
and
we
need
to
be
able
to
hire
enough
staff
to
be
able
to
give
the
quality
and
capacity.
D
So
we
have
invested
with
support
from
the
legislature
on
prevention
and
how
do
we
get
upstream
and
begin
to
provide
resources
and
referrals
before
folks
end
up
in
protection
and
permanency
and
be
able
to
assist
them
in
getting
the
help
they
need
before
they
end
up
in
situations
where
there
is
maltreatment
and
abuse
etc.
So
we
really
need
to
maintain
our
prevention
focus.
D
We
really
appreciate
the
work
that
our
partners,
the
kentucky
coalition
against
domestic
violence,
does,
as
well
as
the
rape
crisis,
centers
and
the
child
advocacy
their
key
partners
in
dealing
with
family
violence
and
child
maltreatment
and
abuse
and
support.
D
So
we're
asking
for
an
increase
of
34
for
those
three
partners
to
continue
to
do
the
work
with
us
and,
as
you
know,
everyone
else
is
struggling
with
capacities
to
help
for
them
to
be
able
to
pay
accurate
wages
for
their
staff
and
be
able
to
retain
them
to
do
their
service
and
9.6
million
dollars
to
continue
to
increase
child
care
assistance
program,
reimbursement
rate.
You
know
how
crucial
child
care
is
to
our
economy
and
to
families
as
we
move
forward
next.
D
D
We
have
changed
pay
grades
that
were
implemented
by
the
governor
in
order
to
have
different
pay
grades
as
folks
come
into
our
system
to
be
able
to
attract
people
to
come
to
work
with
us,
not
only
to
replace
the
folks
that
have
left,
but
to
add
to
to
the
need
that
the
agency
has
we
have
inter
we
have
entered
a
new
hiring
process
to
be
able
to
quickly
on
board
new
staff.
It
would
take
quite
a
while
to
get
a
new
member.
D
A
new
applicant
onboarded
that
really
contributed
to
the
high
case
loads
in
the
delay
in
having
staff
now
with
this
interim
hiring
process
that
we
just
implemented
and
were
approved
for
we're
able
to
hire
staff
on
an
interim
basis,
while
our
hr
folks
are
able
to
do
the
administrative
work
so
that
folks
don't
have
to
carry
the
caseloads
for
the
folks
that
have
left
or
retired
for
too
long.
Hopefully,
we
we
do
already
see
this
making
somewhat
of
a
difference.
It's
too
early.
D
Yet
to
tell
you,
but
we're
very
excited
about
this.
We
have
added
a
shift
premium
for
those
folks
that
are
not
working
during
regular
work
hours
and
being
able
to
increase
their
pay
to
be
able
to
answer
the
calls
and
be
able
to
meet
the
needs
that
we
have.
We
have
instituted
telecommuting
and
physical
in-person,
hybrid
work
options
just
to
remind
everyone.
During
the
pandemic,
all
of
the
our
staff
saw
children
at
risk
and
families
who
needed
assistance
on
an
emergency
basis,
but
primarily
the
first
year.
D
We
were
a
lot
like
most
in
a
virtual
place.
As
of
june
11th
of
last
year,
we
opened
all
of
the
public-facing
offices
and
have
folks
in
person
in
those
offices,
so
we
now
have
in-person
and
virtual
as
well.
D
When
we
looked
at
our
performance
for
the
year
that
we
were
virtual,
our
performance
improved
some
of
the
reasons
for
that
is,
decreased
absenteeism,
lack
of
time
to
drive
et
cetera,
et
cetera.
So
we
will
continue
to
monitor
that,
but
we
love
having
the
option
of
having
both
the
in
person
and
the
virtual
to
meet
the
needs
of
our
clients,
as
well
as
to
provide
some
work-life
balance
for
this
very
difficult
tasks
that
our
staff
has
we're
working
on
cultural
change.
D
That
includes
acknowledgement
and
remediation
of
secondary
trauma
within
the
workforce.
All
the
literature
tells
us
that
it
takes
about
18
months
for
anybody
doing
this
kind
of
very
difficult,
traumatic
work
to
get
burned
out
or
traumatized,
and
that
impacts
their
capacity
to
do
the
work
and
also
impacts
their
well-being
and
their
ability
to
provide
quality
services
to
our
families.
D
We're
improving
customer
service
and
on
streamlining
for
public
programming
asset
as
assets
to
our
programming
as
well,
including
our
call
center,
and
we
have
become
a
more
data,
informed
and
outcome,
driven
with
continuous
quality
improvement
structure
being
put
in
place
in
order
for
us
to
continue
to
monitor
on
an
ongoing
basis.
What
our
quality
work
is
continuous
successes.
Next,
we
continue
to
expand
our
child
welfare
prevention
services.
D
We
launched
a
statewide
prevention
collaborative
with
over
a
hundred
partners
to
provide
in
community
services
to
continue
to
de-escalate
the
amount
of
children
that
are
in
residential
care
and
to
intervene
earlier
on
in
the
family
or
child
crisis.
We've
implemented
a
qualified
residential
treatment
program.
Qrtps
is
what
we're
calling
them
and
we
have
become
various
pilots.
Some
of
these
pilots
have
to
do
with
both
prevention
and
also
addressing
family
recovery.
D
We've
implemented
multiple
electronic
background
checks
and
upgraded
to
streamline
those.
We
have
increased
the
child
care
assistance
program
rate,
expanded
eligibility
and
created
a
transition
period
exiting
the
program
to
address
the
child
care
cliff.
We
have
established
a
kentucky
family
child
care
network
to
recruit
and
support
family
support,
family
child
care
and
small
businesses,
and
that
is
really
proving
to
be
successful
and
there's
lots
of
interest
in
continuing
to
do
that.
We've
issued
the
pevt
lunch
assistance
for
our
children
for
eligible
children
who
were
closed
during
school.
D
So,
as
you
know,
for
a
lot
of
our
kids
and
so
many
of
them
live
in
poverty.
The
meal
that
they
receive
is
at
schools.
When
schools
were
closed,
we
were
able
to
issue
pvt
cards
to
to
all
the
schools
that
meet
the
criteria
for
pevt,
which
is
about
80
of
the
schools.
In
kentucky,
we
implemented
a
new
federally
funded
water
and
water
waste
water
utility,
our
arrears
assistance
program
for
those
folks
who
had
issues
with
their
water
bills,
and
we
operated
snap
in
multiple
areas
affected
by
the
disaster.
D
As
you
know,
we
responded
in
a
very
timely
way
to
be
able
to
provide
those
needed
assistance
that
folks
needed,
during
the
tornado
and
in
western
kentucky
in
the
floods
in
eastern
kentucky.
D
Next.
This
is
who
we
are,
and
we
are
willing
to
do
any
further
clarifications
or
questions
that
you
have.
B
D
B
Okay,
how
do
you
coordinate
with
used
services
out
in
the
field?
Okay,
it
looks
like
you
would
overlapping
a
few
things.
B
D
Chris
yeah,
we
have
senior
readers
regional
administrators
that
work
together
to
coordinate
those
services,
this
very
specific
task
and
scope
of
work
that
the
services
have
and
within
that
structure
there
is
a
us,
a
regional
administrators,
that
we
have
directors
and
supervisors,
and
those
meetings
happen
on
an
ongoing
basis.
I
meet
with
all
the
region
directors.
D
So
there
is
ongoing
communication
meetings,
virtual
meetings
and
leadership
that
ensure
that
our
services
do
not
overlap
that
our
services
are
being
provided
to
the
region
and
to
the
counties
that
we
have
staff
for
and
that
we
actually
learn
and
keep
our
boundaries
permeable,
because
some
of
the
families
we
share.
So
they
we
need
to
be
able
to
address
the
family.
Regardless
of
what
program
they
come
into.
B
Thank
you,
commissioner.
One
more
question
sure
thank
you
representative.
After
you
spoke
about
children
and
out
of
home
care,
you
were
talking
about
the
number
of
children.
The
numbers
were
reducing
was
that
on
foster
care?
You
were
talking
about.
D
D
So
what
that
acronym
is-
and
I'm
learning
those
myself
representative
is
out
of
home
care,
so
those
children
who
are
not
placed
with
family-
and
we
have
continuously
worked
very
hard
and
will
continue
to
do
so
to
diminish
the
number
of
kids
that
are
out
of
home
care,
both
in
residential
and
in
foster
care.
That
is
one
of
the
major
drives
for
our
prevention
work
so
that
it
happens
in
the
community.
D
Those
kids
can
and
families
can
get
help
in
the
community
and
do
not
have
that
reentry
gap
that
happens
when
they
leave
a
residential
or
a
foster
care.
We're
also
working
really
hard
to
increase
fictition
and
you
know
be
able
to
place
kids
with
families
when
those
family
members
are
available
and
possible,
so
those
kids
can
stay
connected
to
the
family,
so
those
have
been
some
of
the
work
that
we've
been
doing
for
the
last.
A
Questions.
Other
members,
oh,
represent
western.
B
Thank
you
for
being
here
today.
I
think
you
have
one
of
the
hardest
jobs
in
state
government.
I
have
a
couple
questions
about
residential
treatment
programs.
Can
you
tell
me
tell
me
how
many
children
are
in
placement
at
this
time?
How
many.
B
D
We
have
about
40,
I
believe,
partners
that
we
are
working
with
that
provide
the
residential
and
also
non-residential
care.
They
also
have
really
joined
a
prevention
collaborative
and
are
designing
pilots
and
program
to
provide
more
in-community
services,
as
opposed
to
having
kids
in
residential,
because
this
is
what
happened.
B
D
Be
glad
to
send
you
that
list,
but
all
of
our
programs
are
providing
residential
care
with
actual
physical
capacity
staff.
Some
of
the
issues
that
they
have
lifted
to
us
is
twofold:
one:
the
ability
to
retain
staff
to
pay
staff,
a
wage
that
is
competitive,
so
some
of
them,
for
example,
mary
hurst,
had
to
close
one
of
their
cottages
because
they
couldn't
staff
it.
A
couple
of
other
folks
are
letting
us
know
about
that.
D
Also,
the
financial
strain
of
comed
on
those
residential
partners
has
really
impacted
them,
but
as
of
now,
we
have
they're
open
and
they're,
providing
residential
as
well
as
parallel
working
with
us
to
create
more
outpatient,
wrap
around
high
quality
community
services,
and
we
can
send
you
the
direct,
the
exact
number
of
those.
Unless
yeah
we
don't
know,
but
we
will.
We
don't
know
the
specifics,
but
we
will
send
you
the
exact
number
that
is
actually
open.
Thank
you.
So.
D
We'll
send
you
the
list
of
our
residential
providers
and
all
of
them
are
serving
our
our
children
that
just
not
sometimes
can
pay
as
many
as
we
need.
We
really
do
not
want
to
go
outside
the
state,
but
sometimes
we're
forced
to
do
that,
so
we
need
to
reinforce
them
and
support
them,
so
they
can
continue
to
care,
but
also
move
out
of
residential
into
high
quality
community
service.
That's.
B
The
vision,
well,
you
took
the
words
right
out
of
my
mouth.
I
I
wondered
how
many
needed
a
higher
level
of
care
and
went
to
a
different
state
to
get
that
quality.
That's.
D
A
very
small
number:
we
have
some
very
hard
to
place
youth
that
the
local
folks
don't
have
the
capacity
to
take
on
all
the
staffing
to
take
on.
They
can't
stay
where
they
are
and
we
I
think
we
have
do.
You
know
the
number
that
we
have
in
out
of
state.
Maybe.
C
D
A
D
Because
we
started
in
2019
before
combat,
actually
it
was
started
before
that
2017..
C
D
The
actual
emphasis
started
in
2019
and
we
started
to
see
the
decline.
Then
we
continued
to
see
it
through
covet,
but
also
the
need
the
need
hasn't
shifted.
The
need
is
there.
However,
we
have
been
more
diligent,
I
think,
and
more
intentional,
about
working
with
our
partners.
So
some
of
the
kids
have
stayed
a
lot
less
time,
not
years
like
before.
There's
always
going
to
be
a
small
number
of
youth
and
children
who
need
to
are
going
to
need
to
be
in
residential
care.
So
I'm
not
denying
that
well,.
A
D
D
But
let
me
assure
you
that
my
staff
has
taken
in
all
their
all
the
complaints
and
all
the
requests
for
investigation,
whether
we
were
in
the
midst
of
covet
or
not
so
our
continued
work,
as
you
can
see,
we've
seen
about
40
000
folks
that
meet
criteria
that
we
have
seen
and
found
resources
and
support
for
yeah.
C
Go
ahead.
No,
I!
Yes!
In
2020,
we
did
see
a
decrease
in
number
of
referrals
that
we
received
within
the
department,
but
in
2021.
That
trend
has
has
been
returned
is
returned
to
those
pre-coped
numbers.
C
Reporting
numbers,
have
you
know,
20
not
compared
to
2019
we're
seeing
that
trend
become
more
back
to
those
those
numbers
and
also
we
have.
At
the
same
time,
we
have
not
seen
the
increase
in
children.
D
C
Out
of
home
care,
so
we
do
think
that
that
indicates
that
our
prevention
services
are
having
an
impact.
But
that's,
like
the
commissioner
said
we
are.
We
know
that
there
was.
You
know
that
was
we
looked,
we've
had
those
same
conversations
about
how
much
is
related
to
prevention
versus
some
of
the
copic
impacts
as
well,
but
in
2021
we've
seen
our
numbers
trending
again
back
towards
pre-open
numbers
as
far
as
recording
and
then
at
the
same
time
we
did
not
see
an
increase
in
out
of
home
care.
A
Okay,
okay,
thank
you
and
then
the
pay
grades
you're
talking
about
on
slide
11.
You
talked
about
pay
grade
changes
implemented
by
the
governor.
I
know
that
there
have
been
issues
in
different
departments.
I
know
I
had
a
transportation
worker
in
my
district
with
pay
scales.
It
was
a
personnel
cabinet
issue,
so
I'm
curious
as
to
how
the
changes
can
be
made
just
in
your
cabinet,
not
across
all
cabinets,
because
right
we've
been
told
that
the
personnel
cabinet
needs
to
adjust
all
the
pay
scales
for
every
every
state
worker
every
cabinet.
D
It's
needed
across
all
cabinets,
so
I
agree
with
you.
The
state
has
really
not
been
competitive
in
our
salary,
so
I
understand
that
we
have
had
the
capacity
to
change
pay
grades
raises
are
given
by
the
legislature
by
the
governor
and
the
legislature,
so
we
really
have
not
done
races.
What
we've
done
is
send
to
personnel
pay
grade
recommendations,
the
governor
approved
those,
and
we
were
able
to
do
that.
I
am
not
aware
of
who's
doing
that
across
the
state
across
the
cabinet,
so.
C
The
16th
by
the
governor,
that
was
the
job
classification,
so
that
was
across
the
board
for
everyone
in
those
job
classifications.
So
so,
if
even
individuals
who
work
outside
of
ucbs
that
in
other
other
departments
or
other
cabinets
in
those
job
classifications,
you
receive
the
same
benefit.
A
Okay,
okay
and
then
the
tele,
the
virtual
part.
I
kind
of
have
a
personal
story
that
I
just
wanted
to
share.
We
have
a
our
youngest
daughter
is
in
the
process
of
adopting
a
baby
girl
and
she,
the
baby,
was
out
of
lexington
out
of
fayette
county
and
there
were
concerns
about
the
them
truly
knowing
what
kind
of
home
she
was
put
in.
D
D
So
we've
seen
some
positive
connections
with
biological
families,
who
would
not
naturally
get
to
see
that
when
they
visited
with
their
kids,
but
it
is
always
an
ongoing
assessment
of
what's
working,
there's
lots
of
unintended
consequences
as
well
as
some
that
we
never
expected
like
our
performance
and
our
absenteeism
increa,
our
absenteeism
decreasing
and
our
performance
increasing,
because
we
took
this
the
stress
and
also
giving
people
those
options.
D
But
you
know
we're
all
learning
as
we
try
virtual,
and
that
is
a
real
concern,
and
I
would
personally
be
glad
to
talk
with
your
family
and
hear
the
concerns
and
look
at
that.
Okay,.
A
And
then
the
last.
Thank
you
the
last
question.
Could
you
just
expand
a
little
bit
on
the
the
transition
period
exiting
the
program
for
child
care
assistance
to
address
the
benefits
cliff
because
I'm,
I
know
we're
going
to
hopefully
look
at
public
assistance
reform
this
session.
So
what's
that
look
like
and
how's
it
working.
C
So
beginning
of
march,
as
individuals
are
no
longer
eligible
for
cpap,
they
will,
they
will
have
an
opportunity
to
so
have
it
to
reduce
the
benefit
clipped
effects
for
for
three
months
or
receive
payment
assistance
with
50
for
those
three
months,
and
so
that
there
is
not
an
immediate
loss
of
benefits.
A
D
Be
march
march
of
this
year
will
be
implemented.
I
think
the
exact.
A
A
A
A
G
A
You're
on
news,
okay,
well
introduce
yourself
and
proceed.
Yes,.
G
G
The
department
for
income
support,
who
are
we,
you
know
our
mission-
is
to
ensure
vital
income
supports,
are
provided
to
enhance
the
well-being
of
families
in
kentucky
child
support.
Enforcement's
mission
to
ensure
kentucky's
children
are
financially
supported
by
both
disability
determination.
Services
mission
is
determined
in
medical
eligibility
for
residents
of
the
commonwealth,
who
apply
for
social
security,
disability
benefits
and
ssi.
G
Next
slide,
please:
child
support
enforcement's
accomplishments,
they
disperse
directly
to
families
and
children,
347
million
dollars
in
federal
fiscal
year
21,
and
that
this
program
is
66
percent
federally
funded.
G
They
passed
the
federal
data,
reliability,
audit
and
review,
which
requires
95
percent
and
above
minimum
score
to
pass.
That's
a
review
of
our
kentucky
automated
support
enforcement
system.
Should
we
fall
below
95
percent
that
could
subject
the
program
to
financial
penalties
as
well
as
the
cabinet
as
a
whole.
G
We
updated
the
child
support
guidelines.
The
child
support
guy
awards
guidelines
that
had
not
been
updated
since
1990,
with
the
great
help
of
chairman
ed
massey
of
the
house,
judiciary
committee,
404,
updated.
The
guidelines
scale
amounts
to
statistically
valid
information
today,
based
on
kentucky
economic
data,
and
this
is
both
an
accomplishment
and
challenge.
G
G
G
They
met
the
all
initial
reconsideration,
continuing
disability
reviews
and
total
claims,
which
was
a
it's
the
only
state
in
region
four,
so
that
was
a
tremendous
accomplishments.
Under
the
circumstances
I
failed
to
mention
too.
This
program
is
a
hundred
percent
federally
funded
by
the
social
security
administration
through
a
spending
plan.
G
Also,
on
top
of
all
of
that,
disability
was
able
to
transition
to
a
new
national
processing
system
called
the
disability
claims
processing
system.
Within
six
months,
social
security
administration
required
all
states
to
move
to
this
new
platform.
Many
of
them
were
given
two
to
three
years
kentucky.
We
did
it
in
six
months
with
little
disruption
and
finally,
we
successfully
completed
a
federal
financial
audit
during
the
pandemic
by
the
social
security
administration,
which
is
pretty
remarkable.
G
It
put,
they
do
a
deep
dive
within
our
financial
management
processes
and
it
required
a
lot
of
legwork
by
both
our
disability
financial
staff
as
well
as
cabinet
staff.
It
was
a
all
hands
on
deck
process
and
we
did
very
well
next
slide.
Please.
G
So
the
mandates
for
disability
determination
is
determined
medical
eligibility
for
residents
in
in
kentucky
who
apply
for
social
security
or
ssi
benefits
based
on
their
criteria,
the
social
security
administration
contracts
with
each
state
to
do
the
determination
process
here
in
kentucky
and
federal
fiscal
year
2020
we
process
72
for
149
claims
in
kentucky
and
we
in
federal
fiscal
year
2022
a
projected
amount
amount,
but
pretty
close.
G
G
It's
maintaining
adequate
staffing
to
do
adjudicative,
disability
claims
is
becoming
increasingly
difficult,
and
attempts
to
raise
salaries
to
be
competitive
in
the
open
market
is
increasingly
difficult.
G
Budgetarily,
what
we're
requesting
in
state
fiscal
year
22
is
actually
I'm
sorry
state
fiscal
year,
23
121
million
598
700
and
in
state
fiscal
year
24
we're
requesting
121
million
507
thousand
five
hundred
dollars
next
slide.
Please.
G
So
this
slide
is
a
pie
chart
depicting
the
program's
22
projected
expenditures.
So
in
disability,
it's
projected
to
spend
54.
or
53.4
million
dollars
or
45
of
the
overall
budget
for
the
department.
G
G
Cross-Training
cross-assistance
will
be
provided
between
branches
within
the
division
and
resulting
in
cost
savings
and
prepares
for
staffing,
attrition
and
also
included
in
our
capital.
Funds
request
is
the
phase
three
approach
of
the
our
kentucky
automated
support
enforcement
system.
So,
as
I
mentioned
it
initially
rolled
out
in
1993,.
G
Statewide
we
did
in
2011
do
some
modernized
tools,
business
intelligence
in
the
locate
portal.
So
this
phase
three
approach
will
take
the
statewide
child
support
system
off
the
outdated
cobalt
programming
platform
and
move
it
to
a
new
platform
which
will
be
more
modern,
more
flexible
will
be
web-based,
and
so
that
concludes
my
presentation.
A
Any
members
have
questions
no
represent
bowling.
A
Okay,
I
had
a
couple.
You
answered
the
first
one
I
I
was
going
to
ask
what
the
plan
was
on
the
cobalt
system,
but
you
answered
that
one,
but
I
was
just
curious
and
it
doesn't
really
have
to
do
with
the
figures
per
se,
but
on
slide
five,
when
you
talk
about
the
number
of
disability
claims
processed,
how
do
those
they
kind
of
to
me
they're
all
in
about
the
same
ballpark,
72,
000,
70
000,
and
then
you
said
you
projected
73
000
or
almost
74
000..
A
G
I
mean
it's,
we,
our
workload
is
based
on
what
ssa
assigns
to
us,
and
I
think
these
numbers
are
pretty
remarkable,
considering
the
turnover
with
that
we've
had
and
that
we've
able
to
even
increase
this.
This
past
immediate
federal
fiscal
year.
A
Okay,
so-
and
I
hear
what
you're
saying
you're
saying
you
have
staffing
issues
and
so
they've
got
a
high
case
load
and
I
get
that
part.
I'm
still
just
curious
how
the
numbers
kind
of
stay
the
same,
but
but
anyway
I
I
just
don't
know
that
people
are
disabled
at
a
regular
rate.
That's
all
I'll.
G
B
As
far
as
the
the
numbers,
when
we
do,
we
have
a
spending
plan.
That
is,
we
do
that
in
september
each
year,
for
the
new
fiscal
year
and
the
social
security
administration,
they
look
at
what
we've
done
the
year
prior
and
then
they
they
assign
each
state
like.
We
have
our
work,
workflow
numbers
and
goals
and
the
reason
they
stay
close
is
probably
it's
due
to
a
lot
of
is
due
to
like
the
continuing
disability
review
claims
like
the
initial
claims,
which
is
when
the
person
first
applies
for
disability.
B
A
Similar
okay,
well,
that
that
makes
sense
that
makes
sense:
okay,
that
that
yeah
and
if
they're
declining
that's
good,
then
people
aren't
getting
disabled.
So
that's
good!
So,
yes,
okay!
Well!
Thank
you
all
for
your
presentation.
It
sounds
like
you've
included
a
plan
for
addressing
the
problems
that
you
stated
so
we'll
see
how
it
works
out.
Thank
you
for
being
here
today.
Okay,
thank
you.
B
A
F
F
F
Will
the
telehealth
services
and
the
health
information
exchange
will
be
moved
under
the
office
of
inspector
general?
This
will
allow
for
health
care
providers
that
are
regulated
to
all
fall
under
one
agency,
rather
than
falling
under
multiple
agencies.
We
feel
this
will
be
beneficial
to
the
provider
community
and
the
cabinet
as
well.
F
The
remaining
functions
of
health
data
and
analytics
will
be
rolled
into
a
new
entity
of
office
of
analytics
that
will
that
will
be
placed
directly
under
the
secretary's
office,
and
this
will
operationally
allow
them
to
better
serve
the
cabinet
and
all
of
our
departments
next
slide,
please
so
you're
familiar
with
the
slide
by
now.
This
is
a
five-year
window
of
historical
expenditures
and
then
the
recommended
budget,
as
you
can
see,
for
fiscal
years,
23
and
24,
the
budget
is
a
little
over
44
million
dollars
each
year.
F
F
So
this
is
the
extent
of
my
presentation
before
I
open
it
up
for
questions.
I
would
like
to
say
thank
you
to
the
committee
over
the
last
month
having
our
cabinet
in
front
of
your
committee
to
discuss
our
recommended
budget
and
the
programs
we
offer
the
services
we
provide
the
dollars
that
were
over.
You
know.
We
would
like
to
thank
you
for
allowing
us
to
provide
that
accountability
and
the
explanations
of
what
we
do.
B
B
Thank
you
very
much
and
I
would
certainly
encourage
additional
reorganization
within
the
cabinet
looking
for
more
efficiency.
So
I'm
glad
to
see
this
and
thank
you
for
that
presentation.
A
Okay,
representative
sheldon
basically
asked
my
question,
but
can
you
just
just
briefly
explain
again,
I
understand
putting
the
bulk
of
the
analytics
right
under
the
secretary,
the
the
telehealth
and
the
other
piece.
That's
going
under.
What
can
you
briefly
explain
those
the
separation
of
that
again.
E
Right
so
carrie
banahan,
deputy
secretary
captain
for
health
and
family
services,
so
our
kentucky
health
information
exchange
allows
providers
to
access
information.
E
We
have,
I
guess,
hospitals,
we
have
physician
offices,
we
have
primary
care
centers,
it's
all
provider
related.
So
with
our
office
inspector
general,
they
license
provider,
they
run
the
casper
program.
So
we
thought
that
would
be
a
good
fit
to
put
the
kentucky
health
information
exchange
under
them,
because
it's
it's
provider
specific.
A
Okay.
Okay,
thank
you
for
that
clarification
with
no
other
questions.
Is
there
anything
else
we
don't
have
a
quorum
to
do
the
minutes,
we'll
have
to
do
that
next
time:
okay,
okay,
we
do
not
have
a
quorum
to
approve
minutes
from
the
last
meeting,
we'll
do
that
the
next
meeting
but
oh
well.
Thank
you
very
much
for
your
presentation
and
your
time
today.