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A
A
For
many
of
us
I
know
this
has
been
a
long
day
and
we'll
try
to
get
through
these
presentations
as
quickly
as
possible.
What
I'd
ask
us
to
do
today,
since
so
we're
going
to
have
a
wealth
of
information
and
be
quite
candid
with
you,
I'm
not
sure,
we'll
be
able
to
cover
it
all
today.
I
just
want
to
kind
of
put
that
caveat
out
there,
but
I
ask
you
to
hold
your
questions
kind
of
collect
them
during
the
presentation,
then
we'll
do
questions
as
a
follow-up
to
presentation.
A
A
A
As
noted,
we
do
have
a
quorum
with
that,
and
we've
already
approved
the
minute
see
we're
getting
back
on
track
again
and
life
is
like
it's
supposed
to
be.
If
you
would,
please
identify
yourself
for
the
record
and
feel
free
to
proceed.
D
Chairman
meredith,
for
the
record,
I
feel
you
eric
friedlander
secretary
of
the
cabinet
of
health
and
family
services,.
B
A
You
for
being
here,
let
me
just
make
one
quick
note,
as
is
why
you
folks
are
visiting
today
remember.
Last
month
we
covered
the
medicaid,
which
is
the
largest
part
of
the
cabinet
in
terms
of
dollars.
You
spend
it,
but
this
portion
of
our
cabinet
is
the
largest
in
terms
of
number
of
employees,
so
we
thought
it
was
a
natural
progression
to
let
them
present
information.
D
Thank
you.
Thank
you
I'll
begin
by
introducing
a
little
bit
the
two
folks
who
are
sitting
next
to
me,
commissioner.
Martin
miranda
straub
comes
to
us.
She
taught
social
work
at
social
workers
at
eastern
kentucky
university.
D
She
has
a
long
history
of
working
with
women
who
were
victims
of
domestic
violence,
long
history
of
working
with
folks
who
have
been
marginalized
in
communities
and
when
I
went
to
the
city
of
louisville-
and
I
know
I've
talked
to
you
all
about
this-
I
was
really
concerned
that
we
were
never
able
to
address
within
the
workforce
in
dcbs,
what's
referred
to
as
secondary
trauma
and
and
primary
trauma
for
that
matter,
and
I
I
went
right
to
marta
and
I
asked
for
her
help
when
I
was
at
community
services
in
louisville
metro
government.
D
So
I
was
very
excited
to
be
able.
One
of
the
reasons
I
came
back
was
to
address
that
issue.
I
really
felt
terrible
that
we
were
not
able
to
do
anything
about
it,
so
I
I
consider
marta
to
be
the
foremost
expert
in
the
state,
her
agreement
to
come
out
of
retirement
she's.
Given
me
a
new
word
rewirement
as
she
calls
it
to
to
lead
dcbs
and
it's
a
very
different
commissioner
than
than
has
ever
been
there.
D
I
don't
think
that
that's
just
the
way
to
say
that
I've
worked
with
a
lot
of
commissioners
when
I
came
back
in,
I
couldn't
think
of
anyone
that
I
wanted
to
ask,
and
so
I
feel
very
fortunate
to
been
able
to
attract
marta,
who
then
saw
us
the
governor
and
I
and
steve
stack
on
the
on
the
heat
on
the
press
conferences
and
felt
like
she
needed
to
come
back
and
and
and
and
help
which
I
appreciate
greatly.
D
Lisa
dennis
deputy
commissioner
has
worked
in
the
department
for
many
years.
Her
she's
worked
her
way
up
through
the
organization
from
a
frontline
worker
to
now
deputy
commissioner.
Her
wealth
of
experience
her
steady
hand,
you
know
it's
almost
I'll
use
another
cut,
little
sports
metaphor
right,
but
it's
like
lightning,
thunder
and
lightning
right
in
terms
of
you
know
it
martin's
a
change
agent.
D
Lisa
is
the
type
of
person
that
can
implement
change
and
has
the
history
of
the
organization
and
history
of
the
front
line.
So
I
I
really
like
the
pairing,
of
course
I
am
biased,
but
I
I
I
feel
very
fortunate
to
to
have
them
as
part
of
the
as
part
of
the
team.
Of
course,
tremendous
challenges
and
and
we'll
go
through
those.
D
You
know
all
sorts
of
challenges
with
covet
and
getting
benefits
out
the
door
and
all
sorts
of
things
that
we
talked
about
a
little
bit
earlier
this
morning,
but
it
happened
to
shift
on
a
dime
changing
the
way
that
we
do
things
very
very,
very
quickly
and
the
ability
to
be
able
to
do
that.
I
just
I
can't
say
enough
about
their
leadership
and
also
then
the
folks
who
work
for
dcbs.
D
You
know
that
the
we
talked
this
morning
about
public
health
and
we
talked
about
you
know
it's
the
same
folks
who
are
you
know,
working
on
floods
and
tornadoes
and
covet
and
ice
storms
and
avian
flu.
And
what
else
did
we
say?
There
was
something
else
I
I
always
mentioned
frogs
and
locusts,
which
you
liked,
but
all
of
those
things
right
and
it's
the
same
people,
it's
the
same
people
in
dcbs
as
well.
D
So
I
I
couldn't
be
any
more
moved
by
the
work
that
folks
have
dedicated
their
lives
to
so
with
that
marta
I
will
turn
it
to
you.
E
Sure
I
thank
you
for
inviting
us
to
tell
you
about
our
agency,
and
hopefully
you
got
our
information
in
readable
terms
in
regards
to
how
we're
set
up,
I
am
honored
to
be
here.
This
is
my
48th
year
as
a
social
servant
and
failed
retirement,
1.0
and
hopefully,
will
be
in
a
better
place.
E
So
I
can
go
retirement
2.0
soon,
but
really
glad
to
be
here,
honored
to
be
here,
working
on
structural
and
systemic
change,
in
how
we
address
issues
with
our
staff,
with
our
clients,
issues
of
disparity
issues
of
equity,
all
kinds
of
work
that
we're
doing.
In
addition
to
doing
you
know
what
we're
called
to
do
by
all
of
you
and
by
the
commonwealth
so
honored
to
be
here.
E
Let
me
give
you
just
a
short
overview.
This
cvs
is
responsible
for
delivering
services
to
two
families
that
enhance
self-sufficiency,
improved
safety
and
permanency
for
children
and
vulnerable
adults.
A
lot
of
folks
don't
realize
that
we
also
do
vulnerable
adults,
so
our
job
is
to
engage
community
partners
and
collaborate
together.
We
are,
you
know
we
need
a
big
c
in
dcbs,
and
that
means
community
partners
that
include
our
qualified
residential
folks,
as
well
as
many
many
many
many
other
groups.
E
E
We
are
comprised
of
four
thousand
state
employees
we're
supposed
to
have
forty
five
hundred,
but
you
know
we
got
hit
like
everybody
else
in
regards
to
folks
moving
and
going,
and
we
have
begun
to
shift
that
needle,
but
we
have
4
000
state
employees
in
every
county
in
the
state.
So.
E
4065
full-time
employees
is
what
we're
supposed
to
have.
112
are
interim
folks,
and
then
you
have
the
service
regions
in
this
map
so
that
you
know
that
we
are.
We
are
divided
by
regions
and
we
have
nine
regions
across
the
state.
If
I
go
too
fast
and
you
need
more
specific,
please
stop
me.
If
not
I'm
going
to
try
to
move
and
then
have
you
asked
questions,
you
should
have
a
chart
of
the
organizational
structure
and
we're
very
proud
and
very
grateful.
E
What
we
are
moving
here
is
into
our
budget
and
we
have
our
budget
person
in
case.
You
need
to
need
us
to
get
in
the
weeds,
but
for
that
I'll
turn
it
over
to
the
secretary.
D
Thank
you
and
I
do
want
to
roll
back
for
just
one.
Second,
you
all
passed
the
reorganization
bill
and
within
that
reorganization
bill
we
were
able
to.
It
gave
us
the
authority
to
set
up
that
prevention
division.
D
We
have
talked
about
prevention,
you
all
know,
for
years
and
years
and
years,
probably
as
as
long
as
any
of
you
have
been
sitting
here,
and
we
we
try
to
emphasize
prevention,
but
our
structure
didn't
reflect
it
and
so
within
dcbs
to
be
able
to
set
up
prevention,
to
be
able
to
set
up
a
whole
division
to
work,
work
on
that
and
and
we'll
get
into
more
details
about
family
first
prevention.
Later
in
this
presentation,
I
it
I
know,
structure.
D
A
lot
of
dcbs
is
federal,
federal
grants.
This
is
unlike
medicaid,
because
most
of
these
grants
are
like
block
grants.
They're
capped,
a
vast
majority
of
them
are
most
of
these
funds
relate
to
things
that
you
would
think
of.
I'm
not
going
to
give
you
the
grant
names,
but
there
are.
There
are
specific
grant
dollars
for
child
care.
There
are
specific
grant
dollars
for
children
in
care.
D
There
are
specific
grant
dollars
for
particularly
children
who
who
may
come,
who
are
at
risk
for
coming
in
care,
so
there
all
of
those
pieces
are,
are
capped
at
this
point,
but
we
have
used
some
of
those
have
converted
to
what's
called
family.
First
prevention
under
the
previous
administration.
Kentucky
was
one
of
the
first
states
to
have
a
family
first
prevention
plan.
Thank
you,
mr
clark,
and
so,
as
we
talked
to
this
morning,
those
who
were
there,
we
have
some
places
where
we're
first
and
leading
the
country.
D
This
is
continues
to
be
and
was
a
place
where
we
were
leading
the
country
and
and
very
much
in
the
lead
on
that.
So
so
thank
you
and
we
we
continue
to
build
on
that.
Work
on
next
is
unlike
medicaid
right.
Where
you
have
this
little
bitty
slice
of
personnel
dcbs
is
different:
4
000
employees.
It's
employee
heavy,
because
these
are
the
folks.
They
answer
the
phones,
they
go
out:
they're,
they're,
4
000
and
it's
120
offices
across
the
state.
D
B
D
Yeah,
and
so
we
should,
we
should
be
fully
functional
again
relative
to
the
flood
in
eastern
kentucky
the
other
pieces,
so
grants
loans
and
benefits
you've
seen
these
pieces
before
that's
money
that
goes
out
the
individuals
and
organizations
and
and
and
in
this
case
it's
a
lot
of
individuals.
Child
care
snap
is
in
here,
tanf
is
in
here,
so
so
these
are
really
pass-through
funds
that
go
to
communities
and
then
by
program
again,
you'll
just
see
which,
which
are
the
larger
programs
in
dcbs.
D
D
We
talked
about
it
last
in
medicaid.
Kentucky's,
a
cabinet
is
a
broad
umbrella.
We
have
what's
called
an
integrated
eligibility
system
and
so
that,
meaning
that
sorry,
uninconnecting
ben,
which
used
to
be
benefited,
now
connect
benefits.
You
have
tanf
and
snap
and
child
care
and
you
can
get
to
medicaid.
So
all
of
that
falls
under
one
umbrella.
A
lot
of
states
don't
have
that,
because
the
departments
are
located
in
different
cabinets.
D
D
So
I
think
the
atomizing
of
that
would
be
troublesome
for
us,
but
but
there
are
other
models
so
when
I've
gone
and
I've
had
like
consultants
come
in,
I'm
like
okay,
we're
a
statewide
system.
We
look
a
little
like
hss
right,
we're
a
big
organization
and
we're
a
statewide
system.
Now,
do
you
understand
that
before
you
tell
me
or
give
me
your
good
ideas,
because
it's
it's
so
important
to
understand
that
that's
really
a
a
critical
piece
to
understanding
the
structure
in
kentucky
and
and
and
we're
a
little
different.
D
I
don't
know
how
many
states
are
like
that,
but
I
think
kind
of
putting
off
an
ies,
a
statewide
structure,
a
large
umbrella
cabinet
that
includes
medicaid
and
and
social
services,
we're
pretty
unique
once
you
break
all
those
pieces
down.
D
So
I
just
I
wanted
to
give
you
a
kind
of
what
that
structure
looks
like
in
kentucky
and
how
it
might
be
a
little
different
because
part
of
what
we're
talking
about
today
is
structure,
and
it's
it's
it's
hard
to
get
your
head
around
unless
you've
been
to
another
state
and
ask
them
how
they
do
it,
and
even
some
of
those
other
states
don't
understand
how
different
it
is
of
of
how
they
do
things.
So
I'm
happy
to
talk
a
little
more
about
that.
B
B
These
include
determining
eligibility
for
medicaid,
administering
our
snap
tanf
and
la
heap
programs,
as
well
as
a
c-cap
or
child
care
assistance,
program
and
child
and
adult
protective
services
foster
and
adoptive
services
and
independent
living
programs,
as
well
as
many
others
that
are
listed
here.
I
won't
read
them
all
to
you,
but,
as
you
can
see,
there
are
a
number
of
different
programs
that
are
administered
by
the
department.
B
B
And
here
our
division
of
protection
and
permanency
provides
programs
and
services
related
to
child
and
adult
protection
and
foster
and
adoptive
services.
The
division
is
responsible
for
policy,
development
and
oversight
of
contracts,
training
and
consultation,
stakeholder
engagement
and
quality
assurance
activities,
and,
as
you
can
see,
some
of
those
activities
are
listed
here
on
that
slide.
On
the
slide,
we'll
take
just
a
minute
to
highlight
a
few
few
items.
B
We
have
established
a
trusted
advisory
council,
a
birth
parent
advisory
council
and
are
working
with
the
commonwealth
center
for
fathers
and
families
to
establish
the
voice
of
fathers.
And,
of
course,
we
continue
to
work
very
closely
with
the
voices
of
the
commonwealth,
which
is
surprised
of
a
current
and
foster
youth
who
continue
to
advocate
on
the
on
the
behalf
of
our
of
our
children
out
of
home
care
in
an
upcoming
slide.
D
Lisa
yeah
for
just
a
second
sorry
voice
of
the
commonwealth.
These
are
kids
who
are
or
are
just
leaving,
foster
care.
We
met
with
them
last
week
and
you
all
have
heard
from
them.
They've
advocated
for
legislation
and
for
senate
bill,
eight
senator
adams.
They
were
very
happy
about
senate
thankful.
Thank
you,
but
they
have.
D
D
But
it's
real,
so
we
I
I
love
meeting
with
them
and
it
was
a
group
very
similar
to
them
that
really
got
me.
These
are
our
kids
right
and,
and
we
owe
them
we
owe
them
our
best
and
unfortunately,
that's
not
what
we
always
deliver,
but
we
do
so.
I
just
wanted
to
put
that
out
there
thanks
lisa,
that's.
B
Fine
in
an
upcoming
slide,
we'll
talk
more
about
this,
but
I
just
wanted
to
take
a
minute
here
to
note
the
work
that
our
division
of
protection
and
permanency
has
done
in
regards
to
prevention
services.
We
are
continually
expanding
from
prevention
services
since
the
implementation
of
family
first
prevention
services
act
in
october
of
2019.
B
These
programs
include
family
preservation,
programs,
fpp,
k-step
and
start
as
well.
We
are
expanding
other
programs
to
include
things
such
as
mst,
intercept
and
more,
like,
I
said,
we'll
discuss
that
further
in
an
upcoming
slide.
One
last
point:
before
we
move
on
on
this
slide.
The
division
has
also
done
a
lot
of
work
to
continue
to
provide
support
to
foster
youth
as
they
transition
to
adulthood.
B
The
our
transitional
services
branch
utilized
the
pandemic
aid
to
support
current
and
former
foster
youth
ages,
18
to
22
to
meet
needs
such
as
housing,
school
help
with
technology,
car
payments
and
repairs,
as
well
as
even
help
to
some
youth
purchase
vehicles
with
that
with
those
pandemic
funds.
So
this
is
a
another
group
that
we
continue
to
work
towards
providing
better
support
around
as
they
transition
from
out
of
home
care
to
young
adults.
B
As
of
june
of
2022,
there
were
8
684
children
in
the
state's
custody
and,
as
you
can
see
from
the
slide
that
there
that
that
has
been
a
downward
trend
of
children
placing
out
of
home
care
since
around
early
2020.
B
We
have
not
seen
the
number
of
children
in
out
of
home
care
this
low.
Probably
in
the
you
know
in
the
last
four,
nearly
nearly
four
years.
However,
it
is
important
to
note
that
our
practices
around
placements
changed
as
of
2019.
So
when
discussing
this
data,
we're
not
comparing
necessarily
the
same
data
or,
like
we
often
say
we're,
not
comparing
apples
to
apples
to
explain
that
a
little
further
prior
to
2019.
B
Can
caregivers
now
have
the
option
of
caring
for
the
child
placed
with
them
as
a
foster
parent
and
receiving
again
those
supports
from
the
cabinet,
while
the
child
is
legally
considered
to
be
in
our
custody?
B
So
in
august
of
2016,
the
first
data
point
on
this
chart
you
only
336
of
the
7
894
children
that
were
in
out
of
home
care
at
that
time
were
placed
with
relatives
which
is
about
4.3
percent
of
the
home
care
population
in
2016..
B
Today,
our
out-of-home
care
numbers
would
be
are
just
around
7
200,
which
is
lower
than
what
we
were
in
2016
again
if
we
were,
if
we
were
not
counting
those
children
that
were
placed
with
relative
5k
caregivers
in
our
out
of
home
care
population.
B
So
also,
I
wanted
to
add
here,
I
think,
during
our
presentation,
before
the
child
welfare
advisory
oversight
committee.
A
few
couple
weeks
back,
we
were
asked
to
separate
out
the
relative
kin
population
and
we
were
able
to
do
that
so
of
the
again
of
the
8
684
children
that
we
currently
have
out
of
home
care.
1
494
are
in
foster
care
and
placed
with
a
relative
fictive
can
caregiver
and
of
that
1494
1271
are
placed
with
a
relative
and
223
were
placed
with
a
fictive
canned
caregiver.
B
E
I
just
want
to
add
that
it
has
been
very
intentional
to
look
at
how
do
we
increase
support
for
family
members
and
fictive
kin
for
the
children
who
are
not
who
are
not
need
high
acuity
to
be
able
to
stay
them
and
to
minimize
the
children
that
stay
in
residential?
That's
part
of
that
primary
secondary
effort.
E
B
Right
on
this
slide,
it
is
looking
at
reports
that
meant
that
med
acceptance
criteria
for
a
child
abuse
and
or
neglect
assessment
in
state
fiscal
years,
2020,
2021
and
2022,
and
the
orange
line
there
is
state
fiscal
year
2022.
B
Although
child
protective
service
reports
that
met
acceptance,
criteria
have
risen
slightly
since
school
and
businesses
resume
mostly
in-person
services,
the
numbers
of
referrals
are
still
much
lower
than
they
were
prior
to
the
pandemic.
From
this
slide,
you
can
see
the
impact
of
the
pandemic.
On
referrals
that
began
around
2020,
we
began
seeing
a
a
decrease
in
the
number
of
referrals
received
by
the
agency,
but,
as
you
can
see,
in
state
fiscal
year,
2021
and
2022
these
intakes
have
remained
relatively
flat
and
have
not
returned
again
to
the
pre-pandemic
levels.
D
How
I've
said
that
is,
and
it's
unfortunate,
but
I
I,
if
child
providers
of
children's
services
will
echo
this,
what
we're
seeing
is
more
severe
right
if
a
child's
in
a
it
was
in
a
good
situation
or
even
a
even
a
a
marginal
situation,
wasn't
getting
worse
without
having
eyes
right
on
that
child,
but
a
child
that
was
not
in
a
good
situation
without
those
eyes
on
them.
B
The
first
set
of
columns
is
looking
at
all
intakes
all
child
protective
services
reports
or
calls
into
our
agency,
regardless
of
content.
So,
for
example,
in
state
fiscal
year
2022
the
department
received
1
000,
I'm
sorry
121
600
over
121
000
calls
into
the
agency
sorry,
so
we
received
that
many
calls
or
reports
into
the
agency.
The
second
column
is
looking
at
all
child
protective
response
responses.
B
Now
these
do
not
necessarily
have
allegations
of
child
abuse
or
neglect.
We
get
a
lot
of
court,
ordered
referrals
and
we
were
custody,
evaluations,
home
evaluations
or
requests
to
assist
with
law
enforcement
and
so
out
of
that
over
over
that
out
of
that,
121
000
calls
in
state
fiscal
year
2022
just
over
98
000
of
those
had
some
type
of
cps
response
involved
in
them,
and
then
the
next
set
of
columns
looks
at
the
number
of
intakes
that
contained
an
allegation
of
child
abuse
or
neglect.
B
So
again,
in
state
fiscal
year,
22
out
of
the
over
121
000
calls
received
by
the
agency.
96
978
had
an
allegation
of
child
abuse
or
neglect,
and
then
the
the
fourth
set
of
columns
looks
at
the
the
reports
that
met
acceptance,
criteria
or
were
or
were
screened
in
meeting
our
statutory
definition
of
abuse
or
neglect.
B
So
in
state
fiscal
year,
2022
41
of
the
of
the
intakes
received
by
the
department
contain
some
type
of
allegations
of
of
abuse
and
neglect
and
33
of
those
original
intakes
met.
Acceptance
criteria
for
an
investigation
and
only
eight
percent
resulted
in
a
substantiated
or
services
needed
finding
in
which
the
cabinet
would
provide
ongoing
services
to
families.
B
E
So
our
work
now
is:
we
are
one
of
the
few
states
who
have
a
mandatory
reporting,
as
you
know,
so
we,
if
you
suspect
something
you
report
it
then
it's
up
to
us
to
investigate
and
to
decide
whether
it
meets
criteria
of
not
in
the
meantime,
there's
all
these
families
who
have
issues
there
was
something
going
on.
That's
why
they
got
reported
that
we
have
not
intentionally
been
able
to
provide
services
and
referrals
to
keep
them
from
coming
to
the
system.
We're
we're.
E
We
don't
want
folks
to
be
traumatized
and
become
part
of
a
system
that
is
difficult
to
navigate.
So
our
work
is
really
moving
from
tertiary
prevention,
which
is
the
prevention
that
you
do
to
keep
people
from
continuing
to
deteriorate,
to
prevention
of
those
who
we
know,
there's
an
issue
and
but
they
don't
meet
criteria,
but
if
we
don't
intervene
or
our
families
do
not
intervene,
offer
support.
For
example,
we
know
now
statistically
that
when
we
offer
financial
support
right
to
families
to
decrease
in
the
it
directly
influences
child
maltreatment.
E
So
we
know
that
there's
lots
of
need
out
there
that
for
folks
before
they
get
to
us
that
we
need
to
be
responsive
of,
and
that's
that's
a
big
thank
you
to
the
division
of
prevention,
senator
meredith
as
well
as
senator
maith
we
have
three
branches
in
the
division
of
prevention.
It
just
became
official.
Thank
you
very
much
and
those
branches
are
primary
prevention,
which
means
the
whole
community
right
without
community
and
without
community
partners.
E
There
is
no
primary
prevention,
it's
kind
of
like
when
you
have
cancer
right,
so
we
do
prevention,
work
around
sunscreens
and
about
being
able
to
have
tests
and
all
that
they
don't
have
to
come
to
us
to
be
able
to
do
that.
Secondary
is
something
already
happened
right
and
they
got
reported
to
us.
E
How
do
we
keep
them
from
continuing
to
go
downstream
to
end
up
in
protection
and
permanency
and
what
we
need
to
do
that,
so
this
division,
we're
in
the
process
of
hiring
the
director
of
that,
will
have
a
primary
and
secondary
prevention
effort
in
that,
and
it
has
three
three
branches:
primary
prevention,
prevention
on
evidence-based
practice,
best
practice,
nationalists,
around
prevention
and
community
response
and
well-being.
Again,
we
have
been
working
for
a
year
with
a
prevention
collaborative
across
the
state
to
be
able
to
be
ready
for
this
prevention
work.
E
To
begin
by
engaging
our
partners
is
what
is
primary,
what
is
secondary,
what
do
you
do
and
as
we
decrease
residential,
which
is
what
we
want
to
keep
doing?
How
do
we
increase
supporting
community?
How
do
we
add
wrap
around
services
in
community,
for
example,
like
crisis
response,
to
be
able
to
keep
families
for
continuing
to
deteriorate
because
by
the
time
they
get
to
us?
Usually
they
have
resources,
they
have
out
totally
outrun
their
resources
and
they're
in
major
crisis.
So
we
want
to
keep
people
from
coming
into
dcvs
into
cps.
E
That's
the
goal
of
this
unit
and
we're
very
excited
about
that.
Again.
The
general
assembly
approved
the
division.
Senator
meredith
appreciate
that
mead
was
also
very
instrumental
in
helping
us
get
funding
to
begin
that
work
and
we
are
incredibly
excited
and
hope
to
continue
to
see
residential
decrease,
increase
in
family
and
fictive
care
services.
E
Improvement
in
community
wrap
around
services
when
folks
choose
get
out
of
residential.
We
know
that
they
might
do
well
in
residential,
but
then
they
go
back
to
the
community
and
nobody
else
has
changed
right.
So
our
work
is:
how
do
we
do
that
transition?
How
do
we
work
with
our
residential
partners
to
make
sure
this
happens
early?
How
do
we
do
testing
see
whether
youth
and
foster
families
and
biological
families
and
fitter
kim
are
ready
to
take
this
child
in?
So
that's
a
lot
of
where
that
work
will
be
financially.
E
E
E
D
I'd
like
to
do
one
more
thing:
on
prevention:
okay,
so
representative
mead,
put
some
funding
in
the
previous
year's
budget,
20
million
dollars
for
prevention.
We
spent
about
12
of
it
and,
like
the
hospital
reinsurance
program,
that
a
large
portion
of
that
money
was
used
to
increase
rates
for
child
caring
facilities.
D
D
Absolutely
critical
for
shoring
up
an
industry
like
a
trip
of
this
morning,
helped
shore
up
the
hospitals,
this
prevention
money
and
I'm
not
going
to
go
all
the
way
down
in
the
weeds
on
it,
but
it
was.
It
was
to
make
sure
that
they
all
these
facilities
could
could
meet
the
new
standards
for
providing
some
of
this
out-of-home
care.
E
Well-
and
it
allowed
us
then
to
have
the
time
to
go
back
in
and
offer
increased
rates
for
our
residential
partners
who
really
needed
it.
They
need
to
hire
staff.
You
know
again
the
the
the
youth
that
we're
getting
is
higher
acuity,
and
I
will
talk
more
about
that,
so
they
need
more
specialized
and
trained
staff,
and
I
want
to
clarify
because
there's
some
concern
that
has
been
voiced
before
about
qualified
residential
treatment
programs
are
in
our
budget.
It's
line
item
17.
E
It's
not
that
we're
coming
back
to
you
and
asking
you
for
more
money,
you
already
appropriated
that,
so
we
used
those
funds
to
help
shore
up
our
partners
and
for
them
to
for
those
who
are
qualified
residential
folks.
So
we
are
there
in
line
item
17
of
the
budget
that
you
approve,
and
we
appreciated
that.
B
B
Our
division
of
family
support
has
five
branches,
which
you
see
here
on
the
slide,
with
a
description
of
what
those
are
I'll
highlight
a
couple
of
a
couple
of
things
within
within
the
division.
They
are
responsible
again
for
the
oversight
of
the
supplemental
nutrition
assistance
program
or
more
commonly
called
snap.
B
So
again,
this
program
is
not
only
good
for
families
and
good
for
children,
but
also
brings
money
into
the
state
that
goes
directly
to
retailers
and
supports
our
economy.
Family
support
also
administers
the
temporary
assistance
for
needy
families.
The
tanf
programs,
which
includes
ktap
kentucky
works
and
supportive
services,
and
they
also
administer
the
federally
funded,
lie
heap
program
which
provides
assistance
to
vulnera
vulnerable
populations
in
kentucky
with
their
utility
bills.
B
Three
over
just
over
303
000
households
received
la
heap
assistance
in
state
fiscal
year,
21
across
all
120
of
kentucky's
counties,
and
then
last
year
the
we
used
the
american
rescue
plan
act.
Funds
were
used
to
create
a
a
water
utility
assistance
program
which
was
completely
federally
funded
and
we
modeled
it.
After
our
fly
heat
program,
this
live
whop.
Well,
what
we
called
it
program
help
families
in
need:
pay
for
water
and
or
waste
water
utility
bills
all
funds.
B
All
these
funds
that
were
available
through
the
through
arpa
have
been
expended
and
for
this
program
in
kentucky,
and
they
were
quickly
dispersed
to
families
showing
the
need
for
such
a
program.
And
lastly,
the
division-
a
felony,
will
be
working
closely
with
the
department
and
the
cabinet
leadership
to
implement
again
house
bills
to
implement
house
bill
7..
We
have
the
rig
amendments
have
been
filed
and
we
are
requesting
the
waivers
as
part
of
house
bill
7
for
snap
by
december.
1St
and
reporting
requirements
for
ccap
and
the
online
public
assistance.
D
So
I
get
to
present
the
community
services
block
grant
and
the
reason
I'm
doing
that
is
when
I
was
working
for
louisville
metro.
I
was
actually
a
community
action
agency
director
because
louisville
is
the
only
municipal
community
action
agency
in
the
state.
So
csbg
is
funding
that
flows
directly
to
the
community
action
agencies.
Your
local
community
action
agencies
are
all
a
lot
of
their
funds.
Come
through
the
csbg
program.
D
D
D
The
out
the
the
water
program
is
something
when
I
was
working
again
in
the
city,
so
I'm
just
coming
from
that
perspective.
One
of
the
things
we
had
trouble
when
we
were
trying
to
re-house
people
was
folks
would
have
like
old
water
bills.
Right
or
all
sewer
bills-
and
there
was
really
no
way
to
help
pay
them
off.
This
has
gone
a
long
way
to
help
help
pay
off
some
of
those
really
what
have
been
kind
of
old
debts
that
folks
haven't
been
able
to
to
get
over
to
get
rehoused.
D
So
this
has
been
a
really
important
part
of
some
of
the
homeless
programs
and
these
agencies.
They
all
have
their
individual
plans.
I
guess
they're
they're
forerunner,
family
resource
centers,
and
that
they
come
up
with
local
plans
for
how
they're
going
to
use
these
funds.
No
two
are
really
alike.
They
all
learn
from
each
other.
Some
of
them
administer
some
of
the
head
start
programs,
some
of
them
don't
so
it's
each.
Each
community
action
agency
is
a
little
different.
It's
done
by
design.
D
This
is
again
a
capped
grant,
but
if
not
for
them,
helping
us
provide
services
in
all
the
counties.
What
they
do
on
the
local
level
makes
a
tremendous
difference
across
the
commonwealth
and,
like
everybody
else,
each
one
is
different.
You
know
some
are
better
than
others.
You
know
nobody
likes
to
hear
me
say
that,
but
it's
true
about
any
organization.
It's
true
about
our
offices.
D
You
know
it's
just
it's
just
true,
but
they
do
all
do
great
work
in
the
community
and
important
work
in
the
community.
E
B
All
right
within
the
division
of
child
care,
we
currently
have
just
over
2
000
active
child
care
providers,
licensed
certified
and
registered,
and
just
over
30
000
children
enrolled
in
the
child
care
assistance
program
which
provides
assistance
for
low-income
working
families
with
the
cost
of
child
care
and
75
percent
of
our
providers.
Just
over
1600
are
participating
in
the
ccap
program.
B
We
use
arpa
funds
to
increase
the
rate
again
to
80
percent
of
the
market
rate,
and
we
are
currently
using
arpa
funds
to
pay
ccap
families
tuition
up
to
again
that
80
percent
of
the
market
rate.
We
also
use
the
arpa
funds
to
support
our
child
care
providers
in
a
number
of
other
ways.
We
are
currently
providing
sustainability
payments
to
providers.
B
To
providers,
and
then
we
also
are
offering
business
partnership
startup
grants
which
provides
up
to
a
hundred
thousand
dollars
in
matching
funds
to
open
employer-based,
employer-based
child
care
sites.
We
currently
have
received
three
applications
and
in
two
different
counties
we
are
also
using
the
the
arpa
funding
to
offer
facility
repair
grants
to
our
providers.
B
B
Also,
we
are
using
the
funding
to
support
child
care,
desert
startup
grants.
We
currently
have
received
15
of
those
applications
in
10,
different
counties
and
then
also
are
supporting
family
child
care
startup
grants
we
have
received
16
applications
for
those
in
eight
different
counties,
and
then
we
are
also
using
this
funding
to
help
with
teacher
child
care
teacher
credentialing
and
have
assisted
with
410
teacher
certifications.
D
The
reason
I
wanted
to
highlight
this
is
this
morning.
I
testified
you
know
what
are
the
things
we're
worried
about
for
the
next
budget,
as
you
can
see,
there's
a
lot
of
arpa
fund
here.
So
this
is
the
non-recurring
piece
that
I
think
will
be
a
challenge
in
the
next
budget
relative
to
daycare.
So
I
just
wanted
to
highlight
that
for
you,
because
some
of
these
are
really.
D
I
love
the
business
partnership
pieces,
the
the
child
care
startup
grants
the
family
care,
startup
grants,
that's
what
we
should
be
doing.
I
think
it
encourages
entrepreneurship,
which
I
think
we
all
support,
and
it
just
it
it's
it's
a
it's
a
very
different
way
of
doing
things,
and
I'm
I'm
I'm
hoping
that
this
works
out.
We
don't
know
yet
some
of
the
business
pieces.
D
You
heard
three,
that's
because
we
started
in
july,
but
so
these
are
all
kind
of
new
things
for
us
and
doing
things
a
little
different
and
we
have
the
opportunity
because
of
the
arpa
funds.
But
that
was
the
question
we
talked
about
this
morning
is
is
what
are
you
worried
about
moving
forward,
and
this
is
one
of
them.
B
In
addition
to
increasing
the
provider,
reimbursement
rates
in
2021
arpa
funds
were
used
to
implement
a
three-month
traditional
transitional
period
for
families
upon
exiting
the
ccap
program.
In
order
to
attempt
to
address
a
very
large
child
care
benefits
cleft
during
the
during
this
transitional
period,
the
family
continues
to
receive
child
care
assistance
at
a
rate
of
50
of
the
cost
and
we
effective
in
september.
We
are
increasing
that
transitional
period,
we're
expanding
it
from
three
months
from
three
months
to
six
months.
B
The
chart
within
this
slide
shows
the
difference,
but
to
provide
you
with
an
example.
A
two
family
household,
which
would
consist
of
a
single
mom
and
a
child.
The
c-cap
cut
off
at
200
percent
of
the
fpl,
would
have
been
approximately
thirty
four
thousand
eight
hundred
and
thirty
six
dollars
annually
by
expanding
to
eighty-five
percent
of
the
state
median
income,
the
cutoff
for
that
same
family
is
44
9116.
D
And
and
the
piece
here
again
remember:
these
are
opera
funds.
It's
very
important,
representative
moser.
I
think
the
the
the
benefits
cliff
the
last
benefits
cliff.
What
we
identified
was
child
care
is
the
big
one
and
so
working
on
some
of
this,
as
a
as
as
how
to
lessen
that
cliff
is
we'll
have
an
experiment
for
you.
We'll
have
a
wheel
c
for
you,
but
it
will
also
be
how
much
of
that?
How
much
is
that?
How
much
would
that
cost
for
us
to
move
forward.
B
And
I
think
we've
already
touched
on
this
a
little
bit,
but
I
think
everyone
here
understands
that
the
cost
of
child
care
typically
makes
up
a
large
percentage
of
a
family's
expenses
and
the
impact
that
these
costs
have
on
lower
and
middle
class.
Families
who
are
making
employment
decisions
are
substantial,
which
highlights
the
importance
of
programs
that
assist
families
like
the
employee
child
care
assistance.
Partnership
established
in
house
bill
499.
B
This
program
creates
a
public
and
private
partnership
pilot
that
incentivizes
employers
to
contribute
towards
the
child
care
cost
of
their
employees.
It
is
matched
by
state
general
funds
established
in
a
trust
just
for
this
program
with
them
with
the
match
dependent
on
the
employees
household
income.
We
are
currently
in
the
process
of
implementing
house
bill.
499
we've
had
multiple
peer-to-peer
calls
with
other
states
who
have
similar
programs
and
learning
from
them,
and
we
are
in
the
preliminary
stages
of
drafting
the
required
regulations
and
standardized
contracts.
E
This
is
a
review
for
some
of
you
just
want
to.
You
know
we
have
a
lot
of
employees
and
we've
had
high
turnover
and
a
lot
of
traumatizing
work
because
of
what
our
staff
does.
So
I
just
wanted
to
remind
you
of
some
of
the
work
that
we
have
been
doing
since
I
came
here
two
years
ago,
we
developed
a
six-month
stabilization
from
cobed
being
a
crisis
to
how
do
we
work
during
cobit
and
we
completed
that
successfully.
E
Then
we
had
over
a
hundred
folks
who
were
had
received
services
from
us,
biological
families,
fig
ticking
grandparents
and
youth
who
who
had
left
our
system
or
were
in
our
system
as
well
as
key
community
partners,
and
we
had
a
lot
of
discussion
about
what
a
21st
century
dcvs
would
look
like.
Basically,
how
do
we
decrease
barriers
to
access
to
services
and
how
do
we
increase
access
and
the
voice
of
the
lift
experience
of
those
we
serve
so
that
we
don't
make
policy
decisions
with
those
who
are
affected
by
our
work?
E
So
we
we
did
that
and
that
plan
what
goes
into
effects
this
august
and
that's
the
innovation
18-month
strategic
plan
where
input
was
given
into
this
will
be
easier
for
us.
This
is
where
you
need
the
voice,
etc.
We
also
instituted
a
truster
advisors.
Now
they
were
part
of
this
strategic
planning,
as
well
as
front
line
staff,
as
opposed
to
us
in
leadership,
making
up
the
plan
and
saying
sign
here.
This
was
a
very
collaborative
facilitated
process.
E
We
now
have
added
dates
and
budget
item
costs,
as
well
as
team
members
who
are
responsible
and
we
will
be
able
we
will
distribute
that
to
everyone
across
our
agency.
So
we're
very
excited
about
that.
The
next
phase
for
the
agency,
then,
is
to
we
evaluate
all
the
way.
What's
working,
what's
not
working
and
what
works
we're
going
to
stabilize
into
a
you
know
a
three-year
stabilization
plan
for
the
agency.
So
the
vision
for
this
is
both
robust
in
person
and
virtual
just
to
remind
everyone.
E
E
E
So
you
might
be
two
or
three
days
in
the
office
two
days
working
virtually
doing
research
or
meeting
with
families
telehealth
and
be
able
to
get
out
of
the
fire
for
a
little
bit
to
be
able
to
to
go
back
in
as
you
do
that,
so
we
were
able
to
be
more
flexible.
E
We
have
modernized
the
fish,
the
the
physical
spaces.
You
know
I.
I
would
say
that
this
is
a
joke
that
you
might
not
like,
but
I
like
to
tell
it,
because
I'm
old
and
I
I
get
to
goodwill-
took
an
acid
trip
and
they
donated
the
furniture
to
dcvs.
So
we've
had
duct
tape.
E
We
have
broken
furniture,
we
have
mold,
we
have
had
an
incredible
amount,
so
we
have
been
going
through
buildings,
furniture
and
trying
to
use
furniture
that
was
not
from
1950
that
actually
worked
as
well
as
reducing
the
brick
and
mortar,
increasing
I.t
and
giving
people
more
open
spaces.
So
they
can
come
into
work,
share
spaces
supposed
to
come
and
lock
yourself
up
in
an
office
share
space
have
more
community
etc.
So
that's
a
big
shift
for
our
staff.
E
It
has
been
well
received
in
regards
to
the
flexibility
and
we're
working
to
continue
to
provide
both
robust
in-person
and
robust
in
I.t
support
for
that
we
have
incorporated
the
trusted
advisors,
they're,
not
only
advisors.
Now
they
were
a
permanent
part
of
us.
They
are
now
a
council
and
thus
was
folks
representing
the
lyft
experience.
E
This
is
really
a
living
example
of
who
we
are,
what
we
do
and
what
we
value.
So
the
challenges
that
we
have.
We
have
continuous
exposure
to
multiple
traumatic
events,
just
like
our
clients
have
higher
acuity
of
need.
Our
staff
has
higher
acuity
of
needs
and
there's
been
an
incredible
increase
in
the
safety
risk
for
our
staff.
More
than
we've
ever
had
high
risk
positions
similar
to
emergency
personnel
and
police,
toxic
stress,
of
course,
burnout,
as
well
as
vicarious
trauma
and
compassion
fatigue,
and
then
we
have
the
secondary
post-traumatic
stress
disorder.
E
The
stories
right,
the
families
that
we
see
impact
us
and
the
minute
they
stop
impacting
us.
We
should
quit
and
hire
other
people.
These
are
horrific
lives,
horrific
challenges
that
our
families
and
our
communities
have
and
the
work
capacity,
retention
and
turnover
has
been
an
astronomical
challenge
for
us.
We
lost
like
600
staff
in
three
or
four
months.
E
We
have
just
begun
to
move
that
needle
as
a
result
of
some
of
the
things
we've
done
and
I'll
tell
you
what
what
those
are
so
workforce
turnover,
2020,
12.93,
2021
20.41.
E
Total
between
this
january
and
june
is
at
seven
eight
eight
percent.
We
have
been
successful
in
being
able
to
attract
family
support,
folks,
we're
struggling
with
protection
and
permanency
folks.
We
have
not
moved
a
needle
as
far
as
we
thought
we
would
so.
E
We've
worked
to
address,
but
this
by
increasing
entry
level
salaries,
as
you
know
that
the
governor
provided
raises
for
specific
classifications
that
had
high
turnover
those
folks
that
are
in
the
front,
you
know
boots
on
the
ground,
doing
the
work,
the
general
assembly
you
all
provided
raises
for
specific
classification
in
in
our
bill.
Thank
you.
Much
needed
way
overdue,
incredibly
helpful,
so
that
eight
percent
raised
for
all
state
employees
has
gone
a
long
way
to
retain
and
to
increase
morale.
E
Other
efforts
that
we
have
made
is
we've
seen
a
decline
in
workforce
turnover
and
we
are
have
included
in
task
force
and
equity
work
around
pay,
equity
and
pay
gap.
Of
course,
when
we
did
these
races,
we
have
this
system
that
hasn't
provided
regular
ongoing
races.
So
we
have
an
incredible
amount
of
compression
and
incredible
somebody
who's,
maybe
a
supervisor
or
a
director
making
less
than
somebody
walking
in
the
door.
So
we
are
dealing
with
all
of
that,
but
it's
we
had
to
make
the
right
decision.
E
D
I
like
to
just
say:
you
know:
taking
the
first
step:
don't
we
can't
let
perfection
get
in
the
way
of
taking
the
first
step
right?
We
can't
we
knew
we
were
going
to
have
compression.
We
knew
we
were
going
to
have
some
salary
in
equities.
We
knew
it,
but
we
knew
we
couldn't
do
it
all
at
once.
So
taking
the
first
step,
probably
making
some
people
upset,
I
mean
that
that's
just
true,
but
if
we
didn't
take
the
first
step
then
then
we
weren't
going
to
get
anywhere
yeah.
D
The
other
and
us
to
do
that
right.
The
other
side
of
this
is,
as
you
can
see,
what
we
can
say
on
the
social
worker
side
is,
you
know
we're
not
at
forty
percent
turnover
right.
We're
we've
slowed
that
down
we're
kind
of
stopping
the
the
absolute
arterial
bleeding,
but
we've
got
work
to
do
and
that
that's
just
true.
A
E
A
E
E
Almost
there
I'd
like
I'd
like
you
all
to
review,
I
won't
go
through
it.
The
the
exit
reasons
that
slide
as
well
as
what
we
have
been
doing.
E
For
example,
locality,
premium,
flexible
work,
schedules,
interim
hiring
process,
so
it
doesn't
take
two
months
to
be
able
to
get
a
position
once
you
have
somebody
that
you
want
to
hide.
We
started
it's
a
new
day
campaign
for
recruitment
and
retention,
where
our
staff
is
coming
back,
some
folks
who
resigned
or,
and
all
of
that,
so
please,
if
you
would
look
at
that,
I
won't
go
through
it
and
look
at
the
exit
reasons.
We
do
exit
interviews
on
everyone.
I
want
to
bring
your
attention.
E
Lastly-
and
this
is
my
last
piece-
is
you
need
to
be
aware
that
we
have
an
incredible
issue
with
high
acuity
youth?
We've
always
had
youth
who
needed
extra
support
and
extra
help
and
who
were
dealing
with
psychological,
behavioral
and
issues.
However,
for
multiple
reasons
right,
we
have
had
an
increase
in
those
high
acuity
youth,
at
the
same
time
that
our
partners
have
not
been
able
to
accommodate
them
because
of
their
own
lack
of
staff
and
their
own
fatal
silences.
E
So
I
wanted
to
let
you
know
that
these
are
these
are
mostly
adolescents,
they're
committed
to
the
cabinet
for
dependency?
Remember
we're
not
able
to
take
any
child
without
court
approval,
so
these
folks
are
in
high
need.
They
usually
are
aggressive.
E
So
here's
a
case
description,
I'm
not
going
to
go
through
that,
but
just
so
that
you
have
an
idea
of
what
we
mean
when
we
say
high
acuity
and
what
I
wanted
to
tell
you
is
that
we've
developed
a
work
group
for
the
short
term.
For
example,
we
have
children
staying
in
our
offices
with
staff
who's
not
prepared
to
take
care
of
a
high
acuity
child
on
inflatable
mattresses
because
they
have
no
other
place
to
go.
That
is
a
bomb
waiting
to
explode
in
regards
for
that
youth
or
for
that
staff
member.
E
A
Great
well
you're
great
for
your
presentation
before
we
get
into
questions.
A
Let
me
do
kind
of
a
brief
recap
for
our
committee
as
to
how
we
got
here
to
begin
with,
when
this
was
first
announced,
people
immediately
said
well,
you're
going
to
split
the
cabinet
apart,
tried
that
before
it
didn't
work,
you
know,
I
tell
you
that's
a
possibility,
but
I
don't
think
that's
going
to
happen
could
be
a
recommendation,
but
this
is
not
so
much
how
the
cabinet's
doing
their
work,
but
how
we
do
our
work
and
part
of
the
reason
that
this
resolution
was
found
was
because
our
agenda
is
growing
for
our
committees
on
health
and
family
services.
A
We
want
to
get
so
much
bandwidth,
so
this
exercise
we're
going
through
as
much
as
how
can
we
do
our
business
better
as
well
as
how
can
we
help
the
cabinet
to
do
their
business
better
and
looks
like
we're
right
with
opportunities
to
do
that,
but
just
to
remind
that,
it's
just
not
about
you
folks,
it's
about
how
we
do
our
business
as
well,
and
with
that
that
would
open
the
floor
for
questions
and
I'll
start.
If
you
don't
mind,
I
guess
it's
chairman
prerogative:
let's
go
to
page
three.
A
First
question
I
have
is
the
structure
of
the
district's:
nine
districts
is:
how
did
that
come
about,
and
let
me
give
you
my
background
so
why
I'm
asking
that
is
I
like
to
see
things
kind
of
perfectly
aligned?
If
you
can
do
that,
and
I
wonder
why
we're
not
aligned
with
the
area
development
districts
rather
than
nine
districts
that
may
cross
area
development
district
lines.
But
do
you
have
a
history
on
that.
D
I
have
a
little-
I
don't
know
lisa
if
you're
going
to
be
able
to
help
when
the
cabinet
was
split,
so
this
is
back
in
the
days
when
the
cabinet
was
split.
There
was
a
view
to,
and
this
is
I
was
not
in
this
side
of
the
cabinet,
so
this
is
a
little
bit
of
hearsay.
D
There
were
discussions
back
then
shouldn't
we
line
up
with
area
development
districts,
but
the
secretary
of
families
and
children
at
that
time,
secretary
miller
really
wanted
to
balance
relative
to
you
know.
Office
office
number
of
folks
served
is
my
memory
of
it
lisa
am
I
close.
You.
B
D
I
think
that
it
goes
a
ways
back,
but
that's
the
reason
why
we
in
the
cabinet
for
health
services
side
under
secretary
morris
really
did
follow
more
of
the
area.
Development
district
model.
F
D
Right
that,
thank
you.
I
forgot
that
there
originally
there
were
16
of
these
districts
and
that's
why
some
of
the
names
are
particularly
strange
as
they
tried
to
combine
names,
and
it
was.
D
B
I
can
do
that
interim
employees
are
individuals
that
we
bring
on
they
are.
We
have
our
interim
hiring
process,
which
is.
This
is
the
largest
number
I
think
of
interim
hires
that
we've
we've
had
previously,
so
there
there's
two
two
different
types
of
interim,
so
one
is
an
interim
employee
is
someone
who
has
left
the
agency
retired
but
wants
to
come
back
and
help
support
the
work
of
the
department.
B
So
we
can
bring
them
on
as
an
interim
nine-month,
employee
and
again
they
they
worked
for
us
for
a
period
of
nine
months
and
then
they
would,
they
would
leave
and
then
come
back.
So
we
have
a
lot
of
a
lot
of
interest
from
retired
employees
or
employees
who
have
left,
who
don't
need.
They
don't
receive
benefits
so
that
they
don't
need
benefits
and
they
they
can
work
part-time,
there's
more
flexibility
with
their
schedule,
etc.
B
The
other
the
other
interim
employees
that
we,
the
commissioner
mentioned
a
minute
ago,
is
that
in
december
we
implemented
an
interim
hiring
process
that
helps
us
with
onboarding
of
our
staff
more
quickly.
We've
heard,
I
think
us
talk
about
in
the
past.
It
can
take
a
month
or
longer
to
interview,
hire
and
bring
a
new
employee
into
the
state
system
as
a
cert
as
a
certified
employee.
B
While
we
are
working
through
the
personnel
side
of
finalizing
all
that
the
paperwork
and
the
process
to
bring
them
into
a
permanent
full-time
position,
we
have
seen
a
lot
of
success
with
that
interim
hiring
process,
particularly
around
the
family,
support
positions,
those
that
are
determining
eligibility
for
our
benefits,
not
as
much
on
the
on
the
social
work
side,
but
we
have
had
some
there
as
well,
but
it
is
helping
us
on
board
employees
much
more
quickly.
E
So
senator
ramirez
this
was
an
intentional
strategy
to
try
to
recruit
employees,
because
you
wouldn't
interview
someone
you
wanted
them
for
the
position.
Then
you
have
to
wait.
Two
months
sometimes
longer
to
be
able
to
get
that
person
on
board
and
working.
We
couldn't
afford
that
with
a
kind
of
hemorrhaging
that
we
were
having,
so
this
was
approved
as
a
process.
If
you're
good
enough
to
be
hired
you've
come
through
the
interview
process,
we
can
hire
a
certain
while
or
herm
and
personnel
go
through
all
the
administrative
pieces
for
you
to
become
a
permanent
employee.
B
And
oftentimes
after
we
would
complete
that
interview
process.
We
would
go
back
to
the
perspective
employee
and
they
because
it
took
the
amount
of
time
that
too
long,
then
we
would
go
back
to
the
prospective
employee
and
they
would
have
accepted
a
job
somewhere
else
because
they
are
looking
interviewing.
And
so
we
were
losing
candidates
because
of
the
hiring
process
and
what
the
time
it
took
to
bring
them
on
board.
A
B
E
B
A
D
We
found
some
efficiencies
within
our
hiring
system
and
we'll
continue
to
work
on
that
and
I'm
sure
we'll
be
able
to
report.
I
hope
on
some
improvements
there
as
well.
Well,.
A
This
one's
got
my
my
attention:
it's
it's
disturbing,
particularly
if
you
know
we
need
4
500
employees.
We
only
have
4
000
and
112
of
them
are
interim
and
just
something's,
not
working,
but
something
just
came
up
yesterday
and
sorry
committee.
If
I
digress
a
little
bit,
but
my
email
has
just
been
exploding
this
week
over
this
telecommute.
Yes,
policy
change
and
for
some
reason
it
go
back
to
me.
A
I
don't
know
why
I'm
completing
me
a
couple
here,
I'm
innocent,
but
it
did
come
up
in
our
government
contract
review
committee
meeting,
because
I
was
as
co-chair
of
that.
One
of
the
things
I
hate
and
you
folks
won't
know-
are
retroactive
requests
for
approval
of
contract
because
we're
supposed
to
approve
funds
before
they're
spent.
A
Not
after
and
when
I
came
to
community
2018,
we
were
seeing
dozens
of
these
contracts
and
now
we
have
pretty
much
controlled
it.
I
rarely
see
one,
but
this
last
month
we
had
six
contracts
from
education,
workforce
development
and
they
have
to
provide
us
a
letter
as
to
why
they're
asking
for
retroactive
approval
and
one
of
their
bullet
points
as
to
why
we
were
getting
a
retroactive
request
was
that
they
said
the
telecommute
policy
was
not
conducive
to
the
workload
of
that
cabinet.
E
A
I
said:
well,
then
you
need
to
get
people
back
to
work
and
apparently
that's
blow
blown
into
well.
Legislature
now
says
we're
not
going
to
be
able
to
tell
the
community
at
all,
and
I
know
that
you
all
have
had
a
change
in
your
policy.
Yes,
so
just
like
the
only
record,
I
support
it.
I
think
it's
a
good
program
if
structures
are
in
place
to
make
sure
there's
accountability
for
employees
and
we
can
measure
workload
and
I
can
see
where
it
could
be
a
tremendous
recruitment
tool.
So
can
you
speak
to
that?
Just.
D
A
D
Happy
to
speak
to
that,
so
I
actually
recorded
a
video
friday.
I've
communicated
with
staff
in
the
cabinet
and
and
what
we've
done
is,
is
there's
a
statewide
policy.
That's
been
implemented.
I
think
that
addresses
some
of
those
concerns,
so
those
folks
who
are
on
hybrid
schedules
right
and-
and
we
have
folks
who
probably
don't
need
to
be
in
the
office
every
day,
but
we're
implementing
statewide
policy
because
you
know
each
cabinet
was
doing
a
little
bit
different.
So
we
are
going
to
require
folks
to
be
in
three
days
a
week.
D
D
D
It's
always
good
to
see
like
testifying
here,
people
actually
in
3d,
it's
it's
it's
it's
an
important
piece
of
of
the
workplace
and
so
we'll
implement
next
month
a
month
from
that
announcement
on
friday
and
folks
will
start
to
come
in
three
days
a
week
in
the
cabinet.
We
have
some
really
specific
building
issues,
but
that's,
I
would
love
for
you
guys
to
come
over
and
meet
at
the
cabinet.
Maybe
get
me
another
building,
but
it's
so.
D
There
are
some
specific
challenges,
that's
true,
but
we
we
are
wanting
to
be
consistent
as
a
state
government
and
what
that
looks
like
and,
like
I
said
there
are
folks
who
view
that
as
a
loss-
and
I'm
really
sorry
for
that.
But
but
it
we
need
to
be
consistent
and
we
need
to
make
sure
we
are
applying.
D
What
is
a
policy
around
telecommute
telecommuting
and
hybrid
schedules
in
a
way
that
is
consistent
across
cabinets
and
and
that's
what
we're
doing
is
that
helpful.
A
It
is
I'm
going
to
respectfully
disagree
with
you,
okay,
because,
as
a
hospital
ceo,
one
of
the
most
difficult
things
I
had
to
deal
with
was
a
four-letter
f
word
and
it
was
fair
and
to
a
lot
of
people.
That
means
treating
everybody
exactly
the
same
and
everybody's
not
exactly
the
same,
and
when
you've
got
a
state
government
as
large
as
ours
is
and
the
many
employees
we
have
not
everybody's
to
say
not
everything
works
for
them.
A
Their
jobs
are
so
different
that
I
don't
know
that
one
size
fits
all
and
when
we
try
to
make
one
size
fit
all,
I
think
it
causes
a
dissension.
I
think
causes
morale
problems
and
doesn't
recognize
the
uniqueness
of
of
each
job.
If
telecommute
can
work-
and
I
think
it
can
be
in
many
areas,
if
you
had
the
processes
and
controls
in
place,
I
think
it's
something
we
should
embrace.
A
But
if
we're
looking
for
a
magic
bullet
that
satisfies
everybody's
situation,
we'll
never
find
that,
and
I
think
that's
one
of
the
problems
we
have
with
employee
turnover.
You
know
we
have
to
understand
that.
There's
a
great
demand
for
human
resources
now
and
how
we're
going
to
meet
that
is.
We
have
to
have
a
little
bit
more
flexibility
than
we've
had
in
the
past,
and
I
just
don't
see
them
again
that
one
policy
should
be
applied
to
everybody,
but
again
that's
a
discussion
for
another
day.
F
Thank
you,
mr
chair,
and
thank
you
very
much
for
your
presentation.
I
know
that
this
is
not
easy
to
cover.
You've
covered
a
lot
and
I
I
feel
like
you
know,
there
are
a
lot
of
places
where
we
could
really
spend
a
lot
of
time
and
and
dig
into
this.
F
Obviously
those
are
conversations
to
continue,
but
in
keeping
to
the
topic
of
why
we're
here
and
we're
looking
at
systemic
changes-
and
I
know
commissioner,
you've
done
a
lot
of
work
to
to
really
look
at
hiring
practices,
retaining
our
workers,
morale,
boosting
and,
and
how
do
we?
How
do
we
treat
people
well
enough
so
that
they
want
to
serve
our
kentucky
families?
I
know
that
you
you
touched
on.
F
Well,
I
mean
hiring
is
a
is
a
big
piece
of
this
and
we've
we've
heard
about
some
of
our
our
children,
sleeping
in
dcbs
offices
in
counties.
I'm
hearing
that
from
this
from
my
county
attorneys
in
our
area,
but
have
you
given
any
thought
to
I?
You
know.
I
know
that
we,
you
know
kentucky
is
surrounded
by
seven
states.
So
how
do
we
reconcile
some
of
the
differences
in
credentialing
of
social
workers?
I
know
that
you
know
this
is
a
a
big
issue.
F
We
don't
have
a
compact
for
our
social
workers,
like
we
do
with
a
lot
of
our
health
care
workers
and
our
cr.
Our
licensure
categories
are
different
in
kentucky
than
other
states
and
we
lose
social
workers
to
surrounding
states.
Have
you
given
any
thought
to
that
as
a
systemic
kind
of
change
that
we
could
make
in
kentucky
to
keep
our
social
workers
here.
E
When
you
look
at
the
it
is
a
great
idea
and
we
do
lose
folks
to
like
ohio,
for
example,
on
a
regular
basis,
but
really
when
we
look
at
exit.
What
we're
looking
is
people's
trauma,
so
we've
implemented
debriefing
and
secondary
trauma,
training
and
groups
in
regards
to
that,
as
well
as
caseloads.
E
So
what
we
have
is
we
need
bodies
to
be
able
to
have
a
caseload,
that
someone
can
actually
manage
and
be
able
to
not
only
take
care
of
that
target
child
but
the
whole
family
and
do
all
of
that.
So
the
primary
issues
have
been
around
both
of
those
we
in
regards
to
we're
very
competitive
and
comparable
in
regards
to
the
requirements
that
we
have
as
opposed
to
what
other
states
have.
E
We
end
up
losing
folks
to
other
non-profits,
for
example,
because
they
can
offer
a
bonus
that
we're
not
able
to
do
and
the
security
concerns
for
our
staff
have
increased.
Just
like
we
have
high
acuity
youth.
We
have
clients
now
hurting
our
staff,
threatening
our
staff,
putting
guns
to
our
staff.
I
just
had
a
staff
member,
you
know
had
stitches
in
their
head
when
they
went
on
a
home
visit.
E
A
person
who
was
obviously
very
frustrated
and
in
need
did
not
get
his
snap
benefits
because
their
income
was
higher
and
he
threatened
to
blow
up
the
office.
So
we
had
to
be
able
to
do
that.
So
I
think
the
demand
the
fact
that
we've
have
an
incredibly
reactive
communities
as
a
result
of
what
we've
been
through
as
a
result
of
the
higher
caseloads.
The
higher
acuity
of
our
clients
and
community
are
big
impacts.
E
F
E
If
you
can
and
and
the
three
of
us
are
social
workers,
so
you
know
at
different
levels
and
in
different
expertise.
So
I
I
really
hear
what
you're
saying,
and
that
may
be
helpful.
I
don't
know
where
whether
that
has
been
done
before
or
or
where
your
staying
is
on
that
in
regards
to
losing
folks
or
not
being
able
to
recruit
them.
B
D
B
This
point,
so
I
think
that
that
would
be
the
concern
if
we
don't
have
some
process
in
place
to
support
the
certification
in
maintaining
what
that
would
look
like.
B
I
think
that
would
be
very
difficult
for
us.
We,
our
partners
across
the
state,
have
difficulty
hiring
social
workers
with
certain
types
of
credentials,
so
we've
seen
that
from
the
implementation
of
qrtp
and
other
programs
right.
I
think
that
would
be
the
challenge.
B
D
D
How
do
you
attract
folks
and
get
folks
through
the
process
to
get
certified
and
licensed
and
registered
in
all
of
those
different
categories
which
is
blissfully,
not
mine,
but
then
the
other
piece
and
the
reason
you
heard
the
answer
that
you
heard
is
that
over
time
there
have
been
discussions
about
well,
if
somebody's
a
social
worker
for
dcbs
they
need
to
have
the
degree
they
need
to
be
certified
and
that's
not
that's
not
what
we
have
in
dcbs.
That's
not
there.
D
We
help
people
move
towards
that,
but
you
you
can
do
the
work
without
that
specific
degree
or
certification
and
it's
been
proposed
before,
but
it's
just
it's.
You
heard
that
as
like.
Oh,
my
gosh
we're
having
trouble
hiring
people
now
we
never
hire
anybody
in
the
future,
but
but
it's
a
good
point
yeah
in
terms
of
the
expertise
and
and
skills,
I'm
just
to
be
clear,
not
a
social
worker
or
physician.
D
I
sometimes
get
dr
friedlander
no,
but
but
hopefully
worked
around
enough
that
I
have
the
heart
of
a
social
worker
yeah
well,.
E
And
that
the
fact
that
we
do
need
them
to
have
qualifications
and
experience
and
we're
training
to
do
that.
But
right
now,
for
example,
I
would
love
to
have
a
lot
more
licensed
clinical
social
workers
that
can
provide
clinical
supervision
and
have
a
hub
for
those
front
lines
which
are
primarily
new
and
get
together.
The
sea
legs.
But
I
you
know
part
of
it-
has
been
the
pay
right.
E
F
Make
it
quick
on
the
child
care
issue
house
bill
499.
Thank
you
so
much
for
your
work
on
that.
I'm
very
excited
about
this
pilot.
It
was
really
very
similar
to
our
discussion
last
summer,
all
summer
and
fall
about
the
bridge
insurance
pilot,
really
similar
ideas
about
public-private
partnerships,
and
I'm
wondering,
as
we
talk
about
that
in
identifying
the
need
for
really
all
of
it.
We're
talking
about
the
benefit
cliff
which
you
discussed.
D
We
had
a
meeting
last
week
honestly
last
week
yesterday
last
year
I
don't
know,
but
it
was
around
the
requirements
for
benefit
cliff
that
were
within
a
house
bill
7
and
some
of
those
things
we're
we're
making
progress,
what
they
have,
what
education
workforce
and
development,
it's
it's
a
nice
tool
and
it's
a
comprehensive
tool,
but
we
said
you
know
if
somebody
from
the
general
public
is
going
to
use
it.
It
was
a
little
complicated,
so
so
we're
in
discussions
with
them
right
now
about
how
to
simplify
the
tool.
D
How
can
we
put
it
on
on
like
our
websites
so
that
folks
will
be
able
to
use
that?
And
and
can
we?
We
don't
know
this
one
yet
where
this
is
down
the
road?
And
then
maybe
we
have
a
first
iteration
in
the
second
iteration
and
the
third
we
would
love
it.
If
somebody
who
is
applying
for
benefits
could
actually
use
the
information
that
they
put
in
their
application
to
to
to
look
at
that
benefits,
cliff
piece
and
see
what
happens
with
the
salary
increase.
D
We
are
not
there
yet
we're
not
there
yet,
but
we're
working
on
it.
F
D
D
F
You
know
if
I
can
understand
it,
maybe
you
know
anyone
can
but
well.
I
I
think
it's
an
important
tool
to
use.
We
do
have
to
keep
it
simple,
so
you
know
folks,
like
me,
can
understand.
F
You
know
what
the
what
the
benefit
is,
what
the
cliff
is
for
individuals,
and
especially
for
people
who
are
actually
stuck
in
that
cycle,
and
you
know
how
do
they,
how
do
they
project
out
what
their
needs
are,
and
then
you
know
how?
How
can
the
state
project
out
needs
and
create
a
system
that
that
really
assists
them,
get
back
on
their
feet?
Right.
E
Right,
we're
here
to
be
a
bridge
we're
here
to
provide
the
resources
to
bridge
folks.
You
know
out
of
trauma
out
of
poverty,
yeah.
A
I
think
so,
just
don't
obviously
we're
going
to
have
to
continue
the
discussion
next
month.
Senator
alvarado
will
be
our
last
question
for
today,
but
a
lot
of
territory
to
cover
here,
representative
mead,
will
chair
the
next
committee
meeting.
I'm
going
to
suggest
to
him
is
that
we
just
do
a
follow-up
continue
to
go
through
these
slides,
because.
A
A
No
ma'am,
that's
not
the
purpose
of
this
committee
at
all.
I'm
sorry,
you're,
not
no
one's
testifying
publicly
we're
not
in
a
position
to
take
public
comments,
we're
not
doing
that
today.
There'll
be
other
opportunities.
I
appreciate
that,
but
that's
not
the
purpose
of
this
committee,
we're
not
hearing
public
comments.
If
you
don't
sit
down
I'll,
ask
security
to
ask
you
to
leave
the
room.
A
A
C
Everybody
this
is
a
task
force,
so
it's
not
a.
This
is
not
a
committee.
It's
a
task
force
tasked
to
take
a
look
at
organizational
structure,
operations
and
administration
of
the
entire
cabinet
and
we're
trying
to
find
better
ways
of
doing
business
and
how
we
want
to
do
things
so
along
those
themes
of
the
organization
and
operations
and
administration.
C
One
of
the
things
I
wanted,
the
chairman
mentioned
a
little
bit
about
running
things
like
a
business,
and
so
one
of
those
topics
is
something
I've
heard
from
people
within
the
department
of
or
I
guess,
the
commission
of
health
and
health
departments
it's
regarding
married
and
non-married
employees-
and
I
know
that
I
think
some
of
our,
I
think,
they're
the
service
region.
Administrators,
I
believe,
are
merit
employees,
so
I'm
gonna
have
a
multi-part
question
to
make
it
one.
C
So
the
first
part
is
if
you
could
comment
on
that
issue,
because
I
think
there's
some
discussion-
that
the
merit
system
is
an
antiquated
system
in
our
state
and
it
can
be
in
the
way
of
a
lot
of
things.
I
know
the
purpose
of
it
is
to
protect
people
from
political
ramifications
of
things
and
change
in
government,
but
first
of
all,
if
you
guys
could
comment
on
that.
C
Secondly,
on
the
organization,
obviously,
we
rank
really
poorly
on
child
abuse,
and
I
I
know
dcbs
the
work
that
you
guys
do
as
a
pediatrician
used
to
call.
When
there
was
issues
there
was
always
someone
there
would
handle
issues.
I
know
the
meetings
that
go
on
now
to
review
deaths
of
children
and
some
very
graphic
things
that
most
of
us
couldn't
imagine.
I
know
I've
heard
cases
of
and
I've
got
a
vivid
imagination
things
I
couldn't
make
up
of
things
that
happened
to
children
and
in
people's
lives.
C
I
mean
you
talk
about
that
debriefing,
how
important
that
is
just
in
as
a
doc
when
I've
done
things
is
people
hear
things
you
maintain
a
professional
demeanor
and
when
you
leave
that
right,
the
emotion
that
overwhelms
people
is,
if
you've
never
been
through
it.
You
can't
understand
it
because
you
have
to
manage
your
own
when
you
hear
that
the
shock
of
that
has
to
be
expressed
at
some
point
in
those
people's
lives.
C
So
I
appreciate
the
the
gravity
of
some
of
that
work
when
you
say
that,
commissioner
of
what
they
have
to
do,
but
because
we
rank
so
poorly
on
child,
you
know
safety
issues
nationally
and
it's
a
big
big
focus
and
we
have
talked
about
dividing
things
up.
I
know
neighboring
states
will
have.
I
know
I've
looked
at
tennessee,
they
have
things
like
they
have
a
a
commissioner
of
health,
which
is
actually
a
cabinet
position.
C
They
have
one
for
child
services
and
then
one
for
human
services
as
well,
and
so
I
would
like
to
get
your
thoughts
on
what
you
think
about.
If
we
did
isolate.
Let's
say
this
as
just
an
individual
structure
to
focus
on
improving
our
child
situation.
Would
that
be
of
benefit?
Would
that
not
be
of
benefit?
I
just
I'm
thinking
out
loud
I'd
like
to
get
your
opinions
on
that
and
then
on
the
merit,
employee
situation
as
well.
D
So
I'll
take
the
step
first
stab
at
both
of
those
I've
been
a
merit
employee
in
the
system
and
have
there
are
there
were
greater
benefits
long
time
ago,
right
with
retirement
with
regular
raises
those
kinds
of
things
we
haven't
had
that
in
a
long
time.
D
So
I
think
part
of
part
of
what
we
need
to
balance
with
with
what
we
see
in
terms
of
the
personnel
system
and
the
merit
system
is,
is
there
there
have
been
again,
it
goes
across
a
bunch
of
administrations
and
and
a
bunch
of
different
general
assemblies
and
a
bunch
of
different
parties
in
control.
So
I
mean
it,
it
goes.
It
goes
across
a
lot
of
things
and
and
with
a
with
a
big
organization,
comes
unique
challenges.
D
There's
no
question
about
that,
but
so
that
that's
kind
of
the
first
part,
I'm
not
sure
I
answered
much
other
than
I
think.
I
think
there
are
challenges
to
any
system
that
that
we
may
have.
The
second
is:
I
lived
through
the
splitting
of
the
cabinet
health
services
that
described
john
morrison
and
sorry
secretary
morris
and
secretary
miller,
the
problem,
the
problems
that
I
see
with
that.
D
If
you're
trying
to
bring
like
all
your
systems
to
bear
what
happened
when
we
split
was,
it
was
almost
like
a
let's
see
like
a
shotgun
wedding,
or
this
was
a
shotgun
divorce,
and
so
what
happened
was
folks.
We
we
struggle
with
silos
right,
we
struggle,
because
we,
you
know,
we
want
to
work.
D
We
want
to
work
on
problems
inside
individual
departments,
one
of
the
things
I
challenge
everybody
to
do
frankly
is
work
across
systems,
or
else
you're
never
going
to
have
the
impact
that
you
want
and
different
folks
have
taken
different
view
view
of
that
some
have
set
up
more
competitive
nature
within
the
departments.
D
My
style
is
more
collaborative
and
and
my
fear,
in
splitting
things
off
one
there's
a
financial
cost
because
of
how
we
do
the
arcane
thing,
of
course,
cost
allocation,
which
you'd
increase
your
administrative
costs
and
that's
what
you
couldn't
recover,
probably
through
federal
grants
and
two
is,
I
I'm
not
sure
it's
any
more
effective.
D
I
I
really
I'm
I'm
not
and
but
again
I'm
biased,
and
I
I
will
admit
that
bias
I'm
biased,
because
what
I've
seen
in
other
states
is.
You
have,
for
instance,
a
medicaid
commissioner
that
doesn't
want
to
work
with
a
sister
agency,
because
you
know
to
to
that
sister
agency.
They
need
another
million
dollars
which
to
medicaid
is
usually
nothing
but
the
medicaid
they're
always
begging
at
my
door.
D
I
heard
people
saying
that
right
and
and
and
it's
a
challenge,
it's
a
challenge
to
to
have
folks
think
about
what's
the
impact
of
of
a
program
that
that
funds
throughout
different
systems,
so
I'm
no
I'm
meandering
around
and
I'm
getting
us
up
to
five
o'clock
and
I
apologize,
but
it's
I
think
it
works
better
together.
I
think
within
kentucky,
particularly
what
we
define
as
abuse
and
neglect,
particularly
the
neglect
piece.
D
I
wish
senator
adams
were
still
here
around
some
of
that's
just
poverty
and
how
do
we
distinguish
what's
poverty
and,
what's
not,
I
think
it
inflates
our
numbers
some.
I
really
do
but
yeah
it's
it's.
You
know
it's
like
I.
I
always
say
that
kind
of
thing
is
like
complaining
about
the
refs
in
a
ball
game.
You
know
it
it.
D
It's
somebody's
going
to
be
first
and
somebody's
going
to
be
last
and
what
we
really
need
to
focus
on
is
reducing
child
abuse
and
neglect.
C
Absolutely-
and
I
appreciate
all
that
and
like
I
said
I
know,
there's
states
like
massachusetts
which
have
less
they
have.
You
know
less
cabinet
members,
while
others
have
more,
and
you
know
they
all
have
different
rankings
and
everybody's
got
a
different
way
of
structuring
it.
I
just
want
to
get
that
feedback
sure
from
the
merit
employee
position
in
this
cabinet,
probably
more
so
than
others.
You
know
we
when
we
discuss
health
and
welfare
issues
it
typically,
it's
not
there's
not
a
lot
of
partisanship
in
this
stuff.
C
You
know
in
this
space
and
I
think
we
all
agree
it's
just
trying
to
find.
Sometimes
it's
where
we
spend
monies
and
that
kind
of
thing,
but
there
isn't
a
lot
of
political
bickering,
or
at
least
I've
taken
some
pride
in
trying
to
keep
that
out
of
a
lot
of
our
committee
meetings.
It
happens
anyway,
but
but
because
of
that,
it
also
there's
value
in
the
people
that
serve
within
the
cabinet
and
and
many
of
you
have
served
across
multiple
administrations
right
people
of
different
political
parties.
C
Why
are
you
still
there
because
you
bring
value
you
bring
experience?
You
know
what
you're
doing
in
that
space
and
that's
valued,
particularly
in
this
cabinet,
more
than
perhaps
others,
and
so
that's
why.
I
often
wonder
if
the
merit
system,
at
least
in
this
cabinet,
gets
in
the
way
and
there's
value
in
people
that
want
to
be
so.
C
This
gets
in
the
way
things
don't
change,
because
these
folks
don't
have
a
reason
to
I've
heard
that
from
a
lot
of
different
folks,
I'm
wondering
do
we
start
to
clean
that
up,
at
least
even
if
it's
not
system-wide,
at
least
within
this
cabinet,
to
say
we're
going
to
remove
that,
knowing
that
it's
a
bit
of
a
different
animal
than
the
other
cabinets
that
are
out
there,
because
there's
value
in
human
experience
and
the
people
that
work
there,
no
matter
who
the
governor
is
or
whoever
the
new
political
party
is,
that
comes
into
play
that
they
say:
hey
this
person's,
really
good
at
what
they
do
and
hey
just
keep
doing.
C
What
you're
doing
we've
heard
that
a
lot
is:
there's
changes
in
it.
So
that's
why
I
wanted
to
offer
that
that
angle
and
just
think
about
it,
give
us
your
opinion,
because
we've
got
time
to
start
discussing
that,
but
it
was
something
I
wanted
to
bring
up
today.
Just
to
see
your
thoughts
on
it.
And
thank
you,
mr
chairman.
I
appreciate
it.
A
Thank
you
just
a
reminder
that
we
only
have
three
meetings
left
september.
Remember
next
one
will
be
september.
21St
2022.
I
think
we've
all
kind
of
reached
a
conclusion
that
our
work
will
not
be
completed
in
one
session,
we'll.
A
But
we're
hoping
that
maybe
we
can
have
something
prepared
for
in
this
next
legislative
session.
But
to
that
end
you
know
how
positive
those
with
things
that
came
here
today,
thinking
that
they
were
going
to
testify
we're
truly
not
in
a
position
to
take
testimony
from
from
anybody
other
than
those
we've
invited.
Here.
I
can't
tell
you
the
number
of
people
who
approached
me
said
I'd
like
to
talk
about
this
or
I'd
like
to
talk
about
that
even
employees
and
there's
just
no
effective
way.
A
We
can
do
that,
as
senator
alvaro
said,
we're
not
a
committee,
we're
a
task
force
here
to
gather
information
and
try
to
decipher
what's
happening.
So
my
apology
is,
if
there's
some
expectation
that
folks
thought
they
were
going
to
be
able
to
speak
today,
we're
just
not
in
a
position
to
do
that
and
if
you
can
see
this
organizational
chart,
you'd
see
if
everybody
wanted
to
talk
about
each
one
of
these
we'd
be
here
until
the
12th
of
never.
So
again,
my
apologies.
If
there's
a
misunderstanding
with
that,
there's
no
other
business.