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A
C
A
Chairman
and
speaker
fryerson
as
well.
Thank
you
thank
you
good
morning.
We
we
will
be
having
taking
action
later
in
the
agenda.
So
it's
important
that,
if
you
could,
I
know
we
have
some
bill
presentations
and
things
like
that
that
other
members
have
to
do
so.
A
Please,
if
you
have
to
step
away,
please
try
to
get
back
before
the
end
of
the
committee
and
I
always
like
to
remind
folks
to
mute
their
their
microphones
when
they're
not
talking
and
keep
their
cameras
on
if
they
can
and
so
that
we
can
make
sure
we
maintain
it
for
them
and
and
if
you
need
to
have
a
question
or
anything
like
that
on
anything
we're
walking
through
we've
got
I've
got
teams
up
and
skype,
and
my
text
message
or
cell
phone
or
you
can
just.
A
A
We'll
have
public
comment
at
the
end
of
this
agenda
and,
as
always,
you
can
find
out
how
to
make
a
public
comment
by
getting
onto
our
agenda
and
has
the
number
that
you
can
call
into
or
you
can
go
to
the
legislative
website,
the
nellis
portion
of
our
legislative
website
and
there's
a
banner
at
the
top
that
walks
you
through
how
to
make
public
comment
that
will
be
at
the
end
of
this
agenda.
A
Today
we
we
have.
We
have
a
couple
of
things
that
we're
going
to
be
going
over
first
to
be
hearing
from
the
the
governor's
office
of
finance
from
director
brown
and
they're,
going
to
be
going.
Oh
she's
going
to
be
going
over
the
smart
21
budget,
and
then,
after
that,
we
will
have
a
process
where
our
fiscal
staff
will
will
work
with
the
members
to
review
the
budget,
work
session
process
and
budget
subcommittee
committee
and
joint
full
committee
closing
process.
A
Ms
coffin
and
mr
thorley
will
be
walking
us
through
that,
and
that's
very
important.
As
we
start
to
go
into
the
budget
closing
phase
of
the
legislative
session.
It
will
be
really
important
for
us
to
to
get
that,
and
I
also
we're
going
to
have
from
director.
Brown
is
also
going
to
go
over
the
statewide
decision
units
before
she.
She
goes
over
the
smart
21
process
so
with
that
director
brown.
D
D
This
decision
unit
is
included
in
the
majority
of
budgets
in
the
executive
budget.
This
decision
unit
reflects
increases
or
decreases
in
costs
included
for
each
internal
service
fund
and
changes
in
individual
budgets
reflects
both
the
changes
in
a
cost
per
service,
as
well
as
the
changes
in
the
utilization
of
that
service.
D
With
the
exception
of
the
enterprise
information
technology
services,
where
utilization
changes
show
an
adjusted
base
so
moving
to
the
division
of
human
resource
management,
we
have
the
payroll
assessment
and
overall,
this
rate
is
increasing
about
48
thousand
dollars
in
fiscal
year
22
and
decreasing
by
about
66
000
in
fiscal
year.
23.
D
you'll
see
some
fluctuations
in
in
these
numbers,
as
I
go
through
part
of
that
is
due
to
the
hiring
freeze
that
was
implemented.
Last
year,
as
well
as
restrictions
on
fund
spending,
where
we
asked
state
agencies
to
only
do
essential
spending.
So
that's
why
you're
going
to
see
some
of
these
fluctuations,
and
so
we
saw
some
of
the
reserves
in
these
accounts
grow,
and
so
these
rates
are
fairly
flat
and
some
of
them
will
decrease
because
of
that.
D
So
the
personnel
assessment
is
increasing
by
about
112
000
in
fiscal
year
22
and
then
decreasing
by
183
000
in
fiscal
year
23.
fleet
services.
These
are
monthly
rental
weights
that
are
charged
to
state
agencies,
and
these
are
decreasing
by
about
1.1
million
dollars
in
each
of
the
upcoming
years
risk
management.
D
We
have
a
property
and
contents
insurance
that
is
increasing
by
approximately
twenty
seven
thousand
dollars
a
year,
and
we
have
here
vehicle
comp
and
collision,
that's
decreasing
by
about
eighty
seven
thousand
dollars
a
year
and
our
employee
bond
insurance
that
is
dropping
by
about
three
thousand
dollars
so
fairly
flat
on
that
one
and
then
moving
on
to
buildings
and
grounds.
This
is
state-owned
building
rent.
This
is
decreasing
by
about
1.7
million
dollars
in
fiscal
year
22,
and
about
a
million
and
a
half
in
fiscal
year
23.,
and
then
we
have
enterprise
information
technology
services.
D
There
are
about
20
hospitals
within
this.
This
amount
that
I'm
going
to
throw
out
there
and
overall
they're
decreasing
by
about
1.4
million
dollars
in
fiscal
year,
22
and
1.6
million
in
fiscal
year
23.,
and
then
we
have
the
purchasing
division
purchasing
assessment
that
one
is
increasing
by
about
89
000
a
year.
This
is
an
allocation
of
effort
for
services
that
is
charged
to
state
agencies,
the
statewide
cost
allocation
plan.
D
D
That's
done
in
those
those
agencies
are
charged
for
services,
and
this
is
done
on
a
look
back
so
we're
using
fiscal
year
19
in
fiscal
year,
20's
actual
hours
and
then
basing
that
using
the
projected
expenditures
for
fiscal
years,
22
and
23,
and
we
are
seeing
an
increase
in
the
attorney
general
cost
allocation
of
about
3.4
million
dollars
in
fiscal
year,
22
and
1.4
million
dollars
in
fiscal
year
23.
D
and
then
the
next
one
is
the
tort
claim.
This
is
self-insurance
for
general
liability
claims
and
we're
seeing
a
slight
decrease
in
this.
It's
about
two
thousand
dollars
in
the
first
year
and
five
thousand
dollars
in
the
second
year
and
vehicle
liability
is
increasing
at
about
sixteen
thousand
dollars
in
fiscal
year.
Twenty
two
and
twenty
four
thousand
dollars
in
twenty
three,
and
I
can
stop
there
before
I
move
on
to
the
next
decision
unit
for
questions-
or
I
can
just
go
on
to
the
next
link.
A
D
Yeah,
so
the
next
decision
unit
is
m
300,
and
this
is
french
benefit
rate
adjustments,
so
accounts
in
the
executive
budget
that
have
positions
in
them
have
this
decision
unit
included,
and
this
adjusts
the
expenditures
for
the
infringement
costs
for
fringe
benefits
for
employees.
So
this
includes
both
active
and
retiree
group
health
insurance,
and
you
can
see
that
active
employee
group
insurance
subsidy
amount
of
is
changing
from
783
and
30
cents
in
fiscal
year
21..
It
is
dropping
to
727
in
fiscal
year
22
and
then
increases
up
to
755
dollars
in
fiscal
year
23..
D
D
D
And
then
we
have
the
public
employee
retire
retirement
system,
so
these
rate
changes
are
based
on
an
actuarial
report
that
was
completed
as
of
june
30th
of
2020,
and
that
indicated
that
an
increase
in
contribution
rates
for
employees
needed
to
occur
so
regular
employees.
That
is
those
who
match
their
state
contribution.
This
is
also
known
as
the
employee
employer
paid
retirement
rate.
This
the
current
rate
is
15.25.
D
Regular
employees
on
employer
paid
retirement
are
increasing
from
29.25
to
29.75
or
a
half
a
percent
increase,
and
then
police
fire
who
match
the
state's
contribution
or
are
on
the
employee.
Employer
paid
retirement
are
increasing
from
22
percent
to
22.75,
and
that
is
a
three-quarters
of
a
percent
increase
and
then
for
those
in
police
fire
on
employer
paid
insurance.
It's
an
increase
from
42.5,
currently
to
44
or
one
and
a
half
percent
increase,
and
then
we
have
workers
compensation.
D
This
is
also
calculated
as
a
percent
of
gross
salaries.
This
one
is
on
a
calendar
year
basis,
and
this
is
capped
at
thirty
six
thousand
dollars
per
employee
per
calendar
year.
This
is
reducing
from
two
point:
three,
eight
percent
to
two
point:
zero,
three
percent
and
then
finally,
we
have
the
labor
relations
assessment.
This
is
a
new
assessment,
that's
being
added
to
fund
the
labor
relations
unit
within
the
division
of
human
resource
management.
A
Thank
you,
director
brown.
I
appreciate
that
we
do
have
a
number
of
questions
I'll
I'll
start
out
going
back
to
m
100
and
the
state
owned
building
rent
category
gl
7100.
A
We
know
that
we
we
noticed
that
the
department
of
motor
vehicles
and
their
new
renal
field
office
that
was
not
included
in
the
calculation
and
sent
since
the
you
know.
The
building
state-owned
building
rent
for
the
new
dmv
is
not
included.
Would
the
addition
of
this
building
impact
the
recommended
office
space
rental
rate
for
the
the
upcoming
biennium.
D
A
D
A
Thank
you.
Thank
you
very
much,
and,
and
I
know
I
I
believe
chair
carlton
has
some
questions
as
well.
E
Thank
you,
mr
chairman,
so
the
attorney
general's
cap
cost
allocation
plan
is
always
kind
of
complicated
and
a
little
bit
confusing,
because
it's
a
look
back
so
we're
looking
back
at
what
the
costs
were,
and
if
I
remember
correctly
three
years
is
a
look
back
on
this
one.
Miss.
D
Brown,
I
believe
that
is
correct.
So
of
attorney
general
we
are,
we
have
the
hours
from
18
and
19.
and
then
there
is
a
look
back
to.
Let
me
think
about
that.
For
a
second,
there
is
a
look
back
that
does
a
carry
forward
within
the
attorney
general's
cost
allocation,
and
let
me
see
if
I
can
it's
on
a
three-year
cycle,
so
it
looks
back
to
fiscal
year.
18.
D
E
E
This
doesn't
include
the
the
outside
lawsuits
that
possibly
the
previous
administration
that
was
in
the
attorney
general's
office
was
looking
at,
so
we're
not
paying
for
those
lawsuits,
we're
paying
for
the
billable
hours
to
state
agencies
for
their
dags
and
for
the
attorney
general.
Is
that
correct.
D
Susan
brown,
for
the
record,
that
is
correct.
We
are
paying
for
the
cost
of
the
attorney
general's
office
for
those
billable
hours,
and
then
there
are
outside
hours
that
are
charged
to,
for
example,
boards
and
commissions.
So
that
is
also
included
in
the
attorney
general's
office
as
a
revenue
source.
D
E
So,
and
if
you
don't
have
this
answer
right
now,
that's
fine,
so
will
we
be
seeing
the
outside
costs
for
those
lawsuits
anywhere
or
where
do
those
fit
into
the
budget,
and
we
may
have
seen
it.
I
apologize
in
the
attorney
general's
budget,
but
I'm
not
sure
they
were
delineated.
I
just
want
to
make
sure
I
understand
all
the
different
components.
E
A
Appreciate
that
mr
carlton
and
I
I
think
assemblywoman
benitez
thompson
has
a
question
as
well.
B
Thank
you
so
much
chair
brooks.
I
appreciate
that
so
my
question
was
on
the
statewide
cost
allocation
cap
plan
and
it
looked
like
a
couple
of
those
budgets.
There
were
either
significant
increases
and
one
in
particular
was
the
prison
industry
budget.
So
I
was
wondering
if
you
could
talk
about
the
reasons
for
the
fluctuation
in
that
account.
D
D
A
Thank
you.
I
know
that
assemblywoman
monroe
moreno
has
a
question
as
well.
I
think
she'll
even
be
able
to
speak.
B
D
B
Thank
you
just
answered
my
second
question.
I
know
nothing
in
the
federal
government
works
in
a
timely
fashion
or
as
quick
as
we
would
like
for
it
to
work,
and
so
my
second
question
was
going
to
be,
if
you
had
an
estimated
date
of
when
we
would
have
those
regulations
coming
down,
but
I
would
assume
that
would
be
a
no
as
if
yeah.
A
Thank
you,
director,
brown
and
and
assemblywoman
monroe
mourinho,
that
is
the
4.1
billion
dollar
question
that
we've
already
been
talking
about
several
for
a
couple
of
hours
this
morning
yeah.
So
I
appreciate
that
and
obviously
we'll
be
working
closely
together
when
we
timelines
are
understood
because
that's
going
to
be
incredibly
important
to
your
office
and
everyone
else's,
I
don't
know.
If
I
I
I
don't
see
any
other
questions
on
statewide
decision
units.
A
Do
I
I'm
somebody
all
right,
mr
chairman
and
senator
keith
keffer,
oh
senator
kikofer
go
ahead.
I
appreciate
it.
Thank
you
since
we're
just.
F
Pinging
miss
brown
on
theoretical
timelines.
I
was
hoping
she
might
be
able
to
provide
a
timeline
when
we
might
get
budget
amendments
related
to
the
collective
bargaining
process.
D
A
F
Okay,
great
so
for
today's
presentation.
I'd
like
to
briefly
go
over
the
project
scope
for
any
new
members
on
the
committee
from
there
I'll
go
through
a
very
quick
update
on
where
the
project's
at
and
then
I'll
jump
right
into
our
budget.
F
So
the
smart
21
project
is
replacing
the
21
year
old,
financial
and
hr
system
with
success,
factors
which
is
and
s4hana
which
are
two
sap
erp
modules
and
we'll
be
integrating
other
state
of
nevada
business
systems.
Along
with
that,
a
few
examples
of
that
is
the
nevada
executive
budget
system,
also
known
as
nebs
nevada,
epro
and
various
asset
management
systems
and
other
state
operating
systems
is
applicable.
F
Our
current
project
status
is
wave
1.1
and
1.2.
Both
went
live
on
march
1st,
and
these
include
wave
1.1
is
employee.
Central
the
modules
are
employee
information
position,
management,
personnel
actions,
organizational
charts
as
well
as
wave
1.2,
which
is
onboarding,
recruiting
and
learning
management.
F
Our
go
live
status.
As
of
yesterday
we
had
a
total
of
611
tier
2
and
tier
3
tickets.
Tier
two
and
two
tier
three
tickets
are
tickets
that
actually
take
some
changes
to
the
system,
be
it
a
configuration
change
to
workflow
role
assignments,
also,
any
system
related
issues
for
connectivity
that
would
have
to
go
over
to
sap
of
those
611.
We
have
469
of
them
that
have
been
resolved
and
our
top
tip
ticket
topics
are
access
to
the
system,
role,
assignments
and
workflow.
F
So
we've
had
some
issues
with
some
of
the
rurals
where
they
don't
have
a
static
ip
address,
and
so
we're
working
with
sap
on
how
to
connect
to
those
rural
areas
with
their
variable
ipa
addresses,
and
we
have
a
ticket
out
with
sap
right
now
to
resolve
that
rural
assignments.
The
roles
were
identified
through
the
workshops
that
we
had
based
on
the
position
types.
F
This
is
how
the
information
processes
through
the
system
for
recruiting
and
things
like
that,
and
so
we
had
a
standardized
workflow
and
we're
working
with
some
of
the
agencies
who
want
additional
steps
within
that
workflow
to
meet
their
internal
requirements
and
ultimately,
with
this
go
live.
I
really
want
to
say
thank
you
to
the
department
of
human
resources,
all
of
the
agency,
hr
personnel
and
technical
smes,
and
my
smart
21
project
team
for
a
successful
go
live.
F
You
know
in
my
experience
with
go
lives
this
large,
you
can
have
catastrophic
failures,
you
can
go
really
smoothly
and
ours
was
pretty
much
right
in
the
middle
kind
of
where
we
kind
of
anticipated,
giving
the
challenges
that
we've
had
over
the
last
year.
F
Continuing
on
with
project
status,
wave
1.3
is
payroll
time
and
attendance.
This
is
scheduled
to
go
live
in
january
of
22,
along
with
talent
management
which
is
going
to
be
going
live
in
january
22
as
well.
Payroll,
we've
finished
all
of
our
workshops
and
the
playbacks
and
we're
starting
to
work
on
completing
the
system,
configuration
documents
with
our
vendor
and
then
for
1.4
talent
management,
we'll
be
starting
that
next
month
and
then,
with
that,
we
also
have
our
wave
2.0,
which
is
the
finance
module.
F
It
includes
pretty
much
all
of
our
finance
areas,
general
ledger
accounts,
payable,
accounts,
receivable,
billing,
treasury
purchasing,
etc,
and
the
status
is
we've
completed
all
of
our
workshops
and
we
have
one
remaining
playback
and
then
we'll
the
go
live
for
that
will
go
live
at
the
beginning
of
fiscal
year
23.,
and
with
that
I
will
jump
into
our
organization
and
then
into
the
budget.
F
So
this
is
our
current
organizational
chart
we'll
see
some
different
deck
units
as
we
go
through
the
budget
dec
unit
e225
represents
this
box
in
red
with
the
two
positions
inside
of
it.
It's
a
purchasing
officer,
three,
an
executive
budget
officer.
Two,
these
are
part-time
positions
that
were
originally
intended
for
the
requirements
gathering
process,
as
well
as
the
rfp
process
and
the
contracting
process.
Once
we
have
had
contracted
those
resources
were
no
longer
needed,
and
so
they
haven't
been
filled
during
this
current
biennium
and
so
e225
is
eliminating
those
two
positions.
F
All
of
the
positions
you
see
highlighted
in
yellow
those
positions
are
associated
with
decision
unit
e227,
and
what
this
decision
unit
is
doing
is
removing
all
those
positions
from
base
and
they
will
be
funded
in
our
one
shot.
Request
e
888,
since
these
positions
are
project
specific
at
this
point
in
time
and
are
then
available
to
be
utilized
with
the
one
shot,
the
one-shot
appropriations,
and
then
we
have
the
boxes
highlighted
in
blue.
F
This
box
represents
our
our
it
consultant,
our
msa,
that
is
working
solely
on
data
cleansing
and
integrations,
and
that
is
related
to
e229
and
we'll
see
that
in
a
little
bit
later,
the
additional
cost
associated
with
that.
So
with
that
we'll
jump
straight
into
the
budget,
this
page
here
represents
our
base
budget.
F
F
Next
page
goes
starts
going
into
our
enhancement.
E-225,
as
I
previously
mentioned,
removes
the
executive
branch
budget
officer
and
a
purchasing
officer,
and
those
are
once
again
are
because
we
haven't
utilized
them
this
biennium
and
don't
anticipate
utilizing
them
going
forward.
E227,
as
I
previously
mentioned,
moves
24
project
personnel
and
associated
costs
from
the
base
budget
and
moves
that
over
to
e-888
for
the
one-shot
appropriation
in
go2
e228.
F
This
decision
unit
funds,
the
smart
21
center
of
excellence,
also
the
operating
center.
The
center
of
excellence
consists
of
30
people
and
associated
costs,
and
this
is
what's
going
to
support
the
project
on
or
the
system
once
we
fully
go
live
and
we
start
transferring
people
over
as
different
modules
go
live
e229.
F
There
was
minimal
changes
to
the
actual
integration
costs
as
far
as
the
contracted
costs
with
outsided
vendors,
and
the
bulk
of
this
cost
is
really
there's
about
thirty
thousand
dollars
in
year,
one
that
is
vendor
associated
costs
for
updating
nebs
and
the
remainder
of
it
is
funding
our
msa,
who
is
working
on
the
data,
cleansing
and
integration.
F
The
next
page
we
go
over
some
additional
enhancement
units,
so
e2
e234.
This
is
funding
educational,
con
conferences
for
three
operating
staff
per
conference.
The
funding
for
year,
one
is
actually
included
in
our
system:
integration,
contract,
they're
funding,
conferences
for
the
team.
For
two
years
last
year's
conferences
were
canceled
and
so
we'll
be
able
to
utilize
that
funding
for
conferences
in
calendar
year
21
as
well
as
22
and
so
it'll,
be
fiscal
year,
23
that
we're
actually
looking
for
some
additional
funding.
F
The
reason
for
these
conferences
is
these
are
educational
for
the
technical
and
the
functional
team
to
ensure
that
they
maintain
their
competency
as
system
patches
and
upgrades
are
released,
and
so
this
way
we
can
actually
maintain
the
system
in-house
instead
of
having
to
go
out
and
hire
msas
to
support
our
system
e236.
F
F
This
is
a
transfer
of
seven
legacy
system
staff
to
the
smart,
21
center
of
excellence.
Six
of
the
staffs
will
support
smart
21
once
we
retire,
the
legacy
systems
and
one
of
them
will
continue
to
support.
Neb's
sets
and
open
government
and
the
very
last
one
is
just
a
decision
that
aligns
the
funding
associated
with
the
transfer
of
legacy
staff
and
then
just
very
briefly.
A
All
right
well,
thank
you.
Thank
you,
mr
nix,
and
I
do
have
a
handful
of
questions
and
and
again,
if
you
have
a
question
for
mr
nix
or
director
brown,
you
can
holler
or
use
one
of
these
four
communications
screens.
I
have
open,
but
my
first
question
is-
and
I
always
always
wondered
this,
and
hopefully
some
others
have
as
well.
But
what
does
smart
21
the
acronym
actually
stand
for.
F
A
Well,
thank
you
very
much.
I
appreciate
that,
and
I
I
think
senator
dennis
as
well
has
a
question.
G
I
do
thank
you,
mr
chair,
so,
and
I
think
you
you,
you
basically
covered
this
in
your
presentation,
but
I
just
want
to
double
check.
You
know
back
in
2013
we,
you
know,
we
approved
the
initial
funding
to
start
the
process
and
you
we've
been
going
and
now
we're
to
the
point
where
hopefully
we're
going
to
be
done.
I
just
want
to
ensure
that
you
had
this
on
your
time
frame,
but
that
you're
going
to
be
done
by
june
22.
Is
that
correct.
G
So
have
you
run
in,
I
know
we
took
a
kind
of
a
I
don't
know,
maybe
more
thoughtful
approach
or
just
a
slower
approach
to
to
implement
this
particular
project.
G
Have
you
run
into
any
issues
that
you
think
are
going
to
be
problematic
in
the
future
that
we
might
need
to
be
thinking
about
that?
You
know
you
might
be
coming
back
to
us
saying:
hey
we're
going
to
have
to
do
this.
We
need
to
add
this
or
or
this
stuff
is
going
to
cost
more
any
of
those
kind
of
issues.
F
You
know
there's
always
issues
like
that.
You
know,
ultimately,
the
the
workshops
that
we
have
are
supposed
to
identify.
You
know
all
the
requirements
for
the
configuration
of
the
system
as
we
found
out
with
this
go
live.
There
were
some
items
that
were
missed
and
so
we're
working
with
the
agencies
to
address
the
items
that
weren't
collected
during
the
workshops.
F
Most
of
those
are
pretty
minimal
costs.
I
would
say
that
you
know,
probably
our
biggest
area
of
concern
is
really
going
to
be
around
the
finance
side,
just
because
of
the
significant
change
in
the
chart
of
accounts
and
how
accounting
will
be
done.
You
know
and
getting
concurrence
on
what
that
looks.
F
Like
you
know,
the
more
we
deviate
from
the
standard
operation
of
the
sap
system,
the
more
cost
we
will
incur,
and
so
you
know
one
of
our
guiding
principles
is
to
go
with
best
practices
and
how
the
system
is
designed,
and
so
you
know,
depending
on
those
deviations
is
really
going
to
you
know,
depend
or
could
be
the
reason,
but
why
we
actually
incur
additional
costs.
F
Not
that
the
solution
doesn't
work,
but
the
config,
the
standard
configuration
of
the
system
won't
meet
the
states,
the
state's
needs,
and
so
some
additional
configuration
will
need
to
happen,
and
so
with
that
additional
configuration,
since
it
wasn't
part
of
the
rfp
there
could
be
additional
costs
associated
with
that.
F
It
could
the
majority
of
the
configuration
changes
that
our
integrator
are
proposing
is
being
done
on
a
different
layer
within
the
system
to
where,
when
we
get
updates
and
patches,
it
shouldn't
impact
those
configuration
changes.
But
if
something
comes
up
that
they
can't
do
at
on
a
different
layer,
then
that
could
potentially
increase
ongoing
support
costs.
G
G
F
That's
our
goal,
so
you
know
for
implementations,
it's
kind
of
standard
practice
for
the
implementation
team
to
roll
right
into
the
operating
center
because
they
have
the
knowledge
of
the
system
because
they
were
working
on
the
configurations
and
things
like
that,
and
because
of
that
experience
we
feel
pretty
confident
that
we'll
be
able
to
support
the
majority
of
the
ongoing
expenses.
As
far
as
the
the
upgrades
and
the
patches
we
may,
depending
on
what
happens,
have
to
contract
with
msas
from
time
to
time,
for
something
that's
beyond
our
scope.
A
Thank
you
senator
dennis,
and
next
I
think
we
have
assembly,
woman,
hattigy.
B
Thank
you,
chair
brooks.
I
just
need
a
little
bit
more
information
on
the
center
of
excellence
concept.
Is
this
something
that's
unique
to
nevada?
How
did
you
guys
determine
that
this
was
appropriate
for
our
state
of.
F
Sure
so,
the
center
of
excellence
is
actually
a
concept
that
is
pretty
universal
now
within
erp
systems,
and
so
basically,
it's
just
a
common
naming
convention
for
what
is
the
operating
center.
The
center
that
supports
the
that
supports
the
erp
system
as
far
as
the
patches,
the
updates,
the
configuration
changes,
etc.
F
So
early
on
in
the
project,
we
started
working
with
our
with
our
system
integrator
to
identify
what
we
need
as
far
as
a
center
of
excellence,
staffing,
wise
and
everything
else.
So
the
first
thing
we
did
is
we
reached
out
to
various
public
entities
that
had
implemented
a
sap
erp
system.
F
Some
of
those
entities
are
the
state
of
arkansas
the
city
of
san,
diego
penn
state
university
in
clark,
county
and
kind
of
looked
at
their
staffing
levels.
Now,
as
far
as
I'm
aware,
the
state
of
the
the
state
of
nevada
is
the
first
one
to
go
fully
cloud-based.
F
These
other
entities
are
at
least
partially
on-premises
and
their
staffing
levels
range
from
the
upper
30s
to
the
low
50s
as
far
as
the
staffing
of
their
operating
center
or
center
of
excellence,
and
so
since
we're
going
fully
cloud-based,
we've
felt
that
we
could
actually
go
a
little
bit
lower,
be
conservative
in
our
staffing
levels
to
ensure
that
we
are
to
ensure
that
we're
actually
hiring
the
right
level
we're
not
hiring
too
many
people
and
having
to
find
people
jobs
later
on.
F
And
then
once
we
get
to
a
steady
state
of
operation,
we
can
reassess
our
staffing
levels
and
look
to
see
if
we
need
to
add
additional
staff
or,
if
we're
at
the
right
level
during
this
first
two
years,
we're
kind
of
doing
a
blended
support,
we're
having
people
that
are
that
are
on
the
the
implementation
side
and
then,
as
their
waves
go,
live
they'll,
be
rolling
off
to
the
they'll,
be
rolling
off
to
the
operations
center.
F
F
To
actually
utilize
any
msas,
if
needed
so
with
that
that's
kind
of
the
background
on
the
center
of
excellence
as
far
as
what
the
center
of
excellence
is
made
up
of,
I
can
talk
to
that
briefly
as
well,
so
when
we
look
at
it,
what
we're
going
to
be
having
our
our
business
process
owners
and
those
are
typically
the
smes
out
in
the
agencies,
we
have
our
functional
managers
who
are
managing
the
financial
or
the
hr
side
and
kind
of
the
the
work
that
they're
doing
is
you
know,
they're
responsible
for
overseeing
the
functional
work
areas
and
work
assignments,
giving
direction
to
their
functional
area
leads.
F
Okay
and
then,
from
there
the
hr,
functional
team
lead
is
going
to
be
an
expert
in
the
hr
modules.
They
review
all
the
requirements
in
the
hr
area.
They
determine
any
hr,
training
needs,
facilitate
hr
projects,
work
assignments,
etc.
F
The
functional
team
for
finance
does
very
similar
things
as
hr
lead,
but
they
focus
on
the
financial
modules
and
then
the
erp
technical
manager
is
the
overall
technical
manager
for
the
experience
with
all
the
elements
within
the
system.
On
the
development
side,
they
review
and
assign
functional
specs
the
appropriate
developer
or
analytic
team
member.
F
They
oversee
the
security
team
on
the
operations
or
basis
team.
They
will
provide
guidance
and
approval
for
the
technical
configuration
and
also
approval
of
transports.
They
give
directions
to
each
of
the
technical
area
leads,
including
the
signing
priorities
and
they
manage
and
oversee
any
of
the
necessary
transports
and
then
from
there.
The
ocm
and
training
obviously
is
for
all
the
upgrades
and
configuration
changes.
They
keep
the
training
up
to
date.
F
They
communicate
out
through
the
agencies
to
ensure
that
everybody
is
aware
of
changes
that
are
being
made
and
they
conduct
surveys
on
user
satisfaction
and
help
us
to
kind
of
understand
what
direction
we
need
to
go
going
forward.
As
far
as,
if
there's
you
know
enough
desire
for
changes,
they
help
coordinate
that
within
the
organization
as
well
and
then
the
hr
functional
team.
What
they'll
be
doing
is
they'll,
be
troubleshooting
and
determining
root
causes
of
issues
in
the
system.
They'll,
analyze
the
requirements
received
from
business
units
and
help
develop
the
solutions.
F
They'll
be
doing
some
configuration
changes
within
the
system
and
creating
some
submitting
security
specs
for
the
technical
security
team
and
it's
for
the
finance
side,
it's
once
again
very
similar,
but
it's
finance
centric
instead
of
hr,
centric,
and
so
that's
kind
of
you
know
not
so
high
a
kind
of
a
medium
level.
Description
of
the
coe
did
that
answer.
Your
questions,
miss
hadigen.
C
A
Thank
you
assemblywoman
under
ratty.
Do
you
have
a
question.
I
I
do
thank
you,
chair,
and
I
think
this
is
building
off
of
senator
dennis's
and
assemblywoman
how
to
key's
questions.
I
What
came
to
mind
for
me
is
that
sometimes
we,
when
we
do
these
large
technology
rollouts,
we
don't
necessarily
do
enough
work
on
the
change
management
side
to
make
sure
that
we're
adjusting
our
processes
and
our
people
to
match
the
technology
rather
than
trying
to
get
programmers
to
get
the
technology
to
match
all
of
our
existing
people
and
process,
and
so
you
just
went
through
that
whole
structure
and
all
those
people.
But
I
guess
what
I'm
wanting
to
understand
is
what
is
the
decision-making
process?
I
So
when
do
we
push
back
and
say,
no,
the
software
really
does
do
what
we
need.
We're
just
going
to
have
to
do
some
change
management
to
make
sure
that
our
processes
and
people
are
prepared
to
use
it
versus
this
really
is
a
place
where
it
doesn't
meet
our
need
and
we
need
to
do
a
deviation.
The
state
is
a
huge
organization,
there's
a
lot
of
players.
Where
does
that?
I
F
Right
so,
ultimately,
the
change
management
starts
with
the
workshops,
and
one
of
our
guiding
principles
is
to
only
look
at
changes
to
configuration
where
there
is
a
regulatory
or
statutory
reason
for
that,
and
so
we
approach
all
of
our
workshops
with
the
idea
of
going
with
the
standard
workflow
within
sap.
F
So
during
those
workshops,
if
there's
a
statutory
or
regulatory
requirement
that
we
have
to
meet
those
are
captured
and
then
there's
a
discussion
around
you
know,
is
this
a
regulation
that
we
can
change?
Is
it
a
statute
that
we
can
submit
to
the
legislature
to
change,
or
is
it
something
that
we
need
to
configure
this
the
system
for,
and
so
you
know,
our
desire
is
to
make
the
least
amount
of
modifications
to
the
system
as
we
can
use
the
system
as
it
was
developed
instead
of
making
changes
and
standardizing
process
flows
across
the
entire
state.
F
F
If
it's
unable
to
be
resolved
at
the
steering
committee
level,
it
then
goes
to
the
executive
committee,
which
is
made
up
of
the
director
of
the
governor's
finance
office,
the
state
controller
and
the
director
of
the
department
of
administration
and
they're,
the
final
say
on
the
deviations
from
the
standard
and
and
approving
the
additional
expense
for
the
project.
F
F
Outside
of
that,
we
have
individuals
out
in
the
agencies
who
are
the
champions
for
change
management
and
they
are
supporting
our
ocm
team,
so
it
kind
of
gives
us
a
larger
presence.
Over
the
last
year,
it's
been
a
little
bit
difficult
with
so
many
people
working
virtually.
You
don't
have
that
the
same
interaction
that
you
would
with
people
within
the
offices,
but
still
we
have
the
the
change
managers
that
are
that
are
out
there
supporting
it,
and
so
there's.
F
Various
monthly
communications
to
the
change
managers,
as
well
as
to
the
state
as
a
whole,
describing
the
change.
We
do
various
surveys
to
understand
where
people
are
at
with
their
understanding
of
the
project
and
the
readiness
for
that
change,
and
you
know
just
constantly
working
to
support
everybody.
A
Thank
you
senator
ratty,
and
I
believe
we
have
a
question
from
assemblywoman
gorlo.
B
Thank
you,
chair
brooks.
I
think
you
touch
base
on
this
a
little
bit
in
your
presentation,
but
I
wonder
if
you
could
talk
a
little
bit
more
about
why
the
cost
not
related
to
the
smart
21
system
recommended
to
transfer
into
the
smart
21
budget.
B
Sure
why
costs
that
are
not
related
to
the
smart
21
budget?
Why
they've
been
recommended
to
transfer
into
the
smart
21
budget.
F
Okay,
so,
ultimately,
I
I
believe
that
you're
talking
about
the
transfer
deck
unit
of
the
legacy
staff
and
the
main
reason
that
this
was
suggested
is
really
about
business
continuity
as
we
approach
the
retirement
of
these
legacy
systems.
If
these
people,
if
these
employees
didn't
have
a
path
for
continued
employment,
it's
very
likely
that
they'd
be
looking
for
other
opportunities
within
their
skill
set.
F
So
by
transferring
them
over
into
the
smart
21
budget,
we
will
be
able
to
ensure
that
they
have
that
continuity
going
forward
they'll
be
supporting
the
legacy
systems
until
retirement
during
that
time,
as
they
have
capacity.
They'll
also
be
learning
the
new
system.
So
when
their
the
legacy
systems
are
retired,
they
can
seamlessly
move
right
into
supporting
the
legacy
system,
and
I
know
there's
been
questions
about.
F
You
know,
isolating
the
costs
for
the
smart
21
budget,
so
we
can
actually
have
a
good
good
visibility
on
the
true
cost
of
this
project
and
so
ultimately,
similar
to
what
I've
done.
This
current
biennium
is
we'll
be
using
special
use
categories
to
isolate
those
costs,
to
ensure
that
the
legacy
costs
don't
get
intermixed
in
with
the
with
the
system,
integration
costs
and
we're
also
separating
out
the
the
operating
center
cost.
So
we
can
actually
see
what
is
the
system
integration
cost?
A
Thank
you,
assemblywoman,
silly
woman
peters.
Do
you
have
a
question.
B
I
do
thank
you.
My
question
is
related
to
the
discussion
previously
on
data
cleansing
and
integration.
F
So,
from
a
smart
21
perspective,
it's
isolated
just
to
the
smart
21
project,
and
so
once
we
go
live
in
july.
I
have
some
additional
support
costs
for
the
msa
to
support
data
cleansing
up
through,
I
believe
it's
october,
and
what
that
will
do
is
once
we
go
live
if
there's
issues
that
we
have
we'll
have
the
resource
there
to
address
those
data,
cleansing
and
integration
issues
and
then,
once
the
system's
fully
live
any
new
systems
that
agencies
bring
on,
they
will
have
to
budget
within
that
implementation.
F
Any
connections
if
any,
with
the
smart
21
project,
and
so
all
all
future
costs
would
be
borne
by
the
agency.
That's
implementing
new
software
new
systems
within
their.
F
A
Thank
you.
Do
any
of
the
committee
members
have
any
further
questions
on
the
smart
21
program
or
budget
for
mr
nix.
A
And
it
does
not
appear
as
if
we
do
so.
I
really
want
to
thank
you
this
morning,
mr
nix,
for
presenting
for
us
today
and
walking
us
through
the
program
and
for
bringing
nevada
into
the
21st
century
and
and
keep
up
the
good
work
and
and
have
a
good
morning
and
we'll
move
on
to
our
next
agenda
item.
A
So
next
up
we
have
a
review
of
the
work
session
and
budget
closing
process
and
we'll
have
mr
thorley
and
miss
kaufman
presenting
to
us
this
morning
on
on
how
that
works,
and
it's
the
last
agenda
item
and
mr
thorley,
will
you
first
walk
the
committee
through
the
budget
work
session
process?
Please.
H
H
So
as
we
hit
about
the
midpoint
of
session
here,
the
money
committees
are
going
to
transition
from
hearing
budget
presentations
from
agencies
to
starting
the
budget.
Closing
process
and
part
of
the
budget.
Closing
process
involves
certain
budgets
getting
a
work
session,
so
I'm
going
to
briefly
touch
on
the
the
budget
work
session
process
and
how
it's
a
little
different
than
the
work
session
that
goes
on
in
policy
committees.
H
Ms
kaufman
will
then
briefly
go
through
the
budget
closing
process
and
then
at
the
end
I
will
talk
about
technical
adjustments,
so
the
the
budget
closing
or
the
work
session
process
when
it
comes
to
the
money
committees
is
allows
larger,
more
complex
budgets.
H
H
The
money,
the
the
work
sessions,
help
staff
as
we
develop
options,
potential
options
for
the
subcommittee
or
the
committee
to
consider
that
they
might
want
to
see
once
the
budget
comes
up
for
closing,
and
it
also
gives
additional
information
to
the
members
and
additional
issues
are
identified,
and
all
this
is
is
part
of
the
process
to
help
the
money
committees
again
get
to
the
point
where
they
have
the
information
that
you'll
have
the
information
that
you
need
to
to
close
the
budget
and
to
make
an
informed
decision.
H
So,
unlike
a
work
session
in
a
policy
committee
where
a
bill
is
heard
and
then
an
action
is
taking
taken
in
the
budget
work
session,
the
an
actual
formal
action
by
the
the
subcommittee,
the
committee
will
not
be
taken,
but
direction
will
be
given
to
staff
that
will
help
us,
as
we
prepare
the
closing
document
for
that
agency
for
that
budget,
so
that
when
it
does
come
up
for
closing
the
information
that
you
all
need
is
presented
to
you.
H
The
nevada
system
of
higher
education,
as
it
relates
to
enrollment
projections,
health
care,
financing
and
policy
regarding
medicaid
caseload,
reprojections,
the
capital
improvement
program
or
cip
regarding
state
funding
and
bonding
for
projects,
and
then,
lastly,
is
part
of
the
the
cip
discussion,
the
state
infrastructure
bank
regarding
the
administration
of
the
bank
and
funding
for
the
state
of
funding
for
the
administration
of
the
state
infrastructure
bank.
H
H
E
Thank
you
so
in
the
list
that
you
just
went
over,
those
are
possible
or
proposed,
but
that's
that's
not
a
definite
list
there.
There
could
be
some
changes
if
we
get
answers
to
some
questions
and
are
able
to
work
on
some
of
these
issues,
not
necessarily
every
single
one
of
those
will
actually
require
a
work
session.
We're
just
trying
to
be
prepared,
as
we
move
forward
to
make
sure
that
we
do
get
all
the
information
that
we
need
to
be
able
to
close
those
budgets.
Am
I
correct.
H
Yes,
you
are
correct:
assemblywoman,
carlton
wayne
thorley
for
the
record
again,
and
thank
you
for
that
clarification.
Yes,
these,
as
information
is
received
this
this,
the
budgets
that
need
work
session
might
change.
We.
We
we've
proposed
these
and
and
got
and
have
them
on
the
calendar.
But
yes,
as
the
session
progresses,
things
might
might
change,
and
so
this
is
what
we
are
proposing
currently
as
staff.
E
Thank
you
very
much,
mr
chairman.
I
just
didn't
want
our
freshman
members
of
this
committee
to
all
of
a
sudden
start
thinking
about
all
those
different
issues
and
trying
to
digest
them
all
right
now,
we'll
take
them
one
at
a
time
and
work
our
way
through
them,
and
some
of
them
will
take
a
little
longer
and
some
of
them
will
be
quite
easy,
so
I
just
wanted
to
make
sure
everybody
was
on
the
same
page.
Thank
you.
A
Thank
you,
chair
carlton,
for
for
that
clarification
and
do
any
of
the
other
members
have
any
questions
for
mr
thorley
on
this
work
session
process.
Assembly
woman,
tolls.
C
Thank
you
so
much
chair
brooks
and
thanks
for
explaining
some
of
the
differences
between
the
policy
committees
and
the
budget
committees
and
can.
C
C
Thank
you
sorry
about
that
too.
Many
too
many
things
looking
at
the
same
time
so
anyway,
thank
you
for
for
acknowledging
the
differences
between
a
policy
committee
and
a
budget
committee,
and
this
may
be
just
sort
of
a
a
broader
general
process
question,
but
in
a
policy
committee.
Typically,
if
you
have
suggestions
for
changes
or
amendments,
you
would
go
to
a
sponsor
and
work
with
them
and,
and
potentially
you
know,
come
up
with
some
suggestions
that
would
be
implemented
and
and
then
bring
everybody
on
board.
C
If
that's
the
case
with
a
budget,
perhaps
there's
you
know
some
some
ways
to
work
through
what
was
recommended
versus
what
we
might
want
to
see
handled
differently.
What's
the
process
who
who
do
we
go
to
it's
very
different
in
a
budget
committee,
because
we're
dealing
with
agencies
we're
dealing
with
other
members
on
this
committee,
we
could
just
sort
of
get.
You
know
some
some
best
practices
so
that
we
know
we're
doing
this
in
the
right
way.
I
I
think
that
might
be.
H
Helpful
chair:
did
you
want
me
to
respond
to
that
from
staff
perspective,
or
did
you
want
to
respond
from
no.
A
H
H
Certainly
if,
if
there
are
options
or
a
different
direction
that
that
you
would
like
us
as
staff
to
look
at
as
far
as
a
potential
closing
option
for
for
an
account
for
a
budget.
Let
us
know-
and
so
we
can,
we
can
take
a
look
at
whether
that's
a
viable
option
and
and
what
you
know
what
it
would
take
as
far
as
resources
to
consider
that
as
a
closing
option.
H
Through
our
work
with
the
agencies,
we
also
identify
options
that
the
committee
might
want
to
consider
different
than
what's
been
proposed
in
the
executive
budget
and
those
will
be
brought
forth
during
the
work
session
process.
Also
as
an
option
that
you
all
might
want
to
consider
so
yeah,
definitely
from
staff's
perspective.
If
there's
something
that
you're
looking
at,
let
us
know
so
that
we
can.
We
can
start
researching
how
that
might
look.
A
Thank
you,
mr
thorley,
and,
and
you
know,
I
think,
similar
to
all
the
other
committees
that
that
you're
on
and
especially
in
the
budget
subcommittees,
you
would
want
to
get
with
the
chair
of
that
budget
subcommittee
or
the
chair
of
the
general
committee
or
the
the
full
committee
and
and
make
your
concerns
known
and
and
try
to
work
through
that
process.
A
Because
you
know
a
lot
of
those
concerns
are
brought
up
in
the
the
budget
meeting
in
the
subcommittee
meeting
as
we
walk
through
these
these
issues,
and
so
I
would
urge
you
to
work
with
the
chair
of
your
subcommittee
or
the
chair
of
your
case,
chair
carlton,
or
you
know
my
case
with
me
in
that
process.
I
don't
know
if
you
have
anything
further
to
add
to
that
at
chairperson.
E
No,
no
senator,
I
I
think
you
said
it
very
well.
You
know
our
staff
is
really
fantastic
when
we're
asking
questions
and
we're
digging
in
in
each
individual
budget
that
you've
been
listening
to
for
the
last
50
some
days,
they're
taking
notes
and
following
up-
and
I
know
a
lot
of
you-
have
gotten
those
thick
packets
of
follow-up
questions
so
going
through
those
and
making
sure
you
understand
what
the
actual
answer
to
the
question
is.
I
know
it's
difficult
because
we
get
them
weeks
afterwards.
E
This
year
will
be
a
bit
different
because
of
the
overlying
fact
that
there's
a
lot
of
cuts
involved
so
it'll
be
a
different
type
of
discussion
on
on
what
will
be
cut
and
what
won't
be
cut.
But
I
can
tell
you
that
you
know
our
staff
is
very,
very
good
at
listening
to
us
and
trying
to
help
us
get
all
the
information
that
we
need
to
make
those
final
decisions.
C
Thank
you
so
much
I.
I
really
appreciate
that.
I
know
that
we
have
such
difficult
tasks
before
us
and
just
appreciate
the
experience
on
the
committee
for
those
of
us
who
are
new
and
want
to
make
sure
we're
doing
this
right.
A
Thank
you
for
the
question
assemblywoman
tools
and
do
any
of
the
other
members
have
any
other
questions
for
mr
thorley
about
the
work
session
process.
A
J
Certainly,
thank
you,
mr
chairman,
for
the
record
sarah
kaufman
legislative
council
bureau
of
physical
analysis
division.
Yes,
I
will
be
walking
the
committee
through
the
closing
process.
The
closing
process
is
slightly
different
for
the
various
budget
accounts
that
are
in
the
executive
budget.
J
J
So
budget
accounts
assigned
to
staff
do
not
contain
funding
recommendations
requiring
a
policy
or
significant
funding
decision
to
be
made,
but
do
include
recommendations
for
technical
adjustments,
and
so
what
does
that
mean?
Technical
adjustments?
Well,
technical
adjustments
to
fiscal
staff
are
essentially
adjustments
to
quantities
and
prices,
adjustments
to
cost
allocations,
as
well
as
corrections
to
budgets
that
don't
necessarily
involve
the
decisions
or
significant
funding
decisions.
J
J
I
would
note
that
in
the
subcommittee
there
there
will
be
a
heading
in
your
closing
document
that
provides
some
some
minor
adjustments
and
so
fiscal
staff
prior
to
the
subcommittee
closing
we'll
make
some
very
minor
adjustments
to
the
budgets,
and
this
is
usually
for
various
issues
that
don't
require
a
lot
of
authority.
It's
it's
basically
just
like
technical
adjustments
for
like
funding,
source
errors
or
those
types
of
things,
and
so
we'll
go
ahead
and
make
those
adjustments
to
the
budget
and
provide
that
to
the
subcommittee
and
their
their
documents.
J
The
subcommittee
actions
are
considered
in
one
motion.
However,
the
senate
finance
subcommittee
members
may
decide
to
close
the
budget
with
a
different
recommendation
from
the
assembly
ways
and
means
subcommittee
members,
and
these
recommendations
result
in
closing
differences
which
are
resolved
typically
in
the
full
committee
closings.
J
And
so
I
would
note
that
there
there
may
be
differences
at
the
full
committee
level
and
when
that
occurs,
there
is
typically
what
we
consider
a
differences
meeting
in
which
both
of
the
money
committees
come
together
and
when
a
consensus
is
reached
between
the
two
houses.
J
One
house
will
rescind
its
motion
and
then
take
a
motion
to
agree
with
the
other
house
subcommittee.
Actions
are
considered
to
be
recommendations
to
the
full
committee
and
it
is
the
full
committee
that
actually
takes
the
the
vote
or
the
action
for
closing.
The
budget
subcommittees
may
request
to
issue
letters
of
intent.
J
J
The
letters
of
intent
are
recommendations
that
are
made
by
the
subcommittee
and
they
do
receive
final
approval
from
the
full
committees
once
the
subcommittee's
finalize
their
closing
recommendations
for
a
particular
agency.
Those
actions
are
reported
to
the
excuse.
Me
are
reported
by
staff
to
the
full
committees
and
enacted
upon
in
the
full
committees.
J
There
could
be
some
decisions
that
are
made
that
may
may
not
align
with
the
subcommittee's
recommendations
once
the
money
committees
act
on
the
closing
recommendations
for
all
state
agencies
and
resolve
the
differences
staff
records
those
actions
and
begins
to
draft
the
six
appropriation
and
authorization
bills
to
operate.
State
government
for
the
upcoming
biennium
and
those
bills
include
the
appropriations
act.
The
authorizations
act,
education,
funding
bill,
the
pay
bill,
the
capital,
improvements,
project
bill
and
the
pet
bill,
and
with
that,
mr
chairman,
I
would
be
happy
to
try
to
answer
any
questions.
The
committee
may
have.
A
E
Thank
you
just
just
for
the
committee
member
and
and
and
and
the
publics
once
once
we
do
these
and
we
get
there.
We
we
don't
amend.
The
decision
has
been
made.
If
there
are
adjustments
that
need
to
be
made
in
the
long
run,
there
are
other
options.
There
are
other
paths
to
be
able
to
do
it.
We
work
on
those
large
bills,
basically,
as
as
as
a
draft,
it's
kind
of
opposite.
We
they
we
don't
actually
get
the
real
bill.
E
We
we
get
the
draft,
we
look
at
it,
we
work
on
it
and
we
go
from
there
once
we
get
them.
That's
it
they're
not
amended
unless
you
want
to
be
here
on
the
4th
of
july.
So
just
keep
that
in
mind
that
as
we
move
and
it
it's,
it
seems
kind
of
strange.
E
E
Everyone
wanted
to
understand
that
we
we
all
want
to
do
the
right
thing
and
we
all
think
we
have
fantastic
ideas,
but
there
comes
a
point
when,
when
we're
done
and
we
need
to
move
on
and
we
need
to
draft
the
bills
and
get
them
to
the
full
body
so
that
they
can
read
them
and
understand
them
and
then
vote
on
them
to
get
them
to
the
governor.
So
I
just
thought
I
would
make
sure
that
everybody
was
on
the
same
page
on
that.
Thank
you,
mr
chairman.
A
Now
I
appreciate
that
sure
carlton-
it's
I
I
think
it
can't
be
stressed
enough
just
that
that
the
schedule
is
incredibly
tight
and
this
is
gonna
be
an
incredibly
challenging
year
based
upon
what's
behind
us
and
what's
in
front
of
us,
and
so
thank
you
so
much
dr
carten
for
reminding
us
of
that
and
I'm
sure
we'll
we'll
need
to
have
a
few
more
reminders
as
we
go.
A
So
thank
you.
So
much
does
anyone
else
have
any
questions
for
miss
kaufman
on
this
process,
mr
chair,
oh
assemblyman,
titus,.
B
Thank
you
just,
I
guess
more
about
observation
and
just
a
clarification
for
everyone.
It's
been
said
that
we
do
indeed
have
to
close
the
education
budget
first
before
we
can
close
any
other
budget.
I
didn't
hear
any
comments
towards
that,
but
that
doesn't
mean
we
can't
start
the
budget
closing
process
on
all
of
these
by
just
prior
to
finishing
the
education
budget.
Can
you
give
us
a
kind
of
synopsis
on
that
pathway.
J
Thank
you,
mr
chair
yeah,
so
the
budget
budget
process
or
the
closing
process
can
begin
right
now
and
what
what
we
will
do
is
start
drafting
all
of
the
budgets
and
putting
them
into
the
bills.
The
bills
can
actually
be
heard
in
one
house
and
they
can
be
passed
in
one
house.
J
What,
then,
has
to
occur
is
when
it
gets
to
the
second
house
that
second
house
essentially
has
to
sit
on
the
bill,
so
both
houses
can't
actually
pass
any
bills
with
any
appropriations
in
it
until
that
k-12
funding
bill
is
actually
passed,
and
you
you
may
have
heard
chair,
carlton
talk
about
her
parking
lot
and
that's
basically
a
bunch
of
bills
that
we
put
in
that
are
sitting
there
waiting
to
have
a
hearing
in
the
second
house,
but
for
because
of
the
provisions
of
the
education
first,
the
constitutional
provision,
those
actually
can't
move
until
that
k-12
funding
bill
gets
passed.
B
A
And
and
thank
you
assemblywoman
titus,
because
that's
an
that's
a
confusing
process
and-
and
it
really
is
needed
some
clarifications
helpful.
So
I
appreciate
you
bringing
that
up
and
thank
you,
miss
kaufman
for
for
walking
us
through.
That.
Does
anyone
else
have
any
questions?
Any
other
committee
members
have
any
questions
for
ms
kaufman
on
the
budget.
Closing
process.
E
E
So,
as
members
of
this
committee,
people
will,
if
you're
not
used
to
it,
people
will
be
coming
to
you.
You
can
always
refer
them
to
the
chairs.
Please
don't
refer
them
to
the
staff.
The
staff
has
a
lot
of
work
to
do.
They
have
a
lot
of
things
to
get
done
when
it
comes
to
the
bills.
That
really
was
is
in
the
purview
of
the
the
senator
and
myself
and
yeah
our
vice
chairs,
our
our
team.
So
we
have
to
manage
those.
E
It's
very
choreographed,
and
I
know
a
lot
of
the
members
outside
these
committees
are
not
going
to
understand
that.
So
if
all
the
members
of
these
two
committees
could
make
sure
that
you
know
the
folks
that
do
come
to
you
just
explain
to
them
that
the
chairs
have
a
way
of
working
their
way
through
these
bills,
and
please
don't
have
anyone,
call
the
staff
because
they
have
so
much
more
to
do
and
we
have
very
limited
time.
So.
Thank
you
very
much,
mr
chair.
A
Thank
you.
I
appreciate
that
any
other
questions
for
miss
kaufman,
mr
thorley,
on
the
last
two
issues.
A
All
right,
I
do
not
see
any
so
that
will
bring
us
to
our
last
item
and
that
is
technical
adjustments.
Mr
thorley
will
you
we
discussed
the
technical
adjustments
and
and
blanket
authority
for
making
adjustments
during
the
budget.
Closing.
H
Thank
you,
mr
chair,
again
for
the
record
wayne
thorley
senate
fiscal
analyst.
Ms
kaufman
mentioned
the
technical
adjustments
and
that
these
are
corrections
to
the
budget
that
don't
represent
police
policy
decisions
or
significant
funding
decisions.
H
H
H
Generally.
These
issues
will
be
decided
upon
once
the
money
committees
close
certain
budget
accounts
that
allocate
these
costs
an
additional
global
decision
unit.
That
is
impacted
in
this
way
is
decision
unit
m
300,
which
makes
changes
to
various
fringe
benefit
rates
for
state
employees,
including
public
employees,
retirement
system,
contribution
rates
and
public
employees
benefits
program,
employer
contribution
rates.
G
A
I
have
a
motion
from
chair
carlton
and
a
second
from
vice
chair
dennis.
A
Do
I
have
any
discussion
on
the
motion.
A
Seeing
no
discussion
on
the
motion
would
please
take
a
vote.
J
G
J
H
A
Yes
and
the
motion
passes,
and
that
is
the
final
agenda
item
for
our
business
today
before
public
comment,
and
so
now
we
can
move
on
to
public
comment.
Thank
you
very
much,
mr
thorley,
and
thank
you
miss
kaufman
for
helping
us
through
that
process
today
and
so
now,
we'll
move
to
public
comment
and
bps.
Will
you
make
sure
that
that
line
is
open
and
give
any
of
the
public
an
opportunity
to
call
in.
B
B
Thank
you
chair.
The
public
line
is
open
and
working
and
there
are
no
callers
at
this
time.
A
Thank
you,
since
we
have
no
public
comment
this
morning.
That
brings
our
meeting
to
an
end,
and
so
I'd
like
to
adjourn
this
meeting
of
senate
finance
and
ways
and
means.
Thank
you.