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A
Thank
you
very
much
so
good
morning,
everyone
happy
friday
welcome
to
the
joint
meeting
of
assembly,
ways
and
means,
and
senate
finance.
We
have
two
very
interesting
budgets
in
front
of
us
today,
so
our
standard
disclosures
please
make
sure
that
anything
that
makes
the
noises
is
turned
off
for
the
public.
You
can
access
this
meeting
through
the
nellis
website,
it's
very
user
friendly
and
with
that,
if
I
could
go
ahead
and
have
our
committee
secretary,
please
call
the
roll.
C
B
D
D
A
B
Their
camera
but
they'll
probably
be
either
presenting
or
doing
work
in
other
committees,
so
just
so,
the
public
understands
that
they
see
that
that
member
might
be
another
place
in
the
building
at
another
meeting.
So
with
that
committee
I
believe
we
can
go
ahead
and
start
and
I'm
going
to
have
to
close
my
window
here
in
a
second.
A
B
A
I'm
living
in
a
spotlight
our
first
agenda
item
today
is
the
cannabis
compliance
board.
E
E
I'm
also
going
to
give
a
brief
overview
of
the
ccb
and
talk
about
how
this
agency
was
brought
online
over
the
past
12
months,
as
we
are
a
brand
new
state
agency.
I'll
also
talk
a
little
bit
about
the
agency's
responsibilities
and
how
we
oversee
the
cannabis
industry
in
the
state
and
how
that
differs
from
from
past
iterations
of
cannabis
oversight.
I
feel
like
these
points
are
important
to
understand
the
reasoning
behind
the
budget
requests
before
you
today.
E
So
a
couple
remarks
on
the
history
before
we
pull
up
our
powerpoint.
Here
I
mentioned
we
are
a
new
state
agency.
The
ccb
was
created
through
assembly
bill
533
during
the
2019
legislative
session,
cannabis
oversight,
nevada's
had
an
interesting
history
in
its
transition
from
the
department
of
health
and
human
services.
When
medical
cannabis
was
legalized,
then
to
the
department
of
taxation
in
2017.
E
The
next
two
years,
17
to
19,
saw
share
of
issues
emerge
in
the
industry
and
for
those
that
regulate
it.
As
the
legal
cannabis
industry
took
off
the
industry,
frankly
outpaced
and
outnumbered
the
resources
and
capacity
for
what
was
the
marijuana
enforcement
division
to
appropriately
handle
what
was
fast
becoming
and
remains
today,
a
very
complicated
and
high
stakes
industry.
E
The
need,
then,
for
a
new
home
for
oversight,
became
immediate,
so
assembly
bill
533
authorized
the
ccb
to
begin
as
an
agency
on
july
1st
of
last
year
2020..
My
position
was
authorized
to
start
on
january
1st
six
months
prior
to
begin
that
transition
of
cannabis
oversight,
responsibilities
from
taxation
department
to
the
cannabis
compliance
board.
The
ccb
was
to
be
a
new,
centralized
standalone
regulatory
body
to
oversee
the
cannabis
industry
and
work
to
mimic
how
the
nevada
gaming
control
board
regulates
gaming.
E
The
time
frame
in
place
gave
us
a
very
short
one
way
to
stand
up
this
agency
and
fully
transition
oversight.
When
we
began
to
lay
this
framework
for
the
ccb,
we
immediately
faced
a
number
of
challenges.
We
inherited
a
backlog
of
open
disciplinary
cases
that
had
been
untouched.
Some
stretching
back
to
2018.
E
This
review
period
would
last
for
nine
months
until
the
ccb
took
over
in
july,
signifying
that
the
proper
guard
rails
were
now
in
place
to
begin
moving
forward.
Again,
we
took
over
the
in
the
middle
of
a
very
public
and
very
arduous
lawsuit
stemming
from
a
competitive
licensing
round
in
2018
litigation
that
saw
both
sides,
the
state
and
the
industry's
reputation
severely
tarnished.
E
Moving
forward
to
today.
We
are
nearly
through
this
list
of
old,
outdated
cases
and
are
now
operating
like
an
efficient
regulatory
body
should
operate
issuing
new
complaints
and
filing
disciplinary
action,
including
sizable
fines
and
license
revocations
for
those
licensees
that
are
found
not
to
be
in
compliance
with
the
state's
regulations.
E
E
Transitioning
this
oversight,
body
and
and
clearing
the
deck
so
that
the
state
could
realize
a
fresh
start
in
cannabis.
Oversight
was
was
not
a
small
task.
It
was
accomplished
by
the
incredible
efforts
of
not
only
the
50
individuals
who
make
up
my
staff
at
the
ccp,
but
with
our
partners
at
other
state
agencies.
Like
the
taxation
department,
the
attorney
general's
office.
We
also
have
an
incredible
five-member
board
appointed
by
the
governor,
whose
expertise
in
many
of
these
matters
has
served
to
help
guide
this
agency.
E
So
it's
because
of
these
efforts.
We
have
a
much
better
story
to
tell
today
and
that
we
look
forward
to
not
only
introducing
you
to
the
ccb
and
working
with
this
joint
committee
to
really
continue
efforts
to
push
this
industry
and
agency
forward
in
a
responsible
and
effective
way.
I
believe
that
starts
with
ensuring
we
have
the
necessary
resources
and
organizational
structures
in
place
to
do
just
that.
I've
got
my
incredible
staff
and
division
heads
here
with
me:
some
that
have
expertise
in
cannabis,
stretching
back
to
the
medical
days
here
in
nevada.
E
E
Great
so
I'll
begin
briefly
with
the
makeup
of
the
new
cannabis
compliance
board.
Ccb
is
made
up
of
five
board
members
appointed
by
the
governor.
This
board
acts
as
the
final
decision
maker
for
regulatory
matters,
discipline
and
final
licensing
within
the
cannabis
industry.
The
board
is
currently
chaired
by
former
nevada
supreme
court
chief
justice,
michael
douglas.
E
The
ccb
staff
currently
authorized
at
60
ftes.
However,
with
a
number
of
positions
on
hold
for
budgetary
reductions,
acts
as
the
administrative
arm
of
the
ccb
performing
all
functions
necessary
to
carry
out
oversight
of
the
industry.
I'll
touch
on
our
agency
functions
later
also
created
in
8533
was
the
cannabis
advisory
commission.
This
is
a
12
member
commission,
created
with
eight
industry,
appointments
to
act
in
advisory
capacity
to
provide
insight
and
non-binding
recommendations
on
regulatory
matters
to
the
board
at
the
request
of
the
board
and
the
executive
director.
E
To
give
you
an
idea
of
some
of
our
agencies,
operations
and
regulatory
responsibilities,
we
we
regulate
and
overseen
about
a
743,
operational,
medical
and
adult
use
licenses.
We
promulgate
regulations
within
the
nevada,
cannabis
compliance
regulations,
the
nccr
to
guide
the
industry
and
ensure
licensees
remain
in
compliance.
E
We
audit
and
inspect
all
licensed
facilities.
This
includes
in-person
audits,
desk
audits,
financial
audits
and
in-depth
public
health-focused
inspections
of
facilities.
We
conduct
investigations,
both
regulatory
and
criminal
and
work
with
state
and
local
law
enforcement
partners
on
statewide
actions
pertaining
to
cannabis,
related
issues.
We
perform
in-depth
background
and
suitability
checks
on
new
individuals
and
companies
that
are
looking
to
be
a
part
of
this
industry
in
our
state.
We
collect
fees
and
fines.
E
We
facilitate
meetings
of
the
board
and
the
commission,
along
with
many
other
duties,
you
see
on
the
screen
so
moving
to
the
organization
of
our
of
our
agency
as
part
of
the
development
of
the
ccp,
we
took
a
hard
look
at
the
current
organizational
structure
and
made
significant
changes
to
address
not
only
what
we
perceived
as
upcoming
needs,
but
also
what
we
knew
we
would
have
to
accomplish
again
to
satisfy
the
public
policy
goals.
This
assessment
led
to
one
of
the
budgetary
requests
on
reclassification,
that's
before
you
today,
and
that
I'll
address
shortly.
E
The
agency
needs,
after
our
assessment,
naturally
fit
into
four
divisions
of
the
ccb
administration
and
licensing
audit
and
inspections,
investigations
and
enforcement.
Our
administration's
licensing
division
maintains
the
database
of
our
operational
and
conditional
licenses.
This
is
our
database
of
over
10
000,
active,
registered
agents
in
the
cannabis
industry,
and
it's
responsible
for
processing
applications
for
agent
cards,
packaging
requests,
change
of
locations
for
current
establishments,
licensing
and
renewal
application,
and
also
works
with
local
governments
to
ensure
the
appropriate
local
zoning
and
permitting
has
taken
place
before
any
approval.
E
E
Our
facility
inspectors
are
all
registered
as
environmental
health
specialists,
allowing
for
in-depth
inspections
on
such
things
as
imminent
health
hazards,
safety
of
ingredients
and
final
products,
sanitation
of
facilities,
use
of
equipment
and
other
public
health
matters.
We
also
have
dedicated
lab
inspectors
in
this
division,
tasked
with
examining
nevada's
10
certified
testing
laboratories.
E
Finally,
we
have
a
suite
of
auditors,
whose
main
task
is
to
now
audit
inventory
and
tax
reports
submitted
by
our
licensees
to
ensure
what
the
licensee
is
reporting
both
in
sales
and
inventory
match
up
correctly,
with
our
seed
to
sale
tracking
system.
This
tracking
system
is
what
we
use
to
have
real-time
insight
into
all
licensees
operations
to
ensure
daily
compliance
and
that
all
products
are
legally
sourced
and
sold.
E
Investigations
is
the
next
division.
This
division
is
a
brand
new
division
for
cannabis
oversight
in
the
state.
As
I
reference
at
the
beginning,
you
know
that
2019
report
of
possible
foreign
influence,
in
addition
to
just
general
weaknesses
in
the
background,
investigation
and
suitability,
review
of
current
owners
and
new
owners
entering
the
industry
by
by
buying
licenses,
really
necessitated
this
wholesale
change
in
how
we
perform
background
investigations
early
in
2020
before
the
ccb
was
fully
authorized.
E
I
began
working
with
former
gaming
control
board
chair
sandra
douglas
morgan,
and
we
worked
out
an
arrangement
to
essentially
borrow
if
you
will
expertise
in
the
form
of
gaming
staff
to
help
craft
our
new
investigations
division.
It's
a
great
story,
because
that
expertise
eventually
joined
our
agency
full-time
and
now
leads
our
investigations
division.
E
E
This
work,
which
is
similar
to
gaming,
includes
now
conducting
in-person
interviews
a
full
suite
of
background
and
due
diligence
checks
and
a
financial
analysis,
our
investigations,
division,
reviews
and
processes
all
transfer
of
interest
requests.
So
these
are
the
requests
to
either
transfer
ownership
internally
or
to
sell
ownership
to
an
outside
individual
or
company,
all
of
which
did
not
exist
before
the
ccb
took
over
in
july.
E
The
investigations
division
also
reviews
all
management
contracts
and
changes
to
officers
and
board
members
and
provides
our
board
members
with
comprehensive
investigative
reports
to
help
the
board
make
its
licensing
division
decisions.
Lastly,
is
the
enforcement
division?
Our
enforcement
division
evaluates
all
complaints
made
against
a
licensed
facility,
including
incident
reports
that
are
filed
by
the
facilities
themselves.
E
The
enforcement
division
includes
post-certified
enforcement
agents
that
also
work
with
our
inspectors
and
auditors.
During
investigations
for
av-533,
all
disciplinary
investigations
are
performed
in
conjunction
with
the
nevada
attorney
general's
office.
We
have
two
spectacular
senior
deputy
attorney
generals
assigned
to
the
ccp.
They
work
with
our
team
to
review
investigations
and
prepare
disciplinary
complaints
when
warranted
the
board
is
the
final
arbiter
in
all
disciplinary
matters
and
has
final
approval
regarding
any
settlement
agreements.
E
Civil
penalties
in
our
industry
can
include
warnings,
fines,
destruction
of
products,
suspensions
and
revocations
of
licenses
and
aging
cards.
Our
enforcement
division
also
partners
with
local
and
state
law
enforcement
on
joint
investigations
and
information
sharing
now
to
provide
some
brief
statistics
and
general
industry
information
that,
I
think,
will
be
helpful
and
again
we're
happy
to
answer
any
follow-up
questions
on
any
of
these
numbers.
E
In
fiscal
year
21
we
anticipate
processing
over
18
000
agent
registration
cards.
In
reality,
it's
it's
likely
going
to
be
closer
to
20
000
we've
been
seeing
around
60
applications
a
day
that
has
not
slowed
down
for
most
of
the
year,
which
is
is
again
more
than
we
had
anticipated
in
fiscal
year.
22
you'll
see
there
is
a
drop.
E
This
is
because
our
agent
card
renewals,
beginning
in
july
of
last
year,
they
went
from
an
annual
renewal
period
to
a
two-year
renewal
period,
but
again,
given
this
year
exceeding
expectations,
we're
certainly
interested
in
seeing
how
big
of
a
drop
we
actually
realize,
as
this
industry
continues
to
pick
back
up.
E
As
I
mentioned,
there
are
743
total
medical
and
recreational
operational
licenses.
Statewide
many
of
these
licensed
medical
and
recreational
establishments
are
located
together.
We
call
that
co-located
but
owned
by
the
same
operator,
cannabis,
tax
collection.
Obviously
is
which,
which
is
a
function,
that's
handled
by
the
nevada
department
of
taxation?
However,
we
work
closely
with
taxation
on
financial
audits
when
necessary
and
to
ensure
our
licensees
are
up
to
date
on
taxes
and
are
remitting
the
appropriate
amount
of
taxes.
E
There
are
two
excise
taxes
collected
on
cannabis
sales,
there's
a
15
excise
tax
collected
on
the
first
wholesale
transaction
of
cannabis
products
that
wholesale
collection
goes
into
to
our
budget
account
and
funds.
Our
agency
operations
before
the
remainder
is
transferred
back
to
the
dsa
and
then
there's
the
10
excise
retail
tax
collected
on
the
retail
sale
of
products
at
at
retail
establishments.
That
goes
directly
to
taxation
for
distribution.
E
Finally,
you
know
I
wanted
to
give
a
brief
overview
of
the
impact
of
of
covert
19.
I
I
think
it's
important
and
how
the
ccb
worked
through
these
challenges
and
how
we
ensured
both
the
industry
stayed
active
and
and
really
protected
the
revenue
stream
to
the
state.
During
this
pandemic,
at
the
end
of
the
day,
and
what
still
remains
today
during
the
continued
crisis,
is
that
coven
necessitated
a
need
for
flexibility
both
within
our
agency
and
within
the
industry.
E
The
cannabis
industry
was
was
considered
essential
and
delivery
services
were
left
available
at
the
beginning
of
covid.
However,
retail
stores
were
closed
to
in-person
customers.
This
required
a
major
pivot
for
many
of
the
retail
facilities
throughout
the
state.
Now
we've
always
allowed
delivery
here
in
nevada,
but
when
we
moved
to
delivery
only
in
those
first
few
weeks,
licensees
just
didn't
have
that
infrastructure
in
place
like
vehicles
and
drivers
to
facilitate
that
kind
of
expanded
business.
E
Thus,
the
ccb
developed
a
virtual
vehicle
inspection
process.
This
allowed
our
inspectors
to
inspect
virtually
delivery
vehicles
and
approve
them
to
begin
service
in
a
very
short
amount
of
time.
As
we
move
through
the
pandemic,
we
then
developed
a
curbside
pickup
model.
This
was
something
that
was
not
available
to
licensees
before
covid
and
not
provided
for
in
our
regulations.
E
We
designed
this
curbside
model,
including
developing
the
rules
and
restrictions
licensees,
would
need
to
follow
and
again
allowed
for
retail
facilities
here
to
pivot
their
operations
further
and
meet
the
needs
of
consumers.
While,
following
our
strict
covert
guidelines,
we
also
lost
in-person
services
for
agent
registration
cards.
These
cards
are
needed
to
work
in
the
industry,
and
so
the
ccb
developed
a
web-based
agent
registration
card
application
so
that
replaced
that
the
outdated
paper
application
and
allowed
for
a
much
more
streamlined
application
process,
as
people
started
to
get
back
to
work
on
the
retail
side.
E
You
know
the
ccb
similar
to
many
other
agencies,
was
able
to
issue
extensions
to
its
temporary
approvals,
so
both
for
delivery,
vehicle,
ids
and
temporary
agent
cards.
Those
extensions
are
both
still
in
effect
today,
due
to
the
continued
health
crisis,
so
now
I'll
present
our
our
budget
request
and
and
chair
and
committee
again,
I
really
appreciate
that
opportunity
to
provide
the
overview
of
the
agency
and.
A
And
mr
klimas,
if
I
could
stop
you
right
there,
please,
because
this
is
new,
and
this
is
not
a
policy
committee,
so
I
want
to
make
sure
that
all
the
members
are
aware
that
we
really
don't
want
to
get
into
any
policy
discussions.
The
policy
has
been
decided
you've
been
created.
I
think
you've
done
an
excellent
job,
considering
the
circumstances
and
dealing
with
the
bill
and
the
pandemic
and
everything.
A
But
I
know
there
might
be
just
some
general
questions
from
the
committee,
so
I'd
like
to
go
ahead
and
possibly
handle
those
and
then
get
into
the
budget.
So
committee
members,
my
teams
is
not
working,
so
it's
it's
hard
to
see
who
wants
to
be
recognized,
but
if
there
is
someone
who
would
like
to
ask
a
question
right
now,
this
might
be
a
good
time
and
then
we'll
get
into
the
budgets.
A
Not
seeing
one,
oh
yes,
I
have
miss
benitez
thompson
and
then
assemblywoman
titus,
so
I'll
go
to
ms
benitez
thompson.
First.
B
A
F
Yes,
thank
you.
If
I
might,
I
appreciate
that
you
mentioned
early
on
in
your
comments
regarding
your
staff
and
the
scientists
doing
the
regulatory
process
and
making
sure
that
these
la
your
labs
are
making
sure
that
the
advertising
is
accurate,
so
how
many
labs
are
out
there,
in
other
words,
for
for
everybody's
information.
F
You
know
you
have
to
test
this
like
any
other
food
product
or
any
other
service
that
when
somebody
says
they're
selling
this
product,
that
it
has
x,
amount
of
cbd
in
it
or
x,
amount
of
marijuana
or
whatever
the
labeling
is
so
how
many
labs
do
you
have
confirming
the
manufacturer's
claims.
E
And
thank
you
silly
woman
for
the
questions.
Tyler
klimes
for
the
record
you're
correct.
So
we
have
ten
certified
testing
facilities
statewide.
I
believe
two
in
the
north
and
eight
and
south.
F
Are
there
any
consequences,
then,
if,
if
it
fails
to
live
up
to
its
what
it
says
it
has
in
it,
what's
the
fall
through
on
that.
E
E
What
you're
touching
on
is
is
one
of
the
most
important
parts
of
this
industry.
We
consider
these
lab
testing
facilities.
They
are
the
gatekeeper
of
the
industry,
it's
what
keeps
our
consumers
safe
and
so
two-part
answer
to
that.
Not
only
do
we
have
mechanisms,
let's
say
you
know
a
product
is
found
to
have
high
levels
of
yeast
and
mold.
E
However,
it
did
pass
right
because
it
can't
be
sold
unless
it
passes
a
lab,
but
you
know
things
can
happen
right,
mold
can
grow,
and
so
you
know
in
a
in
a
situation
where
it's
not
malicious
right.
We
we
issue
public
health
safety
advisories,
and
we
do
that.
You
know
I
don't
want
to
say
frequently
we
have
and
hopefully
not
frequently,
but
but
we
certainly
do
that
on
a
regular
basis.
E
Therefore,
they're
regulated
just
as
strict
and,
to
be
honest
with
you,
we
just
finished
a
14-month
investigation
on
one
of
our
labs
that
we're
now
going
to
go
forward
with
it
was
issued
at,
I
believe,
the
last
or
two
board
meetings
ago,
14
months
with
our
lab
inspectors,
and
that
just
gives
you
an
idea
of
how
complex
this
section
of
the
industry
is
when
you're
dealing,
as
you
know,
with
standard
operating
procedures
and
lab
testing.
E
F
Clarification
on
that,
so
you
know
the
fda
follows
whether
or
not
we
have
medications
out
there
that
are
accurate
and
they
live
up
to
what
they
say.
They
are
I'm
just
wanting
to
make
sure
that
that
we
have
some
sort
of
consumer
protection
in
there
and
where
do
the
consumers
go
to
know
that
this
store
is
good?
This
one's,
not
good,
you
know
how
do
people
know
when
they
get
a
bad
product,
so.
E
You
know
they
should
they
should
never
get
a
bad
product
because
it
has
to
go
to
testing
first
and
and
what
every
single
test
produces,
what
we
call
a
certificate
of
analysis,
and
that
is
a
full
sheet
with
all
of
testing.
You
know
eastern
mold
aspergillus
pass
fail,
you
know
the
the
you
know
and
got
you
know,
I'm
not
an
expert
in
this,
and
if
you
I
have
an
expert
that
we
can
certainly
bring
up
here,
but
that
sheet
is
available
to
consumers.
E
If
you
go
to
a
retail
facility
and
you
purchase
product,
you
can
ask
to
see
that
coa
and
they
are
required
to
show
that
coa
to
you,
you
know
we're
we're
working
on
and-
and
I
I
think
actually
assemblywoman
peters
has
has
a
bill
out
there-
something
that
we
internally
support
is
is
going
a
step
further
and
making
sure
that
information
is
also
posted
online
for
the
public,
so
really
transparent,
accountable
and
and
really
easy
to
access
is,
is
something
that
we're
doing
not
only
with
lab
testing
but
something
we
want
to
do
throughout
the
industry.
F
Thank
you
for
those
those
answers
and
thank
you,
madam
sure,
for
allowing
me
that
line
of
questioning.
Thank
you.
A
You're
welcome
dr
titus,
so
I
I
have
one
question.
When
I
look
at
the
agent
cards,
I
want
to
understand
who
all
gets
that
agent
card
and
I've
had
some
complaints
from
folks
who
wanted
to
know
why?
Because
they're,
a
janitor
or
they're,
just
a
cleanup
technician
or
you
know,
working
working
when
the
plant
is
actually
closed.
A
Having
to
have
these
cards,
it's
reminiscent
of
the
old
sheriff's
card,
where,
even
if
you
were
just
serving
bacon
and
eggs
and
bloody
mary's,
you
had
to
be
fingerprinted
to
get
a
job.
So
I
understand
you
wanting
to
be
careful
of
who's
in
the
facility,
but
I'm
just
wanting
to
unders.
I
also
would
like
to
understand
why
these,
where
these
aging
cards
fit,
and
why
those
particular
employees
need
to
be
backgrounded
to
clean
the
floors.
E
Sir,
thank
you
chair
and
again
tyler
climates
for
the
record,
and
you
know
a
couple
things
on
this.
I
I
you
know
the
way
the
policy
is
laid
out.
It's
it's
ensuring
that
every
single
individual
in
these
facilities
has
an
agent
card,
and
we
know
who's
there.
Who
should
be
there,
I
believe,
is
just
critical
at
this
juncture,
we're
still
in
our
infancy
as
an
industry,
even
with
the
three
years
that
that
recreational
sales
have
been
have
been
operating.
E
I
I
certainly
understand,
while
some
individuals
feel
like
they
may
not
have
you
know
a
significant
role.
I
mean
we're
dealing
with
product
and
cannabis
that
we
all
know
where
this
has
has
come
from
right
and
and
it's
it's
it's
not
like
other
product
and
diversion
and
product
leaving
a
facility.
E
You
know
there's
only
one
one
place
where
that,
where
that
goes
right
and
that's
the
illicit
market
or
or
you
know
in
in
in
the
possession
of
of
minors
and
those
things
that
we
have
to,
we
feel
that
it's
so
important
that
we
have
control
over
that-
and
you
know
I
you
know,
maybe,
as
this
industry
moves
forward
and
this
regulatory
body
moves
forward,
there's
there's
opportunity
to
to
look
at
those
things.
But
I'll
give
you
an
example.
We
we
we
show
up
to
a
facility.
A
And
mr
clements
that
you've
you've
answered
my
question.
Thank
you.
We've
got
really
limited
time
and
I
love
that
you
want
to
be
able
to
share
everything
with
us,
but
I
think
my
I
can
do
a
little
more
investigating,
but
is
that
agent
card
actually
statutory
or
was
that
a
regulatory
decision
when
it
gets
down
to
that
level?.
E
A
Okay,
thank
you.
I
just
wanted
to
get
that
on
the
record,
so
people
understand
exactly
why
that
needs
to
occur.
So
I
don't
think
I
see
anyone
else
with
any
questions
at
this
time.
Looking
over
the
gallery
view
that
I
have
in
front
of
me
so
with
that,
if
you
could
go
ahead
and
go
to
your
first
budget,
please,
okay,
great.
E
Thank
you,
chair,
tyler,
klimas,
again
for
the
record,
so
now
I'll
go
through
our
budget
request.
E
I
would
also
just
like
to
say
before
we
get
started,
that
we
developed
these
requests
internally,
but
also
in
coordination
with
with
both
former
chief
justice,
michael
douglas
and
former
gaming
control
board
chair
dennis
nylander.
These
are
both
board
members
of
the
ccb,
but
they
were
instrumental
in
helping
to
further
conceptualize
what
was
important
for
this
agency
both
and
how
it
proceeded
through
disciplinary
proceedings
and
and
in
its
organization
and
structure.
So
I
just
wanted
to
put
that
out
there
I'll
start.
First
with
decision
unit
e805
this,
which
I
alluded
to
earlier
reclassifies.
E
Three
current
mid-level
supervisory
positions
into
executive
level,
chief
positions,
you
see
the
slide
says
the
gaming
model
because
again
you
know
we're
tasked
with
regulating
the
cannabis
industry
like
the
gcp
regulates
gaming.
E
Hopefully,
chair
gibson,
I'm
right
on
that,
but
this
reclassification
not
only
solidifies
the
the
needed
reorganization
of
the
ccb,
but
it
brings
this
agency
in
line
with
its
plan,
to
you
know,
focus
on
expanding
which
it
will,
as
the
industry
continues
to
expand
greatly.
You
know
these
positions
like
the
the
health
program
manager
series.
E
These
are
carryovers
from
the
medical
days
at
the
department
of
health
and
human
services.
You
know,
frankly,
they're
outdated
and
their
classification
doesn't
really
reflect
what
is
now
needed
in
in
our
current
position.
You
know
in
our
position
where
they're
currently
filled
and
they're
all
here
with
me
today,
these
individuals,
they
need
to
be
elevated
both
to
match
what
I've
asked
them
to
begin
doing
and
to
provide
for
true
executive
level
decision-making
authority.
E
You
know
there
are
too
many
functions
of
this
industry
that
that
we
have
to
regulate
and
oversee
without
having
just
kind
of
executive
team
in
place,
and
you
know
moving
forward
in
years
to
come
these
these
unclassified
positions
being
unclassified,
you
know,
will
allow
us
to
continue
to
attract
future
talent
to
this
agency
and
again
we
just
want
to
be
able
to
compete
with
the
talent
level
at
the
gaming
control
board,
so
I'll
move
on
to
the
next
decision
unit.
This
is
e-237.
E
This
request
would
add
three
additional
marijuana
program
inspectors
to
our
staff.
They
would
join
the
seven
inspectors
that
we
currently
have
on
staff.
That
includes
the
lab
inspectors.
These
three
positions
are
are
needed.
You
know
not
only
to
keep
up
with
our
requirement
to
inspect
each
cannabis
facility
once
a
year.
This
is
an
important
point,
because
you
know
there's
going
to
be
50
already
issued
licenses
retail
facilities
that
are
going
to
be
coming
online
in
the
next
year.
E
The
reason
for
this
is
not
because
of
a
new
licensing
round.
This
is
a
result
of
the
litigation
that's
settled
in
part
recently.
So
that's
going
to
open
up,
you
know.
We
currently
have,
I
think,
around
80
retail
facilities,
so
we're
going
to
get
50,
which
is
a
large
increase
for
what
we're
currently
inspecting
right
now.
E
But
beyond
that,
what
I
consider
even
more
important
is
the
ability
now
to
go
beyond
just
an
annual
inspection
requirement.
We
have
to
have
the
ability
to
perform
more
follow-up
inspections.
You
know
more
spot
inspections
and
we
also
need
the
capacity
for
our
field
staff
to
work
together
on
any
kinds
of
enforcement
initiatives
that
that
we
feel
are
necessary
or
to
address.
You
know,
new
issues
that
come
up
on
a
day-to-day
basis
for
a
real
world
example.
I
get
calls
often
from
local
law
enforcement
this
week.
E
Well,
the
owner
says
it's
it's
him,
and
maybe
it
is-
and
maybe
it's
not,
but
I
have
to
have
the
ability
to
to
send
my
experts
and
we
do
go
out
there,
but
to
send
my
experts,
which
are
my
inspectors,
who
know
product
to
be
able
to
go
out
there
and
and
and
work
with
our
partners
without
worrying
about
bandwidth
concerns
and
keeping
up
with
you
know
an
annual
inspection
requirement.
E
E
They
would
join
the
five
auditors
we
currently
have
on
staff
now.
The
reasoning
for
this
request
is
again
similar
to
what
I
just
discussed.
Obviously
new
licenses
that
are
coming
on
board
in
the
next
year
and
also
bandwidth
to
perform
additional
audits.
But
I'd
like
to
share
this
audit
team
has
gone
through
some
some
significant
changes
over
the
past
six
months,
changes
that
were
excited
to
have
the
chance
to
build
upon
with
these
new
positions.
E
Our
auditors
historically
would
go
out
to
audit
a
facility
in
person,
along
with
an
inspector
as
a
team,
so
one
auditor,
one
inspector
that
process
often
found
one
agent
finishing
his
or
her
work
and
first
and
the
other
forced
to
to
sit
around
until
the
other
was
done.
So
obviously
we
had
a
lot
of
efficiencies
to
gain
in
this
department.
So,
beyond
splitting
the
teams
up,
we
took
a.
E
We
took
a
hard
look
at
what
the
auditors
were
actually
auditing
and
if
it
was
truly
meeting
our
needs
or
the
needs
of
the
industry,
as
we
sit
here
today,
you
know,
are
we
being
proactive
enough?
So
I
think
some
in
this
joint
committee
probably
remember
the
lcb
audit
that
came
out
mid-year
in
2019.
E
I
believe
I
wasn't
here.
I
came
shortly
thereafter,
but
it
was
filled
with
analysis
that
the
the
prior
oversight
body,
the
marijuana
enforcement
division,
was
really
missing
out
by
not
auditing
metric
that
seed
to
sale
tracking
system.
That's
the
system
that
has
all
the
data
on
all
products
from
facilities
that
we
control
and
auditing
that
data
just
wasn't
a
real
big
focus,
at
least
proactively.
E
So
it
wasn't
difficult
to
agree
with
those
findings,
and
I
certainly
appreciate
the
lcd's
work
on
putting
that
together
and
for
me
to
have
that
when
I
came
in
so
what
we
implemented
last
year
was
a
number
of
changes
and
new
procedures
for
auditors
to
focus
on.
We
had
our
metric
team
leads
or
metric
expert.
Take
the
lead
in
designing
a
completely
new
audit
process.
E
You
know
good
results
with
this
process
a
number
of
weeks
ago,
auditor
who
has
been
an
auditor
for
a
number
of
years,
so
you
know
he
bought
into
the
new
process
which,
which
our
auditors
have
during
one
of
his
one
of
these
audits.
These
these
metric
got.
He
found
a
licensee
that
was
reporting.
E
You
know
sales
of
a
certain
category
product
in
metric,
sending
us
a
a
monthly
report
which
they're
required
to
of
these
sales,
but
then
what
he
was
sending
to
or
the
license
he
was
sending
to
taxation
was
completely
different,
different
categories
which
are
tax
different.
So
what
we
found
right
there
is
that
the
taxes
this
licensee
was
potentially
paying
was
not
what
they
should
be
paying
and
again
right.
E
E
This
would
add
an
additional
compliance
audit
investigator
to
to
join
the
investigations
team.
I'm
not
going
to
go
too
far
into
this.
I
already
discussed
the
makeup
this
of
this
new
investigations,
division
and
and
the
importance
of
it
to
to
to
adhere
to
the
public
policy
and
do
these
in-depth
background
investigations.
E
The
division
is
still
working
through
outstanding
requests
on
transfers
and
sales.
Due
to
that
extended
review
period
that
was
put
into
place
and
in
addition
to
really
just
building
out
our
process
and
and
investigating
more
complex
transactions,
the
the
the
more
we
move
forward,
the
more
complex
they're
getting,
and
so
these
resources
are
are
critical
and
very
much
needed
for
that
team.
E
Next
decision
unit
is
e226.
This
is
the
request
for
management
analyst
2
to
join
our
fiscal
team
and
oversee,
among
other
things,
time
and
effort,
billings
time
and
effort.
Billing
provides
this
agency
with
with
a
substantial
source
of
operating
funds.
E
E
This
is
in
an
effort
to
kind
of
align
it
somewhat
with
the
way
gaming
charges
it
charges
for
for
its
work.
When
we
came
on
board
or
and
took
over
july,
the
time
and
effort
billing
process
which
marijuana
enforcement
division
always
always
build
for
time
and
effort,
but
it
needed
quite
a
bit
of
an
overhaul
and
in
this
position
this
position's
main
role
to
be
ensure
that
we
have
timely
buildings
and
and
timely
collections,
which
was
something
that
needed
to
be
addressed.
E
I
I
think
it
was
a
policy
issue
which
we
fixed
and
and
then
a
resource
issue
which
hopefully
we
will
fix
flight
25.
So
this
is
decision,
unity
229.
This
is
a
request
for
an
administrative
law
judge
and
a
legal
secretary
to
assist
the
ccb
in
hearing
disciplinary
matters
before
they
come
in
front
of
the
board
for
final
action.
E
This
is
a
part-time
board,
so
an
alj
is
needed
to
help
process
and
move
our
disciplinary
cases
along
expeditiously.
Our
disciplinary
process
now
is
much
different
than
the
past
oversight
body.
Our
regulation
enforcement
of
the
industry
is
much
more
strict
again
as
as
laid
out
by
the
public
policy
in
85
33.
So
you
know
what
we're
looking
at
right
now.
We're
expecting
upwards
of
40
to
45
disciplinary
cases
will
be
filed
by
the
end
of
the
fiscal
year.
E
I
believe
24
were
filed
in
the
first
half
of
this
fiscal
year
alone
and
as
more
licenses
come
online
again.
We
anticipate
this.
This
number
to
increase
I'd,
also
like
to
add
that
the
civil
penalties
we
collect
as
a
result
of
disciplinary
action
do
provide
a
significant
source
of
revenue
to
the
agency.
You
know
fiscal
year
to
date,
the
ccb,
so
in
eight
months
has
collected
over
1.5
million
dollars
in
civil
penalties.
E
Now
one
of
those
civil
penalties
was
a
1.25
million
dollar,
fine
that
the
board
issued
in
july
so
a
bit
of
an
outlier.
However,
the
other
civil
penalties
have
resulted
in
in
collecting
over
300
000
for
the
agency
in
this
fiscal
year
to
provide
context.
The
marijuana
enforcement
division
collected
just
over
a
hundred
thousand
dollars
in
civil
penalties
all
of
of
last
fiscal
year,
so
that
gets
us
through
our
fte
requests.
I'll
move
much
more
quickly
through
the
remaining
requests.
We
have
a
decision,
unity,
231
that
request
registration.
A
If
that
could
stop
you
for
just
a
moment,
because
there's
so
many
new
positions,
yes,
there's
a
lot
of
questions
about
the
new
positions
so
before
we
move
on
and
give
you
a
chance
to
take
a
drink,
of
course,
to
position,
reclassifications
and
everything
else.
Let's
talk
about
all
the
new
positions,
so
I
think
I'm
going
to
go
to
miss
hautegee
first
for
her
questions
and
then
I
know
some
other
members
have
asked
to
be
recognized.
So,
ms
hariki,
if
you'd
like
to
start,
thank
you.
B
Madam
chair
and
I
had
a
couple
of
questions.
I
know
I'm
thinking
you
answered
my
first
one
about
how
you
know
kobe
19
has
kind
of
impacted
the
operations.
I
saw
your
slide,
which
was
very
informative.
Thank
you,
but
my
first
question.
I
know
you
have
been
addressing
a
number
of
backlogs
in
the
disciplinary
cases:
unpaid
taxes
from
licensees
registration
cards
and
litigation
well
outstanding
litigation.
Can
you
just
give
us
a
quick
update
on
the
backlog
of
work
for
the
agency
and
and
how
you're,
addressing
that
backlog?
E
Sure
and
all
start
and
thank
you
assemblyman
for
the
question,
tyler
klimas
for
the
record
I'll
start
with
the
disciplinary
cases
I
mean
you
know
it's
a
it's
a
backlog
because
they're
sitting
out
there
right,
there's,
obviously
no
no
time
frame,
but
just
bad
policy
to
have
disciplinary
action
sitting
out
there,
and
so
when
we,
when
we
took
the
reins
in
july
again,
we
found
cases
that
just
were
sitting
there
from
from
2018,
and
so
we
work
extremely
closely
with
the
attorney
general's
office,
we're
intertwined
by
by
the
bill,
and
so
you
know,
they've
done
an
incredible
job
of
trying
to
go
backwards.
E
You
know
a
lot
of
the
staff
is
not
here
anymore,
but
go
through
piece
together
those
work
with
the
licensees
and
bring
them
up
from
the
board,
so
we
can
kind
of
clear
the
decks
we
are
we
are
just
about
through
with
those
we
obviously
didn't
stop
regulating
the
industry
at
the
same
time,
so
they've
worked
in
conjunction
right,
so
on
any
given
board
agenda
assembly
woman,
you
may
see
you
know
a
case
from
2018
and
then
two
cases
you
know
from
last
month
and
so
just
just
kind
of
working
to
get
through
them,
but
not
stopping
what
we're
supposed
to
be
doing
now.
E
So
we're
very
close.
I
I
mean
I
I
don't
have
a
number
for
you,
maybe
maybe
one
or
two
left
that
are
really
some
of
the
older
ones
on
the
agent
cards
and-
and
this
has
been
quite
a
big
challenge
for
us
and
continues
to
be,
but
we're
making
really
good
progress.
You
know,
I
think
we
didn't
realize
some
of
the
resources
that
would
really
be
lost.
Transitioning
from
department
of
taxation.
That
has
you
know
what
400
employees
to
to
you
know
a
50
fte
cannabis
compliance
board.
E
One
of
those
resources
that
we
lost
was
an
18-person
in-person
office
in
the
grand
sawyer
on
the
first
floor
right.
So
we
had
you
know,
windows
of
in-person
service
that
you
could
go
in
and
get
an
agent
card
on
the
same
day
we
knew
we
were
going
to
lose
that
we
lost
it
sooner
because
of
covet
assemblywoman
right,
so
we
all
lost
that
that
process
or
the
in-person
in
in
march.
E
However,
you
know
we
were
always
going
to
lose
that
and
that's
a
that
was
something
that
was
fairly
tough
for
this
agency
to
to
absorb.
So
what
we
did
was
we
started
moving
everything
online.
I
mean
they
were
still
using
paper
applications
and
I
talked
about
that
a
little
bit,
so
we
worked
in
through
the
system,
knowing
we
were
never
going
to
get
20
staff
to
to
have
in
person.
E
We
took
this
time
during
covet
to
try
to
change
the
actual
process
we
put
so
much
online
we've
automated
responses
during
the
agent
card
process.
We've
sped
it
up
considerably,
there's
still
a
seven
to
ten
delay,
because
you
know
we
can't
accept
credit
cards
right.
E
It's
cannabis,
it's
still
federally
illegal
and
so
the
the
the
cost
the
150
dollars
for
your
agent
card
has
to
be
mailed
in
if
it's
not
in
person,
and
so
that's
seven
to
ten
days
right
there,
as
somebody
mails
in
you,
know,
mails
in
a
check
and
and
that's
something
that
we
we
really
can't
get
around
right
now.
However,
we're
working
on
ach
payments
and
putting
those
online
so
you'll
be
able
to
at
least
pay
with
with
a
check.
E
We've
also
developed
a
revolving
account.
It's
a
pilot
program
right
now
with
a
handful
of
licensees,
so
they
can
kind
of
put
a
deposit,
let's
say
ten
thousand
dollars
with
the
ccb
and
so
with
their
employees.
They
can
draw
from
that
without
having
to
send
in
a
check
every
single
time.
Gaming
does
a
an
incredible
job
and
they've
provided
some
of
their
resources
to
help
us
conceptualize
what
that
revolving
account
looks
like,
but
that's
helped
too
assemblywoman.
E
I
don't
want
to
tell
you
that
we're
through
that
agent
cart
and
we're
through
the
backlog,
we're
just
not
through
the
efficiencies,
I'm
still
paying
some
overtime.
We're
still.
You
know
our
folks
are
still
just
working
the
tails
off
to
get
through
these
and
keep
up
to
date,
but
we're
hoping
as
well
with
that
second
year,
renewal,
so
that
decrease
next
year
in
agent
card
submissions,
which
I
talked
about,
may
provide
that
that
that
last
bit
of
breathing
room
for
us.
B
Thank
you
and
then
I
had
a
couple
more
questions,
but
I'm
just
going
to
loop
them
into
one,
because
I
just
want
a
little
bit
more
details
on
the
position.
So
if
you
could
walk
me
through
one
how
the
management
analyst
position
is
going
to
help
with
the
daily
operations
of
your
fiscal
section
and
then
two,
how
your
administrative
law,
judge
and
legal
secretary
are
going
to
improve
the
administrative
hearing
process,
so
just
how
those
two
positions
are
going
to
improve
their
areas.
A
E
Sorry,
thank
you
so
again
time
and
effort
very
important
part
of
of
of
providing
resources
for
our
operations
again.
They've
always
built-
or
this
agency's
always
built
for
time
and
effort.
But
it
was
kind
of
handled
handled
haphazardly.
It
wasn't,
it
wasn't
controlled
and
one
somebody
would
send
out
the
billing.
E
Somebody
else
would
would
wait
to
receive
the
the
payment
and
then
there
was
nobody
to
check
if
it
was
ever
paid,
and
so
that's
why
a
management
analyst
too,
given
our
resources
in
fiscal
will
be
able
to
own
that
process
and
make
sure
from
the
start,
to
finish
that
that
time
and
effort
is
moving
consistently
and
efficiently
and
the
administrative
law
judge
again.
E
You
know
we're
starting
to
actually
discipline
and
regulate
this
industry,
and
these
cases
are
are
becoming
more
and
more
frequent
and
it's
a
it's
a
it's
a
part-time
board
right,
so
they're
not
full-time,
and
they
could
not
hear
those
hearings
them
themselves,
although
they
have
the
option
to
do
so.
We've
already
been
utilizing
this
process,
but
having
our
own
dedicated
alg
we've
been
using
taxation's
alj
to
be
honest
with
you,
and
we
have
to
work
around
their
schedule
and
think.
B
A
Yep
just
this
yep,
it
was
going
to
happen
sooner
or
later
so
I
neglected
to
recognize
assemblyman
roberts
earlier
I
apologize
assemblyman
a
little
slow
on
the
uptake
it's
a
friday
morning.
So
I'd
like
to
go
ahead
and
recognize
him
for
his
question
from
earlier.
B
Thank
you,
madam
chair.
I
really
appreciate
it.
It
was
more.
It
was
a
little
on
the
policy
side,
but
also
deals
with
the
budget,
and
you
know-
and
I
don't
need
a
really
long,
detailed
answer,
but
I
was
just
curious
as
to
it
seems
like
a
lot
of
the
positions,
and
a
lot
of
your
mission
now
is
is
really
focused
on
the
industry,
and
I
didn't
know
if
there
was
any
plans
in
the
future
to
to
go
after
non-licensed
folks,
and
you
know
what
your
plan
for
that
was.
E
Thank
you
zimmerman
and
tyler
klimes
again
for
the
record
on
and
I'll
be
brief,
and
we
can
always
have
future
conversations.
Yes,
so
what
you're
talking
about
is
the
illicit
market
and
we
feel
comfortable
with
the
control
we
have
on
our
licensees
and
our
licensees.
You
know
not
participating
in
the
illicit
market.
What
you're
talking
about
is
the
the
illicit
market
that
uses
the
legal
framework.
As
a
you
know,
a
shield
to
go,
you
know
operate
on
the
illicit
market
without
any
kind
of
regulations.
E
So
yes,
that
is
tax
revenue
for
the
state
that
we
are
not
collecting.
Therefore,
it
is
critical
and
important.
We
currently
work
with
state
local
law
enforcement
with
some
of
the
narcotic
teams
right
now
on
those
issues,
we
see
it
a
lot
with
deliveries,
so
a
car
pulls
up
to
a
house
and
you
don't
know
if
that's
a
a
state
license
delivery
or
or
not,
and
so
we
see
it
a
ton
on
the
delivery
side
of
things
we
have
four
post
certified
enforcement
officers.
E
Two
are
on
hold
right
now,
so
we
should
get
two
back
on
on
july
1st,
and
I
think
that
was
a
recognition
by
the
legislature
that
that
dealing
with
the
illicit
market
in
itself
is
very
important.
So
we'll
look
to
expand
on
that,
but
we
have
now
post-certified
officers
on
roll
they're
working
through
those
things
and
and
we
we
definitely
anticipate
of
building
out
on
on
those
efforts.
B
A
D
Yes,
thank
you,
madam
chair,
just
really
briefly
on
decision
unit
e239
with
the
additional
audit
positions,
it
looks
like
based
on
the
estimated
amount
of
time
that
would
be
needed
to
complete
the
audit
workload.
D
There
would
need
to
be
12
positions,
but
under
the
the
recommended
budget
your
agency
would
only
get
up
to
11..
So
I'm
just
wondering:
do
you
feel
that
under
this
budget,
you'll
be
able
to
fulfill
your
compliance
responsibilities
and
how
will
you
be
monitoring
to
determine
if
additional
positions
are
needed
in
order
to
to
meet
the
the
workload
for
the
agency.
E
Thank
you,
similar
man,
tyler
klimas,
again
for
the
record,
and-
and
you
know,
as
we
start
moving
through
these
processes,
you
know
and
and
changing
the
way
we
do
things
we're
going
to
need
more
technical
expertise,
but
you
know
not
necessarily
all
the
same
technical
expertise
right,
and
so
you
know
what
I
feel
starting
with
three
and
given
the
fact
that
we
have
two
on
vacancy
hold
that
are
going
to
come
in
july.
E
That's
going
to
be,
you
know,
we're
going
to
have
our
hands
full
with
attracting
the
kind
of
of
folks
that
we
really
need
to
to
bring
on
and
so
hey.
While
I
have
grand
plans
for
what
this
agency
should
look
like
as
the
years
go
on,
and
I
do
feel
it's
going
to
continue
to
expand,
I
feel
like
starting
with
three
knowing
that
we
have
to
take
our
time
to
make
sure
we
have
the
right
individuals
with
the
right
background
and
experience
to
come
in
and
address
the
needs
that
we're
still
figuring
out
right.
E
What
our,
what
our
true
needs
are
as
we
as
we
maneuver
eight
months
in
and
to
this
agency.
So
assuming
that's
why?
I
feel
that
that
three
is
is,
is
appropriate
for
us
to
get
started,
absolutely
we'll,
monitor
the
needs
and
and
and
will
not
be
shy
about.
You
know
whether
that's
in
the
interim
or
next
legislative
session
reporting
to
you
what
the
results
of
those
three
positions
are
and
if
there's
a
need
for
more.
D
Thank
you,
mr
clements.
I
appreciate
that
and
on
also
on
that
note,
I
know
that
you're
implementing
a
new
auditing
process
and
that
that
may
provide
some
efficiencies.
Can
you
just
give
a
quick
status
update
on
on
that
new
auditing
process?
You
know
related
to
metric
and
any
impact
that
that
might
have
on
the
audit
workload
or
any
thoughts
you
have
on
the
impact
that
may
have.
E
Sure
similar
thanks
for
the
question,
tyler
clements
again
for
the
record
and
yeah
I
touched
on
it
on
it
earlier.
You
know
we're
really
kind
of
excited
that
we're
that
our
audit
division
is
starting
to
do
the
audits
that
are
really
going
to
make
an
impact.
So
I
the
metric
system,
see
the
sale
tracking
system
is
a
treasure
trove
of
data.
E
It's
something
that
no
other
industry
has,
because
we
did
it
at
the
start,
and
you
know,
but
it's
only
as
good
right
data
is
only
good
as
how
you
use
it
or
how
you're
able
to
utilize
it,
and
so
just
to
reiterate
what
I
said
before
we
took
our
metric
leads.
So
we
had
you
know
business
process
analysts
that
that
kind
of
oversaw
metric
knew
metric
the
best
it
wasn't
an
so
it
was
just
controlling
of
a
metric,
and
so
I
had
we
had
her
design.
E
What
an
audit
and
metric
should
look
like
what
they
should
be
looking
for,
and
then
we
took
the
experience
of
auditors
as
well
and
mixed
it
with
that,
and
they
kind
of
created
it
themselves
and
together,
that's
taken
place
over
the
last
few
months,
and
I
gave
that
example.
I
won't
give
it
again,
but
efficiencies
absolutely
and
then
what
efficiencies
give
us
is
increased
capacity,
which
is
what
we
need.
You
know
a
single
audit
on
a
licensee
a
year.
Well,
let's
increase
that.
Let's
do
follow-up!
E
You
know
we're
working
much
better
with
taxation.
Now,
if
they
see
an
issue,
they
can
call
us,
and
now
we
can
work
on
that
together,
which
we're
already
working
together
on
many
different
aspects
of
these
audits.
So
it's
just
that
kind
of
increased
capacity
that
we
get
back
by
by
finding
the
efficiencies,
and
especially
with
this
new
lot
of
process.
D
Thank
you.
I
really
appreciate
that,
and
so
it
sounds
like
you'll,
be
keeping
a
close
eye
on
how
your
how
your
workload
matches
up
with
your
staffing
capacity
and
hopefully,
some
of
the
those
efficiencies
assist
with
with
managing
that
workload.
D
E
Sure
thank
you
for
the
question,
tyler
clements
again
for
the
record,
so
this
investigation
or
this
position,
which
would
join
the
investigations
division.
This
is
this
is
probably
the
biggest
component
of
what
the
ccb
does
now,
which
wasn't
being
done
before.
I
think
this
was
also
the
biggest
component
of
the
public
policy
laid
out,
maybe
533,
that
was
we
as
a
state
do
not
feel
comfortable
or
confident
with
who's
already
in
the
industry.
Because
of
these
sales.
E
That
would
happen,
and
we
didn't
have
the
right
mechanisms
in
place
to
investigate
and
do
background
checks
and
then
going
forward
for
new
people
who
want
to
come
in.
We
had
no
processes
in
place
to
do
an
in-depth
dive,
because
you
know
what
what
ab533
wanted
the
ccb
to
do
is
focus
more
on
the
suitability
of
characters
right,
because
the
reputation
of
those
in
the
industry
is
a
direct
reflection
of
the
reputation
of
the
state.
It's
it's.
E
How
gaming
operates
their
their
kind
of
investigations,
division
and
the
work
they've
done
over
five
decades,
and
so
we
we
created
this
division
with
the
resources
we
have,
and
this
adds
to
that
and
again
we
had
an
extended
review
period.
So
a
lot
of
transfers
just
stopped
until
we
were
able
to
get
the
right
processes
in
place,
and
so
we're
still
digging
out
from
that
a
little
bit.
So
this
is
going
to
help
not
only
get
through
that
backlog,
but
continue
to
expand
on
those
efforts
for
the
investigations
division
going
forward.
A
You're
welcome
mr
watts
senator
key
keffer.
Did
you
still
have
a
question?
I
just
noticed
you'd
ask
to
be
recognized.
B
Mr
climate,
I
appreciate
certainly
the
the
need
for
the
administrative
law
judge
as
it
relates
to
all
of
the
challenges
and
appeals
that
are
being
made.
Have
you
thought
about
whether
it
would
be
appropriate.
C
B
B
Now
that
our
administrative
law
judges
are
housed
in
one
side
of
the
argument
right,
if
you're
challenging
an
argument
from
the
or
a
determination
from
the
department
of
taxation,
you
have
to
sit
before
a
judge
who's,
an
employee
of
the
department
of
taxation.
The
same
would
be
true
in
this
case
you're,
currently
contracting
or
working
with
the
department
of
tax.
With
with
their
aljs.
E
Thank
you
senator
for
the
question.
Tyler
claims
for
the
record.
You
know
I
I'm
learning
through
this
process
senator
I
do
you
know,
and
I
I
have
come
to
learn
that
there's
right.
So
what
is
it?
The
department
of
administration,
I
think,
has
some
like
a
hearings
division.
So
I
certainly
understand
that
this
is.
E
This
is
what
we've
been
been
used
to
and
what
I
was
given
when
we
came
from
taxation,
so
you
know
there's
a
benefit
as
well
to
an
alj
that
is
dedicated,
given
the
complexity
of
the
cannabis
industry,
sometimes,
is
how
I
see
it
in
the
complexity
of
our
nccr,
which
is
you
know,
over
130
pages
of
regulations,
and
they
seemingly
change
you
know
or
need
to
change
on
a
daily
basis.
E
Just
given
that
the
precedent
that
this
this
industry
continues
to
set
on
a
daily
basis,
so
I
mean,
whereas
there's
a
situation
where
I
don't
lose
that
because
I
think
that's
really
really
important
for,
for
you
know
a
judge
to
have
that
kind
of
expertise.
I
mean
certainly
worth
you
know
worth
of
discussion.
B
I
appreciate
that
yeah.
I
certainly
understand
the
the
need
due
to
the
complexity
of
someone
who's
specialized.
I
just
I
worry
about
that
for
applicants
to
aljs.
They
just
feel
like
it's
walking
up
in
front
of
a
stack
deck,
maybe
an
argument
for
a
different
day.
I
appreciate
it.
I'm
sure.
A
With
that,
we
can
oh
miss
miller.
Did
you
have
a
question.
B
Yet
still,
yes,
please
chair
carlton.
Thank
you.
My
question
is
you
mentioned
earlier
in
an
earlier
response
about
losing
office
space
from
grant
sawyer
when
the
agency
separated,
and
so
it
makes
me
wonder
what
is
the
compliance
board's
plan
in
trying
to
find
office
space
for
the
10
proposed
positions
and
if
you
could
respond
for
both
the
plan
in
carson
city
and
las
vegas.
E
So,
thank
you
assemblywoman
for
the
question.
That's
tyler
klimas
for
the
record.
So
what
we're
currently
doing
right
so
just
to
give
you
an
idea,
even
hiring
the
the
the
additional
ftes
that
ab533
gave
us.
We
had
to
procure
a
different
office
suite
in
grant
sawyer.
E
So
even
as
we
sit
here
right
now,
my
team
is
split
in
two
and
two
different
office
suites
with
with
walls
between
them,
which
obviously
is
not
ideal
for
cohesiveness,
especially
in
a
new
agency,
but
we're
making
it
it
works
so
and
right
now
what
we're
working
on
with
taxation?
They
have
a
decision
unit
or
a
a
budget
unit
for
a
a
move.
E
I
think
it's
a
consolidation,
the
department
of
taxation
and
so
we're
currently
working
with
them,
and
I,
I
believe,
we'll
be
submitting
a
budget
amendment
soon
we're
working
with
them
to
look
at
space
together
because
we're
so
still
intimately
connected
and
assemblywoman.
We
share
things
like
cash
count,
rooms
right,
they
collect
taxes,
we
collect
fines
and
fees,
security,
and
so
our
cannabis
licensees
would
go
technically
pay
taxes
to
taxation
and
then
drive
to
us
to
pay
fees.
E
So
we've
we've
kind
of
envisioned
and
realized
a
lot
of
efficiencies
that
our
agencies
stay
together,
at
least
in
the
same
building.
So
that's
what
we're
that's,
what
we're
looking
at
doing
right
now,
we're
working
with
leasing,
releasing
services
on
that
and
again
excited
to
bring
our
team
actually
together
for
the
first
time
in
carson
city.
We
are
we,
we
still
have
a
little
bit
of
capacity,
so
we
have
no
concerns
on
capacity
right
now,
as
we
sit
in
carson
city
also
connected
with
taxation
in
the
same
building
in
carson
city.
A
E
Yes,
madam
chair,
I
that
was
the
are
we
going
back
to
that
decision?
Yeah,
I
I
I
went
through
that
one
at
the
beginning.
A
E
E
I
just
request
funding
for
subscriptions
to
local
news
outlets
for
our
communications
department,
which
is
our
public
information
officer.
233
requests
funding
for
two
ccb
staff
to
attend
the
semiannual
state
regulators
roundtable
meeting.
This
is
a
meeting
of
all
of
our
state
counterparts
and
then
decision
unity,
300
request,
funding
for
protective
equipment
for
our
field
agents.
E
Moving
on
to
e227,
this
requests
funding
for
members
of
our
investigations,
team,
which
we've
talked
about
to
attend
a
financial
and
business
writing
investigation
program.
This
is
through
the
international
center
for
gaming
regulation
at
unlv,
moving
forward
with
equipment,
replacements
and
software
requests.
We
have
e-710.
E
This
replaces
computers,
monitors
and
ancillary
equipment
on
the
replacement
schedule
according
to
the
budget
building
manual
e712.
This
replaces
our
agent
card
printers,
which
are
on
a
five
year,
replacement
schedule,
decision,
unity,
seven
one
four.
This
provides
for
software
renewals
and
again,
I'm
happy
to
go
in
more
detail
in
an
e720
funds.
Adobe
acrobat
licenses
for
staff
e235.
E
This
is
this
fund's
website
hosting
service
and
also
funds,
our
our
new
communication
tools
that
we
use
to
issue
guidance
to
the
public
and
licensees
and
then
finally
decision
unit
e681.
This
is
a
reduction.
This
reduces
our
msa
funding
for
both
fy22
and
and
and
23.,
and
then
one
final
thing
that
doesn't
have
a
slide
and
it's
a
component
of
our
budget
is
the
reduction
of
our
90-day
reserve
balance
it.
It
brings
it
down
to
a
60-day
reserve
balance.
E
I
will
say
I
think
it
does
show
in
the
budget
report.
It's
a
58-day
balance
due
to,
I
think,
a
couple,
unique
final
budget,
tweaks
kind
of
made
by
the
the
gfo.
I
think
that's
going
to
be
corrected,
even
if
it's,
even
if
it's
not
58
days,
remains
absolutely
viable
for
the
ccp
and
happy
to
talk
through
that
as
well.
So,
madam
chair
members
of
the
joint
committee,
I
appreciate
you
bearing
with
me
on
the
on
the
presentation
and
we
can
move
to
questions
again.
A
And
thank
you
very
much.
Thank
you
very
much,
mr
kleinman.
So
with
that
I
know
there
are
a
couple
of
other
questions,
so
I
believe
senator
brooks
had
a
question.
D
Thank
you,
chair
carlton.
I
I
did
have
a
question
on
the
reclassification,
but
you
you
answered
it
I
think
thoroughly
when
you
were
presenting
it
the
first
time.
I
appreciate
it.
Okay,.
A
All
right,
thank
you
senator.
So
ms
gorlo
did
you.
I
think
you
had
wanted
to
be
recognized
for
a
question.
Yes,.
B
Thank
you,
chair
carlton.
I
just
want
some
clarification
on
the
reserve.
Balance
looks
like,
according
to
my
notes,
that
you
no
longer
need
a
90
day,
but
you
have
a
58
day.
How
many
days
would
be
sufficient
for
an
operating.
B
E
Assembly,
woman,
thank
you.
It's
actually,
a
really
great
question.
Tyler
klein
is
for
the
record,
so
I'm
going
to
approach
it
from
the
back
end.
Real
quick,
90
day
reserve
was
put
into
place
at
the
beginning
of
the
medical
days
when
they
you
know.
Obviously
the
operations
don't
touch
and
never
touch
the
general
fund,
and
so
that's
where
it
was
created
so
like
2014,
all
their
license.
Renewals
were
always
up
in
november,
so
they
had
that
gap
of
the
fiscal
year
until
november,
where
they
started
actually
realizing
funds.
E
The
90
day
reserve
simply
just
kind
of
carried
over
through
all
the
iterations
until
we're
at
now.
To
give
you
an
idea,
we
most
of
our
renewals
now
come
in
on
july.
First,
that's
the
renewal
appearance
when
they
were
issued
and
when
I
say
most
I
mean
to
the
tune
of
almost
two
and
a
half
million
dollars
comes
in,
and
so
I'm
saying
all
of
this,
because
I'm
not
going
to
be
able
to
answer
your
question
on
what
what
would
be
sufficient.
E
All
I
can
tell
you
is
that
a
90
days
is
is
not
necessary
and
so
reducing
that
to
a
60-day
would
be
would
be.
You
know
appropriate
for
us.
However,
I'm
happy
to
do
those
calculations
and
come
back
with
you
with
a
number,
because
I
that's
absolutely
a
a
great
question
on
that
reserve
issue.
A
Okay,
thank
you.
So
if
you
could
just
briefly
talk
about
the
dollars
that
are
transferred
over
to
the
dsa
and
the
time
frame
around
that.
E
Okay,
great
and
I
will
probably
then
move
chair
tyler
klimes
for
the
record
to
my
fiscal
lead,
jason,
who,
who
kind
of
works
on
those
those
transactions?
To
give
you
a
better
idea
of
the
actual
timeline
of
when
we
transfer
those
or
revert
those
back
to
the
dsa.
Is
that
okay,
madam
chair.
A
D
Thank
you,
tyler
and
thank
you
chair
for
the
question.
This
is
jason
giesler
administrative
services
officer
for
the
ccb,
the
dsa
transfer.
Historically,
it
happens
at
the
end
of
every
fiscal
year.
There
has
been
times
during
the
middle
of
fiscal
year
where
the
dsa
has
has
come
and
asked
for
us
for
an
early
partial
transfer
which
we've
done,
but
you
know
it's
usually
to
get
them
through
in
difficult
times
or
things
that
they
may
have.
You
know
funding
issues
on
their
own,
but
it
happens
upon
fiscal
year
end.
We
close.
A
Thank
you
very
much.
I
appreciate
that.
I
always
want
to
make
sure
that
we
get
on
the
record
that,
yes,
this
money
is
going
to
the
dsa.
There
was
a
lot
of
misinformation
out
there
for
a
number
of
years
on
this,
so
I
always
want
to
make
sure
that
we
make
that
part
of
the
record
when
we
have
the
conversation
about
this,
this
board
and
these
policies
and
those
transfers.
A
So
with
that
committee
members,
I
believe
that
addresses
all
the
questions
that
I
have
for.
Mr
climas.
Does
anyone
else
have
a
question
for
him
at
this
time?
A
I'm
looking
to
see
if
anyone's
wishing
to
be
recognized,
I
don't
believe
so
speak
now
or
forever
hold
your
peace,
no.
Okay!
Thank
you
very
much,
mr
klimas.
We
appreciate
we
can
definitely
see
your
passion
for
your
job
and
we
do
appreciate
that.
So.
Thank
you
very
much
for
all
of
the
information.
A
Thank
you
chair.
Thank
you,
committee,
okay,
so,
committee
members
with
that,
I
believe
we
can
move
on
to
our
next
budget
presentation
for
today,
which
is
the
gaming
control
board
it's
regulatory
day
here
in
ways
and
means
and
senate
finance.
So
if
I
could
go
ahead
and
I
believe
we're
going
to
have
mr
gibson.
G
Yes,
ma'am
good
morning,
carlton
and
members
of
assembly,
ways
and
means,
and
senate
finance,
it's
good
to
be
here
with
you
today.
G
I
am
going
to
discuss
our
budget
I'd
ask
mike
morton
if
he
would,
if
you
please,
put
our
presentation
up,
we'll
start
going
through
it
for
you
quickly.
C
G
Okay,
so
again,
I'm
brent
gibson,
I'm
the
chairman
of
the
gaming
control
board.
Our
vision
statement
for
the
gaming
control
board
is
to
be
the
premier
gaming
regulator,
recognized
in
in
the
world,
recognized
for
effectiveness
and
ensuring
gaming
in
nevada
is
conducted,
honest,
honestly,
competitively
and
free
from
corrupt
developments.
G
Please
go
on.
This
is
a
general
overview
of
our
staffing.
We,
the
board
and
commission.
Together
it's
a
bifurcated
regulatory
structure.
We
have.
We
have
a
commission
that
consists
of
consists
of
five
members
and
one
staff,
five
members
of
the
commission
and
one
staff
member.
We
have
the
board
that
has
three
full-time
members
and
391
staff
members.
This
is
roughly
how
they're
allocated
those
that
are
general
administration
or
60
for
board
and
commission.
G
We
have
law
enforcement
agents,
122
that
are
certified
to
post
and
have
other
other
certificate
certifications
or
are
deputized
with
other
agencies.
We
have
116
that
are
in
the
audit
space.
These
are
cpas,
mbas
and
so
on.
They
go
out
and
they
they
conduct
audits
at
non-restricted
and
restricted
licensees,
and
they
work
in
the
audit
and
tax
and
license
divisions.
Primarily,
we
have
technologists
those
who
are
trained
as
engineers
and
computer
scientists,
and
these
are
roughly
26
they
test
and
monitor
gaming
devices
and
equipment.
G
We
have
investigators
that
do
the
front-end
investigations
of
all
gaming
licensees
applicants,
individuals
and
companies,
including
include
including
publicly
traded
companies
76
of
those,
and
we
haven't.
We
currently
have
no
tribal
or
cross
jurisdictional,
tribal
tribal,
dedicated
people,
so
400
total.
G
Please
go
ahead
mike.
This
is
our
our
board
total
fiscal
year
general
fund
collections.
As
you
can
see
the
precipitous
drop
in
fiscal
year
20..
G
This
slide
shows
our
ratio
of
total
expenditures
to
total
general
fund
collections.
We
did
not
collect
as
much
in
fiscal
year
20
as
we
noted.
Our
expenditures
remained
roughly
the
same.
There
were
some
savings,
but
you
can
see
that
our
ratio
is
lower
this
in
fiscal
year
20
that
was
in
the
past.
Please
go
ahead.
G
This
slide
is
a.
It
shows,
the
our
general
fund,
the
the
gaming
industries
general
fund
revenue
collection
as
a
as
a
piece
of
the
total,
the
state,
the
general
funds,
total
sort
of
you
know,
broken
out
commitments
from
various
industries
and,
according
to
our
current
numbers,
the
gaming
control
board
general
fund
collections
are
roughly
17.3
percent
of
state
general
fund
collections.
G
Please
go
ahead
and
this
is
a
good
slide
to
show-
and
this
is
one
I
enjoy
showing
this
is
this:
is
the
gaming
regulatory
budget
by
jurisdiction
for
fiscal
year
20.
as
you'll
see
on
this
slide
nevada?
We
we,
we
don't.
Our
budget
is
very
small
compared
to
the
the
size
of
our
our
gaming
industry.
We
are
the
roughly
25
percent
of
the
you
know
of
all
gaming
activity.
G
Nevada
represents
25
of
all
gaming
activity
and
gaming
collections
and
spend
in
the
in
the
country,
and
our
budget
is,
is
on
par
with
some
very
small
jurisdictions
and
is
surpassed
by
those
that
have
much
smaller
gaming
markets
than
in
weber,
including
new
jersey,
maryland,
new
york,
new
york
and
illinois.
G
Please
go
ahead
mike,
so
our
challenges
why
we
need
good
people.
Why
why
it's
a
challenge
to
retain
these
people?
We
we
have
constant,
there's
lots
of
evolution,
gaming
industry
right
now
we're
dealing
with
things
like
cashless
wagering.
We
need
technologies
to
help
us
understand,
wagering
accounts
and
wallets.
We
drink
accounts
or
accounts
that
are
funded
with
with
funds
and
electronically
they're
they're
able
to
fund
they're
able
to
be
able
to
be
used
to
fund
a
wager
directly.
G
A
wallet
is
a
is
also
a
means
of
storing
money
in
a
sort
of
electronic
format,
and
it
can
be
used
to
spend
on
various
items
within
within
a
casino
with
money
transferred
to
a
wagering
account
or
used
to
spend
on
gaming
as
well
the
funding
methods.
We
have
e-commerce
payment
methods.
G
We
have
electronic
games
now
that
have
multiple,
multiple
games
that
are
offered
on
a
single
device.
The
challenge
with
these
is
that
it
requires
us
to
be
able
to
track
and
track
the
money,
because
different
kinds
of
games
are
are
taxed
and
controlled
differently.
So
it's
a
challenge
for
our
technologists
and
for
our
auditors
we
have
a
significant
intersection
of
personal,
the
use
of
personal
mobile
devices
and
gaming.
G
G
You
can
game
with
a
mobile
device
and
they're
used
for
a
number
of
other
things,
their
questions
about
the
cloud
and
gaming
where
you
can
host
servers
and
and
items
like
that
security
to
the
cloud
is
a
major
issue
for
us.
We
have
emerging
and
emerging
issues
such
as
wagering
on
esports
events.
We
have
foreign
sports
sports
wagering,
we
have
the
we
have.
We
have
lots
of
other
event,
approvals
for
events
that
occur
in
foreign
jurisdictions.
G
G
G
This
creates
a
delta
for
our
lab,
in
particular,
but
for
for
the
entire
board,
requiring
us
to
do
additional
review
and
and
study
of
their
devices
and
help
them
through
the
process
to
to
get
up
to
the
level
of
our
standards,
which
requires
a
lot
of
time
and
expertise
on
the
part
of
our
people.
G
Other
areas
we're
seeing
we
we
need
expertise.
We
need
people
trained
in
in
cyber
defense,
we're
seeing
attacks
on
our
on
our
licensees
and
sorry
excuse
me:
honor,
licensees
by
bad
actors,
we're
seeing
malware,
ransomware
and
so
on
being
being
lodged
on
our
licensees
computers.
G
G
We
have
parity
issues
with
our
post-certified
officers
with
local
governments,
as
we
always
will.
We,
we
have
a
number
of
our
chiefs,
who
are
at
the
end
of
their
state
government
careers
and
potentially
we'll
we'll
lose
institutional
knowledge
as
a
result
of
retirements.
G
We
we
have
unsustainable
what
I
call
unsustainable
methods
of
collecting
investigative
fees,
and
what
this,
what
I
mean
by
what
we
mean
by
this,
is
that
we
have
a
number
of
we
have.
The
investigative
division
is
one
funded
entirely
by
investigative
fees,
and
so
there's
no
general
fund
that
goes
into
it.
G
We
we're
constantly
trying
to
ensure
that
the
board
implements
implements
and
maintains
the
best
practices
for
information
security.
So
there's
there's
iso
certification,
there's
nist
certification.
G
This
is
a
challenge,
but
in
order
for
us
to
go
out
and
enforce
against
licensees
for
for
being
hacked
and
not
maintaining
cyber
security
standards,
we
need
to
make
sure
that
I
believe
that
we
have
the
moral
high
ground
and
ourselves
are
adequately
protected
with
infosec,
and
so
this
costs
money
and
it
requires
expertise
we're
in
the
process
of
where
the
continued
process
of
migrating
our
systems
from
a
cobalt-based
system,
which
is
you
know
our
language,
which
is
a
very
old
programming
language
to
to
a
more
modern
one.
G
Our
expenditures
due
to
covert
19,
we
had
some
some
changes
in
the
way
we
spend
our
personnel.
We
implemented
teleworking
for
the
majority
of
our
staff.
The
enforcement
division
is
in
the
field
constantly.
They
do
a
lot
of
the
covert
mitigation
enforcement
work.
That
is,
they
go
onto
casino
floors.
They
go
into
casinos
generally.
They
ensure
that
there
are.
G
There
are
dividers
between
people
who
are
wagering
at
tables
to
ensure
that
every
other,
every
other
wagering
chair
is
empty
at
a
table
to
ensure
that
the
the
occupancy
limitations
on
the
gaming
floor
are
maintained,
we've
under
the
hiring
freeze
that
was
instituted
by
the
governor
and
in
the
executive
branch
we
make.
G
We
we
have
we've
maintained
vacant
positions
during
the
special
session
we
lost
about
two
and
two
point:
one
million
dollars
result
of
guts
until
teleworking
frankly
makes
it
very
difficult
for
us
to
train
new
employees,
so
we
need
to
ramp
up
our
training
of
new
employees
and
even
existing
ones
travel
as
a
result
of
covid.
The
majority
of
travel
ceased
in
march
of
2020
it
that
we,
this
has
forced
us
to
delay
out
of
town
audits
and
it's
pushed
back
a
number
of
our
audits
to
fiscal
year.
22..
G
We
try
to
operate
on
a
two
and
a
half
year
audit
cycle,
which
is
ideal.
We
we
try
to
make
we
we
pride
ourselves
greatly
in
maintaining
a
99
tax,
coll,
I'm
sorry
tax
collection
rate
within
the
gaming
industry
which
helps
fund
the
general
climate,
but
as
a
result
of
not
being
able
to
travel
travel,
we've
been
forced
to
rely
on
electronic
documentation.
G
We
haven't
been
able
to
our
audit
agents,
also
go
out
onto
the
floor.
They
they
observe
the
adherence
to
our
minimum
minimum
internal
control
standards
and
the
way
that
games
are
played
and
that
they're
operated
with
accounts
are
conducted
and
so
on,
and
all
of
that
in-person
activity
that
would
occur,
some
of
it
in
state
and
much
of
it
out
of
state
depending
on
where
the
licensee
is
is
housed
or
whether
whether
headquartered
has
not
occurred,
operating
telecommuting,
has
reduced
expenditures
like
supplies
and
shredding
services.
G
So
there
are
some
savings
if
the
hiring
freezes
cuts
contracts
like
drugs,
drug
screen,
decease,
which
is
not
a
good
thing.
It
has
saved
a
little
bit
of
money,
but
it's
not
a
great
thing
and
training
plan
trainings
that
were
planned
from
march
2020
through
the
end
of
the
fiscal
year
were
cancelled.
G
Next
slide,
please
so,
prior
to
june
4
for
2020
the
copa
19
response.
We,
the
the
agency,
confirmed
that
the
entire
gaming
industry
was
closed
within
24
hours
of
the
gov
governor's
issuance
of
emergency
directive.
2.
G
G
The
the
board
has
issued
policy
memoranda
during
the
78
day
closure
that
was
april
21
to
may
5.
to
create
regulatory
efficiencies.
For
when
the
industry
was
authorized
to
open,
we
provided
assistance
to
nevada's
federal
delegation
and
the
federal
lobbying
efforts
to
ensure
that
small
gaming
companies
in
nevada
were
eligible
for
ppp
loans.
G
G
Let's
see
here.
These
were
ratified
by
the
gaming
commission
and
amended
they
continued
to
be
amended.
Even
now,
we
held
a
regulatory
workshop
on
the
health
and
safety
issues
related
to
the
safe
reopening
of
the
industry,
and
we
reviewed
and
approved
health
safety
plans
for
all
458
non-restricted
licenses
prior
to
their
reopening,
and
we
continue
to
continue
to
review
these
when
gaming
out
operations
were
authorized
to
resume.
On
june
4,
the
board
implemented
a
concerted
statewide
plan
to
complete
health
and
safety
inspections.
G
We
continue
to
do
that.
Since
june
4
june
4th
the
gaming
control
board
led
by
our
enforcement
chief
james
taylor,
we
conducted
25
388
health
and
safety
inspections
of
gaming
licenses.
These
inspections
continue
to
be
conducted
every
day.
This
is
current
through
march
5
2021.,
so
we've
done
for
our
larger
licensees.
Non-Restricted
we've
done
10,
251
inspections
and
for
our
restricted
licenses.
These
are
bars
and
taverns,
primarily
15,
137
inspections.
G
I
get
a
report
every
day
on
the
inspections
that
are
conducted,
and
we
do
you
know
some
number
every
single
week
since
the
governor's
declaration
of
emergency
on
march
march,
not.
G
I
joke
occasionally
that
I
thought
I'd
be
coming
in
here
to
regulate
gaming
and
I
do
more
coveted
work
over
vaccination
work
and
preparation
for
covert
related
items,
and
I
then
I
do
gaming,
I
that
that
is
a
large
part
of
my
day.
Every
day
we
participate
in
our
members
of
multiple
statewide
mitigation
efforts.
We
participate
with
ems,
local
ems,
local
health
districts
and
local
government
enforcement.
G
G
We
have
assisted
in
coordinating
vaccine
allocation
distribution
to
the
gaming
industry
through
our
notice
process
and
through
a
planning
process
that
that
was
announced
yesterday
and
we're
very
proud
of
that
at
work.
Thrilled
to
see
the
gaming
industry
get
back
up
on
its
feet.
We
think
it's
that
vaccination
is
critical
to
getting
nevada's
gaming
industry
back
on
its
feet.
You
know
in
the
best
and
and
most
robust
way,
next
slide,
please.
G
This
is
a
this.
Is
the
gaming
commission's
budget
you'll
see
their
total
numbers,
and
these
are
we
have
expenditures,
inflation,
adjustments
and
fringe?
This
is
so.
The
biennium
total
is
a
million
five
roughly
next
slide.
Please.
G
This
is
our
our
budget,
the
gaming
control
board's
budget
and
for
those
of
you
who
are
new
again,
the
board
is
a
full-time
body.
Each
of
the
three
members
of
the
board
are
full-time,
so
this
is
my
only
job.
This
is
all
I
do
every
day
same
with
my
two
colleagues,
so
our
you
can
see
here
our
various
our
various
units
within
the
within
the
budget.
We
have
our
expenditures
and
then
we
have
adjustments.
G
Some
in-state
travel
increases
that
we're
requesting
giving
a
gaming
lab
contract
for
software.
We
do
hepatitis
b
vaccinations
of
our
enforcement
agents,
who
are
in
contact
with
blood
and
blood-borne
pathogens.
Potentially
we
have
some
staffing
reductions
and,
in
enhancement
units
680.
We
are
seeking
to
reclassify
some
investigative
positions
and
re-title.
Several
positions
for
a
total
of
89
million
dollars
was
it
was
that,
would
you
go
back
mike
was
that
did
I
say:
okay,
yeah,
89
million
804
thousand
or
800
4
000
50?
G
G
We,
as
I
mentioned
earlier,
travel
the
casinos
have
been
delayed
since
march
2020,
due
mainly
to
state
mandate
the
travel
travel
restrictions
and
to
protect
the
health
and
safety
of
board
and
board
employees
and
licensee
personnel.
So
travel
to
casino
sites
is
necessary
for
auditors
to
review
the
audit
evidence.
That
is
the
paper
documents
that
they're
receiving
now
electronically.
G
This
additional
funding
will
restore
our
audit
cycle
to
its
ideal
two
and
a
half
year
timeline.
We,
it
also
reduces
risk
for
documents
being
lost
or
destroyed
or
manufactured.
It
reduces
risk
for
the
inability
to
provide
sufficient
information
from
earlier
portions
of
the
audit
cycle,
so
audit
cycles.
So
an
audit
will
be
conducted
over
a
period
of
time
as
time
goes
on
and
we
don't
perform
the
we
don't
verify
earlier
information.
It
becomes
stale.
G
Okay
and
it
ensures
that
it
ensures
the
delays
in
detecting
non-compliance,
regulatory
issues
and
improper
reporting
of
revenue
or
weakened
control
environments
are
detected
and
that
we
can
take
action
and
and
and
reform
that
quickly
next
slide.
Please
we
have
a
request
for
a
gaming
lab
contract.
We
have
software
that
we
maintain
that's
a
forensic
tool.
It
allows
us
allows
the
board
to
under
our
the
the
authority
and
nrs463
to
to
take
data
off
of
mobile
devices
when
necessary.
G
G
So
if
there
are
custody
issues
nice
slide,
please
we
in
enhancement
unit
2233
we're
asking
for
this
is
funding
for
our
hepatitis
b,
vaccination
of
our
enforcement
division
agents.
This
is
a
federally
mandated
requirement
under
osha,
and
these
vaccinations,
of
course,
are
offered
at
no
cost
to
our
employees.
We
have
several
well.
We
have
enforcement
division,
unclassified
staff
that
meet
the
criteria
for
needing
hepatitis
b
vaccine.
G
We
have
two
audit
agents,
one
tax
and
license
agent,
one
two
enforcement
agents,
one
one:
sorry,
two
gaming
technicians,
one
administrative
assistant,
four
one
admin,
three
and
six
admin
twos,
and
this
these
these
these
lost
positions,
is
our
results,
with
reduction,
reductions
in
the
state
budget
and
constraints
that
that
issue
from
that
we
came
to
the
conclusion
of
when
we
were
asked
to
make
the
reductions
in
force.
G
Next
slide,
please
reduction
in
unclassified
snap,
so
we
again
digging
in
a
little
bit
more
two
agent
positions
from
the
audit
division,
so
these
are
cpas
that
go
out
and
audit
group
one
licenses.
These
are
larger
casinos.
Both
positions
are
in
las
vegas,
and
I
mean
the
the
potential
threat
here.
Is
that
reduction
in
staffing
may
cause
audit
cycles
to
increase
again?
The
ideal
timeline
is
a
two
and
a
half
year
audit
cycle
statutorily
we're
mandated
to
work
up
to
a
three
year
audit
cycle.
G
We
are
scheduled
to
lose
one
agent
position
from
tax
and
license,
and
these
these
this
agent
is
assigned
to
perform
compliance
reviews
of
group,
two
casinos,
smaller
casinos,
it's
a
carson
city
position
and
this
this
entire
program
is
this
tactical
tax
and
license.
Division
program
only
has
13
positions
with
five
fts
and
northern
route
and
eight
in
the
south.
G
Next
slide,
please:
this
is
the
next
one:
okay,
we're
scheduled
to
lose
two
two
agent
positions
from
the
enforcement
division.
These
agents
are
assigned
to
the
field
services
squad
and
they
do
criminal
and
regulatory
investigations.
G
They
handled
grievances
and
disputes
between
the
public
and
the
gaming
industry.
They
respond
to
license
these
issues
in
the
field
and
they
conduct
inspection
inspections
of
gaming
licenses
operations.
One
of
the
position
positions
is
a
las
vegas
one
and
one
is
positioned
in
reno.
This
is
a
24
7
division.
They
work
around
the
clock
and
both
positions
are
post-certified
positions,
we're
scheduled
to
lose
two
electronic
technician:
positions
from
our
technology
division.
These
are
these
individuals
are
assigned
to
perform
the
gaming
division,
gaming
device,
verification
of
devices
on
the
floor.
G
They
investigate
alleged
cheating
incidents,
incidents
of
gaming
equipment.
They
evaluate
customer
complaints
that
that
that
bring
into
question
the
proper
functioning
of
slot
machines
and
both
positions
are
in
las
vegas.
Next
slide.
Please
we're
scheduled
to
lose
one
admin,
four
position
from
the
administrative
administrative
administration
division.
G
This
position
supports
our
chief
and
deputy
chief
directly
and
is
in
carson
city
one
admin,
three
position,
which
is
another
administration
division
position
and
is
a
support,
support
person
to
the
our
director
of
hr
and
training
and
six
admin,
two
positions:
these
positions
will
provide
general
clerical
support
and
office
coverage
for
a
number
of
the
divisions,
including
tax,
and
license
admin
investigations
and
enforcement.
Next
slide.
G
We're
asking
for
class
code
changes,
there's
no
budgetary
impact.
We
want
to
monetize
modernize
the
investigations,
division
position
name
so
we'll
call
and
we'll
call
the
coordinator
of
applicant
services
services.
The
investigative
services
manager
want
to
change
the
title
of
mr
morton
from
our
lcd
staffers
position
to
senior
research
specialist
position,
I'm
sorry
from
senior
research,
special
specialist
position
to
research
specialist,
I'm
sorry
senior
policy
analyst,
and
we
want
to
change
mike
lawton
who's,
our
economist,
his
the
name
of
his
position
to
senior
economic
analyst.
G
We
want
to
modernize
our
technology
technology
division
positions,
the
manager
of
our
lab.
We
want
to
rename
that
position,
electronics,
lab,
I'm
sorry,
deputy
chief
of
technology.
We
want
to
rename
our
one
of
our
lab
engineers,
a
senior
senior
engineer
of
technology
and
so
on.
Similar
name
changes
to
other
positions
in
the
lab
next
slide.
Please.
G
I
will
ask
andrew
to
please
jump
in
here
andrew
tucker,
who's,
our
I.t
chief,
and
to
talk
about
our
alpha
migration
project,
which
is
a
very,
very
important
project.
Andrew.
If
you
would.
C
Thank
you
chuck
gibson
good
morning,
members
of
the
committee,
andrew
tucker
I.t
manager,
for
the
game
control
board.
The
I
the
alpha
migration
project
is
a
project
that
we
started
back
in
2014
and
is
ongoing.
Today,
as
the
chair
mentioned
earlier,
we're
transitioning
off
of
a
very
old
technology.
C
You
know
a
cobalt-based
system,
this
system,
they
began
development
for
it
back
in
1982,
and
it
still
lives
today
and
you
know,
was
modified
over
the
30
plus
years
of
its
existence,
and
so
we
are
working
diligently
to
get
off
of
that
platform
onto
modern
platforms,
we're
moving
to
a
dot-net,
microsoft.net,
sql
server,
back-end
application
and
we're
doing
the
majority
of
this
in-house
developments.
Custom
development.
C
At
times
we
do
purchase
software
packages
to
meet
our
needs,
but
in
general
it's
the
majority
of
it
is
developed
in-house
with
the
help
of
a
technology
partner.
So
we
began
again
in
2014.
We
were
funded
in
the
1415
biennium
and
it
continues
and
we've
done
a
pretty
good
job
of
staying
on
time
on
budgets.
You
know:
we've
dealt
with
some
budget
cuts,
as
most
other
people
have
in
past
bienniums,
but
we've
been
able
to
forge
through
those
next.
C
So
we're
requesting
continued
funding
to
work
with
our
contracted
vendor.
On
this
they
they've
been
a
good
partner
with
us.
You
know,
they've
been
with
us
from
the
beginning.
It's
a
company
called
cyber
inc
and
they
really
have
become
experts
on
the
gaming
control
board
and
our
processes
and
how
we
work-
and
you
know,
kind
of
our
intricacies
and
quirks
of
how
we
work
and
that
kind
of
thing,
and
they
they
really
have
a
lot
of
knowledge
of
how
we
do
things
so
continuing
with
them
is
critical
to
the
project.
C
C
You
know,
as
everybody
else,
we've
gone
through
some
pretty
serious
budget
cuts
because
of
the
pandemic,
and
you
know
we're
looking
to
get
back
some
of
that
funding
and
continue
the
project
and
then
right
now
we're
focusing
on
the
enforcement
division.
C
So
the
importance
of
the
information
that
we
have
on
the
the
cobalt
system
that
we
have,
we
call
it.
We
have
two
names
for
it:
the
alpha
system
or
the
blue
screen.
Simply
because
the
screen
is
blue.
It
contains
the
information
that
is
critical
to
the
board
in
order
to
do
its
regulatory
functions.
C
You
know
all
the
information
we
have
on
the
gaming
licensees,
all
of
the
information
we
have
on
the
gaming
employees,
the
people
working
in
the
industry,
all
of
the
ownership
and
the
complexities
of
ownership.
C
The
licensing
ownership
in
the
gaming
industry
is
extremely
complex.
You
know
owners
owning
owners,
owning
owners
and
things.
It's
we
have
these
neat
little
bubble
charts.
We
can
create
that
show
that
ownership
and
some
of
them
it's
just
kind
of
a
blog,
because
there's
so
many
pieces
parts
to
it.
C
The
record
of
the
business
you
know:
what's
the
status
of
a
licensee,
the
associations
with
licensees
all
of
the
revenue
that
we
bring
in
goes
through
this
system
and
then
the
records
of
deposits
that
we
take
in
for
those
tax
payments
and
other
types
of
things-
and
you
can
see
here-
we've
done
a
lot
of
the
migration
efforts.
There's
still
a
fair
amount
to
do,
but
we
have
made
a
lot
of
good
progress
next.
C
So
some
of
the
challenges
that
we've
had
over
it
obviously
limited
staffing
funding.
That's
you
know
pushing
the
migration
out
to
a
longer
period
of
time.
One
of
the
biggest
concerns
for
us
is
the
lack
of
expertise
in
the
cobol
world.
C
10
years
ago
we
had
people
on
staff
who
knew
cobalt
and
could
you
know
deal
with
the
issues
that
come
up
with
that
system
that
has
changed
and
we
have
lost
staff.
They've
retired
moved
on,
so
we
have
one
person
who's
getting
here
to
retirements
every
day
and
that
person
you
know,
helps
keep
that
system
up
and
happy
and
that's
a
big
concern
for
us.
It
is
a
text-based
system,
there's
no
data
encryption
or
anything
like
that.
Those
tools
don't
exist
in
that
world
it.
You
know
it
precedes
modern
technology.
C
The
internet
didn't
exist
when
this
was
built.
A
lot
of
the
technologies
out
there
today
did
not
exist
when
this
system
first
started
limited
capabilities.
It's
you
know
it's
not
an
intuitive
platform,
it's
difficult
to
get
information
out
of
it.
You
know
you
have
to
key
all
data
into
it.
We've
been
fortunate
that
we've
found
some
tools
that
will
actually
allow
us
to
do
interfaces
and
pull
some
information
in
and
out
of
it,
but
that's
a
challenge
and
there's
costs
associated
with
that.
C
So
it's
just
not
a
platform
that
we
need
to
maintain
next
slide.
Please
so
benefits
you
know.
Our
new
applications
have
greatly
improved
the
board
processes
and
the
access
to
information
information
is
now
as
opposed
to
tomorrow
in
the
old
world.
You
know
when
information
came
in
often
it
had
to
be
processed
over
a
24-hour
period
and
that's
a
real
problem
right,
especially
in
today's
world.
C
You,
you
get
requests
and
you
need
that
data
now
you
need
to
provide
it
now
and
we
can
do
that
in
a
much
better
fashion
today,
so
that
that's
been
huge.
Having
access
to
things
like
validating
new
usps
address
formats,
that's
a
big
deal.
You
know,
we've
got
thousands
of
addresses
that
we
have
to
deal
with
and
knowing
that
those
addresses
are
correct,
or
at
least
that
we
need
to
find
out
how
to
correct
them
is
huge
again
access
to
information,
that's
a
big
deal
and
we're
reducing
the
technology
platforms.
C
So
here's
a
summary
of
our
progress,
location
information
came
out
in
march
2015..
That
was
a
big
one,
independent
host
promoter.
That
was,
you,
know,
club
venue.
Hopefully,
you've
heard
that
term.
That
was
a
reaction
to
that
regulatory
change,
tax
information
collection
that
came
in
in
second
quarter
2018,
you
know
all
payments,
all
tax
payments
that
come
in
they
come
in
through
our
front-end
portal
and
then
flow
into
what
we
call
the
sage
system.
C
Our
new
system
and
access
to
that
information
is
now
it's
real
time,
some
others
wagering.
You
know
that's
a
big
deal
that
basically
having
the
allowing
the
industry
to
electronically
tell
us
what's
going
on
in
book,
wagering
things
that
we
require
of
them.
You
know
certain.
That's
over
a
certain
amount,
wins
over
a
certain
amount
that
type
of
information
they
report
that
to
us
electronically.
Now,
as
opposed
to
sending
us
paper
same
with
suspicious
transaction
reporting,
the
licensees
are
required
to
report.
C
You
know
based
on
certain
criteria,
what
might
be
a
suspicious
transaction,
and
that
is
now
all
electronic.
So
they
can
report
those
to
us
now
and
we
have
access
that
information
and
it
reduces
activities
like
that
really
reduce
errors,
because,
instead
of
the
licensee,
you
know
getting
it
out
of
their
system
typing
it
into
something
like
excel,
and
then
us
typing
it
into
our
system.
They're
just
doing
it
once
maybe
you
know
it,
they
may
have
to
key
it
once
it
may
come
out
of
their
system
and
then
they
upload
it
to
us.
C
So
it
reduces
a
lot
of
error,
independent
host
functionality
in
august,
and
then
we
implemented
the
what's
called
motorola
flex.
It's
a
law
enforcement
software
application
that
went
live
in
december
20.
That
was
a
big
win.
Other
law
enforcement
agencies
across
the
state
use
this
software
as
well,
and
that
has
always
been
part
of
our
plan
is
if
we
can
find
package
software
that
does
the
job
that
serves
a
significant
piece
of
functionality.
C
We
will
implement
that
and
it
really
didn't
make
sense
to
us
to
write
law
enforcement
software
when
there
were
good
software
packages
available.
So
we
went
forward
with
that
and
we're
working
on
or
we
just
went,
live
with
what
we
call
advanced
person
search.
So
all
the
persons
that
the
gaming
control
board
manages
that
system
is
sitting
in
our
new
sage
application,
and
now
we've
got
a
very
advanced
search
that
you
can.
You
know,
pick
out
all
different
kinds
of
identifiers
to
find
people
and
get
information
on
them.
C
So
the
public
facing
system
that
the
licensees
hr
departments
use
to
hire
people
and
check
and
see
if
they
can
work
in
gaming
if
they
have
worked
in
gaming
and
then
a
process
to
allow
those
gaming
applicants
to
apply
with
us
and
go
through
our
processes
to
become
a
gaming
employee,
we're
in
the
process
of
moving
that
information
off
of
an
older
system,
both
on
the
front
end
and
off
of
the
alpha
into
our
new
sage
system.
C
Next
slide,
please
so
coming
soon
shared
billing
and
accounting.
You
know
that's
something
that
we
do
a
fair
amount
of
you
know
basically
investigative
activities
when
someone
applies
for
a
gaming
license,
they
pay
us
an
amount
of
money
and
we
investigate
them,
and
we,
you
know,
go
against
that
account.
We
basically
report
billable
time,
billable
expenses
and
other
activities
against
that
dollar
amount
that
they
provided
to
us
so
we're
in
the
process
of
getting
that
done.
C
This
is
farther
down
the
road
with
the
administration
division.
You
know
moving
the
human
resources
and
accounting
and
facilities
activities
that
we
have
in
our
old
system
into
our
modern
platform,
but
we're
really
kind
of
waiting
to
see
and
it's
good
timing
for
us.
What
is
smart
21
going
to
provide?
What
do
we
need
to
you
know?
What's
the
delta
smart
21
is
going
to
be
this,
so
what
we
need
to
develop?
If
anything,
it
could
be
it
in
some
areas.
C
We
don't
have
to
do
any
development,
because
smart
21
has
met
that
need,
so
we're
waiting
to
see
what
that
will
look
like
and
we
weren't
planning
on
doing
that
development
now
anyway.
So
it's
good
timing,
audit
division
as
part
of
our
request
in
this
coming
biennium
we're
asking
for
funds
to
purchase
software
for
the
audited
vision.
Again,
there
are
wonderful
software
packages
out
there
that
provide
audit
functionality.
So
why
should
we
reinvent
the
wheel
so
we're
going
to
look-
and
you
know-
we've
obviously
done
some
research
to
find
out
what's
out
there.
C
So
we're
going
to
you
know
if
funded
we'll,
go
forward
with
that
and
find
the
right
software
package
for
our
auditors
enforcement
again,
the
replacement
of
the
gaming
and
play
registration
system.
That's
going
on
now
in
the
future
investigations
applicant
processing.
So,
as
you
know,
they
investigate
that
applicant
all
the
processes
that
go
along
with
that
moving
those
over
to
the
new
system
and
then
the
technology
division.
C
They
have
a
system,
that's
actually
outside
of
our
old
alpha
system,
but
it's
starting
to
age
as
well,
and
that
needs
to
be
brought
into
the
fold
as
it
were
and
they
need
to
become
part
of
sage.
So
we
have
one
system
that
we're
doing
as
much
of
our
regulatory
activity
in
as
we
can
and
that's
it.
Thank
you.
A
B
Thank
you
very
much,
madam
chair,
and
thanks
to
all
of
you
for
the
information,
I
think
you
sort
of
answered
my
first
question,
but
I'll
ask
you
to
expound
on
that
just
a
little
bit.
It
was.
How
was
has
this
coveted
health
crisis
and
the
resulting
travel
restrictions
during
this
biennium
disrupted
that
audit
cycle
and
then
with
that?
How
long
does
the
agency
anticipate
it
will
take
to
return
to
the
uniform
audit
cycle
if
the
recommended
in-state
travel
is
is
approved.
G
Good
morning
senator
dunbar
luke,
so
it's
not,
it
hasn't
taken
us
off
the
cycle,
meaning
we
won't
violate
the
three-year
statutory
mandate
that
we
audit
every
licensee.
According
to
that
to
that
timeline,
ideally
we're
on
a
two
and
a
half
year
cycle.
What
it's
done,
though,
is
it's
required
us
to
do,
do
more
of
the
front-end
work
and
and
rely
on
their
on
their
on
items
that
they're
providing
to
us
electronically.
G
We're
not
we're
not
able
to
verify
the
the
documents
as
well,
because
we
can't
see
the
paper
item.
We
can't
go
and
see
source
documents
which
is
ideal
for
us,
so
we
can
get
back
into
our
the
swing
of
things
with
with
this
this,
with
this
additional
enhancement,
we
won't
be
off
cycle
at
all,
so
this
this
will
get
us
back
to
where
we
need
to
be.
B
Thank
you
very
much,
and
so
then,
when
you
return
to
that
natural
cycle,
your
in-state
travel
funding
will
still
be
necessary.
B
It
will
yes,
okay
and
then
just
one
other
question
when
you
were
talking
about
you
had
one
agent
in
the
north
and
one
in
the
south
that
was
just
overwhelming.
To
me.
Is
that
enough?
G
Need
candidly,
we
have
a
very
small
agency,
given
the
the
scope
of
the
things
that
we
do,
especially
right
now,
with
covid
92,
000
hours
of
work
that
we've
done
for
covet
and
then
regulating
the
industry
during
this
time.
It's
it's
for
400
people
or
396,
eight
employees,
that
it's
a
lot
of
work.
They
work
many
many
hours.
Our
our
agency
is,
is
a
unique
one,
meaning
that
it's
we're
able
to
set
our
own
sort
of
requirements.
We're
not
we're
not
a
traditional
agency.
G
We,
our
people
are
unclassified
for
the
most
part
they
work
many
hours,
they
they're
highly
skilled
and
trained.
I
I'm
I'm
incredibly
impressed
with
what
they
do,
but
they
do
a
whole
lot
with
very
little.
B
Thank
you
very
much,
and
it's
good
to
see
you
in
your
new
role,
mr
gibson.
Thank
you.
A
Okay
with
that,
I
I
have
some
questions
about
the
position
eliminations.
I
I
have
some
real
concerns
about
that.
Leaving
them
vacant
is
one
thing,
but
actually
eliminating
them
means
in
future
legislatures.
You
will
have
to
come
back
and
get
them
back
again
and
in
looking
at
the
list
of
the
folks
and
when
they
actually
left
a
number
of
them.
A
If
I'm
as
I'm
looking
at
it
were
november
and
december
of
19
all
the
way
through
to
when
the
pandemic
started,
and
we
know
how
long
it
takes
to
replace
people
so
just
natural
attrition
people
leaving,
but
then
the
pandemic
happened.
We
had
a
hiring
freeze.
A
I'm
just
very
concerned
that
some
of
the
functions
of
these
folks,
especially
when
it
comes
to
billable
hours,
doing
the
audit.
You
have
the
travel
money
for
the
audit,
but
you're
going
to
lose
some
audit
personnel
and
then
just
the
administrative
positions
that
do
a
lot
of
the
work
for
you.
I
just
have
some
serious
concerns
about
actually
holding
actually
eliminating
them.
So
what
was
the
conversation
between
elimination
and
just
holding
them
vacant
because
you
still
get
to
your
general
fund
savings
by
holding
it
vacant
and
then,
when
money
does
things
will
get
better?
A
G
Sure,
madam
chair,
could
I
defer
to
our
cfo
mary
ashley
for
this
question.
B
So,
in
compliance
with
the
state
budget
restrictions,
we
did
propose,
we
looked
at
our
staffing
and
our
vacant
positions
and
tried
to
do
an
equitable
solution
for
meeting
these
constraints
and
propose
these
positions
to
be
abolished.
I
guess
so
we're
unaware
of
how
we
could
retain
the
positions
with
the
existing
requirements
of
the
state's
budgeting
system,
and
so
we
would
be
happy
to
talk
to
staff
on
how
to
retain
the
15
positions
effective
july
1st.
A
I
just
have
some
very
serious
concerns
about
a
lot
of
the
work
that
these
folks
do
for
you,
I'm
always
very
proud
when
I
go
to
other
states
and
when
we
used
to
be
able
to
go
to
conferences
to
brag
about
how
great
our
gaming
regulatory
body
is,
you
are
the
gold
standard
and
we
just
want
to
make
sure
that
you
have
the
resources
to
do
that
in
the
most
expeditious
way
possible.
A
So
with
that,
I
believe
that
takes
care
of
any
questions
that
that
I
have
I
had
hoped.
I
would
make
it
through
this
whole
session
and
not
see
the
word
cobalt
again,
but
unfortunately
that
didn't
happen.
It's
as
old
as
I
am,
and
I'm
leaving.
So
it
should
leave
too.
So
with
that,
are
there
any
questions
on
the
alpha
migration
system.
A
A
A
Seeing
none
okay!
Thank
you
very
much,
mr
gibson
and
your
team.
Thank
you
for
that
92
000
hours
worth
of
work.
Thank
you
for
putting
that
on
the
record
work
that
you
have
done
dealing
with
covid,
it's
good
to
know
who's
where
your
resources
are
lying
and
the
the
job
that
you're
doing
so.
We
we
appreciate
that.
G
A
Thank
you,
mr
gibson,
so
with
that
that
closes
this
particular
budget
committee
members.
Their
last
item
on
the
agenda
for
this
morning
is
to
go
to
public
comment.
So
we'll
give
public
comment.
Folks,
a
couple
of
minutes
to
call
in
I've
got
9
58
right
on
time,
so
we'll
give
them
a
couple
of
minutes.
So
everyone
please
stand
at
ease
and
we'll
go
to
public
comment
in
just
a
moment.
B
G
A
Well,
thank
you
very
much
broadcast
services
for
all
of
your
hard
work.
We
couldn't
do
this
without
you.
We
really
do
appreciate
you
all.
Thank
you
committee
for
your
time
and
attention
this
morning
for
ways
and
means
members.
I'm
sure
you've
seen
the
change
in
the
agenda
for
monday,
so
there
will
be
no
ways
and
means
on
monday,
but
believe
me
we
are
going
to
make
up
for
that
towards
the
end
of
this
session,
so
just
be
prepared.
So
with
that
committee.
Thank
you.
We
are.