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From YouTube: 2/10/2021 - Senate Finance and Assembly Ways and Means, Subcommittees on Human Services
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A
Thank
you.
So
I'm
going
to
go
ahead
and
call
to
order
the
joint
committee
subcommittee
on
human
services
for
february
10th
at
804
pm
secretary.
Will
you
please
call
the
role
assemblywoman.
C
E
A
A
C
F
E
A
And
I
noticed
that
senator
cannizzaro
has
just
joined
the
meeting,
so
go
ahead
and
mark
her
present,
and
I
have
a
message
from
majority
leader
benitez
thompson
that
she
had
to
restart.
So
please
mark
her
present
as
she
arrives.
A
Okay,
I
wanted
to
remind
everybody
on
the
call
to
mute
themselves
when
they're,
not
speaking,
so
that
we
can
go
through
this
meeting
uninterrupted
committee
members
when
you
have
a
question
go
ahead
and
please
notify
me
in
the
zoom
chat
and
I'll
try
to
keep
an
eye
on
that.
A
I
want
to
remind
everybody
that,
in
this
virtual
session
that
there's
lots
of
ways
that
people
can
participate
virtually
if
you
go
to
the
legislative
website,
this
google
nevada
legislature
there's
a
help
bar
at
the
top
of
every
page,
and
if
you
click
on
that
help
app,
it
will
tell
you
all
of
the
different
ways
that
you
can
participate.
A
Briefly,
I'd
like
to
remind
you
that
we
have
an
opinion
poll
and
that's
probably
the
most
efficient
way
to
let
the
committees
know
how
you're
feeling
about
a
specific
issue
or
a
specific
bill.
You
can
also
submit
public
testimony
to
the
email
address
that
is
posted
on
every
agenda
and,
of
course,
you
can
register
in
advance
of
the
meeting
to
sign
up
for
public
testimony
or
public
comment
in
the
finance
committee
meetings.
A
A
Okay,
we
have
10
budgets
to
get
through
today,
so
we're
looking
to
make
sure
that
we
get
all
the
important
information
on
the
record,
but
also
to
keep
our
questions
concise
and
to
the
point,
and
hopefully
our
answers
consistently.
A
The
point
as
well,
so
we're
going
to
go
ahead
and
start
with
the
oh
committee
members
I
did
want
to
remind
or
let
you
know
that
we
do
have
on
the
zoom
chat
with
us
representatives
from
county
welfare
agencies,
as
well
as
some
of
the
youth
facilities,
and
so,
if
you
do
have
a
question
directly
for
them,
they'll
be
able
to
answer
it
during
the
course
of
the
committee
hearing.
So
with
that,
let's
go
ahead
and
start
with
the
division
of
child
and
family
services.
Budget
presentation.
C
G
At
the
screen,
I'm
not
a
cat,
so
we're
off
to
a
good
start.
So
far
this
morning
with
me
today,
in
carson
city
is
susie
miller,
our
deputy
administrator
of
residential
services,
alexis
toosey,
our
deputy
administrator
of
community
services,
dr
catherine
roose,
our
deputy
administrator
of
quality
and
oversight
and
mandy
davis.
Our
deputy
administrator
of
administrative
services.
H
G
G
G
Yeah
slide
two:
we
talk
about
our
vision
and
mission.
You
know
our
vision
is
safe,
healthy
and
thriving
kids
in
every
nevada
community
and
in
the
middle
of
this
pandemic
and
the
health
crisis
and
the
fiscal
crisis
that
has
followed
the
vision,
helped
us
to
really
focus
what
our
priorities
needed
to
be
and
in
a
lot
of
ways,
helped
us
prioritize
the
cuts
that
we're
going
to
be
talking
today.
That
would
be
least
disruptive.
G
G
G
And
oversight
division
really
focuses
on
planning,
federal
compliance,
state
compliance
when
we
pulled
this
out
into
its
own
subset
a
couple
years
ago.
We
realized
this
was
a
section
of
our
division
that
is
really
under
resourced,
but
they
do
the
best
they
can
with
the
resources
they
have,
and
then
administrative
services
includes
all
those
things
in
the
background
really
that
make
the
agency
operate.
G
So
our
fiscal
services,
information
services,
those
types
of
functions,
and
then
ms
davis
also
oversees
all
of
our
victims
of
crime
services,
which
the
division
has
had
a
growing
role
in
the
next.
G
In
the
last
couple
of
years,
which
we
will
talk
about
in
terms
of
formal
caseloads
for
budgetary
purposes,
we
have
two
main
types:
we
have
our
foster
care
caseloads
and
our
adoption
caseloads
foster
care,
of
course,
is
when
a
child
welfare
agency
determines
that
a
child
is
unsafe,
living
in
the
home
that
they're
in
and
they
need
to
be
removed
and
placed
in
a
different
setting
to
maintain
safety.
Our
child
welfare
agencies
try
to
make
the
current
home
safe
and
preserve
the
family,
but
it
is
not
always
the
case.
B
G
On
slide
four,
you
see
we
have
three
different,
foster
care,
caseloads
family
foster
care
which
you
might
think
of
as
traditional
foster
care,
there's
a
licensed
foster
parent
or
parents
that
are
typically
strangers
to
the
child,
and
they
provide
all
those
you
know
all
those
foster
care
services
stepping
in
as
the
parent
for
that
child,
keeping
them
safe
and
meeting
their
needs.
G
B
G
The
case
loads
you
see
here
are
paid
placements.
There
are
a
lot
of
unpaid
placements
when
we
have
children
live
with
family
members
or
effective
can,
if
they
decide
not
to
get
licensed,
then
they're
an
unpaid
placement.
So
if
you're
taking
a
look
at
these
case
loads
compared
to
the
total
number
of
kids
out
of
home
you'll,
that's
why
there's
a
difference
slide.
Five
is
the
adoption
subsidy
case
loads.
G
Adoption
subsidies
are
monthly
support
after
adoption,
until
the
child
turns
18.
they're
negotiated
on
a
case-by-case
basis.
So
this
is
one
of
the
more
difficult
you
know
caseloads
to
project,
because
each
each
situation
is
unique
and
those
costs
may
change
over
time,
but
is
to
support
those
individuals
who
are
adopting
children
into
their
home
and
there's
a
monthly
monthly
support
payment
that
cannot
exceed
the
adoption
care
rate.
G
Slide,
six
really
shows
the
breakdown
of
our
revenue
sources
as
a
division,
not
a
huge
change
in
terms
of
which
percentage
is
coming
from
what
types
of
sources
for
the
division
of
child
and
family
services.
When
we
talk
about
federal
funds,
some
of
our
big
sources
include
the
social
security
act,
title
4e,
which
really
supports
our
child
welfare
services
and
also
our
victims
of
crime
act.
Funding
which
includes
the
assistance
grant
and
the
compensation
program
other
for
us
includes
county
assessments.
G
We
have
some
programs
that
have
county
assessments
that
help
contribute
to
those
programs
and
then
also
medicaid
transfers,
primarily
in
our
children's
mental
health
programs.
We
have
the
ability
to
bill
for
reimbursable
services,
so
medicaid
funds
are
in
those
other
funds
on
slide,
seven
you'll
see
the
summary
of
our
budget
accounts.
The
highlighted
ones
are
the
ten
that
we
are
discussing
today.
There
are
really
no
big
substantial.
G
You
know
changes
between
the
two
fiscal
years
and
you
can
see
the
overall
biennial
total
of
626
million
dollars
before
diving
into
the
specifics
of
the
budgets
and
the
decision
units
before
you.
I
just
want
to
take
a
quick
moment
to
talk
about
how
covid19
has
changed
the
way
we
operate
as
an
agency,
and
so
we
had
to
take
on,
as
I
stated
before,
the
division
has
different
roles
in
different
systems,
and
so
these
are
just
some
of
the
examples
of
how
we
changed
our
operations
during
this
program
or.
I
H
G
It
into
our
nevada
system
and
provided
best
practices
to
child
welfare
agencies
and
their
operations.
G
You
can
imagine
the
need
to
be
safe
during
covet
and
the
way
that
that
particular
virus
spreads,
but
also
knowing
the
incredible
value
of
family
visitation,
allowing
siblings
to
be
together,
and
so
there
are
some
really
challenging
dynamics
for
our
caseworkers
in
the
field.
G
G
Program
evaluation
unit
worked
with
the
behavioral
health
task
force
to
track
behavioral
health
needs.
We
started
tracking,
you
know
what
percentage
of
cases
into
our
children's
mobile
crisis
unit
identified
as
kobit
being
a
primary
or
secondary
concern
as
they
called
in,
and
we
saw
a
spike
and
then
leveling
off
and
kind
of
a
spike
again,
as
as
cases
went
up
and
just
knowing
the
increased
need
for
behavioral
health
services
across
the
board
is
something
that
we
have
kept
an
eye
on.
G
Throughout
the
pandemic,
we
experienced
a
collapse
in
child
protective
services
reports
early
in
the
pandemic,
and
we
were
able
to
utilize
the
data
analytics
team
to
understand
that
it
really
almost
100
percent
came
from
a
collapse
in
reporting
from
education,
personnel,
teachers
and
school
staff
are
kind
of
silent
heroes
and
allies
in
our
battle
against
child
abuse
and
neglect
and
with
kids
not
in
school.
G
G
Post
office-
or
you
know,
fedex
other
people
who
would
actually
have
eyes
on
children,
and
so
we
worked
really
hard
to
turn
that
around
we
sought
level
off
in
summer.
Of
course,
we
always
see
a
dip
in
summer,
because
the
kids
aren't
normally
in
school
during
summer
and
then
kind
of
varying
varying
items
that
credit
back
up
throughout
the
fall.
D
G
Then
having
to
deal
with
really
staff
staff
getting
exposed
and
sick
and
and
managing
that
or
addressing
when
there
is
an
outbreak,
how
do
you
create
like
a
quarantine
unit
with
the
minimum
space
you
have
and
then
just
operationally
you
know
as
an
agency,
we
had
we
put
capacity
limits
on
our
office.
We.
G
What
we
called
the
dcfs
covet
recovery
group,
which
included
a
multi
multi-disciplinary
team
across
our
division,
to
look
at
things
such
as
health,
behavior,
health
communication
operations,
fiscal,
so
it
was
really
focused
on
how
do
we
survive
as
an
agency
during
the
pandemic?
C
F
G
Funding
not
any
of
the
discretionary
karzak
funding
got
some
designated
funding
to
us
for
certain
purposes,
including
we
worked
with
the
division
of
public
and
behavioral
health
to
have
a
temporary
expansion
of
the
children's
mobile
crisis
unit,
that
included
expansion
of
an
additional
team
to
clark
county
and
then
24-hour
services
in
washoe
county
which
we
hadn't
had
before,
and
then
there
were
some
specific
awards
to
violence,
prevention
and
child
welfare.
G
Those
two
of
course
based
on
you,
know,
formula
and
our
census
numbers,
and
then
we
were
able
to
make
some
internal
funding
adjustments.
So
in
the
chaffee
independent
living
program,
we
provide
supports
to
agencies
that
help
kids
that
are
in
that
transition
age
period.
We
were
able
to
shift
that
so
the
those
that
support
went
directly
to
those
kids.
G
One
item
marriages
collapsed,
new
marriages
collapsed
during
the
pandemic
and
we
fund
domestic
violence
and
sexual
assault
programs
through
a
fee
on
marriage
licenses
in
the
state.
It's
really
the
only
general
fund
funding
for
that
type
of
service,
and
so,
as
new
marriages
collapsed,
so
did
the
funding
for
those
providers,
and
so
just
as
an
example.
So
the
award
to
those
the
to
those
providers
went
from
three
million
dollars
in
fiscal
year.
2020
to.
C
G
Million
dollars
in
fiscal
year
2021,
and
so
we
took,
we
have
a
victims
of
crime
act,
assistance
award.
We
get
a
lump
sum.
We
have
three
years
to
spend
it.
We
always
we
don't
necessarily
award
out
all
of
it
each
year
and
not
everybody
spends
it
each
year
so
about
halfway
through
the
pandemic.
We
said:
okay,
how
much
can
we
safely
augment
and
we
provided
supplemental
awards
to
domestic
violence
providers
and
child
welfare
agencies
on
slide
10?
G
We
have
our
first
actual
budget,
and
this
is
the
children,
youth
and
family
administration
budget,
which
has
chunks
of
all
sorts
of
functions
that
make
the
agency
operate.
There
are
three
decision
units
in
this
budget
on
slide.
11
you'll
see
the
first
decision
unit,
which
is
to
add
a
fully
federally
funded
victim
services
manager.
G
Services
has
grown
into
one
of
our
larger
programs
in
terms
of
funding.
Now
it's
actually
larger
than
any
of
our
than
our
juvenile
justice
services
put
together
as
well
as
our
child
welfare
that
that
we
do
not
wash
your
own
clark,
but
that
the
cfs
does
so
it's
larger
than
that
on
page
12
or
slide
12.
You
can
see
kind
of
the
history
of
victim
services
and
the
divisions
rule
into
in
2016,
and
before
that,
we
had
this
marriage
license
grant.
G
We
have
the
victims
of
crime,
assistance,
grant
family
violence
prevention
grant,
which
goes
towards
domestic
violence,
and
that
was
it.
Our
our
function
really
in
the
domestic
violence
world
was
was
just
passing
through
money
to
community
partners
to
help
victims.
G
C
G
C
G
H
G
Eyes
of
the
you
know
the
federal
government
we
were,
and
so
we
received
and
helped
process
the
16.7
million
dollar
grant.
That
was
in
response
to
that
tragic
event
and
really
started
making
us
think
about
our
roles
in
victim
services
in
in
a
new
way.
G
In
the
2019
session
governor
from
the
lessons
of
the
october,
one
shooting
transferred
the
victims
of
crime
compensation
program.
The
bill
did,
with
your
support,
transferred
the
victims
of
crime,
compensation
program
from
the
department
of
administration
to
the
division
of
child
and
family
services,
placing
nevada's
major
crime,
victim
programs
all
under
one
roof.
C
G
Then,
as
we
sit
today,
you
know
we
serve
over
4
500
victims
of
crime
and
our
sub-awards
are
about
almost
40
million
dollars
in
terms
of
in
terms
of
funding
for
victims
of
crime.
H
G
G
You
can
see
the
different
programs
there,
direct
services
like
the
confidential
address
program
and
the
victims
of
crime,
compensation
program
and
the
victims
of
crime,
grant
management,
which
includes
a
number
of
different,
a
different
grants
and
then
some
of
those
extra
activities
that
we
are
seeking
out
to
provide
better
victim
services
to
nevadans
across
the
board,
and
so
with
that
on
slide
14.
There
are
two
other
decision
units
within
this
budget.
G
The
first
one
is
to
reduce
a
training
contract
with
the
unr
school
of
social
work.
This
is
related
to
child
welfare
training.
It's
not
an
elimination
of
this
contract,
but
a
reduction
core
training
would
remain
we're,
seeing
a
lot
of
efficiencies
in
training
as
folks
move
to
a
virtual
platform.
Frankly,
even
before
proven
19
as
folks
are
able
to
get
trained,
you
know
on
their
own
time
and
kind
of
in
their
own
methods.
So
there's
a
reduction
of
that
contract.
C
G
Then
there's
also
two
leases
that
we're
proposing
to
eliminate
that
are
cost
allocated
across
multiple
budgets.
Those
two
offices
include
an
office
on
kitsky
lane
in
reno
which
houses,
quality
and
oversight
staff
from
the
children's
mental
health
area.
So
no
direct
services
there
and
then
a
office
on
pecos
road,
which
includes
direct
services
for
children's
mental
health
and
then
some
administrative
functions
like
information
services.
C
G
Staff
would
not
only
be
dispersed
to
our
other
sites
throughout
the
valley,
but
we
would
also
taking
really
kind
of
a
page
from
the
department
of
welfare
and
supportive
services
and
the
success
of
their
out-stationing
eligibility
workers
coming
up
with
a
model
where
we
have
our
children's
mental
health
team
out
in
the
community,
where
they
are
needed
most
to
reduce
those
barriers
that
might
include
transportation
and
time
off
for
folks
trying
to
access
those
children's
mental
health
services.
So
with
that,
I'm
happy
to
take
any
questions
related
to
budget
account.
3145.
C
C
C
I
did
notice
the
recommendation
for
the
new
social
services
manager
position
and
I
commend
you
for
that
so
under
under
that
position,
could
you
just
talk
a
little
bit
more
about
what
oversight
management
needs.
B
Hi
good
morning,
mandy
davis,
deputy
administrator
for
the
division
of
child
and
family
services,
so
that
position
right
now
we
have
a
management
analyst,
for
that
is
overseeing
all
of
it.
B
If
you
can
see
on
the
org
chart
on
page
13,
she
that
position
is
overseeing
all
of
those
functions,
including
the
direct
service
portion,
the
grants
management
portion
that
civil
awards
grants
out
to
the
community
and
those
other
additional
projects
that
are
competitive
grants
or
the
the
grant
that
we
were
awarded
to
respond
to
the
route
91
shooting,
if
approved
the
new
victim
services
manager,
would
really
take
a
more
holistic
approach
of
doing
the
analysis
of
what
needs
are
unmet
and
what
we
can
do
to
help
expand.
B
Those
needs
in
the
communities
look
for
and
apply
for
additional
funding
if
there
is
the
opportunity
for
those
to
come
up
and
then
really
to
develop
the
partnerships
throughout
the
community
right
now
it
it's
somewhat
disjointed
as
far
as
communities,
not
really
having
a
leadership
type
position
from
the
state,
especially
being
the
largest
funder
of
victim
services.
So
that
position
would
connect
and
develop
those
community
partnerships
with
the
agencies,
providers
and
the
victims
themselves
to
to
really
make
sure
that
we're
meeting
the
needs
of
the
population.
G
And
this
is
administrator
armstrong
if
I
just
may
add
a
little
bit
to
that
really
the
reason
we
we
ended
up
with
the
management
analyst
for
in
charge
of
the
program
somewhat
by
accident.
We
had
a
very
negative
audit
from
the
federal
department
of
justice
office
of
inspector
general,
and
so
we
put
we
tasked
this
management
analyst
for
with
cleaning
up
that
audit
and
just
over
time
it
became
natural
for
for
her
to
kind
of
try
to
coordinate
those
programs.
G
But
there's
I
mean
I
think
when
you
take
a
look
at
that
evolution
of
how
we
move
forward.
You
know
we
really
need
that
leadership
and
support
in
terms
of
creating
a
true
system.
G
C
You
for
that
I
reshaped.
I
appreciate
the
analysis
and
the
importance
of
that.
I
know
that
nevada
lags
in
terms
of
being
able
to
take
advantage
of
federal
funding
so
certainly
being
dedicated
to
pursuing
some
more
options
for
federal
funding
to
help
support
our
victims,
I
think,
is
going
to
be
one
of
those
great
return
on
investments
and
and
also
just
having
a
better
point
of
contact
to
be
able
to
funnel
these
victims
services
through
is.
A
C
B
Mandy
davis,
deputy
administrator
in
total,
there
would
be
four
positions
transferring
to
the
office
of
analytics
one
of
them
from
this
budget
and
then
three
of
them
from
our
it
budget,
there's
kind
of
a
overall
all
the
transfers
in
our
budget.
We
have
three
from
it
being
funneled
into
this
budget
and
then
four
being
transferred
out
to
data
analytics.
So
it's
the
end
result
is
four
total
positions
being
transferred
to
the
data
analytics
team.
C
G
Absolutely
mr
armstrong:
for
the
record:
we
used
to
have
a
model
where
we
had
these
sites
where
we
had
all
sorts
of
different
community
partners
in
one
area.
They
have
not
been
with
us
for
quite
some
time
in
terms
of
the
specific
services
provided.
I
will
let
deputy
tucsy
talk
about
that
since
they're,
within
her
community
services
program.
B
Good
morning
for
the
record
alexis
tusi
with
dcfs,
we
have
29
positions
that
are
currently
at
our
caicos
office.
A
portion
of
those
are
administrative
staff
which
will
be
absorbed
into
our
other
locations
such
as
charleston,
and
then
we
have
the
remaining
staff
that
oversee
various
components
of
our
early
childhood
early
childhood
mental
health
services,
including
day
treatment
as
well
as
wraparound
in
nevada.
All
of
those
positions
have
been
slotted
for
our
other
various
locations,
including
both
our
southern
and
northern
locations,
for
our
services
that
are
being
provided.
B
A
So
folks,
I
do
want
to
make
sure
I
think.
Thank
you.
Mr
armstrong
did
a
nice
overview
of
the.
I
think
all
of
the
budgets
like
to
keep
us
a
little
bit
linear
if
we
can
and
stay
in
the
3145
budget.
For
now.
Some
of
these
things
have
crossed
impacts
across
different
budgets,
so
just
making
sure
that
your
questions
are
in
budget
number
101-3145.
F
Thank
you,
madam
chair.
The
revenue
or
the
support
for
this
budget
item
and
this
new
position.
F
Social
service
manager
position
states
that
it's
actually
coming
from
federal
revenues,
and
one
of
the
concerns
I
always
have
is
when
we
start
new
budgets
or
a
new
position
based
on
federal
federal
revenues,
do
we
have
a
guarantee
that
that
federal
revenue
to
support
that
position
will
continue,
or
will
it
ultimately
fall
into
the
hands
of
state
revenue
to
support
this
position,
and
how
can
we
guarantee
that
that
won't
happen
that
then,
ultimately,
we
own
this
position.
B
Thank
you,
mandy
davis,
deputy
administrator
for
the
record.
The
position
in
this
decision
unit
would
be
funded
with
our
victims
of
crimea.
Crime
act,
assistance
grant,
as
well
as
the
family,
violence
and
prevention
services
act.
Both
of
those
grants
are
formula
based,
which
means
they're,
based
on
a
census,
count
allocated
to
all
the
states
in
equal
proportion,
so
we're
anticipating
receiving
the
grant
into
the
future.
C
Thank
you,
madam
chair,
just
to
follow
up
on
assemblyman
carlton's,
chair,
carlton's
question
about
the
pecos
office.
So
are
those
and-
and
I
apologize
if
I
missed
it,
I
know
there's
a
a
number
of
positions
that
are
there
and
you're
relocating
them.
My
question
would
be:
are
they
all
gonna
be
relocated?
Are
they
encumbered
number
one
and
are
they
relocated
in
southern
nevada
or
some
of
them
going
out
of
the
las
vegas
area?.
G
G
Armstrong
they'll
all
be
remain
in
the
las
vegas
area.
G
Thank
you,
madam
chair
ross,
armstrong
again,
so
we're
talking
about
three
one,
four
one
and
three
one
four:
two:
at
the
same
time,
nevada
has
a
unique
child
welfare
structure
compared
to
almost
every
other
state
in
the
country,
and
we
have
washer
and
clark
counties
that
operate
their
own
child
welfare
agencies
with
the
division
of
child
and
family
services
operating
the
rural
region
agency,
which
serves
the
remaining
counties.
G
G
You
know
regulated
or
dictated
with
how
we
should
do
things,
and
so
the
funding
mechanisms
for
the
urban
child,
welfare
counties,
washoe
and
clark
are
a
little
bit
are
different
than
you
would
see
in
in
a
traditional
state
budget
account
on
slide
16.
G
Here's
a
funding,
type
overview
for
how
we
fund
washoe
and
clark
county
that
the
big
chunk
is
what
we
use
as
a
block
grant,
which
is
granted
to
washoe
and
clark
county
to
operate
their
child
welfare
systems.
Within
that
block.
Grant
you
see
the
foster
care
caseloads
and
then
there
there's
funding
outside
of
that.
I
G
Includes
this
incentive
funding
which
we're
going
to
talk
more
about
in
just
a
second
and
then
some
other
federal
pass-through
funds
and
other
grants.
The
discretionary
funds
there
at
the
bottom
clark
and
washoe
county
do
a
great
job
every
year.
G
For
these
competitive
grants,
they're
permitted
to
be
awarded
them,
and
so
they
received
awards-
and
you
know
in
terms
of
4b,
which
is
also
a
social
security
act
program,
the
victims
of
crime
act.
The
victims
of
crime
act
actually
requires
that
a
state
providing
funds
make
sure
that
at
least
10
percent
of
those
funds
go
towards
child
abuse
and
neglect
victims,
and
so
we're
going
to
talk
a
little
bit
about
the
incentive
funding
stream,
because
that
is
what
has
been
identified
for
a
reduction
on
slide
17.
G
We
talk
a
little
bit
about
the
incentive
fund
so
like
what
are
they?
The
incentive
fund
is
a
fund
outside
of
the
block
ramp.
That
is
really
intended
to
stimulate
and
support
improvements
in
the
services
provided
by
child
welfare
agency.
G
The
funding
doesn't
always
necessarily
align
with
the
cost
of
that
innovation,
but
it's
essentially
a
fiscal
incentive
to
continue
to
improve
and
innovate
in
the
child
welfare
system,
and
so
in
the
past
clark
county
has
received
5.2
million
dollars
per
year.
For
that
washoe
county
has
received
1.7
million
dollars
per
year.
These
projects
are
wonderful.
Actually,
this
program
has
done.
I
would
say
its
job
in
terms
of
really
inspiring
the
child
welfare
agencies
to
innovate
and
think
about
how
best
to
serve
families.
G
Some
of
those
projects
include
some.
You
know
great
work
from
clark.
County
clark
county
has
done
some
great
work
in
terms
of
racial
equity.
We
know
that.
H
G
Minority
population
is
disproportionately
affected
by
child
welfare
activities.
You
know
some
of
the
some
of
the
child
welfare
program.
You
know
the
system
itself
certainly
has
some
some
systemic
racism
roots
and
so
they've
done
some
great
work
in
terms
of
making
sure
that
there
are
sufficient
foster
homes
in
minority
communities.
G
Washoe
county
has
done
terrific
work
with
the
safe
babies
port,
which
brings
folks
together
in
situations
that
are
normally
dangerous.
We
think
about
babies,
especially
that
zero
to
three
ages
particularly
vulnerable
right
when
we
have
when
we
have
child
deaths
in
the
state,
that's
a
particular
age
range
that
is
difficult,
and
so
you
know
that
is
an
incredible
program
that
washer
county
has
started
and
is
going
forward
with.
B
G
B
G
Identified
the
incentive
program
as
a
reduction,
the
funding
that
we
have
for
child
for
clark
and
washoe
county
chad.
Walter
are
our
largest
our
largest
budget.
So
it's
one
of
those
one
of
those
things
where
the
largest
fiscal
chunks
of
a
state
agency
is
actually
you
know,
pass-throughs
to
county
agencies
and
so
for
both
washoe
and
clark
slide.
18
is
focused
on
washoe
county.
G
It's
approximately
a
fifty
percent
cut
in
the
incentive
funding
or
two
percent
cut,
or
so
of
the
total
funding
to
the
agencies
from
dcfs
funding.
So
you
can
see
the
details
of
that.
The
reduction
in
the
second
year
is
a
little
less
than
the
first
year.
G
Unit
is
the
case:
load
increase
for
the
projected
adoption
subsidies
so
for
washoe
county
you
see
that
that's
an
increase
of
1.5
million
over
the
biennium.
I
think
it's
important
to
note.
You
know
that
those
adoption
subsidies
go
straight
up
straight
out
the
door
and
and
into
families
homes
to
support
children.
So
there's
no.
I
mean
it
can't.
G
The
the
two
in
terms
of
operational
reduction
and
then
a
subsidy.
You
know
the
subsidy
increase
on
slide.
19.
You
see
the
details
for
clark,
county
child
welfare.
C
G
It
represents
about
a
50
reduction
in
the
incentive
funding
each
year,
5
million
dollars
over
the
biennium
for
clark,
county
and
and
then
the
case
load
increase
of
about
3.8
million.
Again
the
subsidies
all
go
straight
into
into
family's
home,
so.
A
A
A
Let
me
know
who
you
are
presenting,
who
are
who
you
are
directing
them
to
or
let
it
let
them
know
so.
Assemblywoman
carlton.
D
Thank
you
very
much,
madam
chair
appreciate
that
mine
are
basically
to
31.42.
If
I
may-
and
this
is
this
is
complicated
stuff.
So
if
I
would
just
ask
the
folks
that
are
responding
to
you
know
give
us
as
clear
an
answer.
We've
got
a
lot
of
new
people
on
this
committee,
and
this
is
this
is
kind
of
tough
to
wrap
your
brain
around.
So
I
guess
my
biggest
concern
in
3142
is
the
incentive
payment
budget
reduction
in
the
summary
that
I
have.
D
It
alludes
to
the
fact
that,
with
this
reduction
that
the
program
could
possibly
result
in
penalties
for
the
agency's
inability
to
meet
the
performance
standards
that
are
set
by
the
federal
government.
So
I
think
that
is
a
a
huge
issue.
We
don't
want
to
be
put
in
that
position.
We've
had
problems
and
questions
and
concerns
in
the
past,
and
I
think
that
was
a
long
time
ago.
One
of
the
reasons
the
discussion
of
going
to
a
block,
grant
actually
happened.
G
Yes,
administrator
armstrong
for
the
record,
so
there
are
a
number
like
I
said:
child
welfare
is
an
area
where
we
have
the
most
federal
kind
of
the
federal
dictates.
What
we
do,
and
so
we
recently
had
a
review
and
nevada
missed
the
mark
on
almost
every
single
federal
standard,
including
you
know,
safety
of
children
timeline
to
permanency
and
all
of
those.
So
we
received
a
multi-million
dollar
penalty
for
that
which
we
work
off
through
a
process
called
a
program
improvement
plan.
G
We
have
successfully
been
working
through
each
of
those
federally
required
mandates,
but
there
is,
I
mean,
there's
no
question
in
my
mind
that,
yes,
it
is
likely.
Well,
let
me
say
we
didn't
start
from
a
position
where
we
have
the
resources
to
always
meet
those
federal
standards.
D
Thank
you,
mr
armstrong
is
if
there
are
folks
from
clark
county
available
their
perspective
on
this,
if
possible,.
H
H
I
think
the
best
answer
that
question
is:
if
you
look
at
the
funding
sources
across
the
spectrum,
I
was
there
at
the
inception
of
the
block
grant
that
block
brand
included
inclusion
of
tanf
funding
supportive
service
and
supports,
as
that
was
developed,
we've
had
several
passed
down
and
additional
services
without
funding
tied
to
requirements
where
the
block
grant
has
not
been
raised.
So
in
general,
we'll
see
performance
outcomes
decrease
or
be
a
struggle
based
on
the
fact
that
we
have
lack
of
revenue.
The
other
piece
I
would
say
on
the
incentive
funding.
H
C
H
H
It's
kind
of
this
discussion
between
mandatory
services
and
non-mandatory
services
in
terms
of
how
we
program,
so
it
will
force
us
when
we
look
at
those
performance
outcomes
to
look
at
those
most
concrete
outcomes
and
where
we
go
back
to
fundamentals,
and
it
will
essentially
limit
our
ability
to
perform
both
at
both
levels
there
and
in
our
diversion.
I.
H
We
are
in
a
current
circumstance
where
we
have
families
that
are
homeless,
that
aren't
your
traditional
homeless,
so
we're
master
leasing,
hotels,
we're
doing
multiple
things
to
divert
families
from
the
system.
So,
at
the
end
of
the
day,
we're
going
to
try
to
utilize
our
social
service
nexus
to
our
dfs
texas,
to
try
to
figure
out
how
to
best
continue
that
diversion,
but
to
be
as
direct
as
possible
that
incentive
funding
is
really
a
dependent
funding
tied
to
the
mandates
that
we
have
to
provide.
H
So
it's
gonna,
it's
gonna
require
a
critical
eye
in
terms
of
how
we
move
forward
and
how
we
try
to
address
that
as
we
approach
the
next
child
and
family
services
review.
D
D
H
I
think
the
bottom
line
is
in
terms
of
services
and
kids.
It's
going
to
reduce
our
ability
to
provide
the
spectrum
of
services
so,
whether
it's
licensing
and
paying
for
licensing
and
getting
victim
kin
placements
and
moving
families
through
the
system
for
reunification
or
whether
it's
responding.
The
reality
is
when
we
have
that
reduced
funding
across
the
board,
we're
going
to
have
less
services
available
for
families,
which
in
turn
is
going
to
essentially
increase
caseload
growth
and
actually
outcomes
will
decrease.
D
A
Thank
you,
madam
chair.
I
think
more
you're
just
able
to
track
more
quickly
than
I
am
as
my
first
time
chairing
the
finance
subcommittee.
So
I
appreciate
that
grace
members.
We
will
go
ahead
and
do
3141
and
3142
at
the
same
time,
which
means
that
you
can
ask
questions
to
either
the
clark
representatives
or
the
washoe
representatives
on
these
two
together.
So
we'll
just
keep
moving
forward.
Assemblywoman
benitez
thompson.
E
Thank
you,
madam
chairwoman.
I
appreciate
the
chance
to
ask
a
clarifying
question
so
just
want
to
make
sure
that
we
have
it
on
the
record.
So
last
legislative
session
was
the
first
time
that
for
washoe
and
clark
we
did
an
allocation
for
the
respite
funding
and
obviously
that
the
pandemic
forced
us
all
to
use
dollars
in
ways
that
we
hadn't
previously
considered.
E
And
so
I
want
you
to
talk
a
little
bit
about
on
the
record
those
use
of
those
dollars.
I
guess
we
could
get
a
snippet
from
washoe,
then
a
snippet
from
clark.
We
did
see
higher
uses
of
dollars
in
more
expensive
care,
like
cottage
care
and-
and
so
we
know
that
that
was
probably
specific
to
the
pandemic.
E
B
Good
morning,
chair
ready
members
of
the
committee
amber
howell
director
washoe
county
human
services
agency
through
the
chair
to
assemblywoman
benitez
thompson.
We
did
see
an
increase
in
the
respite
dollars.
The
first
time
we
received
the
allocation.
B
We've
obviously
had
a
more
demand
for
respite,
as
the
pandemic
has
keep
people
in
their
homes.
It
is,
you
know,
stressed
our
foster
parents
and
the
need
for
additional
support.
I
don't
imagine
that
that
trend
will
continue,
but
what
we
are
seeing,
as
mr
schiller
indicated,
is
a
new
population
of
individuals
that
are
hitting
the
child
welfare
system
that
we
had
had
not
seen
before
due
to
the
pandemic,
and
I
think
for
washoe.
B
I
don't
know
if
it's
happened
in
clark,
since
the
block
grant
was
established,
our
foster
care
caseload
has
doubled
since
that
time
in
2011,
and
there
hasn't
been
an
adjustment
to
the
block
grant.
So
you
have
a
doubling
of
foster
care
caseloads,
which
is
you
know
twice
as
many
children
and
families
in
the
system
and
then
a
pandemic
that
overlaid
that,
and
so
it's
it's
really
stressed
out
the
system.
Far
beyond.
B
But
to
answer
your
question,
I
I
don't
believe
the
respite
will
be
used
at
the
same
level
that
it
has
been,
but
it
has
been
very
valuable
for
our
county
to
have
that
service.
That's
that's
a
support
that
has
been
desperately
needed
for
decades.
I
mean
we
appreciate
that
the
committee
passed
that
last
session,
but
I
don't
see
the
trend
being
as
acute
as
it
has
been.
E
Thank
you
and
if
I
could,
if
I
could
clarify
chair
on
on
the
question,
I
I
guess
what
I
meant
was,
we
would
absolutely
expect
those
dollars
to
be
expended.
I
think
the
difference
was
that
we
saw
a
higher
use
of
placement
at
emergency
shelters
versus
just
the
daily
rate
or
placing
the
child
into
respite
care
and
traditional
family
foster
care.
E
So
I
believe
the
understanding
was
is
that
more
children
needed
to
go
into
emergency
or
you
had
instances
of
homes
being
hit
by
by
covid,
and
so
that's
I
think
what
I
wanted
to
clarify
that
for
future
legislative
legislatures,
they
wouldn't
necessarily
look
and
see
so
much
of
the
dollar
spent
at
kids
cottage
that
was
kind
of
unique
too
this
year.
B
Yeah
amber
howell
for
the
record.
I
I
understand
your
question.
That's
correct,
covid
situation.
The
the
goal
is
to
not
over
utilize
congregate
care
for
respite
and
rather
have
different
type
of
placements
for
respite,
because
that's
a
more
normal
nurturing
environment
than
a
child
care
institution.
So
absolutely.
H
For
the
record
kevin
schiller
assistant,
county
manager
on
clark,
I'm
going
to
have
mr
birch
speak
briefly,
but
I
did
want
to
in
the
direct
answer
to
the
question
on
the
respite
and
the
population
increase.
One
thing
that's
directly
tied
to
that.
We
submitted
a
letter
from
washoe
and
clark
which
will
highlight
this,
but
one
of
the
specific
issues
we've
seen
on
the
increase
in
terms
of
the
congregate
care
has
been
the
fact
that
we
have
a
reduction
in
essentially
acute
mental
health,
behavioral
health
services
and
residential
placements.
H
So
what's
happened,
is
they
cross
over
from
the
juvenile
justice
side
and
or
the
dfs
side
related
to
escalating
behavior
and
ultimately,
at
the
end
of
the
day,
the
last
stop
becomes
child
haven
so
that
spectrum
of
service
is
something
that
you'll
see
that
we
highlighted.
But
that's
one
of
the
significant
needs
and
another
reason
that
you
might
have
seen
that
increase
to
answer
the
assemblywoman's
question
and
then
mr
burch
yeah
tim
burch,
human
services
administrator
for.
C
Clark
county
for
the
record:
yes,
we
did
see
a
spike.
We
have
actually
had
to
set
up
several
convert
several
of
our
cottages
at
our
concrete
care
facility,
with
the
childhaven
two
quarantine
centers,
where
we've
had
to
have
staff
basically
live
in
in
that
environment,
with
children
for
24
7
for
weeks
at
a
time,
so
it's
definitely
put
a
strain
on
our
system.
C
At
the
same
time,
we're
seeing
increased
mr
schiller
alluded
to
increased
amount
of
mental
health
children
coming
onto
campus
because
of
the
mental
health
crisis
happening
both
in
our
community
and
in
our
homes,
with
children
being
home,
24
7.,
no
restaurant
for
the
parents
from
school.
We
did
utilize
those
restful
dollars
as
well
to
help
try
to
bring
in
tutors
into
the
homes,
make
sure
that
some
a
lot
of
the
appropriate
education
connectivity
issues
were
addressed
for
our
families,
so
that
the
children
will
be
able
to
get.
C
School
time
and
learning,
but
there's
only
so
much
that
that
can
overcome
when
these
families
are
struggling
to
deal
with
being
in
close
quarters
and
not
having
the
parenting
skills
to
be
able
to
address
that.
So
I
would.
C
C
C
Just
yesterday
alone
we
had
15
children
disrupt
from
relative
care
placements
because
of
behaviors
that
those
relatives
could
not
get
addressed
in
the
community,
but
15
children
teenagers
come
into
our
primary
care
facility
within
a
24
hour
period,
and
that's
just
things
that
we
need
to
continue
to
systemically
address
inside
of
our
system
that
are
driving
that
photography
care.
A
Thank
you
appreciate
the
line
of
questioning
and
the
answers,
so
it
sounds
like
we're
using
respite
dollars
in
ways
that
we
had
never
anticipated
that
are
appropriate
during
a
pandemic.
There'll
be
some
tale
of
that
coming
out
of
the
pandemic,
given
the
behavioral
health
challenges
we're
expecting,
but
we
do
see
a
future
state
where
we
can
revert
back
to
the
more
traditional
and
intended
uses
of
the
respite
dollars,
but
fair
to.
C
Thank
you
chair
and
I
feel
bad
because,
while
some
of
you
guys
are
ahead
of
the
curve,
I
actually
have
a
behind.
I
noticed
that
when
I
told
you
before
that,
I
thought
that
the
question
I
had
was
more
appropriate
for
the
next
budget.
I
was
incorrect.
It
was
actually
for
31
45,
based
on
the
slides
that
presentation
that
director
armstrong
gave
me
or
had
given
previously.
So
I
apologize,
but
it's
a
quick
question.
I
think,
and
it's
one
of
clarification,
if
you
don't
mind.
D
C
His
presentation
director
armstrong
you
had
mentioned
and
I'm
actually
going
to
talk
about
two
presentations:
the
pre-session
finance
committee
meeting.
We
had
talked
a
little
bit
about
mental
health
and
you
had
talked
about
that.
You
didn't
see
a
need,
or
at
least
this
is
the
way
I
remember
it-
that
you
didn't
see
a
need
for
increased
mental
health
funding
and
and
then
in
this
presentation
today,
you
had
mentioned
that
we
needed
an
increase
in
mental
health
funding
for
some
of
the
programs.
C
We
have
one
that
I
just
misunderstand
you
during
the
pre-session
finance
committee
and
if,
if
I
did,
then
you
know
I
I
apologize,
but
if
I
did
hear
you
correctly,
perhaps
there
was
something
that's
changed
between
then
and
now,
as
you've
indicated,
that
there
has
been
changes
in
other
funding
and
other
budgets.
So
please
I'll
let
you
respond
administrator.
G
Armstrong-
and
I
will
I'll
have
to
go
back
and
think
back
to
the
pre-session.
We
we
did
not.
We
do
not
have
any
reductions
in
mental
health
funding.
I
I
don't
think
I
I
don't
think
I
would
ever
say
we
don't
need
more
funding
for
mental
health.
We
are
in
children's
mental
health,
nevada
is
51st
in
the
country.
There
are
a
lot
of
factors
with
that,
but
fun
and
funding
is
certainly
one
of
them.
G
So
no
I
mean,
I
think,
finding
ways
to
more
effectively
deliver
mental
health
services
is
critical.
So
there's
I
don't
know
if
that
was
just
kind
of
reversed.
There's.
G
In
in
children's
mental
health
funding,
if
we
were,
if
we
were
in
a
in
a
budget
year
where
we
were
asking
for
enhancements,
you
would
have
seen
enhancements
from
me
in
mental
health
and
in
that
quality
and
oversight
arena.
Because
that's
that's
where
we
really
need
to
to
step
up
our
game.
C
C
Thank
you
very
much
man,
I'm
sure
I
appreciate
it,
so
I
wanted
to
follow
up
quickly.
I
think
I'm
both
mr
schiller
and
ms
howell
and
mr
armstrong,
so
we
we
converted
to
the
block
grant
in
2011.
I
think
right.
That
was
my
first
session.
It's
all.
I
think
you
were
with
the
state,
mr
schiller.
I
know
you
might
have
been
in
washoe
at
the
time.
C
Yeah
so
have
we
not
increased
the
block
grant
at
all
in
those
12
years
or
10
years
now.
B
Ever
how
for
the
record,
I
can
start,
I
was
with
the
state.
At
the
time
the
black
block
grant
was
established
to
senator
keith
keffer.
We
have
not
increased
the
bloc
grant
since
2011.
B
we
did,
as
you
will
remember,
we
did
add
some
funding
for
the
specialized
foster
care
pilot
population,
which
is
what
you
might
be
thinking
about
to
implement
that
model.
But
as
far
as
doing
an
analysis
of
what
has
happened
over
the
last
decade
and
increasing
the
block
grant
for
the
overall
population
and
program,
we
have
not.
C
And
miss
holly
so
and
you're
indicating
the
washoe
county
case
load
has
doubled
in
that
time.
H
I
would
it
would
parallel
that
we're
pretty
comfortable
in
terms
of
the
caseload
growth
and
then
I
think
that
the
secondary
piece
to
your
question
I
would
probably
address-
is
in
the
population
that
we're
serving
we've
actually
moved
in
a
practice
model
statewide,
as
you
might
recall,
from
the
last
session,
the
session
before
that,
which
is
more
not
incident
driven
or
crisis,
driven,
it's
more
system
driven
in
terms
of
looking
at
the
system
of
the
family,
so
the
other
part
on
top
of
the
caseload
is.
H
The
model
is
actually
much
more
inclusive
to
address,
really
not
the
symptom
of
the
problem,
but
the
problem
itself.
So
I
would
just
add
that
piece
into
which
is
a
good
thing
that
we've
done
that
in
it
we
have
a
statewide
practice
model,
but
it
also
has
increased
the
requirement
on
that
increased
slope.
C
H
I
think
that
the
black
and
white
answer
would
be
there's
not
enough
money
and
I
think
the
the
without
getting
into
other
budgets.
I
think
the
dialogue
we
start
getting
into
is,
I
think,
both
washoe
and
clark
never
could
speak
to
this.
We,
we
have
focused
very
much
on
how
we
combine
social
service
and
dfs
related
to
the
resource
management,
to
support
that
diversion.
H
So
I
think
when
you
get
into
the
block
grant-
and
you
look
at
these
categories-
the
the
the
biggest
lift
is-
you
can
say
it's
case-
load
growth
and
that's
an
easy
and
that's
a
more
simplistic
one.
The
other
one
is
if
we
have
mental
health
services,
we're
mandated
under
that
cfsr
for
hundreds
of
areas
and
one
of
those
pieces
is
the
well-being
of
the
child,
so
the
mental
health
component,
really
I
just
used
as
the
example
it
triggers
one
thing
to
another
to
another.
They
place.
H
We
have
a
high
percentage
of
relative
placement,
which
is
great,
but
your
disruption
rate
goes
up
because
you
don't
have
the
mental
health
services
to
address
that
to
get
them
out
of
the
system.
So
I
think
the
direct
answer
is
yes,
we
need
more
funding
the
secondary
dialogue
to
that
is.
I
understand,
and
I
recognize
this
at
the
state
economic
level.
It's
not
like.
There's
money
going
on
trees,
so
I
want
to
say
we
are
collaborating
with
the
division
as
much
as
much
as
we
can
and
we're
also
trying
to
look
at
our
own
efficiencies.
H
C
C
But
it's
constrained
growth
right.
I
mean
my
you
know:
fund
funding
hasn't
grown
along
with
it
because
we
block
grants
those
dollars
and
I'm
just
trying
to
figure
out
if
we
go
to
some
more
more
of
a
formulaic
model,
whether
that's
a
benefit
or
a
hindrance
to
you,.
H
I
would
say
an
amber
could
speak
to
this
too.
I
was
at
the
table
when
we
designed
it,
and
I
think
that's
you
hit
the
nail
on
the
head.
I
think
it
was
a
two-fold
win
one.
I
think
decapitated
state
costs.
As
you
recall
in
previous
budgets,
we
would
have
million
budget
items
and
we
would
be
describing
those
and
be
fairly
rigid
in
terms
of
what
our
flexibility
was
to
change
practice.
So
I
think,
on
the
state
side,
it
controlled
costs
on
the
other
side
for
us.
H
Obviously,
the
flexibility
is
is
being
reduced
by
the
fact
that
we
just
don't
have
additional
funding
to
support
the
growth,
and
I
think
that's
a
good,
a
good
means
to
look
at.
We
should
look
at
what
are
some
possible
options
in
terms
of
how
we
can
adjust
proportionately
based
on
needs.
It
doesn't
mean
it's
there's
a
magic
wand
and
dollars
appear.
The
issue
is:
can
we
look
at
some
formula
where
we
review
that.
B
H
I
think
that
was
part
of
what
incentive
funding
was
about
too,
was
to
inherently
promote
practice,
which
inherently
would
be
more
efficient,
which
would
would
cause
reductions
and
better
performance
outcomes.
But
I
think
in
the
end
I
think
we're
just
kind
of
going
after
consecutive
sessions
of
okay.
We
have
a
continued,
I'm
just
gonna
use
the
example.
We
have
the
c-sec
population,
which
has
now
shifted
from
kind
of
a
perpetrator
model
to
a
victim
model
and
a
mandate
to
family
services
as
victims.
I'm
not
arguing
that
at
all.
H
C
H
C
I
appreciate
that
I'm
sure
might
just
be
time
to
take
a
look
at
sort
of
the
comprehensive
cost
of
providing
these
services
for
our
children
and
families
and
see
where
we're
at
because
it
seemed
we're
quite
aligned.
At
this
point.
A
Thank
you,
senator
kaycuffer
assemblymember.
B
C
Chair
actually,
sarah
carlton
had
asked
my
first
part
of
the
question
and
then
senator
keith
kepher,
just
just
cleaned
it
up
based
on
the
the
reduction
in
the
incentive
program,
and
I
think
they
pretty
much
beat
that
up
for
me.
So
I
won't
have
any
more
questions.
Thank
you.
Man.
A
E
Thank
you,
madam
chair.
I
just
had
two
questions
on
our
state
plan:
amendment
that
I
don't
believe
we've
covered
and
and
the
first
one
is
for
all
the
agencies.
What
planning
is
dcfs
doing
to
ensure
the
funding
for
advanced
and
or
specialized
foster
care
is
not
duplicated
between
the
general
fund
and
the
proposed
state
plan
amendment
and
also,
how
does
the
division
intend
to
seek
legislative
approval
for
budgetary
changes
that
may
result
from
the
implementation
of
the
specialized
foster
care
state
plan?
Amendment.
G
This
is
administrator
armstrong
and
I
will
I
will
go
first
so
trying
to
appropriately
get
services
funded
for
specialized,
foster
care.
The
specialized
foster
care
population
has
been
a
challenge.
We've
had
different
approaches
in
our
three
different
jurisdictions.
G
The
three
jurisdictions
have
different
approaches
to
that
population
in
general,
for
dcfs
in
the
rural
area,
it's
a
very
tiny
population,
and
so
what
we've
done
over
the
last
two
years
is
work
with
our
partners
at
nevada,
medicaid
and
stakeholders,
including
providers
and
county
personnel,
to
develop,
what's
called
a
1915.
G
I
state
plan
amendment
when
we
first
started
that
process.
There
was
also
talk
about
getting
a
waiver
and
we
tried
different
ways
and
what
ended
up
being
successful
was
just
telling
medicaid
what
we
needed,
which
was
appropriate
services
for
this
specific
population
tailored
to
their
unique
needs,
and
then
medicaid
was
able
to
find
the
right
federal
authority
for
us
to
do
that.
So
we
engaged
in
an
extensive
process
talking
with
again
lots
of
stakeholders
and
developing
a
plan.
So
we
now
have
approval
of
that
plan.
G
Provider
training
occurred
started
this
week
and
we
anticipate
going
forward
that
it
will
be
an
advantage
to
that
population
to
be
able
to
pull
down
that
funding.
I
think
it
you
know,
as
we
take
a
look
at
the
things,
the
levers
that
we
can
pull
to
help
children
and
families.
If
we.
H
G
Opportunity
to
maximize
federal
funding
ensure
that
we
have
evidence-based
services
that
are
meeting
the
clinical
needs
and
having
some
oversight
of
those
programs.
I
think
that
that
checks
all
three
boxes
in
my
mind
in
terms
of
improving
services
for
children
and
that's
exactly
what
we've
done
with
the
1915.
I
state
plan
amendment
in
terms
of
any
sort
of
not
duplication
of
general
fund.
I
mean
we
just
had
a
discussion
in
terms
of
the
flexibility
provided
in
the
block
grant
and
just
the
general
underfunding
of
child
welfare
in
totality.
G
You
know,
there's
there's
this
very
frustrating
provision
of
the
appropriations
act
from
an
agency
leader
perspective.
I
think
you
should
be
called
section
seven
and
now
section
ten
and
it's
actually
called
a
violation
when
we
break
that
or
we
we
appear
to
break
that,
and
it
essentially
says
okay
agency
administrator.
G
If
you
go
and
find
federal
funds
to
do
something
to
help
the
population
in
a
way
you're
already
doing
it,
we
want
all
that
general
fund
back.
You
can't
keep
it
and
I
don't
know
a
system
or
even
like
if
you're
thinking
about
a
business,
that
would
say,
you'll
bring.
B
G
More
revenue,
but
if
you
bring
in
that
revenue,
you
have
to
give
up
the
revenue
you
currently
have.
So
in
our
budgeting
process
there
is
a
disincentive
for
agency
administrators
to
go
out
and
seek
increased,
federal
funding
or
other
sources
of
funding
to
help
populations
and
be
able
to
reinvest.
So
that's
an
aside,
there's
gonna
be
lots
of
discussion.
I
think
this
session
about
how
do
we
maximize
federal
funding?
G
We
should
know
that
that
that
mechanism,
from
my
perspective
as
an
agency
leader,
is
challenging,
and
so
it
is
kind
of
somewhat,
I
think,
the
root
of
the
question
of
the
assembly
woman.
So
I
mean
it's
a
long-standing
issue,
so
so
I
don't
know
that
there's
we're
so
early
in
the
process.
The
the
savings
in
general
fund
from
doing
the
1959
is
going
to
be
heavily
dependent
on
the
model
in
each
of
the
three
jurisdictions,
and
so
we
will,
you
know,
comply
with
be
section.
G
7
was
now
section
10
in
terms
of
you
know,
reporting
any
savings
and
handing
over
any
general
fund
that
you
save
from
the
program.
It's
just
going
to
be
very
different
child
welfare.
G
Doing
the
1959
is
absolutely
the
right
thing
for
that
population.
I
think
we
finally
have
a
structure
in
place
when
we
went
about
developing
it,
there's
actually
like
a
list
of
10,
10
or
12
services
that
the
stakeholders
said.
If
we
could
get
these
10
or
12
services,
we
can
actually
really
start
to
move
the
needle
on
this
population.
G
Child
welfare
and
mr
schiller
alluded
to
the
c-sec
population,
which
is
an
absolute
important
thing
to
be
moving
away
from
treating
victims
of
sex
trafficking
as
perpetrators
and
really
focusing
on
treatment.
There's
lots
the
child
welfare
system.
I
guess
I
would
say
right
now
is
really
murky.
We.
G
G
From
the
federal
government
was
slow
to
come
out
and
there's
not
the
resources
to
do
that
that
we
initially
thought
there
were,
and
so
we've
talked
about.
I
think-
and
I
kind
of
went
kind
of
went
on
a
tangent.
So
I
apologize
madam
chair
for
that.
But
in
terms
of
the
savings
we've
got
to
take,
I
think
a
hard
look
at
our
our
daily
rates
and
the
structure
of
how
we
reimburse
and
pay
for
foster
care.
And
so
I
I
don't
know
if
that
answered
your
question.
G
G
This
is
administrator
armstrong
yeah.
When
we
look
at
that
population,
there's
a
couple
of
unique
things.
One
is
that
it
in
those
situations
we're
gonna
need
to
make
a
determination
of
whether
there's
parental
fault
in
the
trafficking.
G
If
there's
abuse
and
neglect,
if
there
is
those
children
would
go
into
the
traditional
child
welfare
model,
you
know
anyway,
and
absolutely
there
would
be
substantial
behavioral
health
needs
for
any
young
person,
who's
been
subjected
to
those,
and
I
think
that
and
so,
but
there's
that
one
where
there's
that
there's
not
parental
neglect
and
abuse,
but
we
still
want
to
serve
that
child
and
so
that
fiscal
area
will
be
different,
I
mean
medicaid
has
you
know
we
talked
about
how
long
ago
the
blockchain
was
medicaid
itself
has
transformed.
G
Incredibly,
I
I
have
to
thank
our
partners
at
dhcfp
for
prioritizing
children
and
looking
at
that
in
a
different
way.
We
know
that
that
is
a
source
of
federal
funding
that
we
can
still
work
to
maximize
and
if
we
put
in
the
right
structures
and
place
them,
we
know
we're
getting
quality
services.
A
I
think
the
basic
answer
is
there
are
more
to
come
on
the
1959
waiver
and
the
details
so
appreciate
the
answer.
I
don't
see
any
additional
questions
on
three
one,
four,
two
or
three
one,
four
one
last
call
for
questions
on
those
sections.
E
To
move
on
to
sorry,
madam
chairwoman
and
assembly
I'll
just
put
it
on
the
question,
but
I
can
wait
for
a
written
follow-up
because
I
know
we've
it's
9
14
and
we've
got
more
to
go
and
it'll
just
be
mr
armstrong,
I'm
looking
at
the
2021
projected
caseloads
and
advanced
foster
care
versus
specialized
cost,
foster
care,
and
I
see
the
dcfs
I
I
know
there's
a
reason
why
you
have
a
higher
advanced
foster
care
placement
than
than
we
would
see
in
washoe.
E
A
G
Okay,
so,
as
I
indicated
right,
the
rural
child
welfare
because
we
operate
that
region,
it's
a
very
different,
more
traditional
budgeting
that
you
see,
we
serve
all
the
rural
counties
in
this
particular
budget.
The
counties
do
pay
an
assessment,
so
we're
getting
a
little
bit
of
history
on
child
welfare
today,
but
it
used
to
be
that
the
counties
operated
really
child
protective
services
and
the
state
operated,
foster
care
that
changed,
and
so
we
provide
the
whole
spectrum
out
in
the
rural
areas.
G
There
are
three
decision
units
related
to
this
budget
account.
The
first
was,
I
think
it
was
a
request
of
the
gfo,
the
governor
finance
office,
in
a
long-term
contract
position
for
a
legal
secretary
in
that
office
to
convert
it
to
a
state
position,
because
it'd
been
a
contracted
position
and
need
for
so
long,
so
that
is
in
this
budget.
G
The
next
decision
unit
is
actually
a
reduction
of
700
000
in
general
fund
in
utilizing
federal
4b1
funding
to
pay
for
salaries
and
expenses
within
the
rural
region.
G
In
an
ideal
world,
we
would
get
all
of
that
4b1
money
out
into
the
community
to
provide
services,
but
it's
allowable
to
use
for
our
caseworkers
and
so
that
that
general
fund
reduction
is
reflected
in
e680
and
then
case.
Loads
you'll
notice
that
our
case
load
increase
in
the
rural
region
includes
foster
care
and
adoption
subsidy
case
loads,
and
so
with
that,
I'm
happy
to
take
questions
on.
G
G
Thank
you,
and
I
will
allow
deputy
juicy
to
answer
that
as
that
is
for
program
area.
B
Since
it's
been
a
long-standing
contract
position
to
make
it
a
permanent
position,
and
so
that
position
is
currently
functioning
as
support
for
our
rural
child
welfare
positions,
as
well
as
for
our
deputy
attorneys
to
be
able
to
provide
documentation
to
appropriately
coordinate
court
documentations
those
components
of
compiling
that
there
are
approximately
70
open
cases
that
fall
within
the
world,
child
welfare
jurisdiction
and
there's
approximately
450
court
proceedings
per
year.
So
this
would
just
continue
to
support
the
efforts
to
the
rural
child
welfare
with
court
documentation.
By
making
this
a
permanent
state
position.
E
E
Thank
you
so
much,
and
this
was
regarding
the
seven
hundred
thousand
dollars
and
supplanting
that
with
the
federal
4b
money
versus
the
general
fund
money,
and
I
think
we
just
have
for
the
record
a
description
of
child
welfare,
the
impact
to
child
welfare
services
as
a
result
of
that
allocation
and
from
the
program's
activities
to
the
personnel
expenditures.
B
Mandy
davis,
deputy
administrator
for
the
record.
Typically,
we
would
sub-award
these
funds
out
to
community
providers
to
enhance
child
welfare
services
or
continue
providing
the
same
level
of
child
welfare
services
to
kids,
who
are
in
care.
This
grant
is
fairly
flexible.
It
allows
us
to
fund
our
own
staff
as
well
for
case
management
services.
So,
as
a
budget
saving
measure,
we
opted
to
use
those
funds
for
state
salaries
instead
of
subawarding
to
community
providers.
B
The
seven
hundred
thousand
dollars
is
a
small
portion
of
the
entire
grant
we
receive.
I
can
follow
up
on
the
exact
number,
but
we
receive
a
couple
million
dollars
in
the
4v1
funding
per
year,
so
this
would
just
be
a
small
portion
of
that
grant.
That
would
go
towards.
E
E
A
Agreed,
if
you
could
just
get
back
to
us
with
it,
sounds
like
there
will
be
programmatic
cuts.
If
those
community
groups
don't
get
those
sub
awards.
So
if
you
could
just
get
back
to
us
in
writing
a
little
bit
of
description
of
what
that
looks
like
absolutely
great
all
right,
not
seen
any
other
questions
from
members,
we're
going
to
go
ahead
and
move
on
to
budget
account.
3147.
B
G
Budget
account
3147
is
our
youth
alternative
placement
budget,
and
we
are
now
shifting
from
the
child
welfare
world
to
the
juvenile
justice
world.
There
are
three
main
types
of
facilities
for
juvenile
justice
in
the
state
of
nevada.
G
Centers,
which
are
operated
by
counties
if
you
equate
it
to
an
adult
system,
it's
like
it's
like
jail
right,
you
get
arrested.
You
go
to
the
detention
center.
You
await
a
determination.
Sometimes
you
go
straight
home
and
wait
for
a
court
coming
up.
That's
a
detention
center.
We
also
have
our
state
youth
centers,
which
are
operated
by
the
division
of
child
and
family
services.
G
Those
have,
after
a
youth,
is
no
longer
either
in
the
interest
of
the
youth
for
the
community
safety
to
have
the
youth
in
the
community
committed
to
the
division
of
child
and
family
services
for
a
stay
in
one
of
our
youth.
Centers.
We'll
talk
about
those
in
the
next
couple
of
slides
and
then
the
third
type
is
a
county
camp
and
we
have
two
county
camps
operate
in
the
state
of
nevada,
spring
mountain
and
china
spring
and
they're
different
and
they're
very
they're,
very
budgetarily.
G
Different
spring
mountain
is
operated
by
clark
county
for
clark,
county
children.
Only
it
serves
males
and
this
budget
account
for
us
is
really
in
a
lot
of
ways.
Just
a
ministerial
budget
account
and.
B
G
Account
you
see
a
general
fund
contribution.
You
see
county
assessments
coming
in
from
the
counties
that
are
served
and
then
passed
through
to
douglas
county.
For
that
this
budget
account
has
been
identified
for
a
reduction.
The
next
slide
slide.
23
gives
you
an
overview
of
what
the
contribution
is,
so
the
general
fund
contribution
for
china
spring
youth
camp
is
1.6
1.7
million
dollars
a
year
and
for
spring
mountain
youth
camp.
It
is
about
487
dollars
a
year
that
gap
in
general
fund
contribution
has
existed
for
as
long
as
we
can
find
in
time.
G
In
terms
of
researching
this
funding
for
these
programs,
it's
important
to
note
that
spring
mountain
has
a
higher
capacity
than
china's
spring,
and
so,
when
you
calculate
out
the
cost
during
this
last
biennium
per
youth
per
month,
you
see
that
the
general
fund
contribution
again
just
the
general
fund,
not
the
county
contribution.
G
Spring
is
3
300
per
youth
per
month
and
for
spring
bound
it's
483
dollars
per
youth
per
month.
G
Following
our
pre-session
hearing,
there
was
a
request
from
the
legislative
council
bureau
to
try
to
figure
out
what
the
actual
costs
were,
and
so
china's
spring
youth
camp
reported
88
to
122
dollars
per
youth
per
day
and
spring
mountain
reported
a
cost
of
248
dollars
per
use
per
day.
These
numbers
have
not
been
verified
or
audited
by
us
again.
This
account
for
us
is
somewhat
just
kind
of
a
ministerial
account
in
passing
through
funding,
but
that
is
what
they
reported
in
response
to,
the
legislative
council
bureau
request
to
understand
the
funding
dynamics.
A
F
G
Blue
being
the
county
contribution,
the
orange
being
the
general
fund
contribution
china
spring
has
done
a
great
job.
There
was
a
legislative
change
in
defining
the
camps
a
couple
years
ago
and
that
that
allows
for
medicaid
billable
services
for
inside
the
camp,
and
so
china
spring
has
done
an
admiral
job
in
terms
of
becoming
a
medicaid
provider
and
pulling
down
some
of
that
medicaid
funding.
A
G
You
know
the
disparity
was
was
so
great
that
it
was
in
our
mind.
It
was
time
for
a
reset
in
the
state's
approach
to
the
state
contribution
to
these
programs,
and
so
this
decision
unit
is
built
in
such
a
way
that
each
camp
receives
equal
funding
so
because
of
the
population
difference,
it's
still
a
little
bit
more
per
person
for
china
spring
than
spring
mountain,
but
the
discrepancy
comes
way
down.
G
25,
you
can
see
the
details,
a
total
reduction
in
the
account
of
1.1
million
dollars
each
year,
that
is
all
a
reduction
to
china
spring
and
so,
at
this
point,
I'd
be
happy
to
take
questions.
I
know
there
are
representatives
from
each
camp
also
here
to
take
questions
about
this
proposed
budget.
A
F
Thank
you,
madam
chair.
I
appreciate
the
opportunity
to
ask
a
question
and
I'm
just
very
concerned
about
this
budget.
We
continue
to
hear
about
reduction
and
parity
and
making
sure
all
the
the
money
is
spread
out
throughout
the
state
equally
to
represent
all
all
members
of
our
our
youth
of
our
state.
F
But
my
concerns
regarding
the
significant
reduction
in
the
china
springs
is
their
capability
to
stay
even
open
and
functioning
china
springs,
represents
really
16
counties
and
and
counties
send
their
youth
to
china
springs,
and
we've
heard
in
the
past
about
their
budgets
and
their
budget
restrictions,
and
we
know
to
their
credit.
F
As
the
director
mentioned
last
session,
we
were
able
to
passes
such
legislation
that
they
could
actually
bill,
or
they
looked
at
billing
for
their
their
medicaid
reimbursement
and
and
they
were
doing
everything
they
could
within
their
budget
to
stay
open
and
and
and
have
a
location
for
youth
to
go
from
the
other
16
counties.
So
I
worry
that
this
dramatic
budget
reduction
may
place
them
in
jeopardy
to
even
stay
open,
and
I'm
just
wondering
if
we
could
hear
from
them
since
they're
on
the
on
the
this.
I
Young
good
morning,
thank
you.
This
is
todd
young,
I'm,
a
district
court
judge
in
the
ninth
judicial
district
court
and,
as
a
result
of
that,
I
oversee
the
supervision
of
the
camp.
I
I
can
appreciate
what
administrator
armstrong
was
saying
about
parody,
but
purity
is
an
absolute
falsehood,
because
spring
mountain
has
a
9
million
budget
and
china
spring.
Does
not
this
budget
cut
cuts
our
overall
budget
by
about
a
third
and
we
we
simply
can't
operate
that
way
and
with
this
budget
cut
we're
going
to
have
to
look
at
eliminating
one
of
the
programs,
which
would
likely
be
the
program
for
the
girls
and
and
that's
just
wrong.
I
It's
absolutely
wrong
the
the
our
budgets
and
the
budget
at
spring
mountain-
and
this
is
not
to
denigrate
spring
mountain
at
all.
I
value
and
appreciate-
and
I
honor
those
people
and
the
work
that
they
do
so
please
it's
not
intended
that
way,
but
they
have
they
have
a
little
bit
more
than
100
children.
I
With
a
budget
of
of
nine
million
dollars,
we
have
about
56
children,
so
a
little
roughly
half
with
a
budget
of
a
little
over
three
million
dollars
and
with
this
budget
cut
we're
simply
not
going
to
be
able
to
operate,
and
we
provide
services
to
children
in
every
county
in
the
state,
except
for
clark
and
and
we're
going
to
have
to
eliminate
what
we
can
provide
with
a
budget
cut
of
this
nature.
And
and
so
that's
not
equity,
and
that's
not
parody.
And
that's
not
how
juvenile
justice
is
supposed
to
work.
E
Thank
you,
I
appreciate
being
here
this
morning
to
assemblywoman
titus's
question
the
there
is
no
supplemental
funding
source
to
replace
the
state
decrease.
F
So
if
I
might
follow
up
with
that,
then
manager.
F
So
I
have
significant
concerns
and
thank
you
for
both
being
on
on
the
call
today,
it's
an
issue
that
we've
had
in
every
single
one
of
my
sessions
here
about.
How
do
we
keep
china
springs,
open
and
and
what
are
your
solutions
for
this
other
than
as
a
judge,
you
said,
perhaps
not
being
able
to
have
female
residents
there,
which
would
be
a
pretty
dramatic
cut
and
resource
to
all
the
rural
and
not
just
rural
counties,
we're
talking
you
have
folks
there
from
washoe
county.
F
So
you
have
all
the
other
16
counties
that
have
access
to
there.
So
I'm
wondering
what
a
solution
might
be
from
the
state
level
and
and
just
justifying
the
state's
it
seems
draconian
cuts
to
your
location
when
it
is
so
important
to
the
16
other
counties,
and
so
I'd
like
to
hear
from
the
state
other
than
saying
this
parity,
which
we
know
it
really
isn't,
especially
when
you're
looking
at
a
nine
million
dollar
versus
a
three
million
dollar
budget
and
and
what
the
numbers
you
say.
F
So
I
need
some
justification
from
the
state
and
what
they
plan
on
doing
with
these
women
young
women.
That
now
what
will
we
be
doing
from
a
court
system,
and
so
have
you
looked
at
the
alternative
since
your
cuts
seem
like
they
potentially
may
place
this
facility
and
now
not
accepting
nevada
youth.
So
can
you
explain
what
you
plan
to
do
with
that
director.
G
Yes,
administrator
armstrong
for
the
record,
and
so
we've
met
with
the
leadership
at
china
spring
and,
and
I
mean
long-term
partners
in
advocating
for
children
not
only
in
juvenile
justice,
but
you
know,
judge
young's,
work
on
behalf
of
kids
in
child
welfare
and
c-sec
victims
is
is
also
incredible.
I
think
it's
it's
how
everyone
would
hope
their
local
judge
approaches
our
vulnerable
kids.
I
I'm
certainly
appreciative
of
it
and
in
it,
for
you
know,
from
my
perspective,
you
know
there
are
three
options.
G
G
You
know
there
are
some
states
that,
even
for
their
state,
correctional
facilities
have
shifted
to
a
per
per
kid
fee
for
those
children
using
juvenile
correctional
care.
G
Reforms
happening
in
juvenile
justice
right
now,
we'll
talk
a
little
bit
about
that
too.
When
we
we
talk
about
our
reductions
in
our
state
facilities
for
juvenile
justice,
and
there
are
some.
There
are
some
wonderful
innovations
that
I
think
that
can
help
serve
this
population
in
the
event
that
china
spring
will
need
to
reduce
its
capacity
as
well.
G
We
know
we
absolutely
know
that
there
are
a
segment
of
children
who
are
not
safe
at
home
and
will
not
get
the
treatment
they
need
at
home
and
if
they
stay
at
home,
they're
going
to
head
straight
for
that
adult
criminal
justice
system,
which
is
our
goal
to
avoid,
and
so
you
know,
we've
presented
those
three
options.
We've
also
worked
with
the
camp.
They
have
an
advisory
committee
advisory
board,
made
up
of
the
counties
to
help.
You
know
manage
the
operations
of
the
camp.
It
was
about.
G
A
year
ago,
we
recommended
that
they
have
a
finance
subcommittee,
as
they
were
working
through
the
medicaid
process
and
a
program
subcommittee
to
tackle
some
of
these
issues
that
to
make
sure
that
that
wendy
and
her
team
know
they're
not
alone
out
there
at
china
spring
right.
There's
this
whole
community
of
of
the
northern
counties
that
are
there
to
help
support
and
make
decisions.
So
you
know
those
are
certainly
the
options
that
we've
presented
so
far
in
terms
of
what
can
be
done
in
response
to
this
proposed
cut.
F
I'll
follow
up,
if
I'm
my
madam
chair,
so
thank
you
administrator.
I
I
just
and
still
would
love
to
see
what
that
process
is
and
see
that
on
paper
and
make
sure
that
the
these
three
options
that
you
have
have
been
vetted
because
it
sounds
like
it's.
We
need
to
make
some
choices
fairly
quickly
here.
This
isn't
something
that
we
can
push
down
or
kick
that
can
down
the
road.
I
think
we
need
to
have
some
real
solutions
on
on
this.
F
I'm
concerned
in
your
explanation
that
you
know
these
girls
have
to
go
to
state
prison
or
what
will
they
do
with
placement
if
this
this
closes
down,
I
mean
it
sounds
like
a
fairly
eminent
process
here
and
I
think
we
need
to
have
some
solutions
sooner
than
later,
so
looking
forward
to
further
dialogue
on
this,
I
just
have
many
red
flags
on
this,
and
I'm
sure
everybody
on
this
committee
also
so
would
like
to
see
what
you
just
said:
those
three
options
in
writing
and
really
what
you're
doing,
because
this
just
does
not
sound
acceptable.
D
E
I
Well,
a
brief
response
would
be
that
the
notion
of
going
back
to
to
16
counties
and
asking
them
for
more
money.
I
think
that
all
of
you
know
that
that's
simply
not
going
to
happen
before
before
july.
First,
and
that's
that's
in
not
really
a
rational
request
and
I
appreciate
again
administrator
armstrong,
but
that
that's
not
a
solution,
we
do
have
a.
We
did
establish
a
fiscal
subcommittee
of
our
advisory
board
and,
quite
frankly,
they
asked
us
to
increase
the
budget.
I
So
so
we
we
have
followed
with
that
recommendation
and-
and
that's
so
that's
not
a
solution.
I
agree
that
there
are
also
new
ideas
in
juvenile
justice
that
tend
to
try
to
keep
children
at
home,
but
that's
the
very
idea
of
the
of
the
china
spring
youth
camp
and
and
and
arguably
also
spring
mountain.
These
are
children
who
are
not
placed
in
state
custody
and
it's
important
that
you
recognize
that
they're
not
in
state
custody.
I
These
are
children
who
are
still
under
the
supervision
of
a
district
court
judge
and
who
are
on
probation,
and
these
programs
are
designed
to
give
them
the
tools
that
they
need
to
be
successful.
In
the
community,
at
home,
they're
short-term
programs
designed
to
to
provide
education,
a
break
for
the
children.
I've
never
once
sent
a
child
to
china
spring
to
punish
them.
I
And-
and
I
I
appreciate
the
suggestion
that
there
are
alternatives.
But
this
camp
is
an
alternative
to
the
lifestyle
that
children
are
living
at
home
and
to
give
them
an
opportunity
to
be
successful
in
the
community.
And-
and
I
don't
want
to
go
on
too
long.
But
I
will
tell
you
that
I'm
out
at
the
camp
all
the
time
and
I
go
out-
and
I
have
breakfast
with
the
kids
or
lunch-
and
I
I
visit
with
them
and
and
one
of
the
anecdotes.
I
will
just
tell
you.
I
I
I
asked
one
group
of
children,
the
girls.
I
was
having
lunch
with
one
day.
What's
the
best
thing
about
the
camp
and
one
fourteen-year-old
little
girl
told
me
she
said:
do
you
know
that
we
eat
three
times
a
day
every
day,
and
she
was
just
amazed
by
that,
and
I
said
yes,
I
do
know
that,
but
that's
that's
great.
This
changes
children's
lives
and
we're
not
going
to
be
able
to
keep
it
up
with
this
budget
reduction.
D
Thank
you,
madam
chair
and
hello,
ms
garrison.
It's
nice
to
see
you
even
all
on
video,
I'm
used
to
you
coming
and
visiting
and
giving
me
updates
on
the
camp
and
letting
me
know
how
things
are
going.
So
I
do
appreciate
you
being
here
with
the
judge,
but
we
have
discussed
over
a
number
of
years,
just
as
assemblywoman
titus
had
mentioned
that
you
know
there
is
a
a
funding
problem
here
and
we
have
talked
about
the
counties
contributing
more.
It's
not
a
new
discussion.
It's
been
brought
up
many
times.
D
We've
done
things
to
try
to
help
ease
over
to
some
other
conversations,
so
I
do
think
that
they're
everything
is
on
the
table,
especially
this
year
as
far
as
counties
contributing
more
so
that
may
not
be
an
immediate
solution,
but
I
think
there
needs
to
be
a
long-term
discussion.
This
does
serve
16
counties,
so
I
guess
what
I'd
really
like
to
know
is:
when
were
the
last
negotiations
with
the
counties
on
what
their
portion
of
this
would
be,
because
it
is
serving
those
kids
and
has
there
been
any
headway
in
addressing
that
side
of
it?
D
E
Thank
you,
assemblywoman
carlton.
We
have
had
conversations
with
the
counties
about
increasing
their
proportion
to
the
chinese
renew
camp
they're,
not
they're,.
E
D
Question
it's
a
good
start,
ms
garrison.
Thank
you.
I
guess
what
we
need
to
have
you
provide
to
staff
is
where
they
are.
What
they're
looking
at,
because
we
need
to.
We
don't
want
a
cliff.
We
don't
want
to
do
that.
It's
a
very
important
program
judge.
I
agree
with
you.
It
does
change
children's
lives,
but
we
need
create
a
slide.
This
needs
to
change.
We've
had
conversations
many
times
about
it,
so
we
need
to
know
where
we
are
now
what
we
can
do
and
what
we
can
plan
for
in
the
future.
A
G
The
assessment
is
set,
you
know
through
the
budget
and
then
there's
a
statutory
definition
of
how
it
is
is
done.
It's
based
on
the
number
of
children
of
a
certain
age
in
each
county.
G
You
know
based
on
that
census
number,
so
they
take
the
amount
and
then
it's
divided
up
by
the
counties,
depending
on
the
number
of
children
and
I'll
miss
davis
in
case
I've
misstated
that
she's
she's
nodding
her
head.
Yes,
that
I
got
that
right
so
so
there's
a
specific
statute
we'd
be
happy
to
provide
that
to
the
committee.
If
that
helps
understand
the
mechanics.
A
So
bottom
line
the
legislature-
does
have
it
within
our
purview
to
raise
that
assessment.
If
we
feel
like
that's
part
of
the
solution,
so
that's
motivation
for
folks
to
start
having
a
conversation
I'll
just
throw
that
out
there.
I
very
much
agree
that
this
is
an
incredibly
important
program
and
then
we
also
need
to
recognize
that
across
the
board,
all
of
our
budgets
are
hurting.
So
let's
get,
let's
get
that
conversation
going
and
I
say:
don't
waste
a
crisis
all
right.
A
Let's
move
on
to,
let's
see
any
other
questions
on
this
one
looks
like
we're.
Good
move
on
to
budget
item
number
three
one.
Four,
eight.
G
Thank
you
administrator
armstrong
again
and
we're
I'll
talk
about
three
one:
four,
eight
three
one:
seven,
nine
and
three,
two
five,
nine
all
at
once.
These
are
the
three
budgets
for
our
juvenile
justice
facilities.
So
when
I
talked
about
the
three
levels
of
facilities
in
the
state,
these
are
the
ones
operated
by
the
division
of
child
and
family
services.
G
We
accept
youth
who
are
committed
by
the
county
by
the
different
counties.
The
lengths
of
stay
are
about
six
to
nine
months.
Those
are
average
lengths
of
stay
for
children
who
are
committed
to
us,
while
they're
at
one
of
our
facilities.
They
receive
education,
behavioral
health
services,
physical
health
services,
vocational
training
and
other
programming,
and
then
they
are.
They
are
sent
back
to
the
community
with
a
parole
counselor
from
our
youth
parole
bureau
to
help
with
that
particular
re-entry.
G
The
three
facilities
recently
have
been
performing
pretty
well
twice
a
year.
We
have
a
data
poll,
it's
called
performance
based
standards
where
the
critical
operations
of
our
agency
are
compared.
G
Our
facilities
are
compared
across
those
across
the
country
and
in
our
last
one
you
know
all
three
of
our
facilities
performed
above
the
national
average
in
terms
of
critical
outcome
measures
for
youth,
and
so
each
of
these
ones
will
start
some
of
you.
Youth
center
is
our
highest
security
facility.
It
is
in
las
vegas.
G
G
It
is
our
facility
that
serves
both
boys
and
girls
and
last
session
it
was
approved,
operated
112
beds
during
the
special
session
that
was
reduced
to
64
beds,
and
so
it
is
out
in
lincoln,
county
in
caliente
and
then
nevada
youth
training
center.
Our
oldest
facility
established
in
1915,
is
a
staff
secure
facility.
The
last
session
was
approved
for
64
beds
during
the
special
session
was
reduced
to
48
beds,
and
so
it
operates
out
in
elko.
G
B
H
G
Both
caliente
and
the
nevada
youth
training
center
are
what
we
call
staff
secure,
there's
no
fence,
there's
no
barrier.
It
is
just
the
staff
that
keep
the
facility
secure
on
slide
29.
G
I
did
want
to
talk
a
little
bit
about
covid
and
the
special
session,
so
this
was
a
reduction
we
had
during
the
special
session,
and
there
was
concern
at
the
time
that
by
freezing
a
bunch
of
positions
and
reducing
our
capacities
that
children
might
start
to
stack
up
in
detention
centers,
would
there
be
a
long
waiting
list?
They'll
be
hanging
out
in
these
facilities,
they're
supposed
to
be
short
stays
and
will
not
be
getting
the
treatment
that
they
can
receive
at
our
facilities.
G
So
on
this
particular
chart,
you
can
see
what
the
budgeted
capacity
was
during
the
last
session.
What
our
actual
capacity
during
each
fiscal
year
was,
and
then
that
reduction
to
160
beds
during
the
special
session.
The
bottom
line
is
that
we
have
not
seen
a
huge
waiting
list
or
children
stacking
up
in
detention.
G
There
are
a
number
of
reasons
for
that,
primarily
that
our
counties
have
done
an
incredible
job
of
adjusting
their
practices
decoded
in
terms
of
reducing
the
number
of
children
they
have
in
their
detention
centers
to
help
prevent
the
spread
and
and
knowing
that
there's
a
reduction
in
state
beds.
They
are
going
to
more
community-based
solutions
for
trying
to
work
with
these
children.
G
You
know
they'd
be
fair
to
say
when
covett
is
done,
will
the
demand
spike
back
up
and
it's
difficult
to
say
there
have
been
some
great
reforms.
We
had
the
juvenile
justice
reform
act
from
this
legislature
in
2017
that
has
required
validated
risk
assessments
before
committing
to
state
custody
that
they
reach.
You
know
a
certain
level
of
risk
and
need,
and
so
on
slide
30.
You
can
see
the
decision
unit
for.
G
G
Our
juvenile
justice
facilities
is
just
one
of
those
areas
where
there's
a
large
chunk
of
general
fund.
We
know
that
the
health
and
human
services
is
a
huge
portion
of
the
state
budget.
A
lot
of
that
is
federal
funding
and
juvenile
justice
is
one
of
those
pockets
where
we
we
spend
a
lot
of
general
funds,
so
you
know
it
through
the
through
the
lens
of
our
our
vision
and
taking
a
look
at
our
operations
and
what
our
operations
need
to
be.
This.
A
Members
not
seeing
any
questions
pop
in.
C
Thank
you,
so,
mr
armstrong,
if
you're
seeing
the
depressed.
C
I
C
A
good
thing:
why
do
you
need
to
restore
the
63
positions
in
the
second
year
of
the
biennium.
G
C
G
Is
administrator,
armstrong
and
I'll
go
first
and
then
defer
to
deputy
miller
who
oversees
the
programs?
I
think
you
know
that
we
saw
some
reductions
based
on
the
reforms
that
were
occurring
prior
to
covet
and
in
chatting
with
our
local
partners.
We
anticipate
you
know
that
that
they
understand
that
they're
low
now
and-
and
there
are-
you
know
there.
C
G
Certain
methods
they're
doing
now
they're
just
trying
to
keep
it
going
and
not
try
to
overwhelm
our
system,
but
that
may
not
be
as
effective
for
those
children
as
a
stay
in
one
of
our
youth
facilities.
G
I
think
it's
one
of
those
things
where,
if
we
didn't
have
to
come
up
with
a
budget
for
two
years,
this
far
advanced
not
knowing
how
long
we
have
left
of
covid
and
and
all
of
that,
some
flexibility
to
make
it
a
determination.
Later
I
mean
that
would
be
ideal,
but
I'll
toss
it
to
deputy
miller
in
case
she
has
any
additional
insight
that
I
missed.
B
Susie
miller,
deputy
administrator
for
residential
services
for
the
record,
we
have
talked
with
our
partners
and
looked
at
some
of
the
reasons
that
the
numbers
may
be
low
right
now,
and
I
know
that
the
youth
aren't
in
school
at
this
time
and
probation
and
parole
visits
have
been
virtual,
and
I
know
they've
been
very
careful
to
look
at
the
number
of
youth
that
they
actually
commit,
knowing
that
we
have
the
limited
bids.
B
So
when
the
pandemic
is
over,
we
can
certainly
monitor
the
number
of
commitments
and
see
how
it's
increasing
and
adjust
accordingly,
and
if
the
demand
is
not
there
for
all
of
those
beds,
then
looking
at
recommending
the
funding
for
additional
needed
services
to
that
population.
B
At
this
point,
we
have
group
supervisors
that
we
could
look
at
creating
case
managers
in
ab472.
They
instituted
the
need
for
child
and
family
teams
and
a
lot
more
coordination
around
the
youth
when
they're.
H
G
H
B
G
C
Yeah
I
appreciate
that
I
certainly
understand
your
desire
to
try
to
provide
more
enhanced
and
probably
better
services
in
some
of
the
positions,
but
you
know
closing
out
the
budget
with
exit
with
what
we
assume
or
think
are
going
to
be
excess
positions
and
then
planning
to
go
to
ifc
to
repurpose
those
dollars
in
the
interim
is
probably
not
the
strategy
we
want
to
use
to
flesh
out.
So
I
appreciate
it.
Thank
you.
C
Thank
you,
madam
chair.
I
just
want
to
go
back
to
a
statement
that
director
armstrong,
I
think
you
made
they're
talking
about
there
was
no
wait
list
to
for
juveniles
to
go
to
a
state
facility.
Is
that
is
that
a
correct
assessment
of
your
statement,
because
I
I
thought
I'd
heard-
I
mean
I
usually
keep
up
with
the
folks
down
south
and
I
thought
that
they
had
a
significant
wait
list
actually,
and
you
know
what
at
a
cost,
I
think
a
very
significant
cost
with
the
holdem
in
juvenile
detention.
G
Yeah
this
is
advanced
for
armstrong,
so
our
goal
is
always
to
get
a
youth
from
detention
center
to
our
facility
within
30
days
of
commitment.
It
takes
commitment
from
the
court.
It
takes
getting
that
case
file,
making
a
determination
about
which
facility
the
youth
should
go
to.
G
There
have
been
some
delays
primarily
related
to
waiting
for
negative,
coveted
tests
or
other
health
clearance
issues,
but
our
capacity,
our
capacity
that
was
reduced
during
the
special
session,
is
not
a
reason
why
that
has
gone
over
30
days.
I
think
ms
miller
knows
like
since
the
reduction,
I
think
it's
been
less
than
10,
who
have
stayed,
who
have
had
a
longer
than
a
30-day
wait.
A
B
C
Okay,
so
just
to
follow
up
make
sure
I
understand
you're
saying
that
if
they're
waiting
for
a
test
to
come
back,
it's
that
you
don't
count
that
as
somebody
who
is
in
in
the
queue
to
to
be
then
taken
to
one
of
these
facilities
and
you're
saying,
there's
nobody
ready
to
go
into
a
state
facility
right
now.
There's
no
wait
list.
A
I'll
just
jump
in
here
while
we're
waiting
to
see,
if
others
have
a
question,
could
you
confirm
they
will
be
you'll
continue
to
be
in
compliance
with
the
applicable
federal
prison,
rape,
elimination,
act,
requirements
and
ratios
through
the
biennium,
with
or
without
the
vacant
positions?.
B
Susie
miller,
for
the
record,
we
are
in
compliance
now
and
we
have
certainly
additional
positions
that
we
would
want
to
add
to
support
compliance.
But
right
now
we
are
meeting
those
ratios
with
overtime.
G
F
G
An
independent
assessment
done
that
said,
you
need
this
number.
I
think
it's
like
90
something
positions
to
be
come
truly
priya,
compliant
and-
and
I
think
the
determination
was
let's
take
a
look
at
the
cost
of
overtime
and
take
that
chunk
and
convert
it
into
positions
and-
and
let's
see
if
that
works
so
so
miss
miller
is
correct.
We
are
able
to
maintain,
which
is
a
one
to
eight
during
the
day
and
one
to
16
during
I'm
sorry,
yes
and
one
to
16
at
night.
G
That's
the
prior
ratio,
so
we
are
audited.
One
of
our
facilities
gets
audited
each
year
and
we
remain
in
compliance
with
those
audits
with
our.
G
A
We
confirm
for
the
record
that
the
there's
an
openness
to
additional
conversation
about
what
to
do
with
the
63
positions.
In
the
second
year
of
the
fight.
G
Services,
okay
and
I'll
actually
discuss
three
two,
eight
one
and
three
six,
four:
six.
At
the
same
time,
three
two
eight
one
is
northern
nevada,
child
and
adolescent
services
and
then
three
six,
four
six
is
southern
nevada,
child
and
adolescent
services.
G
If
you
take
a
look
at
our
role
in
the
children's
mental
health
system
as
a
provider
under
residential
services,
we
have
three
psychiatric
residential
treatment
facilities,
two
in
the
north
and
one
in
the
south
and
one
hospital
which
is
down
in
the
south
last
session.
The
legislature
approved
a
conversion
from
those
from
what
were
essentially
licensed
daycare
facilities
to
actual
psychiatric
residential
treatment
facilities
that
included
the
addition
of
nursing
staff.
G
We
were
successful
in
the
conversion
and
getting
the
accreditation
we
needed
and
the
licensure,
and
it
recently
started
that
billing,
at
the
daily
rate,
instead
of
those
15-minute
increments.
G
2020,
of
course,
was
a
wild
year
to
start
anything
new
like
that,
and
we
actually
started-
and
I
don't
remember
if
it
was
you
know
in
december
or
january,
but
we
had
a
complete
boiler
and
heater
failure
at
one
of
our
northern
facilities
at
the
adolescent
treatment
center,
which
required
that
facility
to
completely
shut
down
operations
on-site
and
we
moved
them
to
cottages
at
our
enterprise
location.
So
both
of
those
northern
facilities
had
a
reduced
capacity
until
that
boiler
issue
was
fixed
down
south.
G
Just
you
know
in
thinking
about
how
the
community
landscape
impacts,
mental
health,
the
closure
of
monte
vista
hospital,
which
was
really
the
only
other
residential
treatment
center
service
provider
in
the
valley
for
children,
terminated
operations
which
put
additional
strain,
and
we
know
that
the
covid
pandemic
itself
has
put
additional
strain
on
the
system.
So
we
have
those
four
residential
programs
and
then,
in
terms
of
community
services.
G
Within
these
budgets,
we
have
our
children's
mobile
crisis
response
team,
which
allows
clinicians
to
go
out
to
a
family's
home
and
assess
and
determine,
if
there's
an
acute
level
that
is
needed
for
hospitalization
or
whether
they
can
be
diverted.
There's
a
pretty
high
success
rate
in
terms
of
avoiding
hospitalization
for
those
children.
G
We
also
have
our
care
coordination
team,
also
known
as
wrap
around
in
nevada,
that
helps
again
provide
families
with
access
to
services,
and
we
have
an
early
childhood
mental
health
team
that
focuses
on
some
of
our
youngest
nevadans
who
have
needs
in
the
mental
health
arena
and
then
our
children's
clinical
team,
which
includes
therapy
and
other
traditional
clinical
services.
G
G
What
our
role
is
in
the
in
the
mental
health
arena
really,
I
think,
focusing
on
this
mobile
crisis
response,
which
isn't
like
a
really
appropriate
government
function
and
then
some
specialization
to
help
avoid
you
know
sending
children
out
of
state
or
to
be
sent
to
residential
services.
So
on
slide
32
you
can
see
there
are
some
position
transfers
between
the
south
and
the
north.
G
One
of
those
it's
a
position
that
can
be
in
the
north
or
south,
depending
on
where
the
best
applicant
is,
and
so
those
are
those
transfers
and
then
skipping
forward
to
slide
34.
You
see
the
portion
of
this
budget,
that
is,
that
has
the
kitsuki
and
pecos
leases
and
so
no
major
budgetary
changes
in
these
particular
budgets.
But
I
know
that
it's
a
topic
we
want
to
discuss
and
I'm
happy
to
take
questions
at
this
time.
A
Thank
you
don't
see
questions
just
yet,
while
we're
waiting
to
see
if
folks
have
questions,
I
just
wanted
to
say
that
I'm
hearing
great
feedback
about
the
mobile
outreach
teams
and
want
to
thank
you
for
protecting
that
their
critical
behavioral
health
service
for
adolescents
and
children,
while
we're
in
the
middle
of
this
pandemic.
A
Why
don't
we
just
get
right
back
on
the
record,
since
we're
in
this
budget
account
the
closure
of
the
east
neighborhood
service
center?
Will
it
have
any
direct
impact
on
services,
the
youth,
children
or
families.
G
Administrator
armstrong:
no,
I
mean
there's
no
reduction
in
positions
or
services
being
provided.
It
will
just
be
a
location
adjustment.
Again,
I'm
really
hopeful
that
mirroring
those
successes
of
dwis
that
we
can
come
up
with
some
creative
ways
of
really
placing
mental
health
experts
where,
where
they
are
needed
to
reduce
transportation
and
other
barriers
for
families.
A
All
right
scene,
none
dirk
armstrong,
just
one
global
question
for
your
overall,
the
budgets
that
we've
discussed
today
we're
seeing
a
lot
of
activity
at
the
federal
level
in
terms
of
obviously
relief
dollars,
but
also
different
approaches
to
some
of
these
programs,
perhaps
grant
packages.
We
seen
anything
coming
down
the
pike
that
we
should
be
taking
note
of
when
we're
looking
at
addressing
some
of
the
cuts
that
were
presented
in
your
budgets,.
G
This
is
administrator
armstrong,
so
there
are
different
pockets
that
are
helpful.
There
are
some
different
pockets
that
don't
go
through
my
budget,
but
still
help
families
such
as
tanf
and
the
child
care
block
grant
which
are
in
the
division
of
welfare
and
supportive
services.
G
G
Package
that
will
require
us
to
allow
children
who
have
aged
out
of
foster
care
to
come
back
and
receive
some
services,
so
that
is
one
the
the
family
first
prevention
services
act
is
a
big
shift
that
we
have
some
transition
act
funding
now,
but
that
going
forward
will
allow
us
to
access
some
4e
money
for
prevention
services,
we're
still
working
towards
that
deadline
in
october.
G
I
think
those
are
really
kind
of
the
big
big
things
going
on
in
terms
of
our
budgets
and
federal
general
issues,
flexibility
and
preservation
of
the
affordable
care
act.
I
think,
and
the
recognition
of
behavioral
health
parity
with
what
we
think
of
as
traditional
health
is
also
just
incredibly
helpful
to
the
families
that
we
serve.
G
C
C
And
and
thank
you
ma'am
sherry,
and
so
you
know
you
talked
about
closing
the
east
neighborhood
services
center
and
it
yeah
there's
basically
three
other
service
centers
in
the
valley.
Obviously
I
think
there's
one
on
west
charleston
or
maybe
I'm
wrong,
but
where
are
the
other
three
service
centers
in
the
las
vegas
valley?.
G
I
know
we
have
one
that
just
moved
in
henderson
and
mandy.
You.
A
E
Color
with
the
last
three
hello
caller
with
the
last
three
digits:
zero:
zero,
zero.
Please
slowly
state
and
spell
your
name
for
the
record.
You
will
have
two
minutes
and
may
begin
ali
banister.
C
Of
the
recommended
budget
cut
to
china
springs
youth
camp
and
the
impact
it
would
have
on
our
juvenile
services,
youth
and
juvenile
justice
departments
across
the
state
of
nevada.
The
governor's
recommended
budget
reduces
the
china
springs
youth
camp
by
nearly
1.2
million.
A
budget
cut
of
this
magnitude
would
be
devastating
for
the
camp,
carson
city
story,
county
and
the
other
four
counties
that
rely
on
the
program
services.
C
We
cannot
express
strongly
enough
the
devastating
impact
the
governor's
recommended
budget
will
have
on
the
facility's
ability
to
serve
the
juveniles
of
carson
city
and
story
county
and
the
other
14
counties
involved
in
the
juveniles
and
the
juvenile
justice
system
in
nevada.
With
the
exception
of
clark
county,
should
this
budget
reduction
occur,
the
camp
may
be
forced
to
eliminate
services
to
youth
and
counties.
The.
E
C
It's
a
valuable
program
and
resource
to
our
jurisdiction,
as
it
provides
valuable
intermediate,
behavioral
modification
services
and
resources
for
substance,
abuse
and
mental
health
youth
with
significant
and
chronic
delinquency
problems
at
an
intermediate
level.
C
A
big
concern
that
we
have
in
addition
to
you
know
what
the
previous
caller
just
indicated
is
also.
We
believe
there
would
be
a
significant
reflection
with
the
with
the
state
commitment
numbers
as
well,
because
without
this
intermediate
option
and
opportunity,
through
china,
spring
youth
camp
serving
both
male
and
female
delinquent
offenders,
that
we
believe
it
would
create
a
huge
backlog
and
additional
need
at
the
at
the
state
level
and
significantly
increase
state
commitments
and
and
also
create
a
backlog
of
a
lot
of
youth
requiring
ongoing
detention
services
as
well.
C
So
you
know
the
expenses
and,
and
the
you
know,
the
the
wake
of
of
challenges
that
that
this
reduction
would
create
because
of
the
lack
of
services.
It
is,
is
also
a
major
concern
that
we
wanted
to
submit,
for
you
know
for
the
state's.
F
E
E
E
E
E
C
C
A
A
A
Thank
you,
and
always
to
take
a
moment
to
thank
our
bps
staff,
who's
working
hard
and
fast
to
make
sure
that
we
can
do
this.
Virtually
thank
you
to
you
with
that.
Thank
you
committee
for
all
of
your
good
questions
today
and
to
all
the
presenters
for
being
here
to
get
this
information
on
the
record.
We
are
adjourned.