Legislature(2025 - 2026)SENATE FINANCE 532
04/03/2025 03:30 PM Senate STATE AFFAIRS
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| Presentation: What is Amhta and How Does It Benefit Alaskans? | |
| Adjourn |
* first hearing in first committee of referral
+ teleconferenced
= bill was previously heard/scheduled
+ teleconferenced
= bill was previously heard/scheduled
ALASKA STATE LEGISLATURE
JOINT MEETING
SENATE STATE AFFAIRS STANDING COMMITTEE
HOUSE STATE AFFAIRS STANDING COMMITTEE
April 3, 2025
3:33 p.m.
MEMBERS PRESENT
SENATE STATE AFFAIRS
Senator Scott Kawasaki, Chair
Senator Jesse Bjorkman, Vice Chair
Senator Bill Wielechowski
Senator Elvi Gray-Jackson
Senator Robert Yundt
HOUSE STATE AFFAIRS
Representative Ashley Carrick, Chair
Representative Andi Story, Vice Chair
Representative Rebecca Himschoot
Representative Ky Holland
MEMBERS ABSENT
SENATE STATE AFFAIRS
All members present
HOUSE STATE AFFAIRS
Representative Sarah Vance
Representative Kevin McCabe
Representative Elexie Moore
COMMITTEE CALENDAR
PRESENTATION: WHAT IS AMHTA AND HOW DOES IT BENEFIT ALASKANS?
- HEARD
PREVIOUS COMMITTEE ACTION
No previous action to record
WITNESS REGISTER
MARY WILSON, Chief Executive Officer (CEO)
Alaska Mental Health Trust Authority (AMHTA)
Anchorage, Alaska
POSITION STATEMENT: Co-presented the overview from AMHTA.
JUSDI WARNER, Executive Director
Trust Land Office
Anchorage, Alaska
POSITION STATEMENT: Co-presented the overview from AMHTA.
KATIE BALDWIN-JOHNSON, Chief Operating Officer (COO)
Alaska Mental Health Trust Authority (AMHTA)
Anchorage, Alaska
POSITION STATEMENT: Co-presented the overview from AMHTA.
ACTION NARRATIVE
3:33:39 PM
CHAIR KAWASAKI called the joint meeting of the Senate and House
State Affairs Standing Committees to order at 3:33 p.m. Present
at the call to order were Senators Bjorkman, Wielechowski, Gray-
Jackson, Yundt and Chair Kawasaki.
CHAIR KAWASAKI passed the gavel to Chair Carrick.
CHAIR CARRICK stated present at the call to order were
Representatives Holland, Himschoot, Story and Chair Carrick.
Chair Carrick passed the gavel back to Chair Kawasaki.
^PRESENTATION: WHAT IS AMHTA AND HOW DOES IT BENEFIT ALASKANS?
PRESENTATION: WHAT IS AMHTA AND HOW DOES IT BENEFIT ALASKANS?
3:34:52 PM
CHAIR KAWASAKI announced the presentation What is AMHTA and How
Does It Benefit Alaskans?
3:35:13 PM
MARY WILSON, Chief Executive Officer (CEO), Alaska Mental Health
Trust Authority (AMHTA), Anchorage, Alaska, co-presented the
overview from AMHTA and moved to slide 2, Trust Beneficiaries.
She said the board and staff are dedicated to supporting
beneficiaries to improve their lives and health outcomes.
Beneficiaries include Alaskans with behavioral health conditions
or developmental disabilities, particularly those at risk of
institutionalization. The trust prioritizes both youth and
adults, emphasizes community-based support to prevent worsening
conditions, and incorporates prevention efforts when possible.
She said while state statutes define beneficiaries using older
terminology, the trust uses updated language; for example,
referring to "substance use disorder" instead of "chronic
alcoholic suffering from psychosis."
3:38:31 PM
MS. WILSON shared a video found at the following web address:
http://alaskamentalhealthtrust.org/about
3:41:14 PM
MS. WILSON moved to slide 3, Creation of the Alaska Mental
Health Trust Authority, and stated that the Alaska Mental Health
Trust has its roots in pre-statehood Alaska, when people with
disabilities were often institutionalized out-of-state due to
lack of local services. In 1956, Congress transferred
responsibility for mental health services to Alaska and granted
one million acres to generate income for programs. She said by
1982, much of the land and funds were not properly allocated,
leading to a 1984 class-action lawsuit, Weiss v. Alaska. The
1994 settlement established the Alaska Mental Health Trust
Authority with restored lands, a $200 million cash contribution,
and an independent board of trustees. She said the settlement
clarified that the trust supplements, not replaces, state
funding for basic mental health services. More detailed
historical resources, including an oral history project, are
available on the trust's website.
3:44:31 PM
MS. WILSON moved to slide 4, Board of Trustees, and stated that
the Alaska Mental Health Trust is governed by an independent
Board of Trustees, which provides oversight and direction to
improve beneficiary lives. Trustees serve five-year terms, are
appointed by the governor, and confirmed by the legislature. She
said AS 44.25.219 outlines the panel that considers applicants
and sends recommendations to the governor for consideration. The
panel of 6 people are either trust beneficiaries, their
guardians, family members, or representatives of beneficiaries.
She said panel members are selected by key state entities,
including the Alaska Mental Health Board, Governor's Council on
Disabilities and Special Education, Advisory Board on Alcohol
and Drug Abuse, Alaska Commission on Aging, Alaska Native Health
Board, and the Trust Authority. The trust currently has seven
trustees.
3:45:40 PM
MS. WILSON moved to slide 5, Our Role, and stated that the
Alaska Mental Health Trust administers a perpetual trust to
improve the lives of its beneficiaries. As an independent state
corporation, it manages land and cash assets to support
comprehensive mental health and disability services, partnering
with the state, local governments, nonprofits, tribal entities,
and providers. She said funds are prioritized for system
improvements, innovation, and strategic initiatives, with
financial assets managed by the Alaska Permanent Fund
Corporation (APFC) and Treasury Division, and land assets by the
Trust Land Office. The trust develops an annual budget for
grants and operations, is entirely self-funded, and manages
assets with a long-term perspective for both current and future
beneficiaries. She said the trust also advocates for
beneficiaries, provides recommendations for state general fund
allocations, supports development of the state's five-year
comprehensive mental health plan, and adapts its tactics over
time to align with evolving beneficiary needs and best
practices.
3:49:03 PM
MS. WILSON moved to slide 6, Trust Focus Areas, and stated that
the trust uses defined focus and priority areas to guide grant
funding, advocacy, and systems change efforts. These areas are
strategically developed over time with input from stakeholders
and trustees, align with the state's comprehensive mental health
plan, and ensure funding reaches all beneficiary groups across
the lifespan, including children and the elderly.
3:50:01 PM
MS. WILSON moved to slide 7, Trust Grant Making FY26, and shared
a chart. She stated that the Alaska Mental Health Trust's grant-
making program is entirely self-funded and overseen by the Board
of Trustees. For FY26, the trust will grant about $30 million,
divided between: Authority Grants (blue section of the chart)-
awarded directly to community partners for planning, services,
facilities, and workforce development. Mental Health Trust
Authority Authorized Receipts (MHTAAR) grants (green section of
the chart)- awarded to state agencies and included in the state
budget with legislative approval. MS. WILSON said since
inception, roughly $270 million has gone to state agencies.
Grants support capital projects, training, data and planning,
and positions focused on beneficiary needs. She said spending is
prioritized to drive system improvement and is often leveraged
with other funders. A detailed FY24 grant investment report
lists all funded projects.
3:52:50 PM
MS. WILSON moved to slide 8, Crisis Now Community Implementation
2024/2025, and stated that beyond grant-making, the Alaska
Mental Health Trust leads system change initiatives, notably the
multi-year Crisis Now program. This initiative aims to ensure
individuals in psychiatric crisis receive appropriate, least-
restrictive care, reducing suicides, emergency room visits, and
inappropriate law enforcement involvement. Over five years, the
Board of Trustees has committed about $20 million in grants to
support Crisis Now. The trust also provides expertise, convenes
partners, and champions the initiative. Programs like the
Fairbanks mobile crisis team demonstrate success, resolving 85
percent of the calls within the community rather than through
law enforcement or hospitalization. While the front-end crisis
response has improved, the trust continues working on back-end
stabilization and follow-up services to fully transform crisis
care in Alaska.
3:55:43 PM
JUSDI WARNER, Executive Director, Trust Land Office, Anchorage,
Alaska, co-presented the overview from AMHTA and moved to slide
9. She stated that the Trust Land Office (TLO), a specialized
unit within the Department of Natural Resources, manages about
one million acres of Alaska Mental Health Trust land exclusively
to maximize revenue. Assets include forestry, minerals and
energy, commercial and program-related real estate, and
mitigation lands. She said land management focuses on analyzing
and coordinating across asset classes to achieve the highest and
best use, with long-term sustainability in mind. Revenues
support trust beneficiaries, with FY24 earnings exceeding $17
million, including $10.5 million from land sales and contracts.
TLO also advances land subdivision projects, completing three
last year and developing several others.
3:57:32 PM
KATIE BALDWIN-JOHNSON, Chief Operating Officer (COO), Alaska
Mental Health Trust Authority (AMHTA), Anchorage, Alaska, co-
presented the overview from AMHTA and moved to slide 10. She
stated that the Alaska Mental Health Trust emphasizes
beneficiary and stakeholder input as essential to its mission.
She said beyond funding, the trust convenes partners across
systems to advance initiatives at policy, state, community, and
individual levels. Engagement occurs through public comment,
listening sessions, roundtables, and collaboration with state
advisory boards representing beneficiary populations. Regular
interaction with professional and advocacy groups across the
continuum of care informs staff and trustees in decision-making
and funding allocations. As a state corporation, the trust
operates transparently under the Open Meetings Act, with
publicly noticed meetings and accessible materials.
4:00:36 PM
MS. WARNER moved to slide 11, Trust Land Office Public
Engagement, and stated that the Trust Land Office (TLO) shares
the Trust Authority's commitment to beneficiaries but focuses on
land management and revenue generation. Public and stakeholder
input informs decisions, but all actions prioritize the trust's
best interest. She said engagement occurs through public comment
at board meetings, Trust Resource Management Committee updates,
a 30-day public notice process for proposed actions, community
meetings for major projects, and collaboration with industry and
resource management partners to leverage broader stakeholder
insights.
4:02:34 PM
SENATOR BJORKMAN asked if she could update the committee on the
current fund balance, including projections for growth from the
original $200 million infusion in the 1990s and an overview of
the total land holdings. He noted that in recent years, public
access to Alaska Mental Health Trust land in his neighborhood
has been restricted. He asked how such limitations impact public
perception of the trust's value and its ongoing role in holding
the land, and how the trust addresses situations where
unauthorized structures are built on its property.
4:05:25 PM
MS. WARNER replied that trust lands are not general state lands
but are open to the public through an over-the-counter general
permit for activities like firewood gathering, wheeling, or
berry picking. At times, access may be restricted due to safety
risks from operations such as timber harvests. While public
recreation is valued, the trust balances access with the need to
generate returns. With one million acres statewide, unauthorized
activities sometimes occur; in those cases, the trust typically
works with state troopers to identify responsible parties and
require cleanup but will handle it directly if necessary to
protect investment value.
4:08:32 PM
SENATOR BJORKMAN expressed concern about people building on
trust land without authorization and then being allowed to
purchase that land because it rewards bad behavior and isn't in
the publics interest. He reiterated opposition to restricting
public access, emphasizing that because public funds and
resources support the trust, the public should have reasonable
access to its lands.
4:09:51 PM
REPRESENTATIVE HIMSCHOOT asked when the trust sells land, does
the trust sell it as raw land, or does it provide some level of
development first and would adding improvements, such as Local
Improvement Districts (LIDs) or other enhancements, help
increase its value to the trust.
4:11:11 PM
MS. WARNER explained that land sales are evaluated case by case.
The trust may add value by building roads or utilities if it
increases returns, but the trust has not partnered with
developers to build homes. She said sometimes the trust will
sell only platted land, where roads are legally designated but
not yet built. The approach depends on market demand in the
community.
4:12:00 PM
REPRESENTATIVE HIMSCHOOT referenced slide 11 and expressed
concern that managing trust lands solely for the benefit of
trust beneficiaries places some Alaskans above others. She gave
an example of land in her region that's slated for logging by
the trust, that is heavily used by a village for subsistence,
which would harm the community's livelihood and mental health
while generating revenue for other Alaskans. She said the trust
is not well-regarded in that community. She asked whether the
requirement to manage land only for trust beneficiaries comes
from statute or is it board policy.
4:13:07 PM
MS. WILSON replied that managing land for the trust's
beneficiaries is by statute. However, the board does have
flexibility to consider local impacts when reviewing proposals,
and such ramifications can be considered.
4:13:38 PM
REPRESENTATIVE HIMSCHOOT noted that while public input is
technically available through comments and board meetings, many
communities may not be engaged in those processes. She stressed
that a process can be public without truly being accessible and
emphasized that the community wants more direct involvement in
decisions affecting their area.
MS. WILSON stated that the Trust Land Ofice cant do something
that will have a negative financial impact on the trust.
4:14:55 PM
MS. WILSON moved to slide 12, Trust Considerations: Decision
Making, and explained that the Trust's decision-making is
strategic and grounded in direction, collaboration with experts
and boards, evidence-based practices, stakeholder input, and
grant analysis. She emphasized using data-driven strategies and
consistently prioritizing the needs of beneficiaries.
4:16:25 PM
MS. WILSON moved to slide 13, Trust Continues to Meet Its
Mission, and stated that the trust has fulfilled its mission
over the past 30 years by improving beneficiaries' lives,
reducing stigma, and expanding access to quality care statewide.
She said key achievements include crisis response efforts,
funding more treatment options, strengthening community-based
services, and awarding over $465 million in grants. Financially,
the trust's assets have grown from the original $200 million to
about $800 million, including $730 million managed by APFC,
ensuring long-term stability. She said trust lands are managed
to protect and enhance value, diversify revenue, and responsibly
benefit beneficiaries.
4:18:58 PM
CHAIR CARRICK commented about slide 8 and the funding allocation
between urban and rural Alaska. She referenced the Sources of
Strength program in southwestern Alaska, an indigenous-led
suicide prevention initiative with proven effectiveness. She
asked how decisions are made regarding funding for urban
projects versus evidence-based rural programs and whether rural
communities are receiving equitable support.
4:21:11 PM
MS. WILSON replied that the trust emphasized its commitment to
serving all of Alaska, including rural areas, acknowledging the
challenges involved. For programs like Crisis Now, adapts
services to fit smaller communities, such as scheduled mobile
response visits to villages, while recognizing there is always
more work to expand coverage.
4:22:02 PM
MS. BALDWIN-JOHNSON clarified that the map on slide 8 shows
areas specifically involved in the Crisis Now initiative, not
the full distribution of trust grants statewide. Many other
communities have successfully partnered with the trust. She said
the trust supports innovative, locally designed solutions, like
the Crisis Now program in partnership with the University of
Alaska Fairbanks, allowing communities to tailor responses to
their specific needs, often with input from tribal and local
organizations. The trust values projects created by Alaskans for
Alaskans and is eager to learn from successful initiatives.
4:23:55 PM
CHAIR CARRICK commented that the trust has strong data sources,
like the Youth Risk Behavioral Survey, to identify areas of
greatest need. She asked whether grants are mostly awarded to
those who apply or are if the trust proactively reaches out to
organizations in regions with the highest need to ensure
equitable support for beneficiaries.
4:24:58 PM
MS. BALDWIN-JOHNSON replied that the trust acknowledged that
reaching communities statewide is an area of ongoing
improvement. The trust engages through local community
connections, tribal and provider organizations, and regular
meetings with tribal behavioral health directors to understand
needs. She said public input, outreach about grant
opportunities, and referrals from associations are also used.
She emphasized that they are continuously seeking ways to
improve equitable access and support.
4:26:21 PM
MS. WILSON emphasized the importance of continuously improving
outreach and support, noting that multiple approaches including
partnerships, awareness, and proactive engagement were
necessary. She mentioned having a visual map showing the
geographic distribution of grants, including rural communities,
which goes beyond the Crisis Now initiative and could be shared
after the meeting.
4:27:15 PM
CHAIR CARRICK emphasized the importance of seeing the grant
distribution data and acknowledged that resources are limited.
She noted that equitable distribution is central to the trust's
mission, raising the key question of whether the trust is using
its assets as originally intended to serve all beneficiaries
effectively.
4:27:52 PM
MS. WILSON agreed and stated her belief that the trust would
always work on addressing gaps and hard issues.
4:28:08 PM
REPRESENTATIVE HOLLAND asked what the Alaska Mental Health Trust
was doing to support startups and innovations like Step Away,
Health Tie, and national programs like Johnson & Johnson's
Amplify Access, and how these efforts fit into an overall
strategy to build local capacity, create jobs, and promote
Alaskan-based social impact organizations.
4:29:34 PM
MS. WILSON replied that strategic planning starts at the trust
and with the trustees- valuing innovation, having expert
knowledge, and accurate reflection of community needs. She said
the trust gathers input from both Alaska and national sources,
makes strategic choices, implements them effectively, measures
outcomes, and adjusts as needed.
4:30:23 PM
MS. BALDWIN-JOHNSON replied that the trust actively supports
innovation and technology initiatives, including partnerships
with organizations like Step Away and Health Tie. The trust has
collaborated and brought various organization together to
identify challenges and provide support through grants, such as
helping to launch a pilot program for addiction support. She
said the trust also hosts conferences with technology and
innovation tracks, connects partners, leverages philanthropic
and state funding, and supports communities in seeing successful
models in action. These efforts aim to adapt effective solutions
for local Alaskan contexts and enhance services for
beneficiaries.
4:34:25 PM
REPRESENTATIVE STORY referenced slide 10 and highlighted that
while behavioral health treatment is essential, council members
have also raised concerns about the lack of group homes and home
accommodations that would allow people to live independently in
their communities. She asked if the groups shown on slide 10
have communicated to the board regarding funding priorities and
how the board balances these diverse and pressing needs when
considering equitable funding.
4:35:54 PM
MS. WILSON replied that balancing needs is difficult due to
limited resources and high demand. Each group advocates
priorities, and the board works to align them with the state's
comprehensive plan, typically setting two-year priorities. She
said current focus areas include prevention in childhood and
crisis management. She emphasized that while addressing mental
health crises is essential, long-term improvement in population
health requires upstream prevention strategies, such as early
interventions that reduce the likelihood of future crises.
4:37:50 PM
MS. BALDWIN-JOHNSON replied that the trust relies heavily on its
four statutory advisory boards: the Governor's Council, Alaska
Mental Health Board, Advisory Board on Alcoholism and Drug
Abuse, and Alaska Commission on Aging for guidance on statewide
needs and priorities. These boards meet regularly with the
trust, present at quarterly trustee meetings, and participate in
budget development. The boards identify service gaps, highlight
priorities, review project impacts, and help assess budget
changes affecting beneficiaries. The boards input directly
informs funding decisions, with some budget items reflecting
priorities specifically advocated by these advisory boards. She
said the trust recognizes that supporting independent living
involves both funding and workforce challenges. The trust has
invested in direct support service personnel through senior and
disability services to help individuals live independently.
Partnerships with the Alaska Association on Developmental
Disabilities have been key, and the trust has also supported
intentional communities, such as one on the Kenai Peninsula,
where aging individuals with disabilities can live comfortably
and independently with family support. She said these priorities
have been incorporated into budget recommendations, many of
which trustees have backed.
4:41:45 PM
REPRESENTATIVE STORY compared the above situation to deferred
school maintenance, noting that community needs like housing and
treatment facilities are consistent year after year. She pointed
out that if more treatment housing existed, Medicaid could cover
much of the operations, but the lack of buildings is a barrier.
She asked whether the trust maintains a running list of
recommended projects, how it tracks recurring priorities
(including equity concerns like rural access), and how much can
realistically be funded each year.
4:42:51 PM
MS. BALDWIN-JOHNSON emphasized the robust and transparent
stakeholder engagement process, documenting feedback from
hundreds of meetings and making it available online. She said
common priorities, such as housing, consistently emerge year
after year, and this input directly informs the trustees'
identified focus areas and strategies.
4:44:09 PM
REPRESENTATIVE STORY asked how much the trust was able to fund
annually, based on the summary of requests.
4:44:22 PM
MS. BALDWIN-JOHNSON replied she would need to follow up with the
committee. She said each year a set amount is allocated to a
portfolio of work within the trust's focus areas. She said
because annual funding is limited, trustees distribute funds
among those areas, with allocations varying somewhat between
them.
4:44:59 PM
CHAIR KAWASAKI noted that in 2017, a legislative audit revealed
that for about a decade, proceeds meant to be invested in the
Permanent Fund Corporation were instead used by the Trust Land
Office to invest directly in properties, some outside Alaska. He
asked what steps the Trust Land Office and the Mental Health
Trust Authority have taken since then to address the audit's
findings and recommendations.
4:46:22 PM
MS. WILSON replied that the trust has been addressing prior
audit findings on its commercial real estate portfolio by
deciding to divest all properties. Of the six or seven
properties, two have already been sold. She said the portfolio
is now managed within the Trust Land Office under consultant
oversight, with a plan to exit the commercial real estate
business over the next few years.
4:47:39 PM
CHAIR KAWASAKI noted that the report concluded that the
trustees' actions were well-intentioned, aimed at maximizing
revenue for beneficiaries, and the actions were not conducted in
a nefarious manner.
4:47:57 PM
MS. WARNER replied that trustees had used income generated
between 2017 and the present to restore the funds taken from the
principal to purchase commercial real estate, returning the
money to the trust's corpus.
4:48:29 PM
CHAIR KAWASAKI stated that trust land is valuable, for example
for mineral rights or for uses not everyone approves of. He
asked what process the trust follows to decide whether to lease
the land or hold it.
4:49:27 PM
MS. WARNER replied that the Trust Land Office tries to align
with the community and public needs but when the two differ the
trust turns to statute, which is to maximize the revenue. She
said the trust follows a resource management strategy for each
asset class, sometimes allowing below-market leases for
beneficiary serving organizations. She said the decisions follow
a two-step "best interest" process: applications are reviewed
internally and then issued for public notice, with comments
considered. She said decisions can be modified, denied, or
affirmed, and there is an appeal process to the executive
director.
4:51:38 PM
SENATOR BJORKMAN urged the Trust Land Office to proactively
engage with local stakeholders, legislators, and communities
when pursuing large land use projects. Early communication helps
define the project narrative and prevents opposition or
derailment due to lack of information. He asked how successful
the Trust Land Office has been in attracting and retaining
public members specifically on the Advisory Board on Alcoholism
and Drug Abuse (ABADA) Board and if the trust is able to
maintain enough board members.
4:53:10 PM
MS. BALDWIN-JOHNSON replied that board members are appointed by
the governor and that, to her knowledge, the seats are generally
well-filled with individuals who bring lived experience with
recovery or mental illness. She said she didn't have the full
board composition on hand and offered to provide that
information or follow up with the boards if desired.
4:54:05 PM
SENATOR BJORKMAN noted constituent concerns about the ABADA
Board particularly regarding how members with lived experience
interact and function on the boards. He asked about the roles
public members are placed in and referenced past conflicts among
board members that led to negative interactions.
4:54:47 PM
REPRESENTATIVE HIMSCHOOT remarked on the irony that while many
initiatives are funded by trust assets, the statute prioritizes
money over broader mental health considerations, which she sees
as problematic for her district. She referenced slide 6 and
stated that in the FY25 budget process she attempted to increase
funding for the Infant Learning Program (ILP) and was denied
because the trust board hadn't requested it. She asked whether
the trust directly decides on program funding increases and how
those decisions are made.
4:56:10 PM
MS. WILSON replied the trust has direct control over the
authority grants, which come straight from the trust. For the
MHTAAR grants, however, the process is more about receipt
authority and collaboration with partners.
4:56:33 PM
REPRESENTATIVE HIMSCHOOT asked if the trust has any control or
input on funding increase for the infant learning program.
4:56:43 PM
MS. WILSON replied that at the state level the trust has input
but no control.
4:56:56 PM
MS. BALDWIN-JOHNSON replied that advisory board recommendations
go through a formal process as part of budget discussions to
identify priorities. Boards can request trust support for the
general funds, though the ILP recommendation occurred outside
that process. She said the trust strongly supports early
intervention and ILP programs.
4:58:03 PM
CHAIR CARRICK noted the trust's valuable work and the need for
more assets to meet growing needs but highlighted frequent
conflicts between the trust land office's mandate to maximize
revenue and community concerns. She noted the proposed land sale
on Esther Dome as an example where revenue goals clashed with
strong public opposition. She asked if increased legislative
oversight in these decisions help guide the trust in balancing
these two often competing priorities.
4:59:35 PM
MS. WILSON replied that legislative oversight could be one
potential solution to balancing competing priorities, but it's
unclear if it would fully resolve the issue. The funding of the
trust comes from a combination of a fixed percentage of the
permanent fund and revenue from land, timber, and mineral sales,
which must be carefully preserved.
CHAIR KAWASAKI thanked the presenters for their overview.
5:03:02 PM
There being no further business to come before the committees,
Chair Kawasaki adjourned the joint Senate and House State
Affairs Standing Committee meeting at 5:03 p.m.
| Document Name | Date/Time | Subjects |
|---|---|---|
| Trust State Affairs PPT 4.2.25.pdf |
SSTA 4/3/2025 3:30:00 PM |
AMHTA Presentation |