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ABLE Commission reports flat appropriation, highlights licensing volume and training work
Summary
Director Brandon Kleibes told the committee the Alcohol Beverage Laws Enforcement Commission’s budget request is flat; the agency reported it generates roughly $14 million a year in fines and fees for the general fund, issues about 160,000 licenses annually, and has invested in licensing software and training while maintaining a 35-agent law-enf
The Alcohol Beverage Laws Enforcement Commission (ABLE) reported a flat appropriation request to the subcommittee and described operational priorities that include licensing modernization, education to reduce underage access, and enforcement of alcohol‑related laws.
“This budget is flat and, the other thing I'm gonna point out right up front is we generate about $14,000,000 for the general revenue fund every year out of fines and fees,” Director Brandon Kleibes said during his presentation.
Why it matters: ABLE licenses and inspects participants in the state’s three‑tier alcohol distribution system and enforces laws related to underage sales, intoxicated service and alcohol‑related public safety. The agency’s licensing and enforcement activities intersect with public safety (DUI investigations, large-event monitoring) and local businesses.
Operations and numbers: Kleibes said ABLE issues and renews roughly 160,000 licenses annually across manufacturers, wholesalers and retailers and employs approximately 35 commissioned enforcement agents. ABLE also said its annual appropriation request is under $6 million while the fines and fees it generates for general revenue are about $14 million annually.
Modernization and training: ABLE described a licensing software implementation (with an ongoing managed services agreement costing roughly $212,000 per year) and said it is redesigning its public-facing website and licensing workflows to make license applications easier to navigate. The agency reported it has expanded customer‑service focus and field outreach, and it is conducting prevention education in schools to reduce youth vaping and tobacco access.
Enforcement and staffing: ABLE said it has implemented a four‑day, 10‑hour work schedule for field agents to improve travel efficiency and coverage across 77 counties. Kleibes and staff noted recent fleet purchases, body cameras for agents and investments in training; they also described cost‑saving shared services (HR/finance) with other agencies.
Property and revenue notes: Kleibes said ABLE consolidated evidence/property storage and now pays for centralized secure storage rather than depending on county sheriff storage; the agency cited a storage cost of roughly $36,000 per year. Kleibes and his team also noted that periodic legislative changes that reduce licensing surcharges can affect ABLE’s operating revenue and that some software and implementation costs can be substantial when new license categories are created.
Outlook: ABLE asked the committee to consider its operating needs while keeping the appropriation flat for the coming year. The agency identified ongoing technology and training work as priorities and offered to continue coordination with subcommittee staff.
