vania-janet/multiturn-rag-retrieval-data huggingface dataset:
2001 Budget Analysis Department of the Youth Authority (5460)
academic and vocational programming within the Youth Authority to determine whether ward needs are being met consistent
with the statutory mission. The general sentiment within the work group was that academic programs generally are more plentiful
than vocational ones, and that both areas must remain up-to-date to be effective. The department may be able to complete this
assessment using existing staff and resources, but it is worthwhile to identify the scope of its assessment and whether additional
resources are necessary.
 Mental Health Treatment Services. The department's current leadership has focused particular attention on mental health
treatment. As a result, it may not need further assessments as much as additional resources to implement the department's
strategies. The Governor's budget includes a number of proposals to improve mental health services, but even with these new
initiatives, many wards with serious mental health needs may not be served. (We discuss the Governor's proposals as well as the
potential unmet need later in this chapter.)

In summary, the TAP can be a powerful tool for the Youth Authority to use as it works to improve the quality of its institutions. It
can also serve the Legislature as it exercises its oversight role with regard to the department and its policies.
Direct the Youth Authority to Submit Its Report On Shorter-Term Programming 
We recommend that prior to budget hearings the Youth Authority submit to the Legislature the report already required
in the Supplemental Report of the 1999 Budget Act and due April 1, 2000 relating to the feasibility of implementing
shorter-term programming for less serious offenders. 
As discussed above, the Legislature directed the Youth Authority to report on the feasibility of implementing shorter-term
institutional programming such as education and counseling for less serious offenders as well as additional community services for
wards on parole. The supplemental report language required the Youth Authority to do the following:

Identify the core services and programming that are best delivered to wards in the institutions as well as those that can be
delivered successfully to wards on parole.
Develop proposals for delivering those services in a sequence that minimizes required institutional time and maximizes the value
of aftercare services.
Estimate the costs per ward to deliver such programming.
Data & Research | Food and Nutrition Service
With pending implementation of this new program, this is an appropriate time to reflect on what USDA, FNS research has learned through more than a decade of study.

03/12/2024

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2024 Public Comments to Preliminary Applications
Subsequently the CCTRA was informed by the Forest Service that due to priority projects, and limited resources, the Turkey Flats improvement project was removed from the Forest Service’s program of work. As a result, no further work was done on this project. I am very anxious to see a return to the planning work for a project to improve Turkey Flats. Navajo Flats. While Navajo Flats has benefited from some improvements, there is additional work needed. Red Hill Road Access to Navajo Flats. As stated in the Grant Application, Red Hill Road was severely damaged in the 2023 winter storms. Although it is passable, the road is very rough and limited to use by some vehicles such as large trailers and motorhomes. Redesign to Increase Campsite Density. The existing campsite improvement are very nice and include shade structures, concrete pads, tables and fire rings. However, there are currently only six sites. A redesign could yield additional sites without disrupting the existing sites and provide a cost-effective means of increasing capacity without adversely impacting the user experience. The Forest Service should coordinate with user groups to examine redesign concepts. Redesign to Add OHV Tracks and Obstacle Course. The existing “youth” track is for motorcycles and has worked out well. It is maintained by users and provides a great opportunity for younger riders. What is missing is motorcycle riding opportunities linked to Navajo Flats for riders of all ages and full-size motorcycles. This could be provided with a closed course track (like the youth track) or revisions to contiguous trails that will providing loops and connectivity. Examples of trail revision that could be examined is a link connecting Quail Trail (15E10) with McGinnis Creek Trail (16E22) and/or Navajo Bypass Trail (16E23). This is a redesign that has previously been discussed and has good potential. It would provide a nice loop starting and ending at Navajo Flats that could be suitable for adult beginners and youth. It could also mitigate the risks of the “out-and-back” situation that currently exists with McGinnis Creek Trail. Another potential revision is to allow OHV use of Navajo Road from Navajo Flats to Five Points (at the intersection of Black Mountain Road).
2024 Public Comments to Preliminary Applications
Specific to grant proposal G24-02-20-G01, the Sierra Snowmobile Foundation objects to all costs, direct or indirect, associated with Project Deliverable 4970.10.1(d)(2)(A), #9: Winter Activities – Staff monitoring of user conflicts between OSV users and non-motorize winter recreationists in areas open to OSV use to determine if additional resources are needed to mediate the issues (i.e., signage, recommendations for change in management for the area, etc.). The TNF knows there will now be a greater potential for conflict with non-motorized users. This is because they have created it with their non-sensical OSV plan that patently ignores their own PCT management plan, as well as reality on the ground. Specific to grant proposal G24-02-20-S01, the Sierra Snowmobile Foundation objects to all costs associated with Project Deliverables 4970.13(f)(2) #2: Educational Outreach, #3: Creating/Updating/Printing OHV related maps and/or educational brochures/guides, and #4: Creating/Updating/Printing of OHV related trail and/or interpretive signs/panels. If the TNF does not have the funds to create the bare minimum of public information materials for a plan 10 years in the making, it is not the state's obligation to make up for their lack of competence or planning. Kevin Bazar - 5/6/2024

US FOREST SERVICE PATROL DISTRICTS

 USFS - Angeles NF - Patrol District

 USFS - Cleveland NF - Patrol District

 USFS - Eldorado NF - Patrol District

 USFS - Humbolt-Toiyabe NF - Patrol District

It is really sad the El Dorado forest will again be doing nothing to support the motorcycle OHV reail systems there. The Polka Dots Motorcycle Club has put 1000s hours and hundreds of dollars into trail maintenance in the Elkins Flat and Goldnote OHV areas. No new projects can be done because "state grants are too hard for them to do". Bruce Hendrickson - 5/4/2024

 USFS - Inyo NF - Patrol District

his request for funding should be approved.
California moves faster to transform mental health system for all, with urgent focus on most seriously ill & homeless | Governor of California
CARE ACT EXPEDITED IN SAN MATEO COUNTY: And while in San Mateo County today, Governor Newsom spoke about the county moving to adopt the CARE Act earlier than others – showing real progress and a need from locals to utilize all of the tools currently available to them for the results Californians are demanding.

DETAILS: Over the last 6 months, California’s Health and Human Services Agency (CalHHS) traveled the state performing “site visits” with each of the eight counties currently implementing CARE Court. During these visits, CalHHS has worked to problem solve, share best practices, and identify ways to refine and continually improve the process for all participants and all counties (which must implement no later than December 2024).

WHY STARTING CARE COURT NOW IS IMPORTANT: Spearheaded by Governor Newsom and the Legislature in 2022, the CARE Act is an innovative new pathway to ensure people with untreated schizophrenia spectrum or other psychotic disorders actually get the help they need in the community. In addition to being a tool to engage the individual, this civil court process also includes accountability measures to ensure local behavioral health systems don’t let people fall through the cracks. Seven counties initially implemented the CARE Act in October 2023 and Los Angeles county implemented it in December 2023. Over 450 petitions have already been submitted in just those eight counties in about the first six months. Even more people have been helped due to CARE Act outreach teams who do not need to enter the full CARE Act process but begin receiving help as a result. Additional counties are able to join at any time. San Mateo implementing earlier than required indicates county leadership is serious about tackling the mental health and homelessness crises.

In addition to providing resources and guidance on implementing the CARE Act, DHCS is issuing a new FAQ and optional standardized forms related to the modernization of conservatorship (SB 43), to add on to the county guidance released last month. Two counties have already begun implementing, and these new resources are designed to make it clear that counties do not need to wait until the January 1, 2026 deadline to begin implementing this reform to help gravely disabled people in their communities – one of the many new tools available to them so Californians can begin to see the results in their communities that they deserve.
2001 Budget Analysis: Health and Human Services Agency Data Center (4130)
Evaluation and Report (LEADER) project and (2) the actions the state can take to prevent future performance and
capacity problems. 
 The LEADER Has Significant Performance Problems. In the summer of 1999, Los Angeles County began implementation
of its welfare automation system, Los Angeles Eligibility Automated Determination, Evaluation and Report (LEADER). By the fall
of 1999, Los Angeles County began experiencing severe performance problems when the LEADER mainframe systems were
unable to process large volumes of caseload data. In response, Los Angeles County, in consultation with HHSDC, directed the
vendor to address the technical problems. The LEADER implementation was suspended for ten months while the vendor
implemented and tested various technical fixes. In October 2000, Los Angeles County resumed LEADER implementation and
anticipates county-wide implementation by April 2001.
Administration Should Report on Implementation of LEADER and Actions to Prevent Future Problems. Because of
the recent significant delays, we recommend that HHSDC and DSS report at budget hearings on the current status of LEADER
implementation. In addition, we recommend that HHSDC and DSS describe what actions they plan to take should future
performance problems be encountered.
Interim SAWS Will Need to Operate for Another Five Years 
We recommend that the Legislature direct the Health and Human Services Agency Data Center and the Interim
Statewide Automated Welfare System (ISAWS) Consortium to develop a five-year Maintenance and Operation Plan
which describes the activities and funding needs for the ongoing support and operation of the ISAWS system. 
The budget proposes a $3.2 million expenditure increase and a decrease of one position for the ongoing support and maintenance
of the Interim Statewide Automated Welfare System (ISAWS).
Background. The ISAWS system consortium was completed in 1998 and continues to operate in its 35 counties. The system itself
consists of mainframes and midrange servers housed at HHSDC, and personal computers located throughout the 35 counties. The
current contract for the software maintenance vendor is set to expire in December 2003.
In addition, the ISAWS consortium also is planning to replace its current ISAWS system with either the Welfare Case Data System
2024 Public Comments to Preliminary Applications
This project is exactly what the grant program is designed for and we appreciate the efforts to provide high quality recreation. Keep up the good work, Ed Stovin Ed Stovin - 4/28/2024

 Desert Group Search and Rescue Volunteer, Inc.

I would like to comment on the Desert Group Search and Rescue Volunteer, Inc grant application on behalf of the California Off Road Vehicle association. I am curious, do you provide support for races or other organized activities? I see you are asking for quite a bit of medical equipment. I would like to see some information about how many times you help people and what kind of injuries and circumstances are involved. Can you share data from your work? Also, how do people find you? I don't see a website with your name, only a Facebook page. I just called the phone number on your Facebook page at 11:00am on Sunday April 28th and got no answer. I then emailed info@desertsar.org and the message was kicked back as undeliverable. Are you really in business? How do people get ahold of you in an emergency? Ed Stovin Ed Stovin - 4/28/2024

I just spoke to Allen, they appear to be legit, they just need to update their Facebook page. He said they get referred to from 911, but I am not going to call that without a real emergency. I couldn't find the number of responses they make on the application, maybe you can add that somewhere near the top so we know what you are capable of. Thanks for being so helpful to our OHV community and I hope I never need you out there. Ed Stovin Ed Stovin - 4/28/2024

Desert Tortoise Preserve Committee, Inc.

 Eastern Sierra Avalanche Center

Please fund this grant for Eastern Sierra Avalanche Center- they provide a valuable and life saving resource. Tim Goodrich - 3/25/2024

Please fund this grant for Eastern Sierra Avalanche Center- they provide a valuable and life saving resource. Tim Goodrich - 3/25/2024

I have lived in Mono County and skied in the Eastern Sierra backcountry since 1983.
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California Blueprint for Women’s Pandemic Economic Recovery | CCSWG
The COVID-19 virus impacted men and women differently, with women facing an elevated risk of Long COVID and more significant impacts to their workforce participation, long term economic health, and ability to build wealth over time.

In California alone, it is estimated that between 12.9 and 14.9% of all adults living in the state have experienced symptoms consistent with Long COVID. 
One study of nearly 4,000 Long COVID patients found that 45% reduced their work hours. For some, the change in job status can affect health insurance, interfere with childcare, or force exit from the workforce entirely.
There are roughly 257,000 full-time equivalent workers out of the California workforce due to Long COVID. This amounts to roughly $17.61 billion in annual lost earnings, which amounts to roughly half a percent of the total state economy (.49%). 
 
 

 
Pandemic response through government safety-net programs demonstrably helped women meet life’s basic needs, pay down debt, and significantly reduced child poverty, highlighting a path forward to an equitable economy.

183,000 more women relied on food assistance during the early pandemic, and enrollment in mid-2021 still stood 5% higher than before the pandemic. 
There are nearly four million Californians with a total of over $140 billion in student loan debt. Pausing student debt played a role in the ability to improve access to credit and pay down credit card debt, another critical support for women during the pandemic.
On average, both women and men with access to credit cards saw their credit scores increase in 2020 and the first half of 2021 by 10-13 points.
Prior to the Federal and State social safety net programs deployed during the apex of the pandemic, national child poverty rates stood at 20%. With social safety net enhancements, that number dropped to 12%, effectively reducing child poverty by nearly half.
 
 

Contrary to the argument that unemployment benefits discourage work, the enhancement of these benefits helped low wage workers weather the crisis.

 
Women in California experience a persistent wage gap which impacts wealth building and is a contributor to poverty.
FAQs • Public Works
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1.
How do I report a street light that needs to be repaired?

Street lights are normally repaired within five business days of the time the request was submitted for repair. Please be prepared with the street light pole ID number, which is located approximately ten feet from the base of the pole. If a street light pole ID number is not identifiable, please provide an adjacent address. To report a street light that needs to be repaired, contact the Maintenance Division of Public Works at (925) 833-6630, or submit your request online by using Fix It - Dublin. 

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Who should I contact to report a malfunctioning traffic signal?

If you notice a traffic signal is not working properly, please contact the Maintenance Division of Public Works at (925) 833-6630 during normal business hours, Monday through Friday from 8:00 AM to 5:00 PM.
2001 Budget Analysis Department of the Youth Authority (5460)
This decrease will result from unit closures at a number of institutions where population has
declined. These reductions are not distributed proportionally across institutions, but were made with the intent of making resources
available to meet the growing mental health needs of Youth Authority wards. As a result, some Youth Authority institutions will have
populations significantly in excess of their design capacity while others will fall below that level.
In recent years, Youth Authority projections have tended to be somewhat higher than the actual population, leading to downward
revisions for the future projected population. For example, the June 30, 2001 institutional population projection dropped by 160
wards from 7,300 in the spring 2000 projections to 7140 in the current projections.
While the population appears to be relatively flat, there is sufficient uncertainty to warrant withholding recommendation on the
budget changes associated with the population size pending receipt and analysis of the revised budget proposal.
Youth Authority Institutions Operational Quality Assurance Project 
Background 
In February 2000, the Youth and Adult Correctional Agency (YACA) directed the Board of Corrections (BOC) to create a
Technical Assistance Plan (TAP) to aid the Youth Authority in improving conditions of confinement within its institutions. To achieve
this objective, the BOC established a comprehensive review process designed to solicit input from experts inside and outside the
Youth Authority, which they termed the Youth Authority Institutional Operational Quality Assurance Project (IOQA).
After convening an Independent Steering Committee (ISC) to oversee the process, the BOC also assembled a multidisciplinary
team to analyze operations in five representative institutions. Each team member spent about 30 hours at each institution. Based on
their observations, the team put together a report to the ISC identifying areas where the Youth Authority could benefit from
technical assistance.
The ISC referred these issues to eight subject matter work groups, as shown in Figure 3. The work groups met in August and
September to work on the assigned issues, generate recommendations, and propose policy changes. The ISC then reviewed and
commented on the recommendations and regulations that emerged from these work groups and submitted a final report to YACA
and the Youth Authority at the end of October.
FEMA: FEMA Begins Next Phase of Inventory Reduction of Excess Temporary Housing Units
FEMA: FEMA Begins Next Phase of Inventory Reduction of Excess Temporary Housing Units

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FEMA Begins Next Phase of Inventory Reduction of Excess Temporary Housing Units 

Release Date: May 1, 2009
 Release Number: FNF-09-011FAQ: FEMA Begins Next Phase Of Inventory Reduction Of Excess Temporary Housing Units
Washington, D.C. -- The Department of Homeland Security's Federal Emergency Management Agency (FEMA) announced it will start the next phase of its inventory reduction plan to dispose of excess temporary housing units (travel trailers and manufactured housing) determined no longer suitable by FEMA for response to disasters. 
Reducing the size of the inventory will significantly reduce the annual cost -- approximately $133 million annually -- that FEMA is incurring to store the current inventory of approximately 120,000 excess manufactured housing units (also known as mobile homes) and travel trailers.
Units will be disposed of through the process outlined in the Federal Management Regulation (FMR), 41 CFR 102 (Personal Property).  FEMA will begin transfers, donations and sales of units designated as "repairable," i.e., unusable in their current condition for FEMA's needs but can be made usable by recipients if some level of repairs are completed.  The extent of needed repairs can vary widely, and those interested in acquiring or purchasing units are urged to assess unit condition, prior to the transfer, donation or sale. 
The General Services Administration (GSA) serves as the federal government's disposal agent to make excess property available to federal, state and local government entities, and when authorized, to the public.  In accordance with the FMR, FEMA will report units to GSA to make them available first to other federal agencies through GSA screening.