vania-janet/multiturn-rag-retrieval-data huggingface dataset:
Jury Info | Superior Court of California | County of Tulare
In each case, the judge will carefully explain to you the degree of proof required to reach a decision. You should pay the same careful attention to the instructions on this subject as you are required to pay to all other instructions.
In the jury room, differences of opinion may arise among the jurors. When this occurs, each juror should express his or her opinion and reasoning. By the process of careful and thoughtful discussion, it is generally possible for the jurors to reach a verdict. A juror should not hesitate to change his or her mind where there is good reason for doing so; however, a juror who has a definite opinion, unless conscientiously persuaded to change it as a result of the deliberations, consideration of the views of fellow jurors, or his or her own further thoughts on the matter, should maintain his position, if warranted.
It would be wrong for a juror to refuse to listen to the arguments and opinions of the others, or to deny another juror the right to express an opinion. Remember that you are not advocates, but impartial judges of the facts. All jurors should deliberate and vote on each issue to be decided. Each juror should vote only according to his or her own honest convictions, following a full and free discussion with fellow jurors.
The Verdict
In a civil case, the judge will instruct you as to the number of jurors who must agree in order to reach a verdict. In a criminal case, you will be instructed that the unanimous agreement of all twelve jurors is required. If a jury cannot arrive at a verdict within a reasonable time, and the jury indicates to the judge that there is no possibility that they can reach a verdict, the judge, in his or her discretion, may order the jury dismissed.
This results in a mistrial, sometimes referred to as a "hung jury," and may result in a complete retrial of the case.
In your efforts to reach a verdict, keep in mind that you are to consider only the evidence that was presented to you in the courtroom. You should not guess or speculate, although you may draw reasonable inferences and deductions from the evidence presented.
How To Guide - NASA Science
Most prefer NSPIRES because it automatically checks that a submission complies with the submission rules in the NRA, for instance it limits the length of the abstract and other parts of the proposal, in keeping with SMD instructions, whereas Grants.gov does not. In addition, even if you submit via Grants.gov you will still have to register with NSPIRES since we use that information for automatic conflict of interest checking. For more information see https://science.nasa.gov/researchers/sara/faqs/#17.How to submit progress reportsAnnual standardized electronic progress reports are now required before the Program Officers can release second and third year funding. Progress reports should be submitted in any easily readable electronic format (such as a PDF). If you have a grant from the NSSC then the PI (and the AOR) will get a reminder email from NSSC. The PI will be asked to send in the progress report as PDF file. In case you deleted it, or the reminder email got filtered, the NSSC address to which you should send your progress report is: NSSC-Grant-Report@mail.nasa.gov and please also send a copy to your program officer, who's email address you can find here. If you are at a NASA center or another government lab then you don't have a grant and will not get a reminder from the NSSC, nor do you need to send your report to them. instead please send in your progress report to your program officer by September first so that your funds can be requested at the start of the fiscal year.Annual progress reports shall include the following on the first page:Title of the grant.Type of report.Name of the principal investigator.Dates covered by the report, and grant year (Y1, Y2, etc.).Name and address of the recipient's institution.Grant number.By default SMD uses the mandatory minimum Research Performance Progress Report (RPPR) format for the annual progress reports so, unless you were told otherwise by your program manager it should contain the following three parts:Accomplishments: Start by reminding us what are the major goals and objectives of the project and What did you achieve towards those goals? At first the emphasis will be on reporting activities but as the project progresses you will be reporting specific accomplishments.
Credit reports and scores | Consumer Financial Protection Bureau
Credit reports and scores | Consumer Financial Protection Bureau

 Skip to main content
 

 An official website of the
 United States government

 Español
 

 中文
 

 Tiếng Việt
 

 한국어
 

 Tagalog
 

 Pусский
 

 العربية
 

 Kreyòl Ayisyen
 

(855) 411-2372

 Submit a Complaint
 

 Search
 

Search

Close

 Search
 

 Open the main menu
 

 Close the main menu
 

 

 Submit a Complaint

 

 
 

 

 

 Consumer Education

 
 

 Back
 

 

 

 Resources for Yourself

 

 
 

 

 

 Resources for Helping Others

 

 
 

 

 

 Consumer Complaint Database

 

 
 

 Money Topics
 

 

 

 Auto Loans

 

 
 

 

 

 Bank Accounts & Services

 

 
 

 

 

 Credit Cards

 

 
 

 

 

 Credit Reports & Scores

 

 
 

 

 

 Debt Collection

 

 
 

 

 

 Fraud & Scams

 

 
 

 Money Topics
 

 

 

 Money Transfers

 

 
 

 

 

 Mortgages

 

 
 

 

 

 Payday Loans

 

 
 

 

 

 Prepaid Cards

 

 
 

 

 

 Reverse Mortgages

 

 
 

 

 

 Student Loans

 

 
 

 Featured
 

Explore guides to help you plan for big financial goals

 Additional Resources
 

Submit a Complaint

Tell Your Story

Order free brochures

Browse Ask CFPB

 

 

 Rules & Policy

 
 

 Back
 

 Rules & Policy Overview
 

 

 

 Final Rules

 

 
 

 

 

 Interactive Regulations

 

 
 

 

 

 Rules Under Development

 

 
 

 

 

 Notices and Opportunities to Comment

 

 
 

 

 

 Regulatory Agenda

 

 
 

 

 

 Petitions for Rulemaking

 

 
 

 

 

 Competition and Innovation

 

 
 

 

 

 Advisory Committees

 

 
 

 

 

 Enforcement

 
 

 Back
 

 Enforcement Overview
 

 

 

 Enforcement Actions

 

 
 

 

 

 Enforcement by the Numbers

 

 
 

 

 

 Investigatory Authority

 

 
 

 

 

 Warning Letters

 

 
 

 

 

 Payments to Harmed Consumers

 

 
 

 

 

 Industry Whistleblowers

 

 
 

 

 

 Compliance

 
 

 Back
 

 Compliance Overview
 

 

 

 Compliance Resources

 

 
 

 

 

 Advisory Opinion Program

 

 
 

 

 

 Consumer Financial Protection Circulars

 

 
 

 

 

 Supervision and Examinations

 

 
 

 

 

 Supervisory Highlights

 

 
 

 

 

 Supervisory Guidance

 

 
 

 

 

 Registration & Submission Programs

 

 
 

 

 

 Amicus Program

 

 
 

 

 

 Consumer Complaint Program

 

 
 

 

 

 Data & Research

 
 

 Back
 

 Data & Research Overview
 

 

 

 Reports

 

 
 

 

 

 Research Hub

 

 
 

 

 

 Consumer Complaint Database

 

 
 

 

 

 Mortgage Database (HMDA)

 

 
 

 

 

 Small Business Lending Database

 

 
 

 

 

 Public Data Inventory

 

 
 

 

 

 Consumer Credit Trends

 

 
 

 

 

 Mortgage Performance Trends

 

 
 

 

 

 Financial Well-Being Survey

 

 
 

 

 

 Credit Card Surveys & Agreements

 

 
 

 

 

 Prepaid Account Agreements

 

 
 

 Featured
 

Help advance financial well-being

 

 

 News
Bill Text - AB-132 Postsecondary education trailer bill.
To compute the three-year average for each metric, the chancellor’s office shall compute the sum of data for that metric from the prior year, the year prior to the prior year, and the year prior to the year prior to the prior year, and divide the sum by three.(II) For the calculation of the three-year rolling average for the equity component of the student success allocation for the 2020–21 fiscal year, data from the 2018–19 fiscal year, for purposes of subparagraphs (B) and (C), may be used in place of data from the 2019–20 fiscal year.(B) Each community college district shall receive points for a student
	who received a fee waiver pursuant to Section 76300 and generated points for any of the metrics described in paragraph (1), based on the three-year rolling average for this metric calculated pursuant to clause (ii) of subparagraph (A). For each student identified pursuant to this subparagraph, the community college district shall receive the number of points equal to the number of points that the community college was granted for that student for each of the metrics described in paragraph (1).(C) (i) Each community college district shall receive points for a student who received financial aid under the Federal Pell Grant program (20 U.S.C. Sec. 1070a) and generated points for any of the metrics described in paragraph (1), based on the three-year rolling average for this metric calculated pursuant to clause (ii) of subparagraph (A).(ii) Each community
Operational Procedure | CPOST
B. An announcement will also be posted on the CPOST internet site and CDCR intranet site 30 days in advance, containing the date, time, and location of the next meeting.
iii. Location(s)
A. The location of the meeting site shall be provided, along with any additional locations where CPOST members are telephonically participating in the meeting.
B. All location sites must be accessible to the public.
d. Voting
i. Rules
A. The six (6) voting commissioners, or in their absence, the designated alternate member, are the only voting members of CPOST.
B. A quorum, as defined above, is required to make a decision or call for a vote.
C. Decisions shall be made by majority vote.
D. Proxy voting shall not be permitted.
E. In the absence of a voting member, a designated alternate substitutes for and votes in the place of the member he or she is appointed as an alternate of.
F. Tentative approval of a decision may be taken by a telephone vote. The decision shall be documented in writing and shall be added to the meeting agenda for confirmation and a final vote at the next scheduled CPOST meeting, so as to become part of the permanent record.
G. Items requiring a vote must be pre-scheduled on the agenda. Failure to schedule an item will result in the item only being available for discussion. Voting shall be delayed until the following meeting.
H. Process
1. The ED will ask for a voting commissioner to make a motion. 
2. Once a motion has been made, the ED will ask for another voting commissioner to second the motion. 
3. If the motion is for a vote, then the ED will conduct a roll call vote of the voting commissioners and announce the result for the record.
ii. Tie Vote
In the case of a tie vote, the following process shall be followed:
A. The voting commissioners shall discuss the issue further and determine if additional information would be useful.
B. If additional information can be obtained during the meeting, it shall be presented, and the vote re-taken.
Top Terms to Understand Your CalPERS Retirement - CalPERS PERSpective
CalPERS has agreements with many public retirement systems in California to allow an employee to move from one public employer to another, within a specified time limit, without losing valuable retirement rights and benefits.
In this process, you will become a member of both systems, you must retire from each separately, and you will receive separate retirement checks from each.
Service Credit
Another key factor in determining your retirement pension is your service credit. This refers to your years of employment with a CalPERS-covered employer. In some cases, other types of service credit (e.g., sick leave and service credit purchases) can be added to your retirement and used to enhance your total pension amount.
A full year of service credit can be earned by working any of the following:

10 months full time (monthly pay employees)
215 days (daily pay employees)
1,720 hours (hourly pay employees)

Check out this short video to see how your CalPERS pension is influenced by your service credit.
Service Credit Purchase
As a major factor in your retirement benefit formula, your service credits grow with every qualifying year of service. In addition, we offer several types of service credit purchases.
Buy early since service credit purchases can be costly, you can log in to myCalPERS and use the Service Credit Cost Estimator to get an idea of the cost of service credit purchases, including:

Service Prior to Membership
Alternate Retirement Program
Military
Leave of Absence

Our CalPERS Service Credit Purchase Options (PDF) guide has more details about the types of purchase options available.
Service Retirement
A service retirement is a general term describing one type of retirement and the beginning of when you would start collecting your pension.
Check out our retirement planning checklist for key steps and considerations as the years and months count down to your well-earned retirement.
To learn more about your service retirement, apply, or calculate your benefit, check out our service retirement guide (PDF).
Survivor Continuance
Survivor continuance is an employer-paid monthly benefit payable after your death in retirement to an eligible survivor. Your survivor is any family member defined by law as eligible to receive specific benefits at your death. You cannot choose your survivor since it’s defined by law.
Completing Your New Hire Paperwork in USA Staffing Onboarding | Office of Human Resources
Individual Development Plan (IDP) Consulting & Workshops

Room Rentals

 

HR Systems

EHCM

EHCM Recertification

User Guides

eOPF

User Groups and Roles

Printed folder password removal

GRB Platform

HR CARDS

HR-RAMPS

HR-RAMPS User Guide

ITAS

Need Help?

User Guides

ITAS User Manual

ITAS FAQs

LMS

Resources

Online Training

Video Tutorials

Skillsoft Training

FAQs

myPay

PARS

PIAP

TALX

First-time login

How to create a salary key

USA Performance

USA Staffing

USAS Onboarding

FAQs

WiTS

The Story of WiTS

The WiTS Project Team

The WiTS Strategy Council (WiSC)

Members

Guidance

What's in WiTS

Enhancements

Reference Guides

Video Tutorials

Report Subscriptions

FAQs

 

Workforce

Awards

2024 NIH Director’s Awards Guidelines

External awards program

Commissioned Corps

Awards

Criteria for Awards

Submit an Awards Nomination

Commissioned Officer's Effectiveness Report (COER)

Resources

Separations

Corporate Recruitment

Employee Relations

Employee & Labor Relations Contacts

Employee Engagement

Career Development

Mission

Resources

Strategies

Tools

Federal Employee Viewpoint Survey

Key Terms and Definitions

Frequently Asked Questions

Intergovernmental Personnel Act

Labor Relations

Performance

Cascading Flow Chart

Developing Critical Elements for Performance Plans

NIH Performance Liaisons

Performance Management Appraisal Program at NIH

Determining Strategic Goals or Objectives for Each Critical Element

PMAP Closeout Issues of Interest

Pitfalls to Avoid When Appraising an Employee

Senior Executive Service (SES) and Senior Level Title-42 Performance Management

Seven Performance Management Tips for Supervisors

Workforce Planning

Getting Started

Phase 1: Strategic Direction

Phase 2: Supply Analysis

Phase 3: Demand Analysis

Phase 4: Gap Analysis
Prior Reforms - criminal_justice_prior_reforms
(Note - recidivism can be defined in many ways, i.e., re-arrest, re-conviction, parole revocation, return to incarceration, return to prison.) When offender risk is reduced, there are fewer victims of crime and public safety is enhanced. 
Listed below are the commonly used Evidence-Based Principles for Community Corrections: 

Assess Actuarial Risk/Needs. 
Enhance Intrinsic Motivation. 
Target Interventions. 
	
Risk Principle: Prioritize supervision and treatment resources for higher risk offenders. 
Need Principle: Target interventions to criminogenic needs. 
Responsivity Principle: Be responsive to temperament, learning style, motivation, culture, and gender when assigning programs. 
Dosage: Structure 40-70% of high-risk offenders' time for 3-9 months. 
Treatment: Integrate treatment into the full sentence/sanction requirements. 

Skill Train with Directed Practice (use Cognitive Behavioral treatment methods). 
Increase Positive Reinforcement.
Engage Ongoing Support in Natural Communities. 
Measure Relevant Processes/Practices. 
Provide Measurement Feedback. 

Risk/Needs Assessment 
Actuarial risk assessment instruments have been shown to be more accurate than even the best clinical judgment in determining offender risk. Unfortunately, only a few state judges and courts in the United States have experience in using risk/needs assessment information in sentencing offenders or responding to violations of parole. 
Use of risk and needs assessment information is critical in making evidence- based judicial determinations of important recurring sentencing issues, such as: 

Offender's suitability for diversion; 
Most appropriate conditions of probation to be imposed; 
Offender's amenability to treatment; 
Most appropriate treatment or level of supervision to be imposed; 
Most appropriate sanction or behavioral control mechanism to be imposed; 
Kind of sanction, incentive or additional service to be ordered upon a violation of probation; and 
Whether or when to revoke probation. 

In the recent Indiana Supreme Court decision in the case of Malenchik v. State of Indiana, the court observed that "the concept of evidence-based sentencing practices has considerable promise for the goal of reduced offender recidivism and improvement of sentencing outcomes." 

The California Risk Assessment Pilot Project (CalRAPP)
CalPERS PERSpective
<li>Whether your employer is the state, CSU, a public agency, or a school district.</li>
<li>The amount and type of CalPERS service credit you’ve earned at retirement.</li>
<li>Your collective bargaining unit or affiliation (i.e., excluded and exempt).</li>
<li>Your first date of hire and/or your retirement date.</li>
</ul>
<p>When you retire, we will evaluate your employment history to determine if you’re subject to vesting and, if so, the applicable vesting schedule.</p>
<h2>Vesting for State Employees</h2>
<p>Most state employees today fall under either a 20-year or 25-year vesting schedule. This means to receive 100% of the state’s contribution, you need to earn either 20 or 25 years of service credit.</p>
<p>You can find out which schedule you’re on by logging in to your <a href="https://my.calpers.ca.gov/" target="_blank" rel="noopener">myCalPERS</a> account, and selecting <strong>Health Vesting</strong> under the <strong>Health</strong> tab.</p>
<p>For most employees, your vesting schedule is based on your first hired date and collective bargaining unit or affiliation (i.e., excluded or exempt). Also, when you achieve either 10 or 15 years of earned service credit, you’re partially vested, meaning you’ll receive 50% of the state’s contribution and 5% more after each additional year worked.</p>
<p>The 20-year vesting schedule works like this:</p>
<table>
<tbody>
<tr>
<th>Years of credited state service</th>
<th>Percentage of state contribution</th>
</tr>
<tr>
<td>Less than 10</td>
<td>0</td>
</tr>
<tr>
State Web Template Typography
font-size: calc(1.125rem + 0.1vw);
 

 Small-text paragraph
 

 Use for tooltips and footnotes.
 

 Class: .small
 
Code: font-size: calc(1rem + 0.1vw);

Heading hierarchy

 The line height is a ratio of 1.75 to the base font size. For each
 ascending level, the ratio is decreased by â. As a result, larger headings
 have smaller line-height ratios, which improves readability.
 

Heading 1

 font-family: var(--bs-font-sans-serif);
 
 font-weight: 700
 
 font-size: calc(2.9375rem + 0.1vw)
 
 line-height: 1.25
 

Heading 2

 font-family: var(--bs-font-sans-serif);
 
 font-weight: 700
 
 font-size: calc(2.3175rem + 0.1vw);
 
 line-height: 1.375
 

Heading 3

 font-family: var(--bs-font-sans-serif);
 
 font-weight: 700
 
 font-size: calc(1.8125rem + 0.1vw)
 
 line-height: 1.5
 

Heading 4

 font-family: var(--bs-font-sans-serif);
 
 font-weight: 700
 
 font-size: calc(1.4375rem + 0.1vw)
 
 line-height: 1.625
 

Heading 5

 font-family: var(--bs-font-sans-serif);
 
 font-weight: 700
 
 font-size: calc(1.125rem + 0.1vw);
 
 line-height: 1.75
 

Heading 6

 font-family: var(--bs-font-sans-serif);
 
 font-weight: 700
 
 font-size: calc(0.875rem + 0.1vw);
 
 line-height: 1.75
 

 State Web Template
2001 Budget Analysis: Health and Human Services Agency Data Center (4130)
strategic plan to ensure that the automation systems were meeting specific program goals and objectives. The assessment also
recommended that the state identify "check-points" which would allow the SAWS development efforts to be periodically
reassessed. The purpose of the checkpoints is to ensure that the automation goals were still achievable and the program goals and
objectives were being met.
Need for SAWS Strategic Plan and Project Check-Points. We agree with the recommendations made to the agency which are
consistent with good IT practices. (For a discussion of IT best practices, see our December 1998 report entitled State Should
Employ "Best Practices" on Information Technology Projects.) In addition, we understand that the administration is committed
to implementing these recommendations. Therefore, we recommend that the Legislature adopt the following supplemental report
language directing HHSA and the Department of Social Services (DSS) to complete a SAWS Strategic Plan.
The Health and Human Services Agency and the Department of Social Services shall, by May 1, 2002, provide a report to the
chairs of the budget committees in each house and the Chair of the Joint Legislative Budget Committee which describes the state's
program objectives in implementing the Statewide Automated Welfare System (SAWS). The report shall identify: (1) measurable
program objectives and benefits that the state will achieve through automation and (2) the SAWS milestones at which the state will
reassess the automation approach for the state's welfare system.
The LEADER Has Significant Performance Problems 
We recommend that the Health and Human Services Agency Data Center and the Department of Social Services report
at budget hearings on (1) the implementation status of the Los Angeles Eligibility Automated Determination,
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.