vania-janet/multiturn-rag-retrieval-data huggingface dataset:
FAQs • Sportspark - Programming
From Monday to Thursday, we offer a mix of evening pick-up sports programming from 6:00pm - 7:45pm located on the Basketball Court. The schedule is as follows*:Monday Night: Pick-Up BasketballTuesday Night: Pick-Up Indoor SoccerWednesday Night: Pick Up VolleyballThursday Night: Pick Up BasketballPick-up games are open to all Sportspark members and guests with a valid daily drop in pass. All players must be aged 13 years or older to participate. *Subject to change on a seasonal basis. 

2.
How is the Basketball Court set up for pick-up Indoor Soccer? What is provided to players?

Our staff will set up the court for Tuesday night pick-up indoor soccer at approximately 5:30pm. This includes:Setting up a 6.5'' H x 12'' W foldable goal post on each side of the court.Providing 4 futsal soccer balls for warm-up and game play.Raising the basketball hoops.Setting the court scoreboard to 105 minutes to allow players to track the time remaining. 

3.
How is the Basketball Court set up for pick-up Volleyball? What is provided to players?

Our staff will set up the court for Wednesday night pick-up Volleyball at approximately 5:30pm. This includes:Setting up a complete volleyball system (volleyball posts are installed firmly into the court) *.Providing 4 volleyballs for warm-up and game play.Setting the court scoreboard to 105 minutes to allow players to track the time remaining.*Volleyball net height is adjustable but is set at a height of 7 feet, 7 inches for fair play. 

4.
What is the competition level for the pick-up sports?

All pick-up games at Sportspark are played for fun and the competition level generally ranges from beginner to intermediate. Even those who are new to the sport can be found participating and having a great time! There are no skill requirements necessary to be able to join in on a game. 

5.
How do I access the group fitness studio?

The entrances to our fitness studio can be found in the center of Sportspark, near the lounge.
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For more information and ideas, use these links:NHLBI ResourcesHeart Smart Basics: What to Know to Keep Yours HealthyMy Heart Health TrackerSelf-Measured Blood PressureHigh Blood Pressure InformationMy Blood Pressure Wallet CardHealthy Blood Pressure for Healthy Hearts: Small Steps To Take ControlHealthy Blood Pressure for Healthy Hearts: Tracking Your NumbersBlood Pressure GIF Questions to Ask About Your Blood PressureCholesterol & Your Heart: What You Need to KnowAre You at a Healthy Weight?Daily Food and Activity DiaryDASH Eating Plan Calculate Your Body Mass IndexOther ResourcesFood Diary (CDC)Managing Diabetes (NIDDK)Physical Activity Diary (CDC)More Ways to Take Action Toward Better Heart HealthIncrease Physical ActivityEat a Heart-Healthy DietGet Quality Sleep and Reduce StressStop SmokingMaintain a Healthy Weight

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Bill Text - AB-132 Postsecondary education trailer bill.
(ii) (I) Commencing with the 2019–20 fiscal year, to calculate the student success allocation for each community college district, the chancellor’s office shall calculate a three-year rolling average for each metric described in this paragraph. 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 student success allocation for the 2020–21 fiscal year, data from the 2018–19 fiscal year, for purposes of subparagraphs (B), (C), (D), (E), and (F), may be used in place of data from the 2019–20 fiscal year.(B) Each community college district shall be granted, for each student, points for one of the following, with the community college district receiving points based on the outcome that would generate the highest number of points and with the points counted only if the student was enrolled in the community college district in the academic year in which the award was granted:(i) Three points for each chancellor’s office approved associate degree or approved baccalaureate degree granted, excluding an associate degree for transfer granted pursuant to Article 3 (commencing with Section 66745) of Chapter 9.2 of Part 40 of Division 5, based on the
	three-year rolling average for this metric calculated pursuant to clause (ii) of subparagraph (A).(ii) Four points for each chancellor’s office approved associate degree for transfer degree granted pursuant to Article 3 (commencing with Section 66745) of Chapter 9.2 of Part 40 of Division 5, based on the three-year rolling average for this metric calculated pursuant to clause (ii) of subparagraph (A).(iii) (I) Two points for each chancellor’s office approved credit certificate requiring 18 or more units granted, based on the three-year rolling average for this metric calculated pursuant to clause (ii) of subparagraph (A).(II) Chancellor’s office approved credit certificates requiring 16 or more units granted may be used to compute these points if the chancellor’s office adopts regulations
California’s Child Welfare System: Addressing Disproportionalities and Disparities
If child maltreatment reporting were incorporated into various state programs (as described in the preceding paragraph), these data would provide the Legislature with even more relevant and state‑specific measures to consider when evaluating the merits of various program changes. As with any state program, a more comprehensive understanding of impacts is beneficial to the Legislature as it considers the trade‑offs inherent to policymaking. 
Data and Oversight
Consider What Additional Data Collection May Be Needed to Improve Insight Into Racial/Ethnic Disproportionalities and Track Progress. In order to effectively track the state’s progress around reducing racial and ethnic disproportionalities and disparities throughout the child welfare system, the Legislature may wish to review current data collection in this area. In particular, the Legislature could review data collection around: 

SDM Usage. As described in this report, the SDM assessments are existing tools that social workers use to help navigate various decision points in a more uniform manner across cases. What aggregated data are available from these tools, which could help the Legislature better understand decision‑making within the child welfare system and whether some groups are disproportionately impacted at certain decision points? For example, how often do social workers follow the recommendation based on the calculated risk level; are there patterns or trends around when social workers opt to use discretion to decrease or increase the risk level? Is there significant variation across counties in terms of how the tools are employed? 
SDM Oversight. DSS and the proprietor of the SDM assessment tools may make changes to the tools, as was done recently and communicated by All‑County Letter 23‑101 (described above under Decision‑Making Tools and Training for Social Workers). Does the Legislature have sufficient oversight when these important tools are reviewed and updated? Do updates made by the administration and proprietor align with legislative intent for child welfare decision‑making? 
Native American Children. Stakeholders have raised concerns that Native American youth are undercounted because they are categorized as Hispanic or multiracial in the child welfare data system. (Many of California’s tribes also identify as Hispanic or Latino.) Improving the state’s ability to accurately identify Native American children also could help ensure the state is identifying all cases subject to ICWA requirements.
The 2024-25 Budget: Child Welfare
Stakeholder feedback provided during the workgroups convened by DSS last fall indicated that overall foster care rates needed to be higher across the board to adequately fund care, supervision, services, and other costs. How are the new rate amounts determined? In particular, how are the rates in the higher-level tiers determined? How are the administrative portions of rates for FFAs and STRTPs determined? Does the rates structure provide regional variation to account for the higher cost of housing and services in some areas of the state?
How Do Rates Account for Non-Minor Dependents and Transitional Housing? How are non-minor dependents—and their most common placement type, SILPs—accounted for in the rates structure? How are other transitional housing programs accounted for?
How Do Rates Account for Specialized Foster Care Models? For youth currently receiving rates aligning with specialized models of care, such as ISFC, ISFC+, Therapeutic Foster Care, and STRTPs of 1, how are these placement types and specialized rates accounted for in the rates structure?
What Is the Total Funding? How much would it cost to implement the new rates? What is the anticipated funding mix, in terms of federal, state, and local dollars? What federal funding sources can be used for the different rate components, such as Title IV-E and Title XIX?
What Is the Implementation Plan? How would the new rates structure be phased in and over what period of time? Does the interim rates structure need to be formally extended in statute while the new rates structure is phased in? (As noted earlier, statute specifies that the interim rates will expire December 31, 2024, and that the permanent, ongoing LOC rates structure will be established by January 1, 2025.)
What Is the Automation Time Line? Typically, automation efforts cannot begin until the full detailed guidance is provided by the department to counties. Depending on the level of detail included in the trailer bill language, how much time would be needed for the department to develop the full detailed guidance for counties? Is the initial automation funding of $12 million General Fund included in the Governor’s budget for 2024-25 realistically going to be spent in the budget year?
2001 Budget Analysis: Franchise Tax Board (1730)
To meet these requirements, the automated arrearage collection capability will need to reside within CCSAS. Implementation of
CAMP, which is designed to be a stand-alone system, will prevent the state from receiving federal certification and, thus, have no impact on reducing federal penalties. This in turn would
make it necessary for the state to discontinue CAMP and develop a second arrearage collection system to be incorporated in CCSAS.
 Board Has Made Significant Funding Redirections and Developed a New Contracting Strategy Without Notifying the Legislature. As noted earlier, the board has failed to
notify the Legislature of its failure to receive federal funds as anticipated, and its subsequent redirection of state General Fund monies to replace the federal funds. The board also has not
provided information to the Legislature regarding its new contract strategy, nor has it received approval from Department of Information Technology, DOF, and the Department of General
Services to pursue this strategy.
 The CAMP Could Limit Technology Direction of Single Statewide System. Since CAMP is expected to be operational (in 2003) two years before full implementation of CCSAS
(in 2005), it could set the technology direction for the new statewide automation system. This is due to the fact that CAMP would need to be incorporated into the CCSAS to meet federal
certification requirements. To do this, however, the board would need to include technical specifications in its procurement for the single statewide system to ensure compatibility with
CAMP. This strategy would be inconsistent with those provisions of Chapter 479 which require that the statewide system:
Be capable of implementation by multiple vendors.
Offer the greatest chance of achieving program and project success.
Meet program specifications as opposed to technology-specific specifications.

LAO Recommendations. Given the issues noted above, we recommend that the Legislature take two sets of action. First, we recommend that the Legislature require the board to report at
budget hearing on the reasons why it did not advise the Legislature of the denial of federal funds, its redirection of General Fund monies, and its revised contracting strategy. Second, we
recommend that the Legislature consider:

 Deferring Legislative Time Frame for Implementing Arrearage Collections Activities.
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Calculate Your BMI - Metric BMI Calculator

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	 Overweight = 25–29.9 
	 Obesity = BMI of 30 or greater 
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Increasing Transparency of County Office of Education Spending 
Two promising metrics that many schools already use include (1) scores on pre‑ and post‑tests of skills, and (2) credits gained while enrolled. Various pre‑ and post‑tests exist and currently are used by some COEs. Should the Legislature choose to adopt pre‑ and post‑tests as a state‑required performance measure, we recommend the state approve a specific set of tests and require that schools select their tests from the approved list. This would allow the state to compare the short‑term academic progress of students across juvenile court and county community schools. The number of credits gained while at a juvenile court or county community school is another short‑term academic measure that would provide the state with valid information about students’ academic progress and whether alternative schools are meeting their primary objective of helping students overcome credit deficiencies. The state could consider soliciting input from COEs and other experts on alternative education or other relevant outcome metrics that could be added to the Dashboard that would be a better indication of performance at COE‑run schools. We recommend that any metrics take into consideration the amount of time that students are enrolled. (For example, by displaying the average number of credits gained for each 15‑day period of enrollment.)
Require Expenditure Information on LCFF Operations Grant and Hold Harmless Funding. In addition to the annual report, we recommend COEs develop a report specifically on how the LCFF operations grant and hold harmless funding was spent. These reports should be publicly available on COE websites six months after the close of the fiscal year and should disaggregate spending by the following categories: 

Oversight and Support. This would include any district support or oversight activities COEs conduct. Examples of activities that would fall in this category would be fiscal oversight, academic oversight and support, business and information technology services, or training of district staff. 
Juvenile Court and County Community Schools. This would include any operations grant or hold harmless funding used to support juvenile court and county community schools. 
Direct Services for Students Not Enrolled in Juvenile Court and County Community Schools. This would include spending on career technical education, adult education, preschool, and other programs that are directly provided to students enrolled in school districts and charter schools within the county.
Cadet Selection Process
ProcedureThe participant stands side on to a wall (Vertec device) and reaches up with the hand closest to the wall (Vertec device). Keeping the feet flat on the ground, the point of the fingertips is marked or recorded. This is called the standing reach height. The participant then stands away from the wall (Vertec device), squats, pauses, then leaps vertically as high as possible using both arms and legs to assist in projecting the body upwards. Attempt to touch the wall (Vertec device) at the highest point of the jump. The difference in distance between the standing reach height and the jump height is the score. Two attempts are permitted.
The jumping technique cannot use a countermovement.Minimum RequirementReach a minimum height of 12 inches.
Illinois agility run
PurposeTo test running agility using various turns and movements.
ProcedureParticipants will lie on their front (head to the start line) and hands by their shoulders. On the 'Go' command the time is started. The participant gets up as quickly as possible, runs forward 10 meters, around a cone, then back 10 meters. The participant continues by running up and back through a slalom course of four cones. Finally, the participant runs another 10 meters up and back past the finish cone, at which the timing is stopped. Two attempts are permitted.
Participants must go around each cone without stepping on them or over them. If a participant falls, they may continue the test as long as they have not missed a cone within the correct pattern.Minimum RequirementsCompletion in 23 seconds or less.

In addition to the PAT described above, POST requires that cadets must complete a 36-session physical conditions program at the academy.  This conditioning program consists of aerobic, strength, muscular endurance, and flexibility conditioning. Cadets must pass the POST Work Sample Test Battery during the physical training portion of the Academy.

Physical Agility Tests - Video Demonstrations

Physical Agility Tests – Testing Locations

NORTHERN CALIFORNIA
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4940 Lang Ave, Bay JMcClellan, CA, 95650
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2001-02 Budget Analysis: Department of Information Technology
administration originally proposed. In addition, without PIERs, the Legislature cannot determine how much an IT system ultimately
cost to develop or will cost to operate and maintain on an annual basis.
How the PIER Process Currently Is Administered. According to SAM, most assessments are to be conducted within six
months of implementation of the IT project but could occur up to two years after implementation, depending on the nature of the
project.
Departments generally conduct their own assessments. In some cases, however, the DOF's Office of State Audits and Evaluation
may conduct the assessment and prepare the PIER. After a department has completed the PIER, the PIER is provided to DOIT
and the Legislature. The DOF also requires that all PIERs be submitted to it for review. The DOIT evaluates the PIER to determine
if the project achieved the anticipated benefits and savings and approves the PIER to finalize the project.
Deficiencies and Problems Exist With Current PIER Process. In our review of the state's PIER process, we found a number
of deficiencies and problems which are summarized in Figure 4.

 Figure 4
 LAO Findings on State's Current PIER Process
No tracking system exists to monitor when PIERs are due or submitted to
the Legislature. As a result, the Legislature typically does not receive
information about benefit and cost savings resulting from completed IT projects.
The DOIT does not keep records of which IT projects have been
completed.
DOIT's PIER review process has lower priority than the review of
feasibility study reports and special project reports.
Measurable benefits have not been identified for many IT projects.
Departmental reviews lack independence.

No Tracking System Exists to Monitor PIER Due Dates or Submission to the Legislature. In our review, we found that
neither DOIT nor DOF track when PIERs are due on state IT projects. In addition, neither department provides any follow-up
when PIERs are overdue. Since there is no tracking mechanism to ensure accountability, it is unclear if departments are completing
their PIERs as required by current state policy.
In addition, even though departments are required to provide PIERs to the Legislature, we could find no tracking system within the
Medical Group Ratings -- Select a County

IHA Medicare Stars Quality Recognition: Each year the Integrated Health Care Association (IHA) recognizes medical groups that earned the highest overall star ratings for quality of care to its Medicare Advantage members. To earn the IHA Medicare Stars Quality Recognition, medical groups must earn an overall star rating of 4.5 or 5 stars. A complete list of winners can be found here. Note: This year, the Center for Medicare and Medicaid Services updated the methodology used for calculating measure cutpoints in their Medicare Advantage Star Ratings program, which increased the number of health plan contracts earning 4 stars or higher. Select the link 'About the Medicare Medical Group Ratings' below for more information on the methodology.


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About the Medicare Medical Group RatingsDirectory of HMOs, PPOs and Medical GroupsWhat Is a Medical Group?Integrated Healthcare Association (IHA)


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