vania-janet/multiturn-rag-retrieval-data huggingface dataset:
The 2024-25 Budget: Judicial Branch
Chapter 217 of 2019 (AB 330, Gabriel) increased the amount of certain
post-judgement civil filing fees that are available to support the
program.
EAF Program. The 2021‑22 budget
included an ongoing $15 million General Fund augmentation to provide
discretionary funding for the program. Additionally, the 2022‑23 budget
included $45 million in one-time General Fund support for
eviction-related matters ($30 million) and consumer debt-related issues
stemming from the COVID-19 pandemic ($15 million).

Governor’s Proposal
$19 Million Ongoing General Fund to Maintain Self Help
Center Funding. The Governor’s 2024‑25 budget proposes to
provide a $19 million ongoing General Fund augmentation for self-help
centers. As absent this proposal direct state funding for self-help
centers would decrease to $11 million beginning in 2024‑25, this
proposal represents a budget augmentation. However, if approved, this
proposed augmentation would maintain direct state funding for self-help
centers at $30 million—the level it has been at since 2018‑19.
Assessment
Proposed Self Help Funding Would Maintain Increased
Service Levels. Given the state’s budget problem, any
discretionary proposal—including this proposal—seeking to increase
General Fund support in 2024‑25 and future years merits additional
scrutiny. This proposal technically increases General Fund support on an
ongoing basis. However, this is necessary to maintain the increased
level of funding that has been provided for self-help services since
2018‑19, which has allowed self-help centers to serve approximately
600,000 people. Absent a continuation of this funding, self-help center
service levels would decrease.
Proposed Self-Help Funding Would Help Promote
Equity. Additionally, funding for self-help centers helps
promote equity. People seeking self-help center services generally are
lower-income and cannot afford the services of an attorney to address
issues that may have significant impacts on their lives—such as divorce,
The 2024-25 Budget: CalFire—Implementation of a 66-Hour Workweek
The agreement further required the committee to present to the Director of the Department of Finance a mutual agreement by July 1, 2023, to be included in the Governor’s budget proposal in January 2024. Notably, the MOU specified that if the Governor declares a fiscal emergency and General Fund monies over the 2024‑25 Governor’s budget’s multiyear forecasts are not available to support the reduction to a 66‑hour workweek on an ongoing basis (including the estimated direct costs and any increases in the cost of overtime driven by the proposal), the parties agreed to reopen the provision regarding how and when to implement the workweek reduction.
Governor Intends to Declare Fiscal Emergency and General Fund Is Facing Very Large Out‑Year Deficits. Due to a deteriorating revenue picture relative to expectations, both our office and the administration anticipate that the state faces a significant budget problem. Specifically, in January our office estimated that the Governor’s budget addressed a $58 billion problem. More recent fiscal data we summarize in our February publication, The 2024‑25 Budget: Deficit Update, indicate the budget outlook continues to worsen. We now estimate the state has a $73 billion deficit to address with the 2024‑25 budget. To address the budget problem, the Governor proposes a combination of actions including spending reductions, fund shifts, delays, reserve withdrawals, cost shifts, and revenue increases. Notably, while the Governor has not yet declared a formal budget emergency, the structure of the proposed solutions assumes that a declaration will be forthcoming in the next few months. Specifically, the proposed withdrawals from reserve accounts—a key part of the Governor’s budget balancing plan—are only allowable with a budget emergency declaration. Moreover, in addition to the immediate budget problem facing the state, both our office and the administration estimate that based on current revenue forecasts, the state will face significant structural operating shortfalls—at least $30 billion annually—from 2025‑26 through 2027‑28. 
Governor’s Proposal
Includes Roughly $200 Million—Growing to Over $750 Million Ongoing—From the General Fund to Implement a 66‑Hour Workweek.
STEM Lessons for Educators – NASA Jet Propulsion Laboratory
All topicsAeronauticsAircraft Probes, Satellites and/or SpacecraftAlgebraArtsAstrobiologyAstronomyCalculusChemistryComputer ProgrammingComputer ScienceData Collection, Analysis and ProbabilityEarthEarth and Space ScienceEarth ProcessesEarth scienceEarth, Earth Science, Language ArtsEarth, Moon and SunElectricity and MagnetismEnergyEngineering and TechnologyGeologyGeometryHeat and ThermodynamicsImage Processing and VisualizationInertiaLanguage ArtsLife SciencesLight and OpticsMaterials ScienceMeasurementMotion and ForcesNumber and OperationsNumber SensePerforming ArtsPhysical SciencesProblem SolvingRemote SensingSatellites and SpacecraftSize and ScaleSolar SystemStates of MatterStructure and Properties of MatterTeachable MomentsThe Design ProcessThe Nature of Science and TechnologyThe Scientific Process 

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Problem Set
In this illustrated math problem, students use pi to measure the water depth of an area mapped by the CORAL mission.

Problem Set
Coral Calculus: A 'Pi in the Sky' Math Challenge

Problem Set

Coral Calculus: A 'Pi in the Sky' Math Challenge

In this illustrated math problem, students use pi to measure the water depth of an area mapped by the CORAL mission.
	TAGS:

	MathematicsGrades 9 - 12Number and Operations

Problem Set
In this illustrated problem set, students use pi to compare the sizes of Mars landing areas, calculate the length of a year for a distant solar system object, measure the depth of the ocean from an airplane, and determine the diameter of a debris disk.

Problem Set
Pi in the Sky 7

Problem Set

Pi in the Sky 7

In this illustrated problem set, students use pi to compare the sizes of Mars landing areas, calculate the length of a year for a distant solar system object, measure the depth of the ocean from an airplane, and determine the diameter of a debris disk.
	TAGS:

	MathematicsGrades 7 - 12Number and Operations

Problem Set
In this illustrated math problem, students use pi to compare the area of the Hubble Space Telescope and Webb Telescope’s primary mirror.

Problem Set
Rad Reflection: A ‘Pi in the Sky’ Math Challenge

Problem Set
Advisory Bodies - judicial_council_advisory_groups
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Trial Court Funding Working Group

On September 19, 2012, Governor Edmund G. Brown, Jr. and Chief Justice Tani G. Cantil-Sakauye announced in a joint letter the creation of a new working group to “evaluate the state’s progress in achieving the goals of the Lockyer-Isenberg Trial Court Funding Act of 1997.” The Trial Court Funding Workgroup conducted a comprehensive evaluation as directed by the Governor and Chief Justice. The workgroup concluded that the judicial branch had substantially complied with the Trial Court Funding Act; and developed recommendations and measurable assessments to implement efficiencies and best practices more uniformly, with the goal of providing improved access to justice for all Californians.

Date Established: September 2012
Date Sunset: April 2013
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Work Group to Enhance Administrative Standards Addressing Bias in Court Proceedings

To identify improvements and propose amendments to existing Standard of Judicial Administration, standard 10.20 – Court’s duty to prohibit bias.

Date Established: November 4, 2020 
Date of Sunset: November 19, 2021
View Proposal Presentation (video with report) November 19, 2021
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Work Group on Homelessness

In her State of the Judiciary address on March 10, 2020, the Chief Justice announced her intention to establish a Work Group on Homelessness to evaluate how court programs, processes, technology, and communications might be improved to better serve people experiencing or at risk of experiencing homelessness, and to consider how the judicial branch might appropriately work with the executive and legislative branches to reduce homelessness. The formation of the work group was delayed because of the COVID-19 pandemic but was formally announced on October 23, 2020.

 
Appointment: October 2020
Date of Sunset: October 2021
View presentation to Judicial Council (November 19, 2021) | News Release
 
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Workload Assessment Advisory Committee

Purpose: Provides guidance to the Judicial Council on performance measures and modifications to the Judicial Workload Assessment and the Resource Assessment Study Model.

Date Established: December 2013
Date Sunset: September 14, 2022
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Judicial Council

Judicial Council Meetings
Judicial Council Members
Advisory Bodies

Annual Agendas for Judicial Council Advisory Bodies
Advisory Bodies Meetings Calendar

Judicial Branch Strategic Plan
The 2024-25 Budget: Department of Health Care Access and Information
research and data analysis. According to HCAI, the cost of the staffing
increase (around $2 million in 2024‑25) would be supported by its
existing resources rather than new augmentations. For example, the
department plans for some of the staff to replace existing spending on a
limited-term contract with a private entity, which the department used
for initial program start up. The department also plans to carryover
unspent one-time funding over multiple years to support the
positions.
Supports MCO Tax-Funded Program, With More Detail
Forthcoming. The administration states that it intends to
propose providing $75 million annually from the MCO tax package to
support a workforce program at HCAI. To date, the administration has not
released a description or proposed trailer bill legislation for the
proposal.
Assessment
Given Fiscal Constraints, General Fund Budget Solutions
Are Warranted. As we noted in our recent publication The 2024‑25
Budget: Overview of the Governor’s Budget, the Governor’s
budget addresses a sizable budget problem. Given the magnitude of the
problem, revisiting one-time initiatives is warranted. In recent years,
the state has focused on supporting one-time initiatives, rather than
new ongoing programs, because they could be pulled back during a budget
problem without impacting core services. Moreover, pulling back one-time
spending now would leave other one-time tools—such as reserve
withdrawals—available to the Legislature in the future.
State’s Ability to Resume Support for Delayed General
Fund Spending in Future Is Uncertain. By proposing to
delay spending on HCAI workforce initiatives to the future, the Governor
implicitly assumes the state will have adequate budget capacity to
resume spending on these initiatives in 2025‑26. With regard to the
General Fund, such an assumption may not be realistic. This is because
we estimate the General Fund is likely to have significant operating
deficits in the future. With lower revenues and higher ongoing spending
obligations projected beyond the budget year, it may be difficult to
LAO Other Government Areas
Updated 11/12/20: State and federal government spending on certain activities to control the spread of COVID-19 revised upward to $8.6 billion.

Post 


 The 2020-21 Spending Plan: Pensions
 

Format:
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October 12, 2020 - 
 The 2020-21 budget package includes actions related to the state’s two largest pension systems—CalPERS and CalSTRS—that result in immediate savings for the state and school employers, while forgoing significant longer-term savings. To achieve these immediate savings, the 2020-21 budget package: 1) repurposes nearly $5 billion of supplemental payments made as part of the 2019-20 budget package on behalf of the state and school employers, and 2) suspends the CalSTRS board’s authority to increase the state’s contribution rate in 20202-21. 
 

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 The 2020-21 Spending Plan: Housing and Homelessness
 

Format:
HTML

October 8, 2020 - 
 This post describes the 2020-21 budget actions related to housing and homelessness issues.
 

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2024 Public Comments to Preliminary Applications
I have been involved with the proposed Rubicon Reroute planning and fully support this grant. Anytime a change in the route of the Rubicon Trail is considered, the change has to be supported by significant evidence that it is needed. The Tahoe National Forest and Joe Chavez have put in a considerable amount of effort to make that determination, consulting numerous experts as necessary. We would like to request that some area of the original trail, once the reroute has been completed, remain open for motorized use. It is unfair and somewhat inappropriate that the mountain bike and hiking community will benefit by the reoute, but motorized vehicles lose all access to this historically significant portion of the trail. It should be noted that considerable outreach has been done by the forest to the off-road community to explain the reroute, which is much appreciated. Amy Granat - 5/2/2024

Jeepers Jamboree & Jeep® Jamboree, Inc. is considered the oldest, toughest, and largest organized event of its type in the world. Its conception in 1952 was to promote an increase in the economy for the Georgetown Divide Community, which has led to over 70 years of successful off road adventures over the Rubicon Trail. Jeepers Jamboree strives to educate and enforce the Tread Lightly principals while recreating. Before and after all trips, Jeepers Jamboree has a dedicated crew for clean-up. Jeepers Jamboree requires all participants to stay on the 17 mile route of the Rubicon Trail. Our trips educate and promote participants to follow trail etiquette and the “pack it in, pack it out” philosophy. The importance of protecting the environment is contagious and you’ll find participants going out of their way to follow and respect the rules. Jeepers Jamboree emphasizes the protection and appreciation for the environment. In 1990, Jeepers Jamboree was recognized for its commitment to protecting the environment. El County County and the Board of Supervisors recognized Jeepers Jamboree in 2004 for our service, commitment, and dedication to the Rubicon Trail. Jeepers Jamboree has also been awarded with a Certificate of Appreciation for being a founding member of Tread Lightly. From the beginning, Jeepers Jamboree has been committed to the Tread Lightly!
RMP | CalFresh

Effective October 12, 2019, Assembly Bill (AB) 942 mandated that CDSS implement the RMP as a statewide program.

	As a result of the AB 942, restaurant vendors who are federally approved may participate in the RMP statewide, within all 58 counties in California. As of September 1, 2021, the RMP has expanded to a statewide program. The CDSS strives to have RMP restaurant vendors in every county in the coming years!

CalFresh Restaurant Meals Program Eligibility

	Eligibility for the RMP includes people who receive CalFresh Food benefits and are:

an adult aged 60 or older,
a person with a disability,
the spouse of an individual that belongs to one of the above categories, or
a person experiencing homelessness.

	RMP eligibility must only be allowed for CalFresh households where all members are eligible for the program. Meaning that for the household to be eligible for the RMP, all members of the household must be adults aged 60 and older (and their spouses), people with disabilities (and their spouses), or individuals experiencing homelessness. Please note, spouses do not have to meet the age or disability criteria. Households that include at least one member who does not meet RMP eligibility criteria are ineligible for the RMP.

	For more information, contact your local county social services office by calling the CalFresh Information Line at 1-877-847-3663 (FOOD) or by visiting your local county social services office in person.

Which restaurants accept CalFresh Food benefits?

	Scroll to the top of this website to open a map of restaurants near you or a list of restaurants in your county. Eligible CalFresh recipients may use their CalFresh Food benefits at any participating RMP statewide, even if it is located outside of their county of residence. Note that the map and list at the top of this webpage only include federally approved restaurant vendors participating in RMP.

Look for the CalFresh RMP sign in the window!

CalFresh RMP Brochure (Coming Soon!)

	(English) (Spanish) (Chinese) (Hmong) (Russian) (Vietnamese)

CalFresh RMP Client Flyer

	(English) (Spanish) (Chinese) (Hmong) (Russian) (Vietnamese)
2001 Budget Analysis: Department of Industrial Relations (8350)
The Governor's budget includes $1.7 million from the General Fund and one position to (1) prepare and mail informational packets four times a year to 130,000 employers statewide regarding
the state's labor laws and (2) fund a private consultant to develop new Internet-based informational resources for the department. According to the department, it received a total of $1.3 million
in the 2000-01 Budget Act for printing services to prepare written documents and publications. (As of January 2001, the department had spent a total of $173,000 on printing services,
including public information brochures.) This request would nearly double the department's printing services budget to $2.5 million.
With regard to the information packet, it is not clear how effective the proposed 130,000 additional quarterly mailings would be at increasing workplace safety or decreasing industrial hazards.
Instead of mailing 520,000 additional documents annually, the department could instead, on a priority basis, use existing resources to mail a smaller number of packets and assess the value of
this approach. A future request would warrant legislative consideration if the department could demonstrate the value of such a program.
The department also has requested $350,000 to fund a web-development consultant ($300,000) and to conduct informational surveys ($50,000). However, the department already has 77
authorized information technology positions, including 4 positions specifically dedicated to Internet web development. It is not clear why these positions could not implement the department's
proposal. Furthermore, the department has not prepared a Feasibility Study Report, required for all such information technology projects, which would detail the business problem, the
proposed solution, management plan, and economic analysis of alternatives. This is a document departments routinely prepare for information technology requests which must be reviewed by
DOF and the Department of Information Technology. This document would also allow the Legislature to fully evaluate the problem identified and the solution proposed. This document should
be prepared before funds are requested to implement this technology development project.
Based on the issues discussed above, we recommend the Legislature delete $1.7 million under Item 8350-001-0001.
Amusement Ride Regulatory Process
K-9 Program | Monterey Park, CA - Official Website
All of the members of the canine program have devoted a great deal of time working with the department’s Citizen’s Academy, the Boy’s and Girl’s Club, In-School Scouting, and with the police explorer program. The canine program has received a great deal of support from the community. The members of the Monterey Park Woman’s Club have been strong supporters of our program for years, raising funds for training, equipment, and additional dogs for the canine program. Girl Scout Troop 901 raised funds for our canine unit through Girl Scout cookie sales, and generous donations from Mr. Marc L. Kreiner and the Inouye family are also appreciated. Veterinary care is provided by Dr. David Beltran and the Bella Monterey Veterinary Clinic.Monterey Park Police Department Canine TeamsOfficer Gabriel & Canine CookizOfficer Gabriel has been with the Monterey Park Police Department for 15 years. He has worked a variety of assignments ranging from Field Training Officer, Investigations Bureau as VIP Investigator, Crime Impact Team as a gangs/narcotics detective, and is also a member of the Special Response Team (SWAT). Prior to his career in law enforcement Officer Gabriel served honorably in the United States Army for four years. His partner Cookiz is a Belgian Malinois. Cookiz is trained for patrol work which encompasses apprehensions and tracking. On her off time Cookiz enjoys playing in the sun, and belly rubs.Officer Ray Cota & Canine VeedaOfficer Cota has been with the Monterey Park Police Department for 13 years. He has been in the canine program for four years. Prior to being hired as a police officer, Officer Cota served four years in the United States Marine Corps. He has experience as a member of the department’s Special Response Team. His partner Veeda is a Belgian Malinois. Veeda is trained for patrol work and narcotics detection. On her off time Veeda enjoys training and playing catch.

 
 
 

 

 

Administration

Chief Scott Wiese's Biography

Department Mission Statement

Animal Services

Applicants / Recruitment

Autism Awareness Project

Automated License Plate Reader Policy (PDF)

Communications Bureau

Community Engagement Bureau

Business Watch

Citizens Academy

Community Engagement Sessions

Other Services
The 2024-25 Budget: Child Support
Since 2019-20, DCSS has updated its LCSA funding estimates every year to reflect the most recent caseload levels and LCSA salary and benefit costs (which are negotiated and established by counties). As a result of the methodology, estimated LCSA funding needs increase (or decrease) when caseload or LCSA salary and benefit levels increase (or decrease). So far, estimated LCSA funding needs have increased each year.
Cumulative $51.4 General Fund Augmentations Provided to LCSAs Since 2019-20. Since the funding methodology was implemented, DCSS has received a few augmentations for LCSA administrative costs: $19.1 million General Fund ($57.3 million total funds) in 2021-22, $20.1 million General Fund ($59.1 total funds) in 2022-23, and $12.2 General Fund ($35.8 million total funds) in 2023-24. (DCSS also received a 2019-20 augmentation of $19.1 million General Fund for LCSAs, but this was eliminated in 2020-21 due to the anticipated budget shortfall at the onset of the pandemic.) The 2023-24 increase represented only half of DCSS’s annual calculated amount needed for full LCSA funding under the methodology. This lower amount was provided essentially to act as an interim cost-of-living adjustment during a budget year when the state was facing a budget problem.
Governor’s Budget Does Not Propose New Augmentation in 2024-25. Given that the state again faces a significant General Fund budget problem in 2024-25, the Governor’s budget does not include a proposal to provide LCSA administrative funding increases in the budget year.
LAO Comments
No Longer Collecting on Foster Care Payments Reduces Caseload. As a result of implementing the state’s new policy around foster care case referrals to LCSAs, DCSS estimates that LCSAs should receive far fewer new foster care referrals going forward. Ultimately, this could contribute to overall lower caseloads, meaning LCSAs would need fewer staff to reach the target staffing ratios.