vania-janet/multiturn-rag-retrieval-data huggingface dataset:
UNT Web Archive
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UNT Web Archive
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UNT Web Archive
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Sierra Snowpack Springs Back
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Sierra Snowpack Springs Back

May 3, 2024JPEG

 

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While spring was springing across much of the Northern Hemisphere, California’s Sierra Nevada still looked very much like winter in early May 2024. A weather station at Donner Pass measured 26.4 inches (67 centimeters) of snowfall on May 5, marking the snowiest day there in the 2023-2024 season. 
The system of wet weather had mostly cleared the area when the MODIS (Moderate Resolution Imaging Spectroradiometer) on NASA’s Terra satellite acquired an image (right) of the snowy Sierras at 11 a.m. local time (18:00 Universal Time) on May 5. An image from May 3 (left) shows the region before the storm moved through. The images are false-color (bands 7-2-1) to distinguish the snow (blue) from the clouds (white). 
The blast of snow created treacherous driving conditions and caused highway closures in the Lake Tahoe area, including Interstate 80 over Donner Summit, according to news reports.
UNT Web Archive
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Chief Service Officer | California Volunteers
Since appointed, California Volunteers has launched the nation’s first statewide Climate Action Corps, #CaliforniansForAll volunteer initiative, a statewide Neighbor-to-Neighbor campaign, the #CaliforniansForAll College Corps to help thousands of Californians who commit to serving for a year pay for college, and #CaliforniansForAll Youth Jobs Corps, a program to employ underserved youth across the state in critical issue areas.
Fryday is the former Mayor of Novato, his hometown. He also served as President of Golden State Opportunity (GSO), leading the expansion and implementation of the California Earned Income Tax Credit (CalEITC). Prior to GSO, he served as Chief Operating Officer (COO) for NextGen Climate, a leading national organization focused on climate change.
Fryday served in the military as an Officer in the United States Navy (‘09-‘13) as a member of the Judge Advocate General’s Corps (JAG). He worked on the Military Commissions in Guantánamo Bay, Cuba. He also served in Japan, where he augmented the Navy’s 7th Fleet’s Humanitarian Aid and Disaster Relief efforts during ‘Operation Tomodachi’ following the 2011 earthquake, tsunami, and Fukushima nuclear disaster.
Fryday received his law degree from UC Berkeley School of Law, and clerked in the US Attorney’s Office for the Northern District of California, as well as the San Francisco District Attorney’s Office for then District Attorney Kamala Harris.
He is a founding Board Member of Amazon Frontlines, an emeritus board chair for Demos, a national think-tank focused on issues of economic, racial and political inequality. He is married to Mollye Fryday, an educator, and they have three energetic young boys, Shay, Calvin and Tam.

Learn about the California Volunteers Commission

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Ukiah Center | California Conservation Corps
CCC-NOAA Veterans Corps Fisheries Program: In partnership with NOAA, this program provides post-9/11 veterans new opportunities to build their skills and work experience by restoring and protecting fisheries resources. Veteran Corpsmembers work side-by-side with experts from state, federal, and non-profit restoration partners. Work involves habitat restoration and monitoring projects identified by NOAA Fisheries. Veterans must possess a DD214 to participate in this program.
At the Ukiah Center, veterans conduct fisheries work in the coastal Mendocino County Watersheds, including Navarro, Big, Noyo, and Albion rivers. Veteran Corpsmembers participate in conferences, CCC training opportunities, CDFW training opportunities, and even volunteer snorkel surveys held by the Mattole Salmon Group and the Smith River Alliance. Other partners include

Mendocino Redwood Company’s fisheries department: conducting spawner surveys, longitudinal profiles, and outmigrant smolt trapping/tagging in the Navarro River watershed
Russian River Salmon & Steelhead Monitoring Program: conducting spawner surveys, outmigrant smolt trapping/tagging, data collection and maintenance of instream tag reading antenna arrays, electrofishing, summer habitat assessment and modeling surveys, and advanced streamflow monitoring
California Department of Fish & Wildlife (CDFW) Lake Sonoma Warm Springs Hatchery: conducting fish counts, measuring, handling, feeding, holding tank cleaning, construction of fish screens and ladders, and releasing captive fish at key locations throughout the Russian River watershed
CCC Salmon Restoration Program: many of our NOAA Vets have chosen to work with our CCC crews from mid-July to October, participating in instream large wood restoration projects and post-implementation monitoring

As an emergency response department, the CCC is called upon to respond to emergencies throughout the state at any time during the year for fire camp support, floods, oil spills, earthquakes, and pest eradication.

 
 
 

Education and Training

 

Ukiah maintenance mechanic William Evans instructs Corpsmembers on what to look for and how to repair equipment in the field. 

 

All Corpsmembers at the Ukiah Center complete Corpsmember Orientation, Motivation, Education, and Training (COMET) and are required to actively participate in furthering their education by taking core training courses and specialized courses offered at the center.
No Fear Act
1

User Defined – Other 1
0
0
0
0
0

User Defined – Other 2
0
0
0
0
0

User Defined – Other 3
0
0
0
0
0

User Defined – Other 4
0
0
0
0
0

Time and Attendance
1
1
0
1
3

Training
0
0
0
2
2

Note: Complaints can be filed alleging multiple basis. The sum of the basis may not equal total complaints filed.
Processing Time by Fiscal Year

Processing Time
1st Quarter FY 2020
2nd Quarter FY 2020
3rd Quarter FY 2020
4th Quarter FY 2020

Complaints pending during fiscal year – Average number of days in investigation
156
188
144
126

Complaints pending during fiscal year – Average number of days in final action
110
514
321
368

Complaint pending during fiscal year where hearing was requested – Average number of days in final action
0
78
139
135

Complaint pending during fiscal year where hearing was requested – Average number of days in investigation
0
110
888
868

Complaint pending during fiscal year where hearing was not requested – Average number of days in investigation
156
88
166
133

Complaint pending during fiscal year where hearing was not requested – Average number of days in final action
110
124
99
50

Complaints Dismissed by Agency by Fiscal Year

Complaints Dismissed by Agency
1st Quarter FY 2020
2nd Quarter FY 2020
3rd Quarter FY 2020
4th Quarter FY 2020
Year to Date Total

Total Complaints Dismissed by Agency
0
0
0
0
0

Average Days Pending Prior to Dismissal
0
0
0
0
0

Total Complaints Withdrawn by Complainants
0
0
0
0
0

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UNT Web Archive
gov,fema)/mitssdata/brief-lr-4187_flood_clean_up_dallas1008.jpeg
 

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EEO
328.73 
314.55 
308.89

   Average number of days in final action stage 
N/A 
N/A 
N/A 
N/A 
521.2 
276 
649.6
612.06 
536.48

Complaint pending during fiscal year where hearing was requested 

   Average number of days in investigation stage 
513.07 
1014.46 
287.5 
294.6 
264 
152.5 
1295 
1295 
1295

   Average number of days in final action stage 
N/A 
N/A 
N/A 
N/A 
359.8 
4579 
108.17 
105 
105

Complaint pending during fiscal year where hearing was not requested 

   Average number of days in investigation stage 
N/A 
N/A 
793.12 
1367.7 
408.5 
142.6 
266.39 
282.89 
288.13

   Average number of days in final action stage 
N/A 
N/A 
N/A 
N/A 
540 
0 
1010.56 
967 
687.5

 

Complaints Dismissed by Agency
Comparative Data
 

Previous Fiscal Year Data

 
2002
2003
2004
2005
2006
2007 1st Qtr 
2007 2d Qtr 
2007 3d Qtr
2007 4th Qtr

Total Complaints Dismissed by Agency 
1 
0 
6 
0 
3 
1 
5 
2 
6

Average days pending prior to dismissal 
N/A 
N/A 
N/A 
N/A 
167.67 
280 
176.6 
144
226

Complaints Withdrawn by Complainants 

Total Complaints Withdrawn by Complainants 
N/A 
2 
4 
N/A 
4 
3 
1 
5 
8

 

Total Final Actions Finding Discrimination
Comparative Data
 

Previous Fiscal Year Data

 
2002
The 2024-25 Budget: CalFire—Implementation of a 66-Hour Workweek
The Legislature could then reevaluate the concept of implementing the 66‑hour workweek change in the future when the state’s budget condition improves. 
Delaying implementation also could offer other benefits, including providing additional time for the Legislature to consider potential modifications to the proposal (such as alternative ways to address the Fire Captain pipeline challenges) and to gather information on the possible indirect implications (such as on contracts with local agencies). Deferring providing funding now also could allow the forthcoming collective bargaining process to consider changes—which is unlikely to occur if the Legislature proceeds with appropriating the funding in 2024‑25. The administration could come back to the Legislature sometime after the next round of MOU negotiations—such as in 2025‑26 or a future year—with a similar or revised implementation proposal as part of a future MOU. This revised MOU could, for example, incorporate various details that have yet to be bargained so it better reflects the totality of the change. The negotiations also could revisit other potential options for reducing the workweek, such as using other approaches to improve the pipeline to high‑level positions instead of substantially increasing the share of Fire Apparatus Engineer positions. The Legislature could then consider whether to approve a revised MOU and fund the change to a 66‑hour workweek when the administration presents them to the Legislature again. 
…And Consider Other Options for Addressing Firefighter Wellness Concerns. If the Legislature were to defer action on the proposed workweek change, we recommend it explore supporting other, less costly, steps to address concerns about firefighter health and wellness in the interim. For example, some changes the Legislature could consider include (1) various options for expanding existing health and wellness programs at CalFire to ensure that firefighters receive adequate professional support when they experience times of crisis, (2) policies to reduce the number of hours firefighters work in the offseason and/or the number of hours firefighters work per shift during severe wildfires, and (3) additional support for projects to improve forest conditions and make the state’s landscapes more resilient to the catastrophic fires that impose the most strain on firefighters.