The 2016-17 Budget: Department of General Services

Feb 22, 2016 - Governor ’s Proposal Shift GCP to DGS. The Governor ’s budget proposes to shift the GCP from VCGCB to DGS. As part of this shift, the budget transfers nine positions and $1.2  million in funding authority to DGS.
https://lao.ca.gov/Publications/Report/3362

The 2025-26 Budget: Office of Emergency Services—Request for Reappropriation of Law Enforcement Mutual Aid Fund Resources

Feb 24, 2025 - For example, if OES and local law enforcement cite extended reimbursement wait times as a key problem addressed by the LEMA Assistance Fund, OES should provide information on wait times before the program, the negative effects of those wait times, and how the reduction in wait times helped local law enforcement avoid those proble ms.
https://lao.ca.gov/Publications/Report/4982

The 2025-26 Budget: Governor’s Office of Service and Community Engagement

Mar 11, 2025 - Without this information, both the need for the proposed activities and how they might impact progra ms and services are unclear. For example, to the extent the campaign includes a focus on programs that are already oversubscribed, additional outreach would only serve to exacerbate existing overdemand.
https://lao.ca.gov/Publications/Report/5015

The 2023-24 Budget: Overview of Information Security Proposals

Mar 23, 2023 - A lack of consistent and standardized reporting of IS deficiencies, findings, and risks also inhibits the ability of the Legislature to understand how IS investments lead to improved IS maturity of state entity progra ms.
https://lao.ca.gov/Publications/Report/4748

The 2019-20 Budget: Department of State Hospitals

Feb 13, 2019 - The department also indicates that courts have com plained about the quality of the work carried out by some clinicians. Reduces Quality of Care. This workload takes away time clinicians could otherwise spend treating their patients.
https://lao.ca.gov/Publications/Report/3936

Evaluation of the Statewide Project Management Office

Dec 7, 2017 - This allowed the PMO to test the potential of the centralized project management approach and build the reputation and capacity of the office gradually, with the intention of scaling up to larger, more com plex projects once the office was more established.
https://lao.ca.gov/Publications/Report/3723