Monterey County Grand Jury
2023-2024
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
The full consolidated volume; individual reports are listed below.
Individual reports (5)
Findings & Recommendations
19 findings
F1:
During its interviews and tours, the CGJ found that firefighters are uniformly committed to the mission of public safety.
F2:
The City of Monterey has not addressed the issues of aging facilities, increasingly failing fire apparatus, and timely follow-through on mental health services all leading to low staff morale and public endangerment. 17
F3:
The transition to a consolidated set of policies has not been a priority of the MFD Administration, leading to confusion among staff. Apparatus
F4:
The MFD is not adhering to its Vehicle & Equipment Replacement Policy as three- quarters of the fire apparatus is at or beyond its lifecycle replacement. This has resulted in a doubling of the repair frequency over the past three years, increasing the workload of the City's Public Works Department, and affecting apparatus availability for emergencies, thus endangering the public.
F5:
The MFD’s primary tiller truck has been out-of-service for nearly a year and the 25- year-old backup tiller truck has frequent breakdowns often leaving the MFD without an operable 100-foot ladder causing the need to call for mutual aid from other fire departments.
F6:
Having only one certified fire apparatus mechanic serving the Monterey fleet hampers quick repairs and puts the MFD at risk of not having the proper equipment in service to respond to emergencies thus endangering the public. Monterey Fire Stations
F7:
All Monterey-owned fire stations are in a significant state of disrepair. Years of neglect and normal wear have resulted in unsafe and unsanitary living and working conditions and contribute to the low morale for MFD personnel.
F8:
Station 13 and the daytime airport south-side modular trailer currently rely on audio alerts with no visual information on 911 calls unlike other Monterey Fire stations limiting available information on the emergency.
F9:
The extent of the deterioration of the Station 13 training tower is a danger to the station, its firefighters, and the parking area immediately adjacent.
F10:
Most MFD firefighter companies work and live in 70-year-old facilities that have not been thoroughly tested for hazardous building materials potentially endangering their health and safety.
F11:
Responding from the new airport north-side station increases the response time to serve the Fisherman’s Flats/Ryan Ranch/Hwy 68 neighborhoods putting public safety at risk.
F12:
Firefighter companies at the airport south-side modular trailer do not have access to safe inside changing and storage areas for their turnout gear, violating NFPA standards and causing potential harm and distress for firefighters.
F13:
Fire engines at the airport south-side modular trailer are exposed to the weather hastening deterioration and increased costs for repair or replacement.
F14:
No potable water is available inside the south-side modular trailer, compromising the health and safety of the firefighters who work there during daytime hours. CAD/911 Dispatch Systems
F15:
The MFD currently relies on an outdated two-tone paging system for alerts. Upgrading to a modern Fire Station Alerting system would enhance response times for multi-station emergency calls and bolster public safety.
F16:
Unreliable CAD software and hardware in the fire apparatus and stations forces firefighters to rely on less comprehensive systems to respond to calls efficiently. Mental Health
F17:
The MFD does not utilize facility dogs that have been successfully used to enhance wellbeing for first responders and build positive relationships in the community.
F18:
Some MFD staff are unaware of the process to access a City-contracted Licensed Marriage Family Therapist or County Behavioral Health Department personnel which compromises their mental wellness.
F19:
The MFD policies for After-Action Reviews and Critical Incident Stress Management are in draft form leading to confusion or misinterpretation by MFD personnel.
Additional Recommendations
19
Not linked to specific findings.
R1:
No recommendation needed.
R2:
The City of Monterey formalizes its multi-year strategic plan for the MFD that addresses: updating facilities, replacing apparatus, training firefighter staff, and ensuring that the mental health service policy is clearly defined by December 31, 2024.
R3:
The MFD Administration consolidates all MFD policies into a single unified system by September 30, 2024. Apparatus
R4:
The MFD Administration aligns its Monterey Vehicle & Equipment Replacement Policy with NFPA Standards for apparatus replacement by September 30, 2024.
R5:
The City of Monterey funds the repair of the primary MFD aerial ladder making it operational by October 31, 2024.
R6:
The City of Monterey develops a hiring plan or internship program to maintain sufficient certified and appropriately compensated fire mechanics commensurate with the number of fire apparatus by October 31, 2024. Monterey Fire Stations
R7:
The City of Monterey develops a schedule to begin upgrading, renovating, or replacing the MFD fire stations by December 31, 2024.
R8:
The City of Monterey ensures that all visual 911 Center alert system boards function at all MFD stations, including the south-side modular trailer by August 31, 2024.
R9:
The City of Monterey immediately red-tags and develops a plan to repair or demolish the Station 13 training tower by October 31, 2024.
R10:
The City of Monterey performs a comprehensive assessment to identify potentially hazardous building materials in all MFD fire stations by December 31, 2024.
R11:
The City of Monterey creates a plan for a permanent fire facility to provide faster, 24-hour emergency response coverage for the communities near the Highway 68 corridor by December 31, 2024.
R12:
The City of Monterey, MFD and MPAD Administration collaborate to provide safe and private decontamination changing and storage areas for turnout gear at the airport modular trailer to comply with NFPA standards by October 31, 2024.
R13:
Until a permanent facility is constructed, the City of Monterey collaborate with MPAD to provide a protective structure for the fire apparatus at the south-side modular trailer by October 31, 2024.
R14:
The City of Monterey provides a potable water source for the south-side modular trailer by November 30, 2024. CAD/911 Dispatch Systems
R15:
The City of Monterey and MFD Administration collaborate with the County of Monterey to implement a plan and timeline for upgrading to a modern Fire Station Alert system by December 31, 2024.
R16:
The City of Monterey ensures all CAD software/hardware is consistently operational in all fire apparatus and stations by November 30, 2024. Mental Health
R17:
The MFD Administration conducts a study to gauge the interest and feasibility of MFD personnel obtaining one or more facility dogs by August 31, 2024.
R18:
The City of Monterey posts at each fire station information regarding the availability of the contracted Licensed Marriage Family Therapist by July 30, 2024.
R19:
The MFD Administration finalizes and distributes the AAR and CISM policies ensuring that every critical incident is reported, and after-action mental support services are made available by October 31, 2024. 20
Findings & Recommendations
19 findings
F1:
The Monterey County Safe and Healthy Schools and Communities Coalition and the Montage Health Prescribe Safe Initiative are leaders in the County’s drug awareness and prevention efforts. A formal agreement between these two entities could enhance effectiveness and ensure partnership continuity.
F2:
The BOS has not approved allocations of County Opioid Settlement funds, while the MCHD finalizes a Comprehensive Strategy and Plan to allocate these funds, putting lives at risk.
F3:
The lack of the availability of a wellness space within County public schools, either a designated room or a separate building, staffed with at least one mental health professional, is a missed opportunity to address mental health needs.
F4:
Since the implementation of SB10 in January 2024, some school districts have not revised their safety plans to include overdose response protocols, risking the health and safety of students.
F5:
While peer-to-peer and youth student leadership programs supporting drug awareness and prevention education are successful tools for student engagement on this topic, some schools have not implemented these programs, putting students at risk.
F6:
Having only one certified fire apparatus mechanic serving the Monterey fleet hampers quick repairs and puts the MFD at risk of not having the proper equipment in service to respond to emergencies thus endangering the public. Monterey Fire Stations
F7:
All Monterey-owned fire stations are in a significant state of disrepair. Years of neglect and normal wear have resulted in unsafe and unsanitary living and working conditions and contribute to the low morale for MFD personnel.
F8:
Station 13 and the daytime airport south-side modular trailer currently rely on audio alerts with no visual information on 911 calls unlike other Monterey Fire stations limiting available information on the emergency.
F9:
The extent of the deterioration of the Station 13 training tower is a danger to the station, its firefighters, and the parking area immediately adjacent.
F10:
Most MFD firefighter companies work and live in 70-year-old facilities that have not been thoroughly tested for hazardous building materials potentially endangering their health and safety.
F11:
Responding from the new airport north-side station increases the response time to serve the Fisherman’s Flats/Ryan Ranch/Hwy 68 neighborhoods putting public safety at risk.
F12:
Firefighter companies at the airport south-side modular trailer do not have access to safe inside changing and storage areas for their turnout gear, violating NFPA standards and causing potential harm and distress for firefighters.
F13:
Fire engines at the airport south-side modular trailer are exposed to the weather hastening deterioration and increased costs for repair or replacement.
F14:
No potable water is available inside the south-side modular trailer, compromising the health and safety of the firefighters who work there during daytime hours. 70 CAD/911 Dispatch Systems
F15:
The MFD currently relies on an outdated two-tone paging system for alerts. Upgrading to a modern Fire Station Alerting system would enhance response times for multi-station emergency calls and bolster public safety.
F16:
Unreliable CAD software and hardware in the fire apparatus and stations forces firefighters to rely on less comprehensive systems to respond to calls efficiently. Mental Health
F17:
The MFD does not utilize facility dogs that have been successfully used to enhance wellbeing for first responders and build positive relationships in the community.
F18:
Some MFD staff are unaware of the process to access a City-contracted Licensed Marriage Family Therapist or County Behavioral Health Department personnel which compromises their mental wellness.
F19:
The MFD policies for After-Action Reviews and Critical Incident Stress Management are in draft form leading to confusion or misinterpretation by MFD personnel.
Additional Recommendations
19
Not linked to specific findings.
R1:
MCOE and the MHPS formalize their partnership through a written agreement to ensure ongoing collaborative leadership by August 31, 2024.
R2:
The MCHD finalize its Comprehensive Strategy and Plan for allocating County Opioid Settlement funds for BOS approval by July 31, 2024.
R3:
The MCHD finalize agreements for services to begin equitable disbursements of County Opioid Settlement funds to partner agencies and school districts by October 31, 2024.
R4:
MCOE develop strategies with school districts for implementation of on-campus wellness spaces with appropriate staff to support students with their mental health and/or drug awareness by November 30, 2024.
R5:
MCOE require that all school districts comply with SB10, by updating school safety plans with overdose prevention, response protocols, and staff training by October 31, 2024. 11
R6:
MCOE ensure that all educational spaces in every district are equipped with Naloxone, known as Narcan, for use by trained staff in an opioid overdose emergency by August 31, 2024.
R7:
MCOE develop a training program and resources for district personnel to implement peer-to-peer and youth leadership programs by December 31, 2024.
R8:
The City of Monterey ensures that all visual 911 Center alert system boards function at all MFD stations, including the south-side modular trailer by August 31, 2024.
R9:
The City of Monterey immediately red-tags and develops a plan to repair or demolish the Station 13 training tower by October 31, 2024.
R10:
The City of Monterey performs a comprehensive assessment to identify potentially hazardous building materials in all MFD fire stations by December 31, 2024.
R11:
The City of Monterey creates a plan for a permanent fire facility to provide faster, 24-hour emergency response coverage for the communities near the Highway 68 corridor by December 31, 2024.
R12:
The City of Monterey, MFD and MPAD Administration collaborate to provide safe and private decontamination changing and storage areas for turnout gear at the airport modular trailer to comply with NFPA standards by October 31, 2024.
R13:
Until a permanent facility is constructed, the City of Monterey collaborate with MPAD to provide a protective structure for the fire apparatus at the south-side modular trailer by October 31, 2024.
R14:
The City of Monterey provides a potable water source for the south-side modular trailer by November 30, 2024. CAD/911 Dispatch Systems
R15:
The City of Monterey and MFD Administration collaborate with the County of Monterey to implement a plan and timeline for upgrading to a modern Fire Station Alert system by December 31, 2024.
R16:
The City of Monterey ensures all CAD software/hardware is consistently operational in all fire apparatus and stations by November 30, 2024. Mental Health
R17:
The MFD Administration conducts a study to gauge the interest and feasibility of MFD personnel obtaining one or more facility dogs by August 31, 2024.
R18:
The City of Monterey posts at each fire station information regarding the availability of the contracted Licensed Marriage Family Therapist by July 30, 2024.
R19:
The MFD Administration finalizes and distributes the AAR and CISM policies ensuring that every critical incident is reported, and after-action mental support services are made available by October 31, 2024. 72
Findings & Recommendations
3 findings
F1:
A summary of noise complaints is only available inside monthly board packets making it difficult for the public to find and review them, adding to community misunderstanding.
F2:
MPAD’s complaint response is not well understood by the community causing frustration.
F3:
Although the MPAD has community relations committees, these committees do not effectively communicate, involve, or educate the public regarding air traffic noise resulting in community complaints and dissatisfaction. 7
Additional Recommendations
6
Not linked to specific findings.
R1:
MPAD create a more visible area on its website that shares public complaints and MPAD’s response to them within 72-hours of receipt by October 31, 2024.
R2:
MPAD create a more prominent statement on its website explaining the parameters regarding a 24/7 airport specific to noise management by August 31, 2024.
R3:
MPAD create and approve an internal written policy and procedure for responding to citizen noise complaints by August 31, 2024.
R4:
MPAD develop a more proactive community outreach program regarding air traffic noise, construction updates, and other information impacting the community by October 31, 2024.
R5:
MPAD develop a Citizens Committee to provide community input regarding operations and noise mitigation efforts by October 31, 2024.
R6:
MPAD increase its visibility on social media to convey information regarding the Airport District by October 31, 2024. Commercial aircraft awaits servicing on the tarmac with North Monterey neighborhood and the Monterey Bay in the distance. Photo taken by Civil Grand Juror.
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Findings & Recommendations
8 findings
F1:
Current revenues do not provide sufficient margins over expenses to fund community services at prior years' levels. Without operational changes, the Cannabis Program's sustainability is in jeopardy, and future funding for community services from this source will be minimal and/or unavailable.
F2:
The 2020 Cannabis Program Strategic Plan, intended to be updated every two years, was not revised until January 2024, causing delays in assessing key metrics and whether program goals are being met.
F3:
Current tax rates have stabilized. Revenues for FY 2024-25 are projected to be consistent with prior years, contributing to the Program's sustainability if Program expenses are aligned with revenues.
F4:
An internal audit of the Cannabis Program, recommended by the Citygate Report, was not completed, thus risking inefficient operating practices and the potential for inaccurate record keeping. 12
F5:
More than 50 cannabis businesses have closed or filed bankruptcy leaving the County with $6M in unpaid taxes, resulting in reduced revenues for community services.
F6:
A community survey indicated that a high priority for cannabis tax revenues should be allocated toward drug education and prevention. However, only a small fraction of the cannabis tax revenues has been allocated toward such programs. The lack of funding for these programs is inconsistent with community priorities and increases the potential for drug abuse and death.
F7:
Illicit activities are one of several major factors contributing to the reduction in funds available for community needs.
F8:
Criminal/Civil penalties for most illicit business activities may be adjudicated as a misdemeanor by the District Attorney’s office with less than a year probation and/or a fine of $1,000 or less, resulting in an ineffective deterrent system.
Additional Recommendations
9
Not linked to specific findings.
R1:
The BOS direct Cannabis Program staff to analyze ways to reduce expenses within the Cannabis operational system, supplementing best practices identified in the Citygate report recommendations to stabilize and grow the Cannabis Tax Assignment Fund by September 30, 2024.
R2:
Cannabis Program Manager complete a Strategic Plan every year and provide the BOS with status updates at each subcommittee meeting by January 31, 2025.
R3:
The BOS support the growth and sustainability of the Cannabis industry by maintaining the current Program tax rates for the next two budget years by September 30, 2024.
R4:
The Office of the Auditor-Controller's Internal Audit Division (IAD) conduct an internal audit on the Cannabis Program in FY 2023-24 by January 31, 2025.
R5:
The Office of the Auditor-Controller's Internal Audit Division (IAD) conduct an internal audit of cannabis businesses with tax deferral payment plan agreements, including those in tax delinquency by January 31, 2025.
R6:
The Treasurer-Tax Collector Office develop a timely action plan for those growers in arrears and recommend to the BOS to consider phasing out further tax payment extensions by November 30, 2024.
R7:
The Director of Public Health identify projects to assist with youth drug awareness/education/prevention and request funding from BOS as a priority allocation from the CTF by September 30, 2024.
R8:
MCSO increase enforcement of the regulations regarding illicit activity by licensed and unlicensed growers by September 30, 2024. 13
R9:
The District Attorney’s office in cooperation with the Cannabis Program and Sheriff/Coroner’s office increase prosecutorial efforts of unlicensed and underreporting cannabis growers to the maximum extent of the law; by using existing resources, potential grant funding, and assistance from the Cannabis Administrative Prosecutor Program (CAPP) by December 31, 2024.