Citygate conducted a review of issues in the ambulance transport system relating to the County’s contracted provider and the local government stakeholders. Citygate used focused listening and documentation review to substantiate issues identified and work separately and jointly with system partners to forge improved relations and operational agreements.

Citygate conducted a healthcare preparedness partnership training, education, and exercise analysis for Monterey County. Citygate audited current emergency plans and training schedules and conducted a gap analysis and closure to identify short- and long-term vulnerabilities that may prevent a rapid, definitive, and effective response to an emergency in Monterey County. The plan is scalable and modifiable, with recommendations for training sources.

Citygate reviewed the Monterey County Emergency Medical Services System Communications Plan to integrate the upcoming radio system improvements. In addition, Citygate advised the EMS agency and hospitals regarding best-fit equipment needed to update capabilities. The project also considered all regional policies and state-mandated Incident Command System regulations.

Citygate developed and facilitated a tabletop exercise to test the understanding of roles and responsibilities of first responders, government executives, jurisdictional authorities, and private industry in the event of a maritime hazardous materials spill into the Elkhorn Slough National Reserve. Additional objectives included strengthening core capabilities by examining the recovery and rehabilitation process on environmental impacts and testing operational coordination and response procedures for a maritime hazardous materials spill.

Citygate is currently performing an organizational review of Monterey County’s current Cannabis Program, including funding, organization, permitting, staffing, and workload. This review will include recommendations for an efficient organizational structure, including formal and informal organizational alignment, management, and supervision of the Cannabis Program; job classifications, specifications, and compensation for employees in the Cannabis Program Office; efficient and effective staffing levels for the Cannabis Program; expectations related to positions being 100 percent funded by cannabis tax revenue; efficient and effective business processes and task assignments for cannabis licensing/permitting to alleviate the existing backlog, and to the extent possible, prevent new persistent backlogs; and best practice performance standards for cannabis licensing/permitting.