Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Workplan And Operations topic
No spam. Unsubscribe anytime.
Staff presents 2023–25 work plan update; flags deferred maintenance, technology and staffing gaps
Summary
City staff reviewed progress on the current 2023–25 goals, highlighted accomplishments in recreation and facility assessments, and identified shortfalls in wildlife protection work, asset replacement planning and IT/cybersecurity needs to inform the 2025 budget process.
City staff delivered an informational update Wednesday on the status of Pacific Grove’s 2023–25 community goals and a high‑level assessment of department challenges that staff said should inform the city’s 2025 work plan and budget.
Mr. Mogensen summarized accomplishments: a 22% increase in swim registrations and a 27% increase in summer camp registrations, completion of five facility assessments, and progress on the Climate Action Plan contract the council previously approved. "I think this is a great opportunity for us. It's a good fresh start," Mr. Mogensen said as he introduced the background materials.
Staff flagged several carryovers and unfinished items for council consideration: wildlife protection work that stalled after a planner left and funding ran out; proposed Local Coastal Program (LCP) amendments that consultants bid at about $300,000; and an outstanding question over whether a consultant could complete parts of that work for $40,000, which staff said could produce a different scope than earlier advisory committees recommended.
Finance and operational recommendations included creating a capital/asset replacement funding approach, restructuring reserves to capture equipment and asset replacement needs, and considering a two‑year operating budget so the city can plan further ahead. Staff told the council that Pacific Grove’s financial management software is dated and that a sizable investment in a modern system would improve citywide efficiency.
Information technology and cybersecurity emerged as recurring needs. Staff said the IT team is mostly reactive and lacks capacity for long‑term planning and centralized data management. The presentation also called out stormwater infrastructure, deferred building maintenance, and vehicle replacement programs as priorities for capital planning.
Other departmental notes in the staff presentation: the fire service (contracted through Monterey) needs station alerting and building upgrades; the library faces patron behavioral incidents, staff retention and space constraints; the police department reported rising calls for service and asked for continued vehicle replacement planning and technology to improve targeting; community development cited staff turnover and process improvement needs; and recreation leaders noted staffing and facility‑rental coverage limitations despite program growth.
Council members generally praised the report and recommended prioritizing investments that would yield the biggest operational return — specifically finance software, IT/cybersecurity and capital replacement funds — while reminding the council to balance use of reserves with the risk of unforeseen emergencies or rising construction costs.
Staff said the midyear budget report will be presented March 5 and that the council will be asked to identify focus areas and candidate goals in the weeks that follow to guide the FY 2025–26 budget.
