For years, the City of Lodi has operated under a frugality mindset and has prioritized cost-savings over proactive investment in modernization and efficiency. Fiscal responsibility and constraint are characteristics of good governance; however we must recognize that an overemphasis on frugality at the expense of progress can hinder our city’s ability to attract new businesses, retain talented employees, and provide the level of service our residents and business owners expect. Lodi needs a growth mindset- one that embraces change, invests in long-term improvements, and fosters an environment where its businesses and residents can thrive.

This change in philosophy is made all the more vital with the economic headwinds currently facing our local grape growing industry and the loss of substantial employers such as Kubota and Dart Container in the past few years. As a city we need to plan how we are going to address replacing that economic activity. We need to identify strategic investments and creative incentive programs that will encourage businesses to relocate or expand their operations here. These investments must include physical improvements to city facilities and increased operational capacity and efficiency of city departments including Public Works, Parks & Rec, and the Building Department.  

Recent financial audits and operational assessments featured in Tuesday’s special meeting have revealed inadequate investment in the city’s operations, in this case its Human Resources and Finance departments. The Lodi District Chamber of Commerce applauds the City Council and City Manager’s efforts to increase transparency and accountability by presenting the findings of these assessments in a public forum. Addressing this lack of resources in critical city departments such as Finance and HR is essential to the future success of the city.

Although HR Departments are often the target of workplace related humor, they play a fundamental role in ensuring recruitment, development, and retention of top tier talent that supports robust economic development. Without a well-structured HR system, the city faces increased legal risks, high turnover rates, and inefficiencies that slow down essential municipal functions. This is why the Chamber strongly supports the proposals to strengthen the city’s HR department.

Implementing the recommendations from the professional consultants hired by the city will help Lodi build a modernized HR system that reflects best practices in municipal management. A well-managed workforce translates to better service delivery, improved compliance with labor laws, and a stronger organizational culture. Just as businesses must invest in their employees to stay competitive, so must the city invest in its workforce to remain effective and responsive to the needs of its residents.

An efficiently managed and proactive city government creates a ripple effect that strengthens the entire local economy. When businesses see that our city is setting policy and taking actions promoting economic development, they will be more likely to invest in Lodi. This creates broad-based growth that touches every household in the city. The only way we can improve (or even maintain) the level of service and amenities we currently have is to increase our tax base. This can be done by either raising taxes on existing residents and businesses or attracting new residents or businesses to relocate here. I believe we should focus on the latter, and pursue diverse industrial, retail, and service companies that complement our local agricultural and hospitality industry.

The Chamber has long advocated for responsible financial oversight, and we believe that transparency breeds confidence in local governance. The reports and presentations given on Tuesday have illuminated areas where the city must improve. We urge the city to allocate the necessary resources for third-party audits and operational support to ensure we are meeting our legal and civic mandates. Timely corrective actions will ensure that taxpayer dollars are managed responsibly, and our locally owned businesses can operate in a stable and predictable environment.

We recognize that not every recommendation from consultants needs to be adopted wholesale. However, recommendations should be evaluated with scrutiny, open-mindedness, and a focus on the long-term benefits rather than short-term cost avoidance. Avoiding change for the sake of maintaining the status quo is not a strategy, it is stagnation.

Lodi has an opportunity to position itself as a forward-thinking, well-managed city that welcomes economic growth and innovation. This starts with the aforementioned growth mindset, one that balances fiscal responsibility with the courage to make necessary investments in our city’s future. Our City Council has shown great leadership by creating the first Strategic Plan in memory, hiring a forward-looking City Manager, approving internal audits within city departments, funding an Economic Development Department, and funding a Downtown Specific Plan and city-wide Economic Development Plan. These efforts need to be coupled with leadership within City Hall that can implement modern and efficient processes. We have all the pieces in place, now we need the fortitude to see these efforts through.