Lodi City Council Special Meeting - January 28, 2026
Lodi City Council Special Meeting on Strategic Planning and Governance Protocols
January 28, 2026
Executive Overview
The Lodi City Council convenes a special meeting on January 28, 2026, at 9:00 a.m. at Hutchins Street Square's Kirst Hall to conduct a comprehensive review and update of the City's Strategic Vision and Protocol Manual. This all-day strategic planning session represents a pivotal governance exercise that will shape the City's priorities and operational framework for Fiscal Year 2026-27 and beyond. The meeting addresses a single substantive agenda item focused on reviewing and updating two foundational governance documents that guide City Council operations and long-term municipal planning.
The session builds directly upon direction provided at the December 16, 2025 Special Meeting, during which the City Council identified four priority topics for strategic review: opportunities to increase revenue, opportunities for service improvements, public safety enhancements, and the Parks Master Plan. This structured approach to strategic planning reflects the Council's commitment to data-driven decision-making and transparent governance processes that engage both Council members and City staff in collaborative priority-setting.
Meeting Details and Logistics
Council Composition
- Mayor Ramon Yepez
- Mayor Pro Tempore Mikey Hothi
- Councilmember Cameron Bregman
- Councilmember Lisa Craig-Hensley
- Councilmember Alan Nakanishi
Public Participation Options
The City of Lodi provides multiple avenues for public engagement in accordance with California's Brown Act requirements and the City's commitment to transparent governance:
Strategic Context: The December 16, 2025 Special Meeting
To fully understand the significance of the January 28 strategic planning session, it is essential to examine the preparatory work conducted at the December 16, 2025 Special Meeting, which established the framework for the upcoming strategic review.
December 16 Meeting Overview
On December 16, 2025, at 4:00 p.m., the City Council held a special meeting at the Carnegie Forum to discuss agenda priorities for the Fiscal Year 2026-27 Planning Session. This preliminary session served as a scoping exercise to identify key areas requiring Council attention and to provide staff with clear direction for preparing comprehensive briefing materials.
Key Outcomes from December 16 Meeting
The December 16 meeting produced two significant outcomes that directly inform the January 28 agenda:
Traffic Control Device Process Clarification
The Council received an informational presentation from the Interim Public Works Director on the resident request process for traffic control devices, using all-way stop sign requests as a case study. This presentation established the importance of following California Manual on Uniform Traffic Control Devices (CA MUTCD) standards and demonstrated the rigorous, data-driven evaluation methodology employed by City staff. The Council affirmed the principle that traffic control devices should only be installed when objective warrants are met based on collision history, traffic volume requirements, and other technical factors rather than subjective community preferences.
Strategic Planning Priorities Identified
Interim City Manager James Lindsay facilitated a discussion identifying priority topics for the January 28, 2026 Planning Session. Based on one-on-one meetings with individual Council Members and Executive Staff, the Interim City Manager presented a preliminary list of potential agenda topics including Review of the City Council's 2023 Strategic Vision, New Short-Term Initiatives, Pension Stabilization Policy, Deferred Maintenance - Parks & Streets, and Implementation of Downtown Specific Plan and Economic Strategic Plan.
The Council provided direction to include the following four specific topics in the strategic review:
- Opportunities to increase revenue
- Opportunities for service improvements
- Public Safety Enhancements
- Parks Master Plan
These four priority areas emerged from Council deliberations as the most pressing strategic concerns requiring immediate attention during the FY 2026-27 budget planning process. By narrowing the scope to these four areas, the Council signaled its intent to conduct a focused, actionable strategic planning session rather than an exhaustive review of all municipal operations.
Agenda Item B.1: Review and Update the City Council Strategic Vision and Protocol Manual
The sole substantive agenda item for the January 28, 2026 special meeting represents a dual-purpose governance exercise addressing both strategic planning and operational protocols.
Recommended Action
The Interim City Manager recommends that the City Council provide direction to staff on updates to the City Council Strategic Vision and Protocol Manual. This recommendation reflects a facilitative approach in which Council provides policy direction and staff implements that direction through operational planning.
The City Council Strategic Vision: Foundation and Framework
Historical Context
On May 17, 2023, the Lodi City Council adopted Resolution No. 2023-98, formally establishing the City's Strategic Vision following a professionally-facilitated Council Retreat held on April 11-12, 2023, at Hutchins Street Square. The retreat was facilitated by Strategic Government Resources (SGR), a national consulting firm specializing in local government strategic planning. Dr. Mike Mowery, SGR's President of Leadership Development and Strategic Foresight, served as the principal facilitator.
The retreat process involved robust discussion among Council Members with input from Department Directors, the City Manager, Deputy City Manager, and appointed staff. The facilitation methodology employed by SGR is grounded in the principle that in the Council-Manager form of government, it is the responsibility of the elected Council to establish strategic vision (direction and priorities), while it is the responsibility of professional staff to develop strategic workplans that align with and support that vision.
Guiding Principles
Resolution No. 2023-98 established several foundational principles that continue to guide the City's strategic planning approach:
| Principle | Description |
|---|---|
| Council's Primary Responsibility | The City Council acknowledges its primary responsibility to create a Strategic Vision about the future direction and priorities for the City. |
| Staff's Implementation Role | City Staff, led by the City Manager, bear responsibility for developing strategic workplans in alignment with and supportive of the Strategic Vision. |
| Unified Vision | The Council recognizes the importance of a unified Strategic Vision emanating from the entire Council rather than fragmented individual priorities. |
| Equal Priority Status | All eight strategic priorities are equally important; they are numbered alphabetically for reference only without regard to weight or importance. |
| Quarterly Accountability | The City Manager is directed to report not less than quarterly on progress toward achievement of milestones within the Strategic Vision. |
The Eight Strategic Priorities
The Strategic Vision comprises eight strategic priority areas, each with an aspirational "stretch goal" and specific milestones designed to measure progress. These priorities collectively represent the Council's policy agenda and serve as the foundation for resource allocation decisions.
1. Downtown
Key Milestones:
- Expand opportunities for downtown living
- Preserve downtown historic character
- Ensure accessibility for multi-modal transportation and public safety
- Protect and promote the use of public facilities
- Expand the perimeter of downtown mixed-use zoning
- Adopt policies that incentivize revitalization of buildings and infrastructure
Downtown revitalization represents a critical economic development priority for Lodi. The Council has authorized development of a comprehensive Downtown Specific Plan to address all milestones within this priority area. The plan seeks to balance preservation of Lodi's historic character with the creation of new residential and commercial opportunities that enhance vibrancy and walkability.
2. Economic Development
Key Milestones:
- Develop a long-term economic development strategy
- Expand and diversify economic opportunities
- Continue to support Hydrogen Hub Project
- Complete development of White Slough Public Safety Training Facility
- Grow the City through East Side annexation
- Repurpose and revitalize existing assets
- Attract tech and non-agriculture jobs
The Council authorized $100,000 to develop an Economic Development Strategic Plan through consultant services provided by The Natelson Dale Group, Inc. This plan aims to provide a comprehensive roadmap to guide Lodi's economic future over the next 5-10 years, identifying high-growth, high-wage industries for business retention, expansion, and attraction efforts.
3. Fiscal Health
Key Milestones:
- Promote City's fiscal transparency and citizen's fiscal fluency
- Position Lodi to maintain a diversified revenue mix
- Ensure elected leaders and staff retain focus on fiscal priorities
- Anticipate and advocate against unfunded mandates
- Improve pension funding as against average cities by 25%
Fiscal health is foundational to achieving all other strategic priorities. The Council's emphasis on diversified revenue sources reflects recognition that traditional municipal revenue streams may prove insufficient to meet growing service demands and deferred maintenance needs. The December 16 meeting identified "opportunities to increase revenue" as one of four priority topics for the January 28 strategic planning session, underscoring the urgency of fiscal sustainability.
4. Housing
Key Milestones:
- Develop new housing opportunities with market values aligned with current Area Median Income (AMI)
- Create more residential opportunities downtown
- Ensure continued progress towards Regional Housing Needs Assessment (RHNA) Goals
- Require a percentage of housing in new developments to be workforce housing
- Adopt standards and policies to promote housing for all economic levels
- Develop policies that will promote affordable housing by design
- Consider ways to support the existence of an adequate number of rental properties
Housing affordability represents one of the most pressing challenges facing Lodi and California communities generally. The Council has made significant progress toward RHNA goals through various initiatives, including the purchase of property at 22 S. Main Street in June 2023 to develop transitional and supportive housing.
5. Infrastructure
Key Milestones:
- Invest in innovative infrastructure with a high Return on Investment (ROI)
- Promote adaptive reuse of existing properties
- Address deferred maintenance
- Ensure capacity for future growth
- Proactive infrastructure development for Sphere of Influence (SOI) and growth areas
- Ensure that funding for maintenance of future development projects is sustainable and self-supporting
Infrastructure maintenance represents a significant fiscal challenge identified at the December 16 meeting, with "Deferred Maintenance - Parks & Streets" listed as a potential topic requiring Council attention. The City's Electric Utility has undertaken major infrastructure improvements, including the Electric Building Improvement Project, Solid Handling Improvement Project, and Aeration Improvement Project, totaling over $21 million with expected completion in 18-24 months.
6. Parks
Key Milestones:
- Fully staffed to annual benchmarks
- Expand, develop and maintain Lodi Lake to meet or exceed industry standards
- Develop and maintain sports/recreation facilities for City and public use
- Expand, develop and maintain Hutchins Street Square Facilities
- Create a dedicated fund to improve event-based facilities
The Parks Master Plan was specifically identified at the December 16 meeting as one of four priority topics for the January 28 strategic planning session. This priority reflects both the community's desire for quality recreational amenities and the potential for parks facilities to generate revenue through programming and facility rentals.
7. Public Safety
Key Milestones:
- Reach and maintain full staffing
- Create an outdoor training facility
- Institute the Advanced Life Support (ALS) program
- Build strategic regional partnerships with surrounding agencies
- Research, develop and/or promote advanced training programs
- Meet International Organization for Standardization (ISO) Measurements in response time
- Ensure high levels of community involvement by public safety employees
- Enhance programs to address strategic safety problem areas
Public Safety Enhancements were identified at the December 16 meeting as one of four priority topics for the January 28 strategic planning session. The outdoor training facility milestone connects to the White Slough Public Safety Training Facility referenced under Economic Development, illustrating how strategic priorities interconnect.
8. Public Well-Being
Key Milestones:
- Increase opportunities for physical, recreational, and cultural activities
- Partner with other public/private entities to provide outreach, education, and activities
- Provide opportunities for access to mental health and substance abuse treatment
- Focus on youth education and mentorship to foster positive life-choices
Public well-being encompasses quality-of-life considerations that extend beyond traditional municipal services. This priority recognizes the City's role in fostering community health, social cohesion, and opportunities for personal development across all demographic groups.
Strategic Vision Updates and Implementation Tracking
The Strategic Vision document notes that quarterly progress reports should be provided to the City Council. However, the December 16, 2025 Council Communication indicates that the last quarterly Strategic Vision update covered Q1 2024 (January-March 2024), suggesting a 21-month gap in formal reporting. This reporting gap likely necessitates a comprehensive review at the January 28 meeting to assess progress across all eight strategic priorities and recalibrate priorities for FY 2026-27.
Previous Quarterly Updates Highlights:
| Period | Key Achievements |
|---|---|
| Q3 2023 (May-Sept) | Executed security services agreement, authorized $100K for Economic Development Strategic Plan, launched Hometown Microloan Program, purchased downtown housing property, completed park infrastructure projects |
| Q4 2023 (Oct-Dec) | Approved Downtown Specific Plan RFP, updated planning fees, allocated REAP 2.0 Grant Funds for housing, approved hotel/residential growth allocations, accepted HHAP Round 3 Grant |
The City Council Protocol Manual
Purpose and Scope
The Protocol Manual provides guidelines for the City Council to conduct its business in an orderly, consistent, and fair manner. As stated in the manual's opening section, the protocols are not intended to limit the inherent power and general legal authority of the City Council. Any of the protocols may be waived by a majority vote of the Council Members when it is deemed that there is good cause to do so based upon the particular facts and circumstances.
Statutory and Regulatory Framework
The Protocol Manual is grounded in compliance with several key statutory and regulatory frameworks:
Council Organization Protocols
Selection of Mayor and Mayor Pro Tempore
The Protocol Manual establishes that reorganization occurs annually at the first regular Council meeting in December, with elections for Mayor and Mayor Pro Tempore. The term of office is one year, and a majority vote is necessary for designation. The election process follows a specific sequence: the City Clerk conducts the election for Mayor; following election, the newly-elected Mayor assumes the gavel and conducts the election for Mayor Pro Tempore.
Meeting Guidelines and Procedures
Pursuant to LMC Chapter 2.04, regular meeting dates are the first and third Wednesday of each month commencing at 7:00 p.m. Informal Informational (Shirtsleeve) Sessions are held every Tuesday morning at 7:00 a.m. The City Manager reviews and approves all items for the Council agenda. Agendas must be posted at least 72 hours prior to regular meetings (24 hours for special meetings) at designated locations freely accessible to the public 24 hours a day.
Public Comment Procedures
The Brown Act requires public comment on specific agenda items before or during Council consideration of the matter. Public comment on non-agenda items within the jurisdiction of the City Council is also permitted, with speakers limited to five minutes. All comments and testimony must be made from the podium through the Mayor, directed to the City Council rather than to individual staff members or audience members.
Conflict of Interest and Economic Disclosure
Council Members and other public officials must annually disclose all financial interests that may be affected by decisions made in their official capacity. A Statement of Economic Interest (Form 700) must be filed with the City Clerk no later than April 1 of each year. Council Members must disqualify themselves from making or participating in making any governmental decision that will have a foreseeable material financial effect on any economic interest of the Council Member or certain family members.
Anticipated Outcomes and Implications
The January 28, 2026 special meeting represents a critical governance exercise with significant implications for the City's fiscal and operational trajectory.
Expected Deliverables
Based on the agenda structure and the December 16 preparatory meeting, the January 28 session is expected to produce several key deliverables:
- Updated Strategic Vision Priorities: The Council will review progress on the 2023 Strategic Vision and may modify, add, or reprioritize strategic priorities and milestones.
- FY 2026-27 Budget Direction: The Council's discussion will provide staff with policy direction for preparing the FY 2026-27 budget proposal.
- Protocol Manual Amendments: The Council may identify specific amendments to the Protocol Manual to address procedural issues or clarify governance procedures.
- Implementation Timeline: Staff will receive clear direction on timelines for implementing strategic initiatives.
- Performance Metrics: The Council may establish or refine performance metrics for measuring progress toward strategic goals.
Strategic Implications
Fiscal Sustainability
The explicit inclusion of "opportunities to increase revenue" as a priority topic signals the Council's recognition that maintaining current service levels and addressing deferred maintenance requires new revenue sources beyond traditional property tax, sales tax, and utility revenues. This discussion may explore options such as new or enhanced user fees, public-private partnerships, economic development initiatives, grant funding strategies, and utility rate structures that ensure full cost recovery.
Service Delivery Excellence
The focus on "opportunities for service improvements" positions the Council to consider operational efficiencies, technology investments, and service delivery innovations that enhance value to residents. This may include process improvements that reduce service delivery times, technology platforms that enhance customer service, performance benchmarking, resource reallocation, and partnerships with other agencies.
Public Safety as a Community Priority
The designation of "Public Safety Enhancements" as one of four priority topics underscores the community's expectation that police and fire services remain a core municipal function deserving sustained investment. The White Slough Public Safety Training Facility represents both an economic development opportunity and a public safety enhancement that could position Lodi as a regional leader in public safety training while generating revenue through partnerships with surrounding jurisdictions.
Parks as Economic Assets
The inclusion of "Parks Master Plan" as a priority topic reflects the Council's evolving view of parks not merely as service amenities but as economic assets that can generate revenue while enhancing quality of life. The stretch goal to "develop a world-class revenue generating Parks System" signals intent to develop sports and recreation facilities that attract tournament and event activity, expand Lodi Lake as a regional recreational destination, create event-based facilities that generate rental revenue, and develop programming that achieves cost recovery or profit.
Conclusion
The January 28, 2026 Lodi City Council Special Meeting on Strategic Planning and Governance Protocols represents a pivotal moment in the City's governance cycle. By dedicating an entire day to comprehensive review of the Strategic Vision and Protocol Manual, the Council signals its commitment to thoughtful, transparent, and accountable governance.
The meeting builds upon the preparatory work conducted at the December 16, 2025 Special Meeting, which identified four priority areas requiring Council attention: opportunities to increase revenue, opportunities for service improvements, public safety enhancements, and the Parks Master Plan. These priorities reflect the pressing fiscal, operational, and community expectations facing Lodi as it plans for FY 2026-27 and beyond.
The Strategic Vision adopted in 2023 through Resolution No. 2023-98 established eight strategic priorities with stretch goals and milestones: Downtown, Economic Development, Fiscal Health, Housing, Infrastructure, Parks, Public Safety, and Public Well-Being. This comprehensive framework guides resource allocation and operational planning while promoting accountability through quarterly reporting requirements.
The Protocol Manual provides the procedural foundation for orderly, consistent, and fair conduct of City Council business, grounded in compliance with the Brown Act, Political Reform Act, and other statutory requirements. Regular review and updating of the Protocol Manual ensures that governance procedures remain current with legal requirements and reflect best practices in local government administration.
The outcomes of the January 28 special meeting will shape Lodi's trajectory for years to come, establishing budget priorities, clarifying strategic initiatives, and refining governance protocols. The public is encouraged to participate through in-person attendance, virtual access via Zoom, or submission of written comments to ensure that diverse community perspectives inform Council deliberations.
This strategic planning process exemplifies democratic local governance at its best—transparent, inclusive, deliberative, and focused on the long-term interests of the community. As Lodi faces fiscal challenges, changing demographics, economic opportunities, and evolving community expectations, the Strategic Vision and Protocol Manual provide the framework for navigating complexity while remaining accountable to residents and maintaining operational excellence.
References and Resources
- Lodi City Council Special Meeting Agenda - January 28, 2026. Document reference: 01.28.2026-Special_Agenda-Packet.pdf. Hutchins Street Square, Kirst Hall, 125 S. Hutchins Street, Lodi, CA.
- Resolution No. 2023-98 - City Council Strategic Priorities and Milestones (Strategic Vision), adopted May 17, 2023. City of Lodi Council Communication and Resolution document.
- City Council Strategic Vision Final Report - City Council Retreat Final Report, April 21, 2023, facilitated by Strategic Government Resources (SGR). Includes reputational drivers, pressing needs, SWOT analysis, and strategic priorities with milestones.
- City Council Protocol Manual - Office of the City Clerk, City of Lodi. Comprehensive governance procedures document covering statutory requirements, council organization, administration, commissions, meeting guidelines, communications, and conflict of interest provisions.
- December 16, 2025 Special Meeting Communication - Lodi City Council Special Meeting agenda and staff reports regarding FY 2026-27 strategic planning priorities and direction.
- City of Lodi - Official Website - www.lodi.gov - Public documents, agendas, and strategic planning resources.
- Q3 2023 Strategic Vision Updates - Quarterly progress report covering May 17 - September 30, 2023 achievements and milestones.
- Q4 2023 Strategic Vision Updates - Quarterly progress report covering October 1 - December 31, 2023 achievements and milestones.
- Contact: City Clerk's Office - 221 W. Pine Street, Lodi, CA 95240 | Phone: (209) 333-6702 | Email: cityclerk@lodi.gov
- Brown Act Compliance - Ralph M. Brown Act (Government Code sections 54950 et seq.) - California's open meeting law governing municipal legislative bodies.