5A
Date: May 14, 2025
To: Chair and Members of the City Council Strategic Plan Committee From: Aram Chaparyan, City Manager
By: Danny E. Santana, Assistant City Manager | [email protected] Subject: City Manager – Accept and File Update on the City Council Strategic Plan Implementation Program. Expenditure: None.
RECOMMENDATION
Recommendation of the City Manager that the City Council Strategic Plan Committee:
1) Accept and File an update on the Council Strategic Plan Implementation Program; and, 2) Recommend to City Council to Accept and File the Council Strategic Plan Implementation Program update.
FUNDING
There is no funding required for this action.
DISCUSSION
The City’s Strategic Plan was approved by the City Council May 18, 2021 setting the strategic vision for the City for the next 10 years. In an effort to aid and track progress on the implementation of this plan the city leverages a software platform, AchieveIt, and is available on the City’s website at: https://www.torranceca.gov/government/city-departments/achieveit. This platform provides a centralized and automated solution to collect and share updates on progress. The software automatically notifies staff when updates are due, collects and stores them within the platform directly, and immediately posts for the public to view on our city website.
On September 26, 2023, the City Council approved the Council's Strategic Plan Committee recommended approach to implementing the Strategic Plan that included:
1) Distinguish between 'Operational' and 'Strategic' priorities; collecting monthly updates on strategic sub-goals and quarterly updates on operational subgoals; and 2) Meet semi-annually to review progress on plan implementation.
Staff from all departments identif ied new and existing efforts that align with the 249 sub -goals contained within the 57 Priority Goals under the 11 Strategic Priorities. Further, these efforts were determined to be either operational or strategic in nature. Of the 249 sub -goals included in the adopted Strategic Plan, 154 were identified as Operational and 95 as Strategic. The following analysis provides the Committee with an overview of progress made between October 1, 2024 and March 31, 2025.
1 Strategic Plan Committee
May 14, 2025
Staff continue to provide monthly updates for strategic sub -goals and quarterly updates for operational sub-goals. As shown below, during the period of October 1, 2024 through March 31, 2025, 37 Sub-goals were accomplished, including 16 Strategic and 21 Operational. The number of items in the ‘Achieved’ category increased from 1 31 to 168 (67% of the 249 Sub-goals) and the number of ‘On-Track’ items reduced from 116 to 80. Staff continues to ensure the number of ‘Off-Track’ remains low, ending the period at zero. Finally, there is only one item that has not yet started as compared to two in the prior reporting period.
Of the 95 "Strategic" measures, there has been an increase from 42 (44%) to 58 (61%) that have been "Achieved" and a decrease from 51 (53%) to 36 (38%) that are "On Track" and expected to be completed within the timeline identified by the associated Department. Of the 154 "Operational" measures, there has been an increase from 89 (58%) to 110 (71%) of those "Achieved and a decrease from 65 (42%) to 44 (29%) that are "On Track" to be completed within the timeline identified. Staff have provided a table of achieved subgoals (Attachment A) for further details. The highest number of achieved Sub -Goals were aligned with the Safe, Secure & Equitable Community Priority (9), followed by Economic Development (7) and Responsive, Accountable & Cost-Effective Government (7).
It is important to note that the Strategic Plan Dashboard is live, based on the latest data and submissions from departments, and will therefore vary from the static figures included in this report as it includes updates and accomplishments that may have been realized April 1st forward.
This is the result of staff leveraging the AchieveIt platform, which automatically posts public updates, minimizing the burden of updating this communication platform. The Committee and the 2 Strategic Plan Committee
May 14, 2025
greater public can get progress updates continuously as staff leverages this technology to be more transparent and timely in its updates.
Tags
The cross -departmental team supporting the Strategic Plan’s Implementation, known as the AchieveIt Champions, continue to leverage the concept of tags for efficiently implementing the overall strategic plan by focusing on projects that complete a wide swath of the plan. Although no new Tags were identified during this most recent reporting period, ten sub-goals were achieved that are associated with the previously identified of ‘Signage & Wayfinding’, ‘Real Time Response Center’ and ‘Social Media Communication Strategy’. The ‘Signage and Wayfinding’ tag related achievement included advancing the “Appearance, Character and Quality of the Community ” Strategic Priority by successfully completing the replacement and expansion of the City’s Gateway signs and securing Council direction on the replacement of the designs for existing City Digital and Park signs. The ‘Real Ti me Response Center tag related achievement included advancing the “Safe, Secure and Equitable Community ” Strategic Priority by completing and incorporating the technological benefits of the Real Ti me Response Center in assisting responding Police Officers in public safety. The ‘Social Media Communication Strategy’ tag related to eights achievements in advancing the “Communication and Civic Involvement” Strategic Priority through implementing expanded social media presence to allow residents to engage beyond physical in-person meetings, developing mechanisms to assess and monitor community perspectives that will inform new program developments and actively promoting economic development in the City to name a few.
The five previously identified targeted projects, tracked via Tags in AchieveIt, support the advancement of 61 sub -goals, which represents 24% of the City’s Strategic Plan. Due to the overlapping nature of efforts some subgoals are addressed through multiple project efforts. By continuing to focus on high yield projects, it allows for an efficient focus of limited financial and staffing resources. The table below outlines the number of sub-goals associated with each of the projects previously described (some projects address the same sub-goal):
Project Number of
related
sub-goals
Subgoals
Achieved
Subgoals
On Track
Housing Corridors 10 6 4
Real Time Response Center 3 1 2
Signage & Wayfinding 6 1 5
Social Media Communication Strategy 28 23 5
City Website 30 16 14
The City Manager’s Office recommends a continued emphasis on strategically designed projects that assist in addressing a multitude of Strategic Priorities, Goals and Subgoals. This approach can accelerate achievement of the Strategic Plan’s desired objectives.
Highlight Feature: Incorporation of Budget KPIs
During the City Council’s first public Budget hearing on May 6, 2025, updated Strategic Plan Performance Indicators were included for all departments. These revised Key Performance Indicators (KPIs) are now directly aligned with the City’s adopted Strategic Plan and its associated strategic priorities, where applicable. The updated KPIs enhance the ability to benchmark 3 Strategic Plan Committee
May 14, 2025
departmental performance objectively and are specifically tailored to reflect each department’s goals and sub -goals, ensuring that progress toward strategic objectives is measurable and ongoing. Staff will continue to evaluate the KPIs and make recommendations to City Council, when appropriate, to potentially expand or revise the listing to further improve tracking.
The City will monitor these KPIs quarterly, with updates shared publicly through an online KPI Dashboard to be launched in FY 2025 –26. Staff is currently leveraging the City’s existing AchieveIt software license—resulting in no additional cost and utilizing a platform already familiar to staff. The KPI Dashboard will be designed to mirror the existing Strategic Plan interface and will feature cons istent and transparent performance reporting. For reference, Attachment B (pages 48–50) includes the updated Strategic Plan Performance Indicators by department from the Proposed Biennium Operating Budget and Capital Improvement Plan (Fiscal Years 2025 - 2027)
Conclusion
Under the direction of Mayor and Council, the City continues to make meaningful advancement in the implementation of the City’s Strategic Plan and Staff recommends that the Strategic Plan Committee Accept and File the Strategic Plan update and forward such recommendation to the full City Council.
Attachments:
A) October 1, 2024 – March 31, 2025 Achieved Goal/Sub-Goal Matrix B) Proposed Budget (FY25-27) Strategic Plan Performance Indicators by Department Table C) 2021 Strategic Plan (Document link:
https://www.torranceca.gov/home/showpublisheddocument/65284/637565245707470000)
4 Priority Goal # Op/Strategic Tags Name
Appearance, Character and Quality of the
Community
Achieve and maintain a distinctive appearance
that reflects the character and high standards of
the entire community and its unique
neighborhoods.
1.1.1 Strategic Signage &
Wayfinding
Create attractive signage with an identifiable, distinct, unifying theme as part of an overall branding strategy for the City.
2.2.1 Operational Social Media
/Comm
Broaden access to participation in forums such as advisory panels, commissions, boards, budget workshops, and blue-ribbon panels
2.2.4 Strategic Social Media
/Comm
Develop mechanisms to assess and monitor community perspectives regarding equity and inclusion from a diverse array of residents and develop programs based on this feedback to enhance social equity and ensure equal access to quality of life and opportunity
Strengthen the relationship between the City,
residents, and community-based organizations
with emphasis on measurable outreach to under-
served populations
2.3.1 Strategic Social Media
/Comm
Foster vital homeowner and neighborhood associations, Neighborhood Watch, non-profit and other community organizations
Promote opportunities for civic and
public/private collaboration and partnerships
2.4.6 Operational Social Media
/Comm
Implement alternative ways to effectively increase public engagement when in-person meetings are not possible, as well as to supplement civic engagement when in-person meetings are possible.
3.1.1 Strategic Aggressively pursue Torrance's growth in e-commerce, international trade, technologies, and emerging markets
3.1.2 Operational Social Media
/Comm
Provide opportunities for dialogue on the future economic development of the Torrance area Attract and retain businesses 3.2.4 Operational Seek cooperation among regional entities to build and strengthen the economy
3.3.2 Operational Support continuing, expanding and innovative businesses.
3.3.3 Operational Social Media
/Comm
Actively market the City's economic development program to encourage and recruit new businesses.
3.3.5 Operational Social Media
/Comm
Maximize online resources to aid economic development.
Promote economic health through education
and training
3.5.1 Strategic Explore emerging opportunities in collaboration with Torrance Unified School District, El Camino College, Southern California Regional Occupational Center, Torrance Area Chamber of Commerce, and other entities.
Encourage and embrace the benefits of a diverse
and inclusive community
4.3.2 Strategic Identify and mentor qualified candidates from a representative population for initial hire and promotional opportunities in order to build, maintain and enhance a workforce that reflects the inclusive and diverse character of the city
4.7.1 Strategic Encourage and support an active volunteer community
4.7.2 Strategic Pursue regional coordination for the provision of social services among all public, private, non-profit, religious interests, and other groups.
8.4.2 Operational Provide maintenance programs for assets.
8.4.3 Operational Perform cost-benefit analysis for future physical assets.
Education, Diversity and Enrichment 2 (3)
Promote public service through volunteer
opportunities
Communication and Civic Involvement 3 (4)
Engage citizens in all aspects of civic decision-
making
Enhance regional, national, and international
market development
Provide a supportive environment for
entrepreneurial endeavors
Economic Development 4 (7)
Maintain adequate funding and planning for
ongoing maintenance and replacement of the
City’s physical assets.
Reliable Revenue Base and Effective Asset
Management 1 (2)
5 Priority Goal # Op/Strategic Tags Name
9.1.1 Operational Social Media
/Comm
Ensure potential City governance changes and other items of vital interest to citizens are advertised well in advance to promote the opportunity for maximum citizen involvement, input and participation.
9.1.2 Operational Create a deeper commitment to involving the public voice and participation in potential City governance changes.
Deliver high quality services in a timely and cost
effective manner.
9.2.5 Operational Utilize cost effective ways of doing business with appropriate technology to improve services.
Provide basic civic literacy resources for ease of
process navigation.
9.4.2 Strategic Explore, establish and maintain an education and information database for City staff.
9.5.2 Strategic Emphasize employee health, wellness and safety.
9.5.3 Strategic Encourage employee participation in departmental/inter-departmental collaboration and problem solving.
9.5.4 Strategic Explore flexibility of job assignments via position descriptions and classification (for example, job sharing, cross- training, collaboration)
Promote a safe community environment.
10.1.3 Strategic : Develop mechanisms to regularly engage and assess diverse community perspectives regarding equity and inclusion and respond by developing programs based on this feedback to ensure a safe, secure and equitable community for all.
Protect persons and property from criminal
activity.
10.2.4 Strategic Collaborate with regional entities on issues that impact local crime.
10.3.2 Operational Provide youth diversion programs.
10.3.3 Operational Ensure the physical security of our schools through proven programs such as the Torrance Police Department school resource officer program.
10.3.4 Operational Provide proactive programs to deter bullying, gang and juvenile violence.
10.3.5 Operational Provide a safe environment and broad range of programs, partnerships and activities for youth engagement and inclusion.
Provide up-to-date information and educational
opportunities that encourage safety and crime
prevention.
10.4.7 Strategic Real Time
Response
Center
Seek opportunities to leverage technology to enhance safety.
10.6.2 Strategic Continue to provide education and enforcement regarding existing and emerging economic crime.
10.6.3 Operational Continue to provide education and enforcement regarding existing and emerging economic crime.
Establish Torrance as a leader in environmental
responsibility and sustainability.
11.1.2 Operational Incorporate environmental stewardship goals and policies using best practices in all the City’s plans and implementation programs, including metrics to the extent feasible.
Aggressively plan and act to enable all city
stakeholders to mitigate and adapt to the climate
change and ecological crisis.
11.3.6 Operational Prioritize programs to protect those in the City most vulnerable to the impacts of climate change, including but not limited to, the health-impaired and the economically and environmentally disadvantaged.
11.7.3 Operational Continue to recruit and provide incentives for relocation of environmentally and socially-responsible businesses into the City.
11.7.4 Operational Promote public and private partnerships to achieve and demonstrate greater synergy for sustainable/green businesses and practices.
Create a positive environment for businesses
and industries to adopt sustainable/green
practices.
Stewardship of the Environment 3 (4)
Emphasize city governance accountability and
responsiveness.
Maintain a skilled, knowledgeable, creative, and
well-trained workforce.
Responsive, Accountable and Cost Effective
Government 4 (7)
Promote a safe and secure community for youth.
Provide a safe and supportive environment for
the economic viability of the business
Safe, Secure & Equitable Community 5 (9)
6 48
Strategic Plan Performance Indicators by Department
On an annual basis, the Finance and Governmental Operations Committee and City Council meet to provide direction on the budget initiatives, and this year as part of the Budget Development process, the City developed new key performance indicators (KPI) and received City Council approval on December 17, 2024.
These newly developed KPIs provide improved objective
benchmarks based on the goals of each
Department and at least one KPI per Department is in accordance
with their assigned
Strategic Plan
priorities and goals.
E
ach Department has at least one sub -goal in the Strategic Plan, which in turn links Department strategic goal performance to an ongoing and measurable objective.
The City will monitor the KPIs on a quarterly basis and provide the updates to the public in an online KPI Dashboard, which will be made available in FY25-26.
In the tables below, each department has listed their approved KPIs, their KPI benchmarks, and actuals from January 1,
2025,
to March 31, 2025.
Strategic Plan
Sub-Goals(s) Department Key Performance Indicator (KPI) Target Value (Quarterly)
Value as of
March 31, 2025
N/A City Attorney % of civil litigation cases received and closed within same fiscal year 70% 33% (15 Open/5 Closed)
N/A City Attorney % of work requests received and closed within 90 days 60% 66% (258 Open/170
Closed)
N/A City Attorney Total number of training opportunities provided by the City Attorney's Office 1 1
N/A City Manager Percentage of Strategic Plan Subgoals Off Track <=5% 0%
5.2.1 City Manager Number change of unhoused individuals within the City <=0 * 0
11.7.4 City Manager Viewer Retention Rate
>=70% watch 15
seconds of
content
69.37%
3.2.2 Community
Development
Number of revitalized and redeveloped commercial
properties through the City's Commercial Facade
Improvement Program.
3 0
3.6.2 Community
Development Percentage of Code Compliance
Achieve 85% code
compliance
through the
closing of code
enforcement
cases
81%
3.6.2 Community
Development Customer Satisfaction Rate at Permit Center Achieve 90%
customer
satisfaction rate
and 20%
reduction in wait
times
91% Customer
Satisfaction Rate at
Satisfactory or higher
16% Reduction in Wait
Times
7 49
Strategic Plan
Sub-Goals(s) Department Key Performance Indicator (KPI) Target Value (Quarterly)
Value as of
March 31, 2025
1.1.7 Community Services Number of public art pieces installed 2 6
4.4.3 Community Services Number of library visitors 1,125 3,656
4.5.1 Community Services Average enrollment rates of offered classes 75% 75% N/A Community Services Percentage of natural urban ecosystem and new green spaces and/or open spaces enhanced 1 4
1.1.4 Community Services Number of days to close a Community Services Service Requests 5 days 5 days
9.2.3 Finance Percentage of internal audit recommendations implemented 100% 100%
9.2.6 Finance
Total percentage of cooperative purchase
agreements as a percentage of total purchase
orders
33% 21%
N/A Finance Average number of days to complete requested change orders 3 days 10.4
8.5.1 Finance Number of audit findings from 3rd party
independent audits <=1 3
8.5.2, 8.5.3 Finance Number of public engagement meetings >3 per year 2
8.2.3 Finance Net change of new business added to the City Net positive 560 N/A Finance Average number of days to complete a Budget Transfer 3 days 6.2
10.5.4 Fire Performance of 1st unit on-scene for all Fire incidents at the 90th percentile 6 min 24 secs 9 min 34 secs
10.5.4 Fire Performance of 1st unit on-scene for all EMS incidents at the 90th percentile. 6 min 4 secs 7 min 30 secs
10.1.1 Fire Percentage of initiated (performed) state-mandated inspection annually 100% 100%
N/A Fire Percentage of planned training at TUSD campuses that received fire and life safety training 100% 100%
8.4 General Services Average time elapsed from submittal of facility work orders until project completed. <=3 days 2.5 days
11.1 General Services Number of gallons reduced through purchases of alternative fuel (green) vehicles
Reduce fuel by
5,000 – 7,000
gallons annually.
Fuel increased 15,000
N/A General Services Average time elapsed from Dept. approval of Central Services work orders until project completed. <=3 days Less than 3 days N/A General Services Average time elapsed from submittal of graffiti work orders until abatement completed. <=2 days Less than 24 hrs.
9.5.2 Human Resources Percentage of employees who attend the Benefits Fair
Annual
participation
increase of 10%
35%
9.5 Human Resources Number of days to hire (Safety/Non-Safety) 90 days 182 / 92
9.5 Human Resources Average number of days to complete processing PAFs per pay period 3 days 4
9.5 Human Resources Average number of days to complete NeoGov Req 2 days 1
9.5.2 Human Resources Average number of days to enroll employees in benefits 30 days 22
8 50
*denotes annual target and scoring is year-to-date
Strategic Plan
Sub-Goals(s) Department Key Performance Indicator (KPI) Target Value (Quarterly)
Value as of
March 31, 2025
N/A Information
Technology
Average amount of time to complete service
requests
Achieve a 2-hour
target in
responding to
critical service
requests for a
98.5% service
level
96.70%
N/A Information
Technology Percentage of unplanned maintenance incidents Achieve less than
10% of unplanned
incidents
22%
N/A Information
Technology
Percentage of Cyber Security Incidents investigated
and closed
100% of incidents
investigated and
closed
100%
N/A Information
Technology Percentage of Cyber Security threats prevented 100% of threats prevented 100%
9.4.2 Information
Technology
Percentage of employees who complete
cybersecurity training
100% employees
complete the
training
95%
10.2.1,10.2.2 Police Department Average Police Response Time to Emergency Priority One Calls
Improve response
times by 10%* 4.8%
10.2.1, 10.2.3,
10.2.5 Police Department Increase Hiring of Police and Professional Staff Reduce vacancies by 50%* 6.8%
10.2.1, 10.2.4,
10.4.1 Police Department Felony Charges Filed Increase filings by over 5%* -30.8%
N/A Police Department Number of community engagement
meetings/events/forums 12 17
7.3.1 Public Works City's Pavement Condition Index (PCI) rating Sustain a
minimum PCI
rating of 70
75 11.5.1 Public Works Percent of local water supply sold 7 to 10% annual
increase of local
water sold
through 2029,
with an overall
goal of 70%
Local water supply for 1st
quarter of 2025 is at 38%
Local water supply for 1st
quarter of 2024 was at
31%
11.3.6 Public Works Number of trees planted
Plant 1,750 new
trees each year
through June
2027, for a total of
7,000 new trees
885
7.1.2 Transit Percent of Bus On-time Performance 80% 81.4%
7.1.2 , 7.3.2 , 7.3.4
, 7.3.6 Transit Total Transit Ridership (All Bus, TCTP and future Micro Transit) by annual passenger trips
2,000,000
passenger trips 592,149
N/A Transit Average vehicle revenue miles between mechanical failures 6,000 miles 35,913 miles
N/A Transit Percentage value of fare box recovery 2% 3.7% 9