8J
Date: June 3, 2025
To: Honorable Mayor and Members of the City Council
From: City Council Strategic Plan Committee
By: Danny E. Santana, Assistant City Manager | [email protected] Subject: City Council Strategic Plan Committee – Accept and File May 14, 2025 Strategic Plan Meeting Minutes and Implementation Update. Expenditure: None.
RECOMMENDATION
Recommendation of the City Council Strategic Plan Committee that the City Council:
1. Accept and File May 14, 2025 City Council Strategic Plan Committee meeting minutes; and
2. Accept and File May 14, 2025 City Council Strategic Plan Implementation Program update.
FUNDING
None required.
DISCUSSION
The City’s Strategic Plan was approved by the City Council on May 18, 2021, setting a 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 identified 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 Council with an overview of progress made between October 1, 2024, and March 31, 2025.
1 City Council
June 3, 2025
Staff continues 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 131 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 Sub-Goals achieved 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 greater public can get progress updates continuously as staff leverages this technology to be more transparent and timely in its updates.
2 City Council
June 3, 2025
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 Time 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 Time 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.
3 City Council
June 3, 2025
Highlight Feature: Incorporation of Budget KPI’s
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 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 consistent 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 leadership of the Mayor and City Council, the City continues to make significant progress in advancing the goals outlined in the Strategic Plan. Staff recommends that the City Council accept and file the meeting minutes from the May 14, 2025, Strategic Plan Committee Meeting, along with the accompanying Strategic Plan Implementation Update.
ATTACHMENTS
1. May 14th, 2025 City Council Strategic Plan Committee Meeting Minutes
2. May 14th, 2025 City Council Strategic Plan Committee Agenda Item
3. May 14th, 2025 City Council Strategic Plan Committee Agenda Presentation 4 May 14, 2025
MINUTES OF A MEETING OF THE
CITY COUNCIL STRATEGIC PLAN COMMITTEE
1. CALL TO ORDER
The Strategic Plan Committee convened in a regular meeting on May 14, 2025, at 4:30 p.m. in the LeRoy J. Jackson Council Chamber.
ROLL CALL
Present: Chair Sheikh, Committee Members Kaji and Gerson
Present: Assistant City Manager Danny Santana, Management Associate Carlos Huizar, Finance Director Ian Dailey, and Management Aide Ian McCarthy
2. PLEDGE OF ALLEGIANCE
The pledge of allegiance was led by Committee Member Kaji.
3. WELCOME AND INTRODUCTION
Chair Sheikh welcomed those in attendance and requested that committee members introduce themselves to the public.
Staff presenting:
Assistant City Manager Danny Santana and Finance Director Ian Dailey.
4. REPORT OF STAFF ON THE POSTING OF THE AGENDA
Assistant City Manager Danny Santana reported that the agenda was posted on the Public Notice Board at 3031 Torrance Boulevard and on the City’s website on Friday, May 9, 2025.
5 ATTACHMENT 1
5. ADMINISTRATIVE MATTERS
5A. City Manager – Accept and File Update on the City Council Strategic Plan Implementation Program. Expenditure: None
Assistant City Manager Danny Santana presented an update on the City Council Strategic Plan Implementation Program. He provided a summary of the six-month progress review and outlined next steps, recommending that the Committee accept and file the report, and forward the recommendation to the full City Council.
Finance Director Ian Dailey presented the finance-related portions of the update, focusing on the alignment between the Strategic Plan goals and the proposed City budget. Dailey emphasized the importance of maintaining fiscal responsibility to support the achievement of Key Performance Indicators (KPIs).
Assistant City Manager Santana resumed the presentation following Dailey’s update, providing a mid-point review of citywide implementation efforts.
Committee Discussion:
Chair Sheikh complimented the level of detail in the presentation and inquired if any members of the public wished to comment. No public comments were received.
Committee Member Kaji thanked Danny Santana and staff for the presentation, noting his perspective from the Finance and Governmental Operations Committee. He stressed the importance of city finances being in strong standing to achieve KPI targets and encouraged coordination between the Strategic Plan Committee and Finance Committee. Committee Member Gerson expressed gratitude to staff and reflected on his involvement in the development of the original Strategic Plan, expressing appreciation for the progress made.
Chair Sheikh referenced Page 18 of the Economic Development section and inquired about the use of Artificial Intelligence (AI) in city operations, specifically in the transition from cable to digital media platforms. o Danny Santana responded, explaining that AI tools, such as Placer AI, have been utilized to enhance the City’s business attraction efforts. He also noted that AI had been used in limited ways during the City website overhaul to improve user experience, acknowledging that many cities struggle with public perception of their websites.
Chair Sheikh highlighted the growing importance of AI in municipal operations and expressed support for its continued thoughtful integration.
MOTION: Committee Member Gerson moved to accept and file the Strategic Plan Implementation Program update and to forward the recommendation to the City Council.
Chair Sheikh seconded.
Vote: 3-0, Motion Passed Unanimously
6 6. PUBLIC COMMENT
Chair Sheikh opened the floor for public comment and asked if there were any members of the public that wished to speak under the Public Comment section. No members of the public wished to speak.
7. CLOSING REMARKS
Assistant City Manager Danny Santana summarized that the Committee had accepted and filed the update and would be forwarding the recommendation to the full City Council in June. He thanked City staff for their continued efforts in advancing the City’s strategic goals.
Chair Sheikh thanked the Committee and staff for their participation.
8. ADJOURNMENT
Committee Member Gerson moved to adjourn the meeting.
Chair Sheikh seconded.
Vote: Motion carried 3-0.
The meeting was adjourned at 5:20 p.m.
7 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.
8 ATTACHMENT 2
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 9 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 10 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)
11 STRATEGIC PLAN COMMITTEE:
STRATEGIC PLAN IMPLEMENTATION UPDATE
MAY 14, 2025
4:30 PM
12 ATTACHMENT 3
STRATEGIC PLAN
COMMITTEE AGENDA
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 2 I. Call Meeting to Order
II. Roll Call
III. Flag Salute
IV. Welcome &
Introductions
V. Items For Discussion
VI. Public Comment
VII. Closing Remarks
VIII. Adjournment
13 ROLL CALL
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 3 ❑ CHAIR SHEIKH
❑ MEMBER KAJI
❑ MEMBER GERSON
14 FLAG SALUTE
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 4 15 WELCOME &
INTRODUCTIONS
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 5 ❑ CHAIR SHEIKH
❑ MEMBER KAJI
❑ MEMBER GERSON
❑ PRESENTING STAFF
16 ITEMS FOR DISCUSSION:
STRATEGIC PLAN IMPLEMENTATION UPDATE
AGENDA ITEM 5A
MAY 14, 2025
17 STRATEGIC PLAN BACKGROUND
• Strategic Plan requires a Strategic
Implementation approach
• In 2023 City Council & Strategic
Plan Committee approved:
• Sub-Goal update frequency of
Strategic (monthly) &
Operational (quarterly)
• Semi-Annual Committee Review
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 7 18
PUBLIC FACING
DASHBOARD
Link: AchieveIt | City of
Torrance (torranceca.gov)
8S T R A T E G I C P L A N C O U N C I L C O M M I T T E E 19 PROGRESS UPDATE
10/1/2024 – 3/30/2025
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 9 20 PROGRESS UPDATE: BY STATUS
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 10 21 PROGRESS UPDATE: BY STATUS
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 11 22 PROGRESS UPDATE:
4/1/25 STATUS
S T R A T E G I C P L A N C O M M I T T E E R E V I E W Strategic
• Achieved: 42 to 58 (61%)
• On-Track: 51 to 36 (38%)
Operational
• Achieved: 89 to 110 (71%)
• On-Track: 65 to 44 (29%)
12 95
154
36 58
44 110
23 13S T R A T E G I C P L A N C O M M I T T E E R E V I E W 37 ACHIEVED SUB-GOALS
• 21 Operational sub-goals have been achieved in the
following priority areas:
• Communication & Civic Involvement
• Economic Development
• Responsive, Accountable and Cost-Effective
Government
• Reliable Revenue Base and Effective Asset Management
• Responsive, Accountable & Cost Effective Government
• Safe, Secure & Equitable Community
• Stewardship of the Environment
24 14S T R A T E G I C P L A N C O M M I T T E E R E V I E W
ACHIEVED SUB-GOALS
• Of the 37 sub-goals that have been achieved;
• 16 Strategic sub-goals have been achieved in the following priority areas:
• Appearance, Character and Quality of the Community
• Communication & Civic Involvement
• Economic Development
• Education, Diversity and Enrichment
• Safe, Secure & Equitable Community
• Stewardship of the Environment
25 STRATEGIC AND
OPERATIONAL SUB-
GOALS: 5 TAGS
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 10 Achieved Sub-Goals
-Real Time Response Center: 1
-Signage & Wayfinding: 1
-Social Media Comm. Strategy:
• 8 sub-goals
15 95
154
26 Downtown Gateway Signs
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 16 • Appearance, Character
& Quality of the
Community/Attractive,
identifiable, distinct ,
unifying signage as
part of overall City
branding strategy
27 ECONOMIC DEVELOPMENT
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 17 • Provide opportunities for dialogue on the
future economic development of Torrance area
• Seek cooperation among regional entities to
build and strengthen the economy
28 ECONOMIC DEVELOPMENT
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 18 • Aggressively pursue Torrance's growth in e-
commerce, international trade, technologies,
and emerging markets
• Actively market the City's economic
development program to encourage and
recruit new businesses.
29 Management
Aide Program
(MAP)
S T R A T E G I C P L A N C O M M I T T E E R E V I E W • Education, Diversity &
Enrichment/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
19 30
Communication & Civic
Involvement/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
20S T R A T E G I C P L A N C O U N C I L C O M M I T T E E 81%
Frequently/occasionally
use Y ouTube
50%
Great Deal/Just Some rely
on T orranceAlerts
55%
Often utilize the City’s
website less than once a
month
71%
Over the last 12 months,
have not watched original
CitiCABLE programming
TORRANCEALERTS
It is the preferred method of receiving
information from the City.
COMMUNITY ENGAGEMENT
SURVEY
31 Social Media
Communications Strategy
21S T R A T E G I C P L A N C O U N C I L C O M M I T T E E 32 Communication & Civic Involvement/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.
S T R A T E G I C P L A N C O M M I T T E E R E V I E W • ???
22 ZENCITY
33 Reliable Revenue Base & Effective Asset Management /Emphasize Employee Health, Wellness & Safety
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 23 34 Economic Development/
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.
24S T R A T E G I C P L A N C O U N C I L C O M M I T T E E
CAREER TECHNICAL EDUCATION
35 S T R A T E G I C P L A N C O M M I T T E E R E V I E W • As of May 2025,we have completed three
speaking events
25 Career Technical Education Partnership Program
36 Education, Diversity & Enrichment/Pursue regional coordination for the provision of social services among all public, private, non -profit, religious interests, & other groups S T R A T E G I C P L A N C O M M I T T E E R E V I E W 26 • On March 19th, the 88 Cities Summit
convened in the Cultural Arts Center
37 Safe, Secure & Equitable Community/Develop regular/diverse engagement to ensure safety for all
27S T R A T E G I C P L A N C O U N C I L C O M M I T T E E 38 Safe, Secure & Equitable Community/Ensure physical security of our schools with proven programs such as SROs
28S T R A T E G I C P L A N C O U N C I L C O M M I T T E E 39 Safe, Secure & Equitable Community/Seek opportunities to leverage technology to enhance safety
29S T R A T E G I C P L A N C O M M I T T E E R E V I E W
REAL TIME RESPONSE CENTER
40 Safe, Secure & Equitable Community/Regional Collaboration w/ entities on issues that impact local crime & Continue to provide education & enforcement regarding existing & emerging economic crime
30S T R A T E G I C P L A N C O U N C I L C O M M I T T E E 41 31
CHAMPIONS
S T R A T E G I C P L A N C O M M I T T E E R E V I E W
CI TY ST RAT EG IC
Jillian Wade
IT
Gabriella Imai
City Manager’s Office
Caleb Cho
Public Works
Michelle Masak
Fire
Lauren Allen
City Manager’s Office
Andrei Yermakov
IT
Michelle Ramirez
Community Development
Ian Dailey
Finance
42 Feature: Strategic Plan Department
Performance Indicators
S T R A T E G I C P L A N C O M M I T T E E R E V I E W • GFOA Best Practice to link Strategic Plans with
Budget Planning
• Fund priorities efforts and areas, aligned
with Strategic Plan, objectively measure success
• Researched example cities for consistent
themes; assist with benchmarking
• Collaborated with Departments to determine
alignment to our Strategic Plan and data sources
32 43
Dept. Performance
Indicators
S T R A T E G I C P L A N C O M M I T T E E R E V I E W • Prioritize metrics that
demonstrate achievement in efforts
that move/maintain progress of the
Strategic Plan efforts
• Creates focus for staff to measure
success
• Initial version; to be appended and
edited in time
• Leverage AchieveIt for updates
33 44
MID-POINT REVIEW
Update
S T R A T E G I C P L A N C O M M I T T E E R E V I E W CDD Update:
● PlaceWorks/Conducting an
Environmental Scan and
Community Profile
● FM3 Research/Statistically
Valid Public Opinion
Survey
34 45
RECOMMENDATION
• Staff recommends that the Committee Accept and File the Update on the Council’s Strategic Plan Implementation
Program; and
• Recommend to City Council to Accept and File the Strategic Plan Implementation Program update.
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 35 46 QUESTIONS?
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 36 47 PUBLIC COMMENT
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 37 48 CLOSING REMARKS
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 38 49 ADJOURNMENT
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 39 50