Agenda Item 5A - Staff Presentation — Strategic Plan Council Committee, November 13, 2025

STRATEGIC PLAN COMMITTEE:

STRATEGIC PLAN IMPLEMENTATION UPDATE
NOVEMBER 13, 2025
4:00 PM

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

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

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

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

ITEMS FOR DISCUSSION:

STRATEGIC PLAN IMPLEMENTATION UPDATE
AGENDA ITEM 5A
November 13, 2025

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 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

PROGRESS UPDATE
4/1/2025 – 9/30/2025
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 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

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: 58 to 72 (76%)
•On-Track: 36 to 23 (24%)
Operational
•Achieved: 110 to 137 (89%)
•On-Track: 44 to 17 (11%)
11 95
154
23 72
17 137
12S 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 41 ACHIEVED SUB-GOALS
•27 Operational 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
•Housing
•Mobility
•Responsive, Accountable & Cost Effective Government
•Stewardship of the Environment
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

ACHIEVED SUB-GOALS
•Of the 41 sub-goals that have been achieved;
•14 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
•Housing
•Infrastructure
•Safe, Secure & Equitable Community

STRATEGIC AND

OPERATIONAL SUB-
GOALS: 6 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
-City Website: 3
-Housing Corridor: 4
-Real Time Response Center: 2
-Social Media Comm. Strategy: 4
-City-District Ad-Hoc: 6
14 95
154
0 5 10 15 20 25 30 35
City-District Ad-Hoc
City Website
Social Media Comm Strategy
Signage & Wayfinding
Real Time Response Center
Housing Corridor
Sub-Goal Count by Tag
10 3
6 28
29 12
ADU Ord./Pre-Approved Plans
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 15  Appearance, Character
& Quality of the
Community/Promote
compatibility of
adjacent land uses

ADU Ord./Pre-Approved Plans
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

Historic Preservation
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  Appearance, Character
& Quality of the
Community/Identify
and bring awareness of
historic sites,
community heritage
and community
resources in all areas
of the City.

Laserfiche
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  Communication & Civic
Involvement/Provide rapid, easy,
read-only access to all non-
confidential city data by the public.

Social Services Commission
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 19  Communication & Civic
Involvement/ID &
Create & Maintain
active dialog with
these diverse groups
& under-served
populations.

CTE
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 20  Communication and
Civic Involvement/
Improve
connections &
collaboration
between the
education
community, the
public & local
government.

#WhyTorrance
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 21  Economic Development/
-provide a Supportive
technology infrastructure
-Support & incentivize
entrepreneurs in
bringing new green
businesses in the City.

Tech Committee
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  Economic Development/
Facilitate and encourage
business partnerships for
inspiration and recognition in
science, technology,
engineering, arts and math.

School 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  Education,
Diversity &
Enrichment/Re-
commit to the
use of city
resources to
increase safety
and security on
school sites.

Summer Reading
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 24  Education, Diversity &
Enrichment/Re-commit to
the use of city resources
to increase safety and
security on school sites.

Adult Enrichment
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 25  Education, Diversity
& Enrichment/
Provide personal
enrichment through
varied adult
education
opportunities.

Social Media Engagement
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  Education, Diversity &
Enrichment/Better
communicate &
publicize all
educational
opportunities &
resources.

CAC Promotion & Programming

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/Optimize the
creative use of the Cultural Arts
Center
27 Cultural Programming
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 28  Education, Diversity &
Enrichment/Facilitate culturally
enriching programs, opportunities &
events.

Organized Youth Sports
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 29  Education, Diversity &
Enrichment/Coordinate
organized youth sport
activities with public,
private, and non-profit
organizations.

Comprehensive Street Outreach
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 30  Housing/Develop &
implement a plan to
define, communicate, and
address the full spectrum
of homelessness, in
collaboration with the
Social Services
Commission, other social
service agencies, and
regional partners.

Project Funding Advocacy
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 31  Stewardship of the
Environment/Seek out
funding sources outside of
the city, including state and
federal funds, public-private
partnerships, institutional
investors, and insurance and
financial institutions to aid
the City in implementing
their sustainability plans.

32 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

C I TY S T R A TE G I C
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
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
 Researched example cities for consistent
themes; assist with benchmarking
 Collaborated with Departments to determine
alignment to our Strategic Plan and data sources
 KPIs to be published in Annual Budget and
Quarterly Budget Review Reports
33 Feature: 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 funding in areas aligned
with Strategic Plan
 Monitor success via objective KPIs
 Creates focus for staff to ensure the
City stays on track
 Initial scope of metrics; to be
appended and revised in time
 Leverage AchieveIt for updates
 Dashboard to be made public in
spring 2026
34 Strategic Plan
Sub-Goals(s) Department Key Performance Indicator (KPI) Frequency Target Value Value as of September 30, 2025 Status
N/A City Attorney Closure rate on civil litigation cases Quarterly >=70% 220% On-Track N/A City Attorney Closure Rate on Work Requests Quarterly >=60% 75% On-Track N/A City Attorney Total number of training opportunities provided by the City Attorney's Office Quarterly >=1 0 Off-Track
N/A City Manager Percentage of Strategic Plan Subgoals Off Track Quarterly <=5% 0% On-Track

5.2.1 City Manager Number change of unhoused individuals within the City Annually <=0 31 Off-Track

11.7.4 City Manager Viewer Retention Rate (greater than 15 seconds) Quarterly >=70% watch
over 15 seconds
of content
70% On-Track

3.2.2 Community
Development
Number of revitalized and redeveloped commercial
properties through the City's Commercial Facade
Improvement Program
Quarterly >=1 0 Off-Track

3.6.2 Community
Development Code Compliance Closure Rate Quarterly >=85% 83% Off-Track

3.6.2 Community
Development Customer Satisfaction Rate at Permit Center Quarterly >=90% 93% On-Track

3.6.2 Community
Development Customer Wait Time at Permit Center (minutes) Quarterly <=20 min 8 min On-Track

1.1.7 Community Services Number of public art pieces installed Quarterly >=2 0 Off-Track

4.4.3 Community Services Number of library visitors; Main Library Quarterly 39,000 39,261 On-Track

4.4.3 Community Services Number of library visitors: Branch Libraries Quarterly 52,500 52,655 On-Track

4.5.1 Community Services Average enrollment rates of offered classes Quarterly >=75% 74% Off-Track

1.1.4 Community Services Average number of days to Close Service Requests Quarterly <=5 days 7 Off-Track N/A Finance Average number of days to process a Budget Transfer Quarterly <=3 days 5.7 Off-Track N/A Finance Average number of days to process a Change Order Quarterly <=3 days 2.3 On-Track

8.5.1 Finance Number of audit findings from 3rd party independent audits Quarterly <=1 3 Off-Track

8.5.2, 8.5.3 Finance Number of public engagement meetings Quarterly >=1 1 On-Track

8.2.3 Finance Number of Business Licenses Annually >=13,500 13,987 On-Track

10.5.4 Fire Performance of 1st unit on-scene for all Fire incidents at the 90th percentile (minutes) Quarterly <= 6 min 24 secs 7min 50 secs Off-Track

10.5.4 Fire Performance of 1st unit on-scene for all EMS incidents at the 90th percentile (minutes) Quarterly <=6 min 4 secs 7 min 45 secs Off-Track

10.1.1 Fire Percentage of initiated (performed) state-mandated inspections Quarterly 100% 90% Off-Track

8.4 General Services Number of days to complete facility work orders Quarterly <=3 days 2.5 On-Track

11.1 General Services Percentage of City Fleet Vehicles that are zero-emission Quarterly 100% 10% Off-Track N/A General Services Number of days to complete central services work orders Quarterly <=3 days 3 On-Track N/A General Services Number of days to complete graffiti work order Quarterly <=2 days 1 On-Track 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 35 Strategic Plan
Sub-Goals(s) Department Key Performance Indicator (KPI) Frequency Target Value Value as of September 30, 2025 Status
N/A City Manager Percentage of Strategic Plan Subgoals Off Track Quarterly <=5% 0% On-Track