Agenda Item 8N — Torrance City Council, December 16, 2025

8N
Date: December 16, 2025
To: Honorable Mayor and Members of the City Council
From: City Council Strategic Plan Committee
Aram Chaparyan, City Manager
By: Danny E. Santana, Assistant City Manager | [email protected] Subject: City Council Strategic Plan Committee and City Manager – Accept and File November 13, 2025, Strategic Plan Meeting Minutes and Implementation Update.

Expenditure: None.

RECOMMENDATION
Recommendation of the City Council Strategic Plan Committee and City Manager that City Council:

1. Accept and file November 13, 2025, City Council Strategic Plan Committee meeting minutes; and

2. Accept and file November 13, 2025, City Council Strategic Plan Implementation Program update.

FUNDING
None required.

DISCUSSION
The City Council’s Strategic Plan Committee met on November 13, 2025, to receive a semi- annual update on the City’s implementation progress of the City Council’s 2021 adopted Strategic Plan. In an effort to aid and track progress on the implementation of this plan the city leverages a software platform, AchieveIt, that 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.

The City Council Strategic Plan Committee received an implementation update for progress made between April 1, 2025, and September 30, 2025. As shown below, during the subject semi-annual evaluation period, 41 Sub-goals were accomplished, including 14 Strategic and 27 1 City Council
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Operational. The number of items in the “Achieved” category increased from 168 to 209 (84% of the 249 Sub-goals) and the number of “On-Track’ items reduced from 80 to 40 with 40 moving to “Achieved” status. Staff continues to ensure the number of ”Off-Track” remains low, ending the period at zero. Finally, work associated with all Sub-goals have commenced during this reporting period.

Of the 95 "Strategic" measures, there has been an increase from 58 (61%) to 72 (76%) that have been "Achieved" and a decrease from 36 (38%) to 23 (24%) 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 110 (71%) to 137 (89%) of those "Achieved and a decrease from 44 (29%) to 17 (11%) that are "On Track" to be completed within the timeline identified. Staff continue to provide monthly updates for strategic sub-goals and quarterly updates for operational sub-goals until each is achieved. A table of achieved subgoals during the evaluation period is attached to the Committee item for further details. The greatest progress was made within the Education, Diversity, and Enrichment priority area, which accounted for 13 Sub-Goals. Additional achievements included 5 Sub-Goals each under Appearance, Character, and Quality of the Community; Communication and Civic Involvement; and Economic Development and Housing.

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 October 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 2 City Council
December 16, 2025

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and the 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. The Committee reviewed how several accomplishments were directly tied to key initiatives, including 4 Sub-Goals completed through the Housing Corridor Project, another 4 through the Social Media Communication Strategy, 3 through the City Website Project, and 2 through the Real-Time Response Center.

In reviewing the Strategic Plan, the AchieveIt Champions identified an additional ‘Tag’ label in the area of coordination with the Torrance Unified School District. Since the launch of the Plan, a total of 10 KPIs aligned with the City and District Ad-Hoc efforts that have been advanced as a of the joint adopted strategic collaboration agreement in the areas of facility usage, promoting safe school environments through school engagement and School Resource Officer full staffing, and Career Technical Education efforts bringing City career series to District high schools. These expanded six identified targeted initiatives, tracked via Tags in AchieveIt, support the advancement of 73 sub-goals, which represents 29% 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 and initiatives, 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 10 0
Real Time Response
Center 3 3 0
Signage & Wayfinding 6 1 5
Social Media
Communication Strategy 28 27 1
City Website 29 24 5
City-District Ad-Hoc
Committee 12 10 2
Project Number of related
sub-goals Subgoals Achieved Subgoals On
Track
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
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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 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.

The Committee received an update on the leveraging of the AchieveIt software to automatically collect data, with the system going live on September 30, 2025, with quarterly reporting period.

Going forward, staff will include these KPIs in the Annual Budget, First Quarter Budget Review Report, and Mid-Year Budget Review Reports. Once two additional reporting periods are reported on (through March 2026), the City will share a publicly available KPI Dashboard on the City’s website. Staff is currently leveraging the City’s existing AchieveIt software licenses—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 2 includes the updated Strategic Plan Performance Indicators by department and the result of the first reporting period. 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.

Strategic Plan Mid-Point Assessment
The Strategic Plan (“Plan”) mid-point assessment involves two components, the Community Profile-Environmental Scan and the Statistically Valid Public Opinion Survey of the residential and business communities.  The Community Development Department has obtained two separate consulting firms, PlaceWorks, Inc. and FM3 Research, to conduct the Community Profile- Environmental Scan and the Statistically Valid Public Opinion Survey, respectively.  Staff is working with the two consultants to evaluate the City’s progress in implementing the Plan’s 249 subgoals.  The Committee received an update on the data being collected via interviews with City staff and surveys with both the business and residential community.  Currently it is anticipated that staff will receive the findings for both reports by mid-December. Staff is planning on presenting the completed report to the Strategic Plan Committee during the next semi-annual update in late spring 2026 with the final results and recommendations of the Plan’s mid-point assessment. A brief overview of each component is discussed below.

Community Profile/Environmental Scan
The Community Profile-Environmental Scan is intended to help identify key indicators and performance measures that collectively will make up the profile.  The indicators will correspond to the strategic priorities, goals and sub-goals of the Plan, which will help provide a comprehensive picture of Torrance and how the City and community have been doing in achieving the vision of the Plan.  To date, PlaceWorks has conducted 14 interviews with City staff. There are still 3 remaining interviews scheduled, which should be completed by the end of next week.  Once completed, a draft report will be submitted to staff for review.

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identified strategic priorities, goals and sub-goals as well as future trends.  Similar to the Community Profile-Environmental Scan, staff anticipate receiving the draft report by mid- December.

Conclusion
Following the implementation update, the Strategic Plan Committee received public comments related to potential collaboration with the City on meeting environmental and climate related goals.

Committee member Gerson shared an interest in inviting members of the Citizen Strategic Plan Development Committee to the next semi-annual update. Committee member Kaji motioned to accept the update and forward to the City Council, which passed by unanimous vote.

Under the direction of Mayor and Council, the City continues to make meaningful advancements in the implementation of the City’s Strategic Plan. The Council Strategic Plan Committee and City Manager recommend that the City Council accept and file the meeting minutes from November 13, 2025, City Council Strategic Plan Committee Meeting, along with the accompanying Strategic Plan Implementation Update.

ATTACHMENTS

1. November 13, 2025 City Council Strategic Plan Committee Meeting Minutes

2. November 13, 2025 City Council Strategic Plan Committee Agenda Item

3. November 13, 2025 City Council Strategic Plan Committee Agenda Presentation 5 1

November 13, 2025

MINUTES OF A MEETING OF THE

CITY COUNCIL STRATEGIC PLAN COMMITTE

1. CALL TO ORDER
The Strategic Plan Committee Meeting convened in a regular meeting on November 13, 2025, at 4:00 pm in the LeRoy Jackson Council Chamber.

ROLL CALL

Present: Chair Sheikh, Committee Member Kaji, & Committee Member Gerson.

Absent: None

Present: Danny Santana, Assistant City Manager. Ian Dailey, Finance Director.

Carlos Huizar, Management Associate.

2. PLEDGE OF ALLEGIANCE
The pledge of allegiance was led by Committee Member Gerson.

3. WELCOME AND INTRODUCTION
Chair Sheikh welcomed those in attendance and requested that committee members introduce themselves to the public.

Staff presenting:

Danny Santana, Assistant City Manager. Ian Dailey, Finance Director.

Carlos Huizar, Management Associate.

4. REPORT OF STAFF ON THE POSTING OF THE AGENDA
The agenda was posted on the Public Notice Board at 3031 Torrance Boulevard and on the City of Torrance webpage on Friday, November 7, 2025.

5. ADMINISTRATIVE MATTERS
5A. City Manager - Accept and File Update on the City Council Strategic Plan Implementation Program. Expenditure: None.

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.

Assistant City Manager Santana provided an update from April through September 2025 of the Achieved Goal/Sub-Goal Matrix. Finance Director Dailey presented relevant key performance indicators that align with said goals. Director Dailey indicated that staff are leveraging software called AchieveIt to automatically collect data, with the system live as 6 ATTACHMENT 1
2 of September 30, 2025, with quarterly reporting period. Director Dailey further said that staff would include these KPIs in the Annual Budget, First Quarter Budget Review Report, and Mid-Year Budget Review Reports.
• A member of the public expressed his wish to work with the city on resiliency matters. He provided his relevant experiences, ranging from vice president of two non-profit originations to being a twenty-five-year employee of Nasa’s Jet Propulsion Lab (JPL) with a focus on resiliency.
• A member of the public expressed concern with the state of various community native gardens, specifically citing the garden located at West High School. He also indicated that these native plants can be extremely helpful for communities that live on the hillside who face concerns regarding landslides during the rainy season.
• A member of the public explained he was both a resident and business owner in Torrance. The member of the public urged committee members to investigate the City’s potential participation with an organization called Clean Power Alliance to continue efforts to align with Strategic Plan goals. He provided details regarding current members, including several neighbooring cities as well as Los Angeles and Ventura County. The member of the public highlighted that each participating city gets to have a member of their city council represented on the JPA board, allowing for more local control.
• Committee member Gerson asked if it would be possible to invite the original committee members to the next Strategic Plan meeting so they may reflect on the Halfway updates.
o Assistant City Manager Santana indicated that staff would reach out to those members for an invitation to the following meeting.

MOTION: Committee Member Kaji made a motion to accept recommendations and present findings to City Council. Seconded by Committee Member Gerson. Vote: Motion carried by a vote of 3-0.

6. ORAL COMMUNICATIONS
Chair Sheikh asked if there were any members of the public that wished to speak under the Public Comment section. No members wished to speak.

7. CLOSING REMARKS
Assistant City Manager Santana summarized the item that had been discussed during the meeting and confirmed that the Strategic Planning Update would be forwarded to the full City Council for consideration at an upcoming meeting along with the meeting minutes.

Committee member Kaji reminded the public that the Community District 1 Meeting would be held later in the day at 5pm. He indicated all are welcome to attend.

8. ADJOURNMENT
At 4:32 pm, Committee Member Gerson made a motion to adjourn the meeting.

Seconded by Committee Member Kaji The motion carried by a vote of 3-0. 7 5A
Date: November 13, 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 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 Committee with an overview of progress made between April 1, 2025 and September 30, 2025.
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ATTACHMENT 2
Strategic Plan Committee
November 13, 2025

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Staff continue to provide monthly updates for strategic sub-goals and quarterly updates for operational sub-goals. As shown below, during the period of April 1, 2025 and September 30, 2025, 41 Sub-goals were accomplished, including 14 Strategic and 27 Operational. The number of items in the ‘Achieved’ category increased from 168 to 209 (84% of the 249 Sub-goals) and the number of ‘On-Track’ items reduced from 80 to 40. Staff continues to ensure the number of ‘Off-Track’ remains low, ending the period at zero. Finally, work associated with all Sub-goals have commenced during this reporting period.

Of the 95 "Strategic" measures, there has been an increase from 58 (61%) to 72 (76%) that have been "Achieved" and a decrease from 36 (38%) to 23 (24%) 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 110 (71%) to 137 (89%) of those "Achieved and a decrease from 44 (29%) to 17 (11%) 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 greatest progress was made within the Education, Diversity, and Enrichment priority area, which accounted for 13 Sub-Goals. Additional achievements included 5 Sub-Goals each under Appearance, Character, and Quality of the Community; Communication and Civic Involvement; and Economic Development and Housing.

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 October 1 st forward. This is the result of staff leveraging the AchieveIt platform, which automatically posts 2 9
Strategic Plan Committee
November 13, 2025

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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.

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. Several accomplishments were directly tied to key initiatives, including 4 Sub-Goals completed through the Housing Corridor Project, another 4 through the Social Media Communication Strategy, 8 through the City Website Project, and 2 through the Real-Time Response Center.

In reviewing the Strategic Plan, the AchieveIt Champions identified an additional ‘Tag’ label in the area of coordination with the Torrance Unified School District. Since the launch of the Plan, a total of 10 KPIs aligned with the City and District Ad-Hoc efforts that have been advanced as a of the joint adopted strategic collaboration agreement in the areas of facility usage, promoting safe school environments through school engagement and School Resource Officer full staffing, and Career Technical Education efforts bringing City career series to District high schools These expanded six identified targeted initiatives, tracked via Tags in AchieveIt, support the advancement of 73 sub-goals, which represents 29% of the City’s Strategic Plan. Due to the overlapping nature of efforts some subgoals are addressed through multiple project efforts.

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.

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Strategic Plan Committee
November 13, 2025

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Staff are leveraging the AchieveIt software to automatically collect data, with the system going live on the September 30, 2025, with quarterly reporting period. Going forward, staff will include these KPIs in the Annual Budget, First Quarter Budget Review Report, and Mid-Year Budget Review Reports. Once two additional reporting periods are reported on (through March 2026), the City will share a publicly available KPI Dashboard on the City’s website. Staff is currently leveraging the City’s existing AchieveIt software licenses—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 2 includes the updated Strategic Plan Performance Indicators by department and the result of the first reporting period. 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.

Strategic Plan Mid-Point Assessment
The Strategic Plan (“Plan”) mid-point assessment involves two components, the Community Profile-Environmental Scan and the Statistically Valid Public Opinion Survey of the residential and business communities. The Community Development Department has obtained two separate consulting firms, PlaceWorks, Inc. and FM3 Research, to conduct the Community Profile- Environmental Scan and the Statistically Valid Public Opinion Survey, respectively. Staff is working with the two consultants to evaluate the City’s progress in implementing the Plan’s 249 subgoals. Data is being collected via interviews with City staff and surveys with both the business and residential community. Currently it is anticipated that staff will receive the findings for both reports by mid-December. Staff is planning on presenting the completed report to the Strategic Plan Committee during the next semi-annual update in late spring 2026 with the final results and recommendations of the Plan’s mid-point assessment. A brief overview of each component is discussed below.

Community Profile/Environmental Scan
The Community Profile-Environmental Scan is intended to help identify key indicators and performance measures that collectively will make up the profile. The indicators will correspond to the strategic priorities, goals and sub-goals of the Plan, which will help provide a comprehensive picture of Torrance and how the City and community have been doing in achieving the vision of the Plan. To date, PlaceWorks has conducted 14 interviews with City staff. There are still 3 remaining interviews scheduled, which should be completed by the end of next week. Once completed, a draft report will be submitted to staff for review.

Statistically Valid Public Opinion Survey
The Statistically Valid Public Opinion Survey objective is to collect impartial, reliable and valid data to assess the requisite goals and sub-goals outlined in the current Plan. The survey data will provide an up-to-date assessment of the City’s success in addressing and/or achieving identified strategic priorities, goals and sub-goals as well as future trends. Similar to the Community Profile-Environmental Scan, staff anticipates receiving the draft report by mid-December.

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.

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Strategic Plan Committee
November 13, 2025

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ATTACHMENTS

1. April 1, 2025 – September 30, 2025 Achieved Goal/Sub-Goal Matrix

2. Strategic Plan-Budget Key Performance Indicators by Department

3. 2021 Strategic Plan (Document link:
https://www.torranceca.gov/home/showpublisheddocument/65284/637565245707470000)

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Priority Goal # Op/Strategic Tags Name
Achieve a community design that exemplifies balanced land usage in a manner that recognizes and optimizes the changing nature of retail, industry, employment, an age diverse population and other factors that impact land uses.

1.2.2 Strategic Housing Corridors Promote compatibility of adjacent land uses.

1.3.1 Operational Social Media
Communication Strategy
Identify and bring awareness of historic sites, community heritage and community resources in all areas of the City.

1.3.2 Operational Social Media
Communication Strategy
Encourage restoration, rehabilitation and maintenance of historical sites.

1.3.4 Operational Social Media
Communication Strategy
Add a strong public education component to the existing historic preservation program for the City.

1.3.5 Operational Preserve the historic character of Downtown Torrance during revitalization efforts.

Utilize a full range of information resources to share local issues with the community

2.1.1 Strategic City Website Provide rapid, easy, read-only access to all non-confidential city data by the public

2.3.2 Operational Identify diverse groups and under-served populations

2.3.3 Operational Create and maintain active dialog with these diverse groups and under-served populations

2.4.1 Operational Continue to encourage participation in leadership programs.

2.4.4 Operational TUSD Ad-Hoc Committee Improve connections and collaboration between the education community, the public and local government.

Attract and retain businesses 3.2.7 Operational Provide a supportive technology infrastructure

3.3.1 Strategic Housing Corridors Allow for and encourage flexible, creative and innovative land uses and development types (for example, mixed-use, live/work and live/work /sell uses, and shared meeting spaces).

3.3.4 Operational Support and incentivize entrepreneurs in bringing new green businesses to the City.

Maintain a residential and commercial/industrial balance that supports the economic needs of the community

3.4.1 Strategic Housing Corridors Develop land use policy that supports a healthy economy without compromising the residential community's needs and quality of life.

Promote economic health through education and training

3.5.3 Operational TUSD Ad-Hoc Committee Facilitate and encourage business partnerships for inspiration and recognition in science, technology, engineering, arts and math.

4.1.2 Operational TUSD Ad-Hoc Committee Review and expand the existing joint-use agreement to achieve optimum use of City/TUSD buildings and facilities, including coordinated scheduling.

4.1.3 Operational TUSD Ad-Hoc Committee Re-commit to the use of city resources to increase safety and security on school sites.

4.1.4 Strategic TUSD Ad-Hoc Committee Expand inter-agency cooperation for sharing library resources.

4.2.1 Strategic TUSD Ad-Hoc Committee Increase collaboration among all schools, community organizations, City and businesses.

4.2.2 Operational Provide personal enrichment through varied adult education opportunities.

4.2.3 Operational Better communicate and publicize all educational opportunities and resources.

Encourage and embrace the benefits of a diverse and inclusive community

4.3.3 Strategic Strive for understanding, respect, cooperation and inclusion among diverse community members and groups.

4.4.1 Operational Social Media
Communication Strategy
Optimize the creative use of the Cultural Arts Center.

4.4.2 Strategic Facilitate culturally enriching programs, opportunities and events.

4.4.4 Operational City Website Use arts and language to foster a greater understanding of diversity and inclusion.

4.5.1 Operational Assess and implement recreational programs to preserve and enhance opportunities.

4.5.2 Operational Coordinate organized youth sport activities with public, private, and non-profit organizations.

Promote public service through volunteer opportunities 4.7.3 Operational Maintain a centralized, web-based database to connect volunteers with volunteer organizations and opportunities for service.

5.2.1 Strategic City Website Develop and 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.

5.2.2 Operational Connect people who are homeless, leaving homelessness, or who are in danger of becoming homeless to needed services to help stabilize their housing situation. The focus of services should be transitioning out of homelessness.

5.2.3 Operational Explore the creation of transitional housing with provision of social services to aid homeless in maintaining stable living conditions.

5.3.1 Operational Actively enforce the City’s short-term vacation rental ordinance to ensure dwelling units are retained for residential use and to protect neighborhoods from potentially adverse impacts of transient lodgers.

5.3.2 Strategic Explore methods of expanding existing neighborhoods to include more local-serving uses for walkability and to promote self-reliance.

Establish Torrance as a premier 21st century City through the dynamic and secure usage of digital technologies.

6.3.1 Strategic Real Time Response
Center
Explore new technologies and digital solutions for City challenges (i.e., artificial intelligence , ”Big Data ”, etc.).

Infrastructure
Preserve and protect the integrity of Torrance’s existing single-family neighborhoods while accommodating future housing need.

Expand the educational opportunities for development of the individual potential of youth, adults and seniors of all abilities Establish the city as a center of culture
Strive to be a leader in the creation of current and relevant recreational opportunities that meet the needs of all citizens
Take a holistic approach to address homelessness in the City, acknowledging and understanding that homelessness is a complex issue with multiple causes and that there is no one-size-fits-all solution.

Appearance, Character
and Quality of the
Community
Communication and
Civic Involvement
Economic Development
Education, Diversity and
Enrichment
Preserve and celebrate the heritage of historic sites throughout the City.

Strengthen the relationship between the City, residents, and community- based organizations with emphasis on measurable outreach to under-served Promote opportunities for civic and public/private collaboration and partnerships
Provide a supportive environment for entrepreneurial endeavors Strengthen the commitment for collaboration between City of Torrance and Torrance Unified School District [TUSD]
Housing
6 ATTACHMENT 1
13 6.4.1 Strategic Pursue opportunities for City-wide access to broadband, cable, fiber optics, and other emerging technologies.

6.4.3 Strategic Real Time Response
Center
Improve public services and quality of life through “Smart City” technologies.

Mobility Balance land use practices for mobility management. 7.2.2 Operational Housing Corridors Encourage opportunities for satellite and shared work centers in a variety of land uses and development types.

Deliver high quality services in a timely and cost effective manner. 9.2.4 Operational Solicit and incorporate feedback, input and ideas from all stakeholders, employees, residents, businesses, and visitors.

Maintain a skilled, knowledgeable, creative, and well-trained workforce.

9.5.5 Operational Maintain quality recruitment and high standards for hiring through use of job-oriented, performance based standards.

Safe, Secure & Equitable
Community
Mitigate public health and safety risks from the use of Hydrofluoric/Modified Hydrofluoric Acid (HF/MHF) in the alkylation process at the Torrance Refinery.

10.7.3 Strategic Ensure that all City of Torrance emergency plans include HF/MHF releases in all credible scenarios (i.e., natural and/or human-made disasters), and coordinate with all stakeholder agencies in planning and training efforts.

Stewardship of the
Environment
Establish Torrance as a leader in environmental responsibility and sustainability.

11.1.4 Operational 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.

Infrastructure Establish an infrastructure road map that encourages an ecosystem for technology development and implementation.

Responsive, Accountable
and Cost Effective
Government
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# Level Name Status Metric Description Current Value Last Comment Plan Department’s Key Performance Indicators (KPIs) On Track 1 Department City Attorney On Track

1.1 KPI Closure rate on civil litigation cases On Track Stay above baseline of 70% 220.00% 5 opened/11 closed.

1.2 KPI Closure Rate on Work Requests On Track Stay above baseline of 60% 75.00% 351 opened/262 closed

1.3 KPI Total number of training opportunities provided by the City Attorney's Office
Off Track Stay above baseline of 1 0.00
2 Department City Manager On Track

2.1 KPI Percentage of Strategic Plan Subgoals Off Track On Track Stay below target of 5% 0.00% As of end of June 2025, there were 0% KPI projects that were off- track.

2.2 KPI Number change of unhoused individuals within the City Off Track Stay below target of 0 20.00% This data includes total unsheltered persons not in a dwelling and those unsheltered persons in an improvised dwelling, but does not include those in an interim housing facility.

2.3 KPI Viewer Retention Rate (greater than 15 seconds) On Track Stay above baseline of 70% 69.91% 3 Department Community Development On Track

3.1 KPI Number of revitalized and redeveloped commercial properties through the City's Commercial Facade
Improvement Program
Off Track Stay above baseline of 1 0.00 A total of 3 applications submitted. Of the 3, 1 has a sign contract with the City and the other 2 are being processed.

3.2 KPI Code Compliance Closure Rate Off Track Stay above baseline of 85% 82.90% Total number of complaints for period was 75, with 34 complaints closed and 41 complaint still open.

3.3 KPI Customer Satisfaction Rate at Permit Center On Track Stay above baseline of 90% 93.00% CDD is slightly above the baseline value.

3.4 KPI Customer Wait Time at Permit Center (minutes) On Track Stay below target of 20 8.00 Average wait time well below target goal of 20 minutes. 4 Department Community Services On Track

4.1 KPI Number of public art pieces installed Off Track Stay above baseline of 2 0.00 Pending City Council's approval of artwork and locations, six ultility boxes will be wrapped by early 2026.

4.2 KPI Number of Library visitors: Main Library On Track Stay above baseline of 39,000 39,261

4.3 KPI Number of Library Visitors: Branch Libraries On Track Stay above baseline of 52,500 52,655 El Retiro, Henderson, North Torrance, Southeast, and Waleria

4.4 KPI Average enrollment rates of offered classes Off Track Stay above baseline of 75% 74.00%

4.5 KPI Average number of days to close Service Requests Off Track Stay below target of 5 7.00 5 Department Finance On Track

5.1 KPI Average number of days to complete a Budget Transfer Off Track Stay below target of 3 5.70

5.2 KPI Average number of days to process Change Order On Track Stay below target of 3 2.30

5.3 KPI Number of audit findings from 3rd party independent audits Off Track Stay below target of 1 3.00

5.4 KPI Number of public engagement meetings On Track Stay above baseline of 1 1.00 Measure SST Citizen Oversight Committee

5.5 KPI Number of Business Licenses On Track Stay above baseline of 13,500 13,987 6 Department Fire On Track

6.1 KPI Performance of 1st unit on-scene for all Fire incidents at the 90th percentile (minutes)
On Track Stay below target of 6.4 7.83 7 min 50 sec at the 90th percentile (Q3 2025)

6.2 KPI Performance of 1st unit on-scene for all EMS incidents at the 90th percentile (minutes)
On Track Stay below target of 6.07 7.75 7 min 45 sec at the 90th percentile (Q3 2025)

6.3 KPI Percentage of initiated (performed) state-mandated inspection
Off Track Stay above baseline of 100% 90.00%
Strategic Plan Key Performance Indicators (KPIs)
8 ATTACHMENT 2
15 6.4 KPI Number of TUSD campuses that received fire and life safety training
On Track Stay above baseline of 30 80.00
7 Department General Services On Track

7.1 KPI Number of days to complete facility work orders On Track Stay below target of 3 2.50 Work orders continue to be completed in less than 3 days.

7.2 KPI Percentage of City Fleet Vehicles that are zero-emission Off Track Stay above baseline of 100% 10.00% As of now, percent of City fleet that are zero emission is at 10%.

Will continue to grow as new vehicles arrive.

7.3 KPI Number of days to complete central services work orders On Track Stay below target of 3 3.00 Most jobs completed in 3 days or less. Some jobs take longer due to complexity.

7.4 KPI Number of days to complete graffiti work order On Track Stay below target of 2 1.00 Graffiti work orders are usually completed within 24 hours. 8 Department Human Resources On Track

8.1 KPI Percentage of benefits eligible employees who attend the Benefits Fair
Off Track Stay above baseline of 40% 36.00% The estimated total for Benefits Fair(s) attendance was around 465. The total amount of benefits eligible employees is 1,303.

Therefore the percentage of benefits eligible employees that attended the Annual Benefits fair is 36%.

8.2 KPI Average number of days to establish eligibility lists (Safety) On Track Stay below target of 90 54.00 The average number of days it takes to establish eligibility lists for safety is 54. Please note this number is based on 3 recruitments.

8.3 KPI Average number of days to establish eligibility lists (Non- Safety)
On Track Stay below target of 90 46.00 The average number of days it takes to establish eligibility lists for non-safety is 46. Please note this number is based on 28 recruitments.

8.4 KPI Average number of days to process Personnel Action Forms Off Track Stay below target of 3 3.08 The average number of days during this period was 3.08. There are several factors that increased the average during this time. The availability of an employee to go through exit interviews, sending the PAF back for corrections, and discharges that can be complex.

8.5 KPI Average number of days to complete NeoGov Requisition On Track Stay below target of 2 1.92 The average number of days to complete NeoGov Requisitions during this quarter was 1.92.

8.6 KPI Average number of days to enroll employees in benefits On Track Stay below target of 30 17.68 The average number of days it takes to enroll employees in benefits during this quarter was 17.68.

8.7 KPI Citywide Vacancy Rate Off Track Stay below target of 10% 11.90% 9 Department Information Technology On Track

9.1 KPI Percentage of service requests completed within two hours Off Track Stay above baseline of 98.5% 98.00%

9.2 KPI Percentage of unplanned maintenance incidents On Track Stay below target of 10% 5.00%

9.3 KPI Cyber Security Incident Closure Rate On Track Stay above baseline of 100% 100.00%

9.4 KPI Percentage of employees who complete cybersecurity training
On Track Stay above baseline of 90% 92.00%
10 Department Police Department On Track

10.1 KPI Average Police Response Time to Emergency Priority One Calls
Off Track Stay below target of 7 8.48 Average for the quarter is 8 minutes 48 seconds

10.2 KPI Number of community engagement meetings/events/forums On Track Stay above baseline of 12 27.00 27 events for Q3 11 Department Public Works On Track

11.1 KPI City's Pavement Condition Index (PCI) rating On Track Stay above baseline of 70 76.00

11.2 KPI Percent of local water supply sold Off Track Stay above baseline of 55% 29.00%

11.3 KPI Number of street trees Off Track Stay above baseline of 44,500 39,095 286 trees planted between 7/1/25 - 9/30/25 12 Department Transit On Track
9 16

12.1 KPI Percent of Bus On-time Performance On Track Stay above baseline of 80% 80.90% Continues to meet or exceed the 80% baseline

12.2 KPI Total Transit Ridership (All Bus, TCTP and future Microtransit) by annual passenger trips
On Track Stay above baseline of 500,000 591,134

12.3 KPI Average vehicle revenue miles between mechanical failures On Track Stay above baseline of 6,000 28,026.33

12.4 KPI Percentage value of fare box recovery Off Track Stay above baseline of 4% 3.77% 10 17
STRATEGIC PLAN COMMITTEE:

STRATEGIC PLAN IMPLEMENTATION UPDATE
NOVEMBER 13, 2025
4:00 PM
18 ATTACHMENT 3

STRATEGIC PLAN

COMMITTEE AGENDA
STRATEGIC PLAN COMMITTEE REVIEW 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
19 ROLL CALL
STRATEGIC PLAN COMMITTEE REVIEW 3
q CHAIR SHEIKH
q MEMBER KAJI
q MEMBER GERSON
20 FLAG SALUTE
STRATEGIC PLAN COMMITTEE REVIEW 4
21 WELCOME &

INTRODUCTIONS
STRATEGIC PLAN COMMITTEE REVIEW 5
q CHAIR SHEIKH
q MEMBER KAJI
q MEMBER GERSON
q PRESENTING STAFF
22 ITEMS FOR DISCUSSION:

STRATEGIC PLAN IMPLEMENTATION UPDATE
AGENDA ITEM 5A
November 13, 2025
23 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

STRATEGIC PLAN COMMITTEE REVIEW
7 24

PUBLIC FACING

DASHBOARD
Link: AchieveIt | City of
Torrance (torranceca.gov)
8STRATEGIC PLAN COUNCIL COMMITTEE
25 PROGRESS UPDATE
4/1/2025 – 9/30/2025
STRATEGIC PLAN COMMITTEE REVIEW 9
26 PROGRESS UPDATE: BY STATUS
STRATEGIC PLAN COMMITTEE REVIEW 10
27 PROGRESS UPDATE:
4/1/25 STATUS

STRATEGIC PLAN COMMITTEE REVIEW
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
28 12STRATEGIC PLAN COMMITTEE REVIEW
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
29 13STRATEGIC PLAN COMMITTEE REVIEW

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
30 STRATEGIC AND

OPERATIONAL SUB-
GOALS: 6 TAGS

STRATEGIC PLAN COMMITTEE REVIEW
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 10 20 30 40
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
31 ADU Ord./Pre-Approved Plans
STRATEGIC PLAN COMMITTEE REVIEW 15
 Appearance, Character
& Quality of the
Community/Promote
compatibility of
adjacent land uses
32 ADU Ord./Pre-Approved Plans
STRATEGIC PLAN COMMITTEE REVIEW 16
33 Historic Preservation
STRATEGIC PLAN COMMITTEE REVIEW 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.
34 Laserfiche
STRATEGIC PLAN COMMITTEE REVIEW 18
 Communication & Civic
Involvement/Provide rapid, easy,
read-only access to all non-
confidential city data by the public.
35 Social Services Commission
STRATEGIC PLAN COMMITTEE REVIEW 19
 Communication & Civic
Involvement/ID &
Create & Maintain
active dialog with
these diverse groups
& under-served
populations.
36 CTE
STRATEGIC PLAN COMMITTEE REVIEW 20
 Communication and
Civic Involvement/
Improve
connections &
collaboration
between the
education
community, the
public & local
government.
37 #WhyTorrance
STRATEGIC PLAN COMMITTEE REVIEW 21
 Economic Development/
-provide a Supportive
technology infrastructure
-Support & incentivize
entrepreneurs in
bringing new green
businesses in the City.
38 Tech Committee
STRATEGIC PLAN COMMITTEE REVIEW 22
 Economic Development/
Facilitate and encourage
business partnerships for
inspiration and recognition in
science, technology,
engineering, arts and math.
39 School Safety
STRATEGIC PLAN COMMITTEE REVIEW 23
 Education,
Diversity &
Enrichment/Re-
commit to the
use of city
resources to
increase safety
and security on
school sites.
40 Summer Reading
STRATEGIC PLAN COMMITTEE REVIEW 24
 Education, Diversity &
Enrichment/Expand inter-
agency cooperation for
sharing library resources.
41 Adult Enrichment
STRATEGIC PLAN COMMITTEE REVIEW 25
 Education, Diversity
& Enrichment/
Provide personal
enrichment through
varied adult
education
opportunities.
42 Social Media Engagement
STRATEGIC PLAN COMMITTEE REVIEW 26
 Education, Diversity &
Enrichment/Better
communicate &
publicize all
educational
opportunities &
resources.
43 CAC Promotion & Programming

STRATEGIC PLAN COMMITTEE REVIEW
 Education, Diversity &
Enrichment/Optimize the
creative use of the Cultural Arts
Center
27 44
Cultural Programming
STRATEGIC PLAN COMMITTEE REVIEW 28
 Education, Diversity &
Enrichment/Facilitate culturally
enriching programs, opportunities &
events.
45 Organized Youth Sports
STRATEGIC PLAN COMMITTEE REVIEW 29
 Education, Diversity &
Enrichment/Coordinate
organized youth sport
activities with public,
private, and non-profit
organizations.
46 Comprehensive Street Outreach
STRATEGIC PLAN COMMITTEE REVIEW 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.
47 Project Funding Advocacy
STRATEGIC PLAN COMMITTEE REVIEW 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.
48 32

CHAMPIONS

STRATEGIC PLAN COMMITTEE REVIEW

CITY STRATEGIC
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
49 Feature: Strategic Plan Department
Performance Indicators

STRATEGIC PLAN COMMITTEE REVIEW
 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 50
Feature: Dept. Performance
Indicators

STRATEGIC PLAN COMMITTEE REVIEW
 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 51
Feature: Strategic Plan Department
Performance Indicators
STRATEGIC PLAN COMMITTEE REVIEW 35
52 MID-POINT REVIEW
Update

STRATEGIC PLAN COMMITTEE REVIEW
CDD Update:
● PlaceWorks/Conducting an
Environmental Scan and
Community Profile
● FM3 Research/Statistically
Valid Public Opinion Survey
● Draft Reports projected by
end of 2025
● Projected ‘Featured Project’
next Semi-Annual Update
36 53

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.

STRATEGIC PLAN COMMITTEE REVIEW 37
54 QUESTIONS?
STRATEGIC PLAN COMMITTEE REVIEW 38
55 PUBLIC COMMENT
STRATEGIC PLAN COMMITTEE REVIEW 39
56 CLOSING REMARKS
STRATEGIC PLAN COMMITTEE REVIEW 40
57 ADJOURNMENT
STRATEGIC PLAN COMMITTEE REVIEW 41
58

Torrance City CouncilDecember 16, 2025

Torrance City Council
December 16, 2025