4A
Date: May 14, 2026
To: Chair and Members of the City Council Strategic Plan Committee From: Aram Chaparyan, City Manager
Michelle Ramirez, Community Development Director
By: Danny E. Santana, Assistant City Manager | [email protected] Oscar Martinez, Planning 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: Strategic Plan Dashboard - City of Torrance. 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. 1 Strategic Plan Committee
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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.
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, 2025 and March 30, 2026, 5 Sub-goals were accomplished, including 2 Strategic and 3 Operational. The Strategic achievements where in the areas of included an achievement in “Reliable Revenue Base and Effective Asset Management” for maintaining a diversified revenue and economic base and “Responsive, Accountable and Cost Effective Government” for defining department mission statements. The Operational items also included areas in “Responsive, Accountable and Cost Effective Government” by achieving a disposition of providing reliable and user friendly online and in-person access, establishing and maintaining information on City processes and in “Education, Diversity and Enrichment” through the recognition and promotion of community events and holidays that celebrate cultural, ethnic and individual diversity. Additional details for each of these achieved KPIs will be provided as a part of the presentation.
Overall, the number of items in the ‘Achieved’ category increased from 209 to 214 (86% of the 249 Sub-goals) and with these achievements the remaining sub-goals reduced from 40 to 35.
Of the 95 "Strategic" sub-goals, 21 remain On Track and of the 154 “Operational” 14 remain On Track. Staff continues to ensure the number of ‘Off-Track’ remains low, ending the period at zero. 2 Strategic Plan Committee
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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.
Strategic Plan Mid-Point Assessment
The Strategic Plan(“Plan”) mid-point assessment comprised of the Statistically Valid Public Opinion Survey of the residential and business communities and Community Profile- Environmental Scan has recently been completed. The purpose of the mid-point assessment is to determine the progress of the City’s effort in achieving the Plan’s goals and subgoals as well as to help determine if the current goals and subgoals are still relevant and if a major update is warranted. The Public Opinion survey portion of the assessment is to obtain feedback from the residential and business communities to make the City aware if available City services and programs have made any positive impacts. Comprehensive reports of mid-cycle evaluation have been prepared for both portions. A brief overview of each component is discussed below.
Statistically Valid Public Opinion Survey
The purpose of the surveys is to reach both the residential and commercial communities to obtain direct & unbiased feedback and input concerning a) Perceptions of Life in Torrance, b) Perceptions of Torrance City Government, c) Torrance as a Place to do Business & Satisfaction with City Services and d) The City Economic Development Office.
Torrance residents (9 out of 10) view the city positively as a place to live for its safety, weather, location/convenience, amenities, community and diverse population. On average, they are satisfied with 16 of 17 categories assessed and those who had interactions with the City government rate their experience positively. Homelessness is the one remaining category where residents were not satisfied on average and saw the most significant increase (+17% from 2019) as the biggest issue of community concern. Other noted areas of concern were the competing concerns of overdevelopment (+15%) and housing costs (+5%), speeding/traffic (+13%) and general crime concerns (+4). Five in 10 residents give an overall impression of the City government a positive review. Although this is -10% from 2019, when specific City services were considered 16 areas far exceeded the median score of 4.0 (on a scale of 1 “not at all satisfied” to 7 “very satisfied”). The highest ratings were for Fire/Paramedic Services (6.2 average score), followed by library services (5.8) and neighborhood police protection (5.3). The only area below the median was Homelessness (3.8). It is also noted that more residents are interacting directly with the City in the last two years (+4 from 2019), that interaction with the City government remained overwhelmingly positive at 79% (-2% from 2019) and satisfied with City’s government communication efforts at 73% (-1%).
Feedback received from the business community indicates that the Torrance’s business environment continues to be well regarded with 85% of respondents viewing Torrance as an excellent or good place to do business. In their own words, the respondents indicate that the great location (26%), business-friendly local government and permitting (25%), customer base (23%) and safe/clean environment (18%) give a positive impression as a place to do business.
With respect to Government Services to Business, respondents were overall somewhat 3 Strategic Plan Committee
May 14, 2026
satisfied with the number of services provided by the City to maintain a healthy business climate with all 8 service areas exceeding a 6.0 mean score (1 meaning “not satisfied at all” to 10 “extremely satisfied”). Public safety services remain the top rated services tested with efficient emergency and disaster response services receiving a mean rating of 8.3 (-0.1 from 2019), high-quality crime prevention and law enforcement 7.8 (-0.5), good public transportation
7.4 (flat) and easy access to City policies, processes and permits online at 7.1 (-0.4). Attracting new businesses to the City rated 6.6 (-0.2), business retention 6.4 (-0.3), and local fees/taxes
6.2 (-0.3). While only 40% (-4% from 2019) of the respondents have had contact with the City’s Economic Development Office, 79% (+23%) of those that did have a positive impression of the Office. In the foreseeable future, 90% (-2% from 2019) of respondents expect their business to remain in the City of Torrance reflecting positive assessments of the Torrance business environment but noting 51% (-11%) of respondents had a business growth outlook.
New questions were also incorporated into the most recent survey, which resulted in additional data insights of 48% that Torrance and nearby areas provide skilled/educated labor force, 23% felt that there is not enough housing in the City for that labor force and 29% of businesses indicated that they rely on international supplies and/or international clients. The survey also assessed how businesses are utilizing four City communications methods with TorranceAlerts being the most common tool at 43%, See What Torrance is Doing at 20%, MyTorranceCA App at 15% and #WhyTorrance at 9%. Although no one area of improvement emerges as the single most important thing the City can do to improve City services to businesses, the most common mentions correlate to improving City to business communication and promotions (16%), lower taxes and fees (12%), enhanced public safety (10%), addressing homelessness (8%) and making the permit and licensing process easier (8%).
Community Profile/Environmental Scan
The Community Profile is a mid-cycle evaluation of the 2021 Strategic Plan that focuses on the progress and achievements staff have made toward accomplishing the 11 Strategic Priorities and corresponding 57 goals and 249 sub-goals. During this process, staff have met with every Department Director and their Plan Sub-goal Leads, to obtain input on the programs and services they have implemented or are implementing and the progress they have been making. This effort also evaluates current trends such as demographics, migration, housing, economics and fundings to identify external issues that could potentially impact the City’s effort in achieving those goals and subgoals.
The evaluation has found actions, projects and/or programs implemented by the City demonstrate progress toward each Strategic Priority and corresponding Goals. According to the report, only two 249 subgoals are either now viewed as obsolete (4.1.5) or has not shown clear progress (6.4.4).
•Subgoal 4.1.5: Continue to expand after-school recreational activities at school sites. oThe review noted this sub-goal as obsolete due to State funding for schools districts to provide after-school recreational activities and City youth after-school programs no longer being needed.
•Subgoal 6.4.4: Look for opportunities to certify and recognize City technological/digital accomplishment/programs through nationally recognized programs, such as Bloomberg City Standards or Smart Cities Initiative.
oThe review noted the City’s investment in time and resources in developing and using a range of digital technological solutions but had not yet submitted for an award at the time of the staff interviews.
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The report discusses the issues and recommends technological measures implemented by the City make the City a strong candidate for the intended recognition. The evaluation identifies several major projects and programs, that were designed to help improve progress toward accomplishing the goals and subgoals of the Plan, that have been implemented.
The environmental scan portion of the report evaluates the available data including birth rates, Migration & Population Growth, Housing Costs, Retail Sale Environment and State & Federal Budgets and their implications on the Plan. The report acknowledges that while external issues could potentially impact the Plan, none has yet elevated to the level that would warrant consideration of changes or additions to the current Plan. Following the extensive assessment and measurement of overall plan implementation, the report finds that the projects, programs and actions the City has undertaken or is undertaking indicate progress toward achieving the goals and subgoals which align with the Plan’s Strategic priorities. The findings indicate that the plan remains viable and does not require a full update at this time.
The Consultant Team will be presenting an overview of the findings and recommendations to the Strategic Plan Committee.
Conclusion
Under the direction of Mayor and Council, the City continues to advance the implementation of the City’s Strategic Plan. Although some baseline conditions have changed, the overall assessment of the Citizen’s Strategic Priorities, Goals and Sub-goals remains relevant. As such, Staff recommends that the Strategic Plan Committee Accept and File the Strategic Plan update, Affirm continuing with the existing Plan and associated Priorities and forward such recommendation to the full City Council.
ATTACHMENTS
1. October 1, 2025 – March 30, 2026 Achieved Sub-Goal Matrix
2. FM3 2025 Resident Survey Report of Findings (2025)
3. FM3 2025 Business Survey Report of Findings (2025)
4. PlaceWorks Mid-Cycle Review (2026)
5 Strategic Plan 10/01/2025 -03/30/2026 Sub-Goal Achievements # Priority Goal Type Description
Month
Achieved
Last
Updater Last Comment
4.3.4 Education, Diversity and
Enrichment
Encourage and
embrace the benefits of
a diverse and inclusive
community.
Operational Continue to recognize and
promote community events and
holidays that celebrate cultural,
ethnic and individual diversity. 11/1/2025 Lauren
Allen
Leveraging our communications efforts promoting community events, examples include: https://youtu.be/b45koaF3R7o
https://youtu.be/bS9csONyEW8 https://youtu.be/m875Y0F_Ds0 https://youtu.be/S7HXUERGVDg https://www.youtu.be/OPqNQKBboDA https://www.youtube.com/watch?v=IDK6mRFQIbc
https://www.youtube.com/watch?v=HC_iDt2ZTwE
8.2.4 Reliable Revenue Base
and Effective Asset
Management
Expand the City's
revenue base.
Strategic Maintain a diversified revenue and
economic base. 3/1/2026 Ian Dailey
On February 24, 2026 City Council took the final actions to establish the citywide CFD and annex its first property into it. This fully establishes the CFD structure and now any project that qualifies will be annexed in the future. As a result, this is now
9.3.2 Responsive,
Accountable and Cost
Effective Government
Provide outstanding
communication with
the community.
Operational Provide reliable and user friendly
online and in-person access. 1/1/2026 Lauren
Allen Website Refresh is ongoing. Staff are creating and uploading new content to the CMS. Estimated launch date is Feb/March.
9.4.1 Responsive,
Accountable and Cost
Effective Government
Provide basic civic
literacy resources for
ease of process
navigation.
Operational Explore, establish and maintain an
education and information
database for community
stakeholders, for example,
Frequently Asked Questions (FAQ),
11/1/2025 Lauren
Allen
ICOs and the Website Refresh Group have completed content training with the website vendor. New content has been submitted for review, and ICOs will begin training staff on managing the new website.
9.6.1 Responsive,
Accountable and Cost
Effective Government
Continue organizational
development for each
department and
division.
Strategic Define a mission statement with
clear goals. 1/1/2026 Danny
Santana
Departments reassessed their Mission Statements and all revisions that were made have been updated on Website content and in Budget Documents
6 City of Torrance 2025 Residents Survey
Report of Findings
August 2025
320 -1195
Image result for city of torrance logo
7 Page i
CONTENTS
1 INTRODUCTION AND METHODOLOGY ...............................................................................................................1 2 SUMMARY OF FINDINGS .....................................................................................................................................3 3 DETAILED RESULTS ..............................................................................................................................................7 Part 1: Perceptions of Life in Torrance ..................................................................................................................7
1.1 Torrance as a Place to Live ...........................................................................................................................7
1.2 Best Attributes of Living In Torrance ............................................................................................................9
1.3 Issue Concerns ..............................................................................................................................................9
1.4 Future Outlook for Torrance ..................................................................................................................... 17 Part 2: Perceptions of Torrance City Government ............................................................................................. 21
2.1 Overall Impression of City Government Performance .............................................................................. 21
2.2 Satisfaction with City Services ................................................................................................................... 23
2.4 Communication from City Government .................................................................................................... 30 Part 3: Most Serious Issue for the City to do Something About.......................................................................... 31 APPENDIX A: TOPLINE RESULTS ...................................................................................................................................... 31
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1 INTRODUCTION AND METHODOLOGY
From August 17 through 26, 2025, Fairbank, Maslin, Maullin, Metz & Associates (FM3) conducted a survey among 545 City of Torrance adult residents. The survey was commissioned by the City of Torrance to better understand residents’ opinions and attitudes toward issues affecting Torrance as well as the delivery of City services. In addition, several questions were repeated from previous surveys conducted in 2007, 2013/2014, and 2019 to measure changes in residents’ opinions and to determine whether new issues have arisen. 1 New questions were also added to the 2025 survey to explore residents’ attitudes toward issues and city services that have not been asked in the past.
It is important to note that assessments of life in Torrance and City government job performance are influenced by factors beyond the City’s borders and the government’s jurisdiction —both in what is happening at the time and what happens before and after a survey takes place. For example, the 2007 survey took place right before the Great Recession was beginning to take hold. And the 2019 survey was conducted one year prior to the COVID-19 pandemic that significantly impacted residents as well as the businesses and local government on which they rely.
The COVID-19 impacts as well as the resulting highest cost of living in the last 40 years may influence impressions of life in Torrance today—including impressions of local government based on its reaction to various resident and business needs during the height of the pandemic. The results of the current study and comparisons across surveys should be reviewed with this context in mind.
Methodology: The study was conducted using a dual -mode methodology with an address -based sample —a sampling and contact methodology that is considered the best practice at this time.
With a dual-mode methodology, interviews are conducted by telephone and online. In addition to being sent an email invitation to take the survey online, those with cell phones who had not responded to the survey (either by phone or online) were sent a text message invitation to take the survey online. While many respondents are willing to offer their opinions through a telephone survey, there are several identifiable segments of the population who are more likely to respond to an online version of the survey. In this way, combining the data from the telephone and online surveys produces an all-inclusive, representative sample of Torrance residents.
The address-based sampling approach for gathering statistically-reliable data on the opinions of adult residents within a given jurisdiction draws a random sample of residential households (sourced from lists provided by the U.S. Postal Service). These residential addresses are then matched against publicly-available and commercially- available lists to acquire the names and contact information (phone numbers and email addresses) of the residents. With the dual-mode methodology, residents are then interviewed by telephone (landlines and cellular phones) and online. The survey was offered on the phone and online in English and Spanish and on the phone in Japanese and Korean.
The resulting data were weighted using figures from the U.S. Census Bureau to ensure that demographic and geographic community characteristics of residents 18 years of age or older within the surveyed jurisdiction is proportionally represented by the final survey results.
1 FM3 prepared the questionnaire in consultation with the City of Torrance staff. 9
The margin of error for the survey sample as a whole is plus or minus 4.4 percent; for smaller subgroups of the sample, the margin of error is larger.
Additionally, the sum of two parts may not add up to the whole because of rounding. For example, if 34.3 percent of residents gave an “excellent” review and 21.3 gave a “good” review, the total for positive reviews would equal 56 percent, not the 55 percent one would expect from adding up the two parts.
This sampling methodology was first used in the 2019 survey and differs from that used in years prior. The 2013/2014 and 2007 surveys were conducted using a Random Digit Dial (RDD) sampling methodology for a telephone-based survey (cellular phones and landlines). The change to a dual-mode methodology and address- based sample were made to ensure: (1) best practices in sampling methodology at this time, (2) that there was a sufficient number of respondents to be able to generalize the findings across the entire City population of interest, and (3) maximum co st-efficiency for the City. While the results from surveys dating back to 2007 are compared throughout the report, these comparisons should be considered understanding that the methodological and sampling differences can create some variation in results, as do changes in question wording and order.
Below is an outline of the various sections of the report where the results are presented in detail.
• Part 1 examines Torrance residents’ general attitudes toward the City and their perceptions of Torrance as a place to live (now and in the future), what they like best about living in Torrance, and what they consider the City’s biggest issues. As in past surveys , this section shares the results of residents’ assessment of the importance of various issues when thinking about their image of Torrance in 2030: a safe city; an environmentally -friendly and sustainable city; a balanced city in terms of residential , industrial, and business development; a city that benefits from the ethnic diversity of its population; and a city that provides a wide -range of affordable housing options. Current findings are compared against previous surveys.
• Part 2 looks at opinions of the delivery of services generally as well as satisfaction with specific services provided by Torrance City government. It also examines the interactions between Torrance residents and City employees and perceptions of the job the Cit y does in communicating with residents. Again, results are compared to previous surveys, where applicable.
• Part 3 evaluates what residents consider the most important issues for City government to do something about at the end of the survey after considering the various issues discussed throughout.
Full topline results of the survey are included at the end of the report as Appendix A.
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2 SUMMARY OF FINDINGS
The survey results show that residents view Torrance positively as a place to live —with residents particularly appreciating the City’s safety, location and convenience, amenities, community, and diverse population. They are also satisfied on average with the delivery of 16 of the 17 city services tested in the survey. Moreover, those who have had interactions with City government rate their expe rience positively. And residents are satisfied with the City’s efforts to communicate with them—and with nearly 3 in 10 saying these efforts have gotten better.
Yet growing concerns are undermining perceptions of City government. Concern about homelessness has increased significantly—and ratings for the City’s job addressing homelessness are the weakest of the 17 tested. Concern has also increased regarding crime, overdevelopment, the cost of housing, and traffic. These growing issues may stand in part behind greater pessimism about the quality of life in Torrance and the lower job ratings for City government—with a 10-point decline compared to the 2019 survey and 22 points since the 2013/2014 study.
Perceptions of Life in Torrance
➢ Torrance residents continue to have an overwhelmingly positive impression of their city as a place to live.
Ninety percent (90%) consider the City an “excellent” (38%) or “good” (52%) place to live, while 10 percent consider it “fair” (often considered “average” or just below average) . Just two respondents out of the 545 surveyed called Torrance a “poor” place to live. While positive reviews remain robust, the proportion who believe the City is an “excellent” place to live continues a downward trend from 52 percent in the 2013/2014 survey to 42 percent in 2019 and 38 percent currently. (Section 1.1) ➢ Torrance’s low crime rate /safety, variety of businesses and amenities (shopping, dining, entertainment), convenient location and proximity to the beach, and community atmosphere are the most mentioned when residents were asked to volunteer what they like best about living in Torrance (along with the weather).
Specifically, 21 percent volunteered the weather, 18 percent the City’s safety and low level of crime, 18 percent the variety of businesses and amenities, 17 percent the central location and convenience, 16 percent the proximity to the beach, and 13 percent the community atmosphere (including feeling like home and being a long-time resident). Just under one in 10 mentioned the cultural diversity (9%), quality schools (7%), and suburban or small town feel (7%). (Section 1.2)
Issue Concerns
Several questions throughout the survey show that crime and homelessness are residents’ top concerns — followed by housing costs, overdevelopment, and traffic and congestion. ➢ When asked to volunteer in their own words what they consider to be the biggest issue facing residents of Torrance, crime and homelessness were the most mentioned, with two in 10 (20%) naming homelessness, followed by 14 percent mentioning crime generally, and another four percent mentioning specific crimes such as property crimes, thefts, burglaries, and robberies. Also crime -related, two percent volunteered a lack of police or slow emergency response, and one percent each drugs or gangs and violence. Altogether, 21 percent made at least one crime-related mention.
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➢ Homelessness and crime are more salient concerns than they were six years ago, with the proportion volunteering homelessness as their biggest concern increasing from three percent in 2019 to 20 percent today and the proportion mentioning crime growing from 10 percent to 21 percent. ➢ Housing costs (16%), overdevelopment or overpopulation (15%), speeding and traffic (13%- with speeding considered a crime -related issue for many as well), and the cost of living (8%) round out the most salient issues when asked to volunteer what is the biggest issue facing Torrance residents. No other issue was named by more than four percent of respondents. Moreover, salience is up from 2019 for overdevelopment (from 5% to 15%), housing costs (11% to 16%), and the cost of living (3% to 8%) —further showing the growing prominence of these issues. In 2019, issues related to the local refinery and water and air pollution were top of mind for 11 percent of respondents. Today that proportion is a lower four percent. (Section 1.3) ➢ When provided a list of seven issues, crime and homelessness as well as traffic again top the list of concerns.
Nearly nine in 10 (87%) consider crime in general an “extremely” or “very” important issue, followed by the number of homeless residents (83%), traffic and congestion on local streets (81%), and the condition of local streets (80%). Three out of four (75%) feel this way about polluted stormwater runoff that flows into the ocean and onto local beaches as well. Although lower numbers consider affordable housing and growth and development to be “extremely” or “very” important, a still -high 64 percent and 58 percent, respectively, do so. When those calling these issues “somewhat” important are included, we see that these issues are important to more than eight in 10 respondents as well. (Section 1.3) ➢ Further suggesting growing concern about crime, homelessness, traffic, and housing in particular, the proportion calling these issues “extremely” important is up from years prior — the proportion calling the number of homeless residents “extremely” important is up 21 points, affordable housing up 13 points, crime in general up nine points, and traffic and congestion on local streets up nine points. (Section 1.3) Future Outlook for Torrance
➢ While a majority of residents are optimistic about Torrance’s quality of life in the next five years, this sentiment is down from years prior. Seventeen percent (17%) believe the quality of life in Torrance will get better, while 36 percent believe it will remain the same. The proportion saying “the same” is a positive finding given that 90 percent currently see Torrance as an “excellent” or “good” place to live.
However, the proportion who believe the quality of life will get better has declined over the last three studies, from 38 percent in 2013/2014 to 21 percent in 2019 and 17 percent currently. When including the proportion who feel the quality of life will remain the same, the decline is also evident: from 84 percent in 2013/2014 and 66 percent in 2019 to 53 percent currently. Moreover, 39 percent believe the quality of life will get worse, up from 19 percent in 2007, 13 percent in 2013/2014, and 28 percent in 2019. This declining positive outlook may reflect growing concern about crime, homelessness, housing, traffic, and other local issues as well as national political, economic, and social conditions (including lasting or residual impressions emerging from the COVID-19 pandemic). (Section 1.4)
➢ As seen in past studies, residents place the most value on seeing Torrance as a safe city when looking to the future. When asked what they would personally want the City of Torrance to be like in the year 2030, a nearly unanimous 98 percent want to see the City as a safe city, with 79 percent “very much” wanting to see this and 19 percent wanting this “somewhat.” Still-high proportions want to see the City as a city with a balance of residential, industrial, and business development (88%, 41% “very much”); an environmentally-friendly and 12
sustainable City (86%, 55% “very much”); and a city that benefits from the ethnic diversity of its population (83%, 56% “very much”). The weakest received attribute asked about, a city that provides a wide -range of affordable housing options , is, nonetheless, a trait that 67 percent would like to see (39% “very much”). (Section 1.4)
Overall Impression of City Government Performance
➢ Five in 10 (50%) residents give Torrance City government a positive review for the job it is doing providing services to residents —down notably from past surveys. The proportion giving an “excellent” or “good” review is down 10 points from 60 percent in 2019—with the proportion with an “excellent” impression down from 11 percent to six percent. Moreover, this continues a decline from a high of 72 percent with a positive view in 2013 and 2014 and 66 percent in 2007.
One-third of respondents (32%) give Torrance City government a “fair” rating (indicating an average to below average impression) and 13 percent “poor” review—for a total lukewarm to poor rating from 44 percent. This is up from 35 percent in 2019, 26 percent in 2013/2014, and 31 percent in 2007. (Section 2.1) In 2019, FM3 attributed declining reviews in part to increased scrutiny toward government agencies. This continues to be the case along with rising concern about crime, homelessness, housing, and traffic, among other issues.
Satisfaction with City Services
➢ Despite rising concern about several issues in the City, Torrance residents are at least somewhat satisfied on average with 16 of 17 specific City services tested. Using a 7-point scale, residents were asked to rate their satisfaction with 17 city services, where a “1” indicated they are not at all satisfied and a “7” indicated they are very satisfied with the job Torrance City government is doing in providing each service. Most mean scores ranged from 4.5 to 5.3 on the 7-point scale – above the mid-point of 4.0. • As in past surveys, the City gets its highest ratings for fire protection and paramedic services (6.2 average score on the 7-point scale, 82% 5-7 satisfaction score), followed by library services (5.8, 65%) and police protection in your neighborhood (5.3, 69%). While police protection in your neighborhood is one of the highest rated services , satisfaction continues to decline —down from 5.6 in 2019 and 6.0 in both 2013/2014 and 2007.
• Several other services receive mean scores between 5.0 and 5.3—with many focused on City maintenance and arts and recreational services. These services include:
o Removal of graffiti (5.3 on the 7-point scale)
o Curb pick-up services for large items such as furniture (5.2) o Cultural and arts opportunities (5.2)
o City recreational opportunities and programs (5.2),
o Landscaping on street medians and other public areas (5.0) o Tree trimming (5.0)
• Services that receive lower mean scores —but above average, include some geared to more specific audiences such as seniors or children. These items include: programs available for seniors (4.9—with 54% unable to provide a rating) ; revitalization of Downtown Torrance (4.9); maintenance of local streets and 13
sidewalks (4.8); providing after-school activities for young people (4.8—51% unable to give an opinion); access to public transportation (4.7); programs to retain, expand, and attract businesses to Torrance (4.6— 42% unable to give an opinion); and addressing coyotes in the community (4.5—32% unable to give an opinion). There is little change across the four surveys in mean ratings. • The only area with a mean satisfaction rating indicating below average satisfaction is for addressing homelessness, with a mean satisfaction rating of 3.8 (a 5-7 rating of 34 % and a 1-3 rating of 37 %). This was asked for the first time in 2025. (Section 2.2)
Interaction with City Government
➢ Just over half (53%) of residents have had direct contact with City government in the last two years —up slightly from 49 percent in 2019 and 46 percent in 2013/2014. ➢ Those who have interacted with City employees are generally positive about the courteousness (79% “excellent” or “good”), willingness to help (70%), and City staff’s responsiveness to (their) needs (69%).
While reviews are strong and little changed from the 2019 survey, they remain down from when the question was first asked in the 2013/2014 —down seven points for courteousness, 10 points for willingness to help, and eight points for responsiveness to (their) needs. (Section 2.3) ➢ The City continues to get strong marks for its communication efforts, with 73 percent of respondents “very” (22%) or “somewhat” (51%) satisfied with the City of Torrance’s efforts to communicate with City residents through mail, the Internet, and other means. Just 17 percent are dissatisfied, while 10 percent are uncertain.
These results are little changed from the 2019 study, the first time the question was asked. (Section 2.4) ➢ Nearly three in 10 (28%) residents believe communication efforts have gotten better, while 47 percent believe they have stayed the same —a positive finding given the high rate of satisfaction with communication. Just 10 percent believe communication has gotten worse, while 16 percent are unsure. The proportion who believe communication has gotten better is up six points from 22 percent in 2019. Yet, the proportion who believe they have gotten worse is up six points from four percent in 2019. (Section 2.4) Most Important Issues for the City to do Something About ➢ The same issues of top concern at the beginning of the survey remained so at the end, including homelessness, crime, housing, overdevelopment, and traffic. Respondents were asked, after hearing all the topics of the survey, what they consider the most serious issue facing residents of Torrance that they would like to see the City do something about —in an open -ended question where no response options were provided. Fully one in four (24%) volunteered homelessness as their top concern. This was followed closely by 20 percent mentioning crime, drugs, or public safety. Another 16 percent feel the most serious issue is affordable housing, and one in 10 feel this way about traffic (11%) or overdevelopment and overcrowding (10%). Slightly lower numbers mentioned the condition of roads and sidewalks (7%) and poor or ineffective government (6%). No other issue was named by more than three percent. (Part 3) The remainder of this report presents the results in more detail.
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3 DETAILED RESULTS
Part 1: Perceptions of Life in Torrance
Torrance residents continue to give the City high marks as a place to live, with nine in 10 residents rating it positively. Besides the area’s climate, residents appreciate most the City’s safety and low crime rate , location, amenities, community atmosphere, and diversity.
Despite this positive impression, optimism about the future is down. In 2019, two out of three (66%) respondents felt the quality of life in Torrance would either get better or stay the same ( with “the same” being a positive indicator given the City’s strong ratings as a place to live ). That proportion has declined 13 points to 53 percent, with nearly 4 in 10 residents now believing the quality of life in Torrance will be worse in the next five years.
The greater pessimism may be in response to increased concern since 2019—both saliency and intensity of concern when asked directly —about homelessness , crime, overdevelopment, housing costs, and traffic. While concern about these issues most likely contributes to lower optimism about the quality of life in Torrance in the near future, state, national, and even international events and issues may also influence future predictions.
In thinking about the City five years from now, the respondents, first and foremost, continue to want to see Torrance as “a safe City,” but majorities also very much want to see it as an environmentally-friendly/sustainable city and a city that benefits from its ethnic diversity.
1.1 Torrance as a Place to Live
Nine out of 10 (90%) residents consider Torrance an “excellent” (38%) or “good” (52%) place to live. While 10 percent rate Torrance “just fair” (often considered average or slightly below average) as a place to live, less than half a percent of respondents (two respondents) consider it “poor.” The overall positive rating is statistically equal to that found in FM3’s 2007 , 2013/2014, and 2019 studies, when 93 to 94 percent gave this response. However, the proportion with an “excellent” impression (42%) continues a downward trend from 47 percent in 2007 and 52 percent in 2013/2014 to 42 percent in 2019 and 38 percent currently (see Figure 1). The lower proportion with an “excellent impression” may reflect the growing salience of homelessness, crime, housing costs, traffic, overdevelopment, and other issues of concern.
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FIGURE 1:
RATINGS OF TORRANCE AS A PLACE TO LIVE, 2007, 2013/2014, 2019, AND 2025
Results Among Subgroups: There is little variation in the proportion with an overall positive impression of Torrance as a place to live among demographic subgroups, with approximately nine in ten (or more) in nearly every subgroup having a positive view. There is, however, more notable variation in intensity —the proportion with an “excellent” impression.
• Men are more likely than women to have an “excellent” impression of Torrance as a place to live (43% to 33%—particularly white men at 49%).
• Those ages 50 or older are more likely to have an “excellent” view (46%) than those younger (30%), and slightly more likely to have a positive impression overall (93% to 86%). Men ages 50 or older are among the most likely to say that Torrance is an “excellent” place to live, with 52 percent giving this response compared to 32 percent of younger men, 28 percent of women ages 18 to 49 , and 39 percent of women 50 years of age or older.
• Post-graduate educated respondents believe Torrance is an “excellent” place to live (45%) in larger proportions than four-year college graduates (35%) and those less educated (33%).
38%
42%
52%
47%
52%
51%
42%
47%
10%
6%
5%
4%
2025
2019
2013/2014
2007
Excellent Good Just Fair Poor Don't Know Just Fair/
Poor
Excellent/
Good
10%90%
7%93%
6%94%
5%94%
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1.2 Best Attributes of Living In Torrance
For the first time this year, residents were asked what they like best about living in Torrance (in an open -ended question where no response options were provided). No one attribute stands out; instead, approximately two in 10 respondents mentioned the weather or environment (21%), that the City is safe and has a low crime rate (18%—with another 4% mentioning the good police department and emergency services ), the variety of businesses and amenities (including shopping, dining, and entertainment, 18%), the City’s central location and convenience (17%), and proximity to the beach (16%) as what they like best about living in Torrance. Rounding out the most mentioned attributes are the community and comfortable atmosphere (13%), the cultural diversity and multi-ethnic community (9%), high-quality schools (7%), and suburban or small-town feel (7%).
FIGURE 2:
WHAT LIKE BEST ABOUT LIVING IN TORRANCE
(Open-ended question where no response options were provided; Responses grouped; Responses of 2% or greater shown; Multiple responses allowed)
1.3 Issue Concerns
Issues related to homelessness and crime are top-of-mind to the highest proportion of residents . When asked to state in their own words what they consider the biggest issue of concern facing residents of Torrance, two in 10 (20%) mentioned homelessness. Another 14 percent volunteered crime in general and four percent more specifically property crimes, thefts, burglar ies. Furthermore, two percent mention ed a lack of police or slow emergency response , and one percent each mentioned drugs and gangs/violence. In total , 21 p ercent of respondents mentioned at least one of these crime-related issues.
What do you like best about living in Torrance?
21%
18%
18%
17%
16%
13%
9%
7%
7%
5%
5%
4%
6%
Environment/Weather/Climate
Safe/Low crime
Variety of businesses/amenities (shopping/dining/entertainment) Central location/Accessibility/Convenience
Proximity to the beach/Beach access
Community atmosphere/Comfortable/Longtime resident/Feels like home Cultural Diversity/Multiethnic community
High quality schools/education
Suburban lifestyle/Small town feel/Proximity to LA
Access to parks/green spaces
Cleanliness
Good police department/emergency services
Other
(Open-ended Question Where No Response Options Were Provided; Responses Grouped; Responses of 4% or Greater Shown; Multiple Responses Allowed) 17
Housing costs/affordable housing is at the top of the list of concerns as well, with 16 percent volunteering this as the biggest issues facing the City. Relatedly, 15 percent mentioned overdevelopment and overpopulation and eight percent the cost of living, while another 13 percent mentioned speeding and traffic. Far lower numbers volunteered issues related to government waste and inefficiency (4%), attracting jobs and business (4%), issues related to the local refineries and water and air quality (4%), street maintenance (4%), and taxes/fines (3%). No other specific issue was mentioned by more than two percent of respondents (see Figure 3).
FIGURE 3:
BIGGEST ISSUES OF CONCERN FACING RESIDENTS OF TORRANCE
(Open-ended question where no response options were provided; Responses grouped; Responses of 2% or greater shown; Multiple responses allowed)
Salience of concern is up since 2019 in several areas, but particularly regarding homelessness. In 2019, homelessness was a top-of-mind concern to three percent of respondents, compared to 20 percent currently.
Concern about crime is also up, from 10 percent in 2019 to 21 percent giving any crime-related mention today.
Salience is also greater for overdevelopment and overpopulation (from 5% in 2019 to 15% currently) and housing costs and affordable housing (from 11% in 2019 to 16% currently) . The proportion mentioning the cost of living generally has grown from three percent in 2019 to eight percent currently . Conversely, the proportion who volunteered issues related to local refineries as their biggest concern has declined from 11 percent to four percent.
Figure 4 illustrates the results.
20%
16%
15%
14%
13%
8%
4%
4%
4%
4%
4%
3%
2%
2%
11%
1%
3%
Homelessness
Housing costs/Affordable housing
Over-development/Over-population
Crime in general
Speeding/Traffic
Cost of living
Property crimes, thefts, burglaries, robberies
Government waste/inefficiency/Presidential administration Jobs/Keeping and attracting businesses
Local refinery issues/Poor water and air quality
Street maintenance/Road conditions
High taxes/fines
Lack of police/Slow emergency response
Public transportation
Other
No/none/nothing/everything is fine/good
Don't know
All
Crime-related
Mentions:
21%
18
FIGURE 4:
BIGGEST ISSUES OF CONCERN FACING RESIDENTS OF TORRANCE, 2019 AND 2025 (Open-ended question where no response options were provided; Responses grouped; Responses of 2% or greater shown; Multiple responses allowed)
*Comparison is Only to Crime in General In 2025. (In Total, Crime Related Mentions = 21%); **2025 Includes Mentions of Speeding as Well as Traffic; ⁰Worded Slightly Different in Current Survey
Results Among Subgroups:
• Crime: Crime was more often mentioned by those 40 or older (23%) than those younger (12%) as well as by homeowners more than renters (23% to 15%).
• Homelessness: Homelessness is top of mind for similar proportions across subgroups. However, homeowners show slightly more concern about this issue than renters (22% to 15%). • Housing costs: Concern about housing costs is more salient among those 18 to 29 (26%) than those older (16% among those 30 to 39, 9% among those 40 to 49 , and 15% among those older). Other subgroups more likely to volunteer this issue include renters (24%) and residents of less than five years (21%). • Overdevelopment: The proportion volunteering overdevelopment rises with years of residency, from six percent of residents of five years or less to 20 percent of residents of more than 20 years. Homeowners are also more likely to mention this issue (18%) than renters (7%). White respondents ages 50 or older were also more likely to volunteer overdevelopment (22%) than those younger (5%) as well as crime (23% to 12%). • Speeding/Traffic: White respondents ages 50 or older were among the most likely to mention speeding and traffic as the biggest issue facing residents of Torrance, with 19 percent giving this response compared to eight percent of white respondents ages 18 to 49 and the sample average of 13 percent.
Difference20252019What do you think is the biggest issue of concern facing the residents of Torrance?
+17%20%3%Homelessness
+10%15%5%⁰Over-development/Over-population/Growth
+5%16%11%Housing costs/Affordable housing
+5%8%3%Cost of living
+4%14%10%*Crime
+2%4%2%⁰Government waste/Inefficiency
+1%13%12%**Traffic congestion
-1%1%2%Education/Public schools
-3%4%7%⁰Street maintenance
-7%4%11%⁰Local refinery issues
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Crime and homelessness top the list of important issues when respondents were asked to evaluate the importance of seven specific issues (See Figure 5). This question differed from the previous one in that respondents were given the list of issues rather than being asked to volunteer what issue they consider most important. The former question measures recall —or what is top of mind —where the latter measures recognition—reaction to an issue when reminded of it. All seven issues are “extremely” or “very” impor tant to approximately six in 10 to nearly 9 in 10 respondents, and important overall to eight in 10 or more. • Crime in general: 87 percent “extremely” (63%) or “very” (24%), while another 10 percent see it as “somewhat” important—for near unanimous agreement that the issue is important in Torrance. • The number of homeless residents: 83 percent “extremely” (58%) or “very” (26%) important, with another 13 percent calling it “somewhat” important—again nearly unanimous agreement that this issue is important in Torrance.
• Traffic and congestion on local streets: 81 percent “extremely” (50%) or “very” (30%) important. • Condition of local streets: 80 percent “ extremely” (41%) and “very” (39%) important. • Polluted stormwater runoff that flows into the ocean and onto local beaches: 75 percent “extremely” (45%) or “very” (30%) important.
• Affordable housing: 64 percent “extremely” (40%) or “very” 24%) important. Nearly 2 in 10 (18%) do not consider it too important.
• Growth and development: 58 percent “extremely” (27%) or “very” (31%) important and the lowest-ranked issue of the seven tested.
FIGURE 5:
IMPORTANCE OF ISSUES IN TORRANCE
(Ranked by Extremely Important)
63%
58%
50%
45%
41%
40%
27%
24%
26%
30%
30%
39%
24%
31%
10%
13%
16%
18%
18%
17%
32%
4%
4%
6%
19%
11%
Crime in general
The number of homeless residents
Traffic and congestion on local streets
Polluted stormwater runoff that flows into
the ocean and onto local beaches
The condition of local streets
Affordable housing
Growth and development
Extremly Important Very Important Somewhat Important Not Too Important/Don't Know Extremely/Very Important
87%
83%
81%
75%
80%
64%
58%
20
Results Among Subgroups:
• Crime in general: Crime in general is the top concern or statistically tied with the number of homeless residents with every major subgroup analyzed.
o Concern about crime rises with age, from 78 percent calling it “extremely” or “very” important among those 18 to 39 to 92 percent of those 65 years of age or older. o Homeowners are more likely to feel this issue is “extremely” important than renters ( 66% to 54%) and slightly more so overall as a result (89% to 81% “extremely”/”very” important). o The proportion calling crime in general “extremely” important is highest in City Council Districts 3 and 4 (72% and 68% respectively).
• The number of homeless residents: The number of homeless residents is the second strongest issue in importance or tied with crime in general as the foremost among every major subgroup analyzed. o Those 18 to 49 consider the number of homeless residents “extremely” or “very” important in slightly lower numbers than those older (78% to 88%).
o Residents of more than 10 years were more likely to call it “extremely” important (61%) than those of shorter tenure (51%).
o The proportion calling the number of homeless residents “extremely” important is highest in City Council District 3 (69%).
• Traffic and congestion on local streets:
o The importance of traffic and congestion on local streets rises with age, from 73 percent among those 18 to 39 to 90 percent among those 65 years of age or older calling it “extremely” or “very” important. o Importance is also stronger among residents of more than 20 years (85% “extremely”/”very” important) than among those of shorter tenure (76%).
o Although still of high importance, residents of Districts 1 (76%) and 2 (73%) were less likely to call traffic and congestion on local streets an “extremely” or “very” important issue than those in other districts (81% to 86%).
• Condition of local streets:
o Respondents ages 18 to 39 are less likely to consider the condition of local streets to be of high importance (69% “extremely”/”very” important) than those older (84%). 21
o Residents of more than 10 years are more likely to consider this issue important (83% “extremely”/”very” important) than those of shorter tenure (74%).
o Eighty-eight percent (88%) of those in District 3 call the condition of local streets “extremely” or “very” important, as do 83 percent of those in District 4 and 85 percent in District 5. This compares to 73 percent to 76 percent in Districts 1, 2, and 6.
• Polluted stormwater runoff:
o Polluted stormwater runoff that flows into the ocean and onto local beaches is considered an “extremely” or “very” important issue by larger numbers of women (84%) than men (66%) —with more than half of women calling it “extremely” important (52% to 39% among men). o While there is little difference in overall importance by race or ethnicity, Latino residents are more likely to consider this issue “extremely” important (56%) than white (43%) or API (44%) residents. o Renters are also more likely to express more intensity about polluted stormwater runoff, with 55 percent calling it “extremely” important to 42 percent of homeowners. o Residents in District 6 express less importance on this issue (66% “extremely”/”very” compared to 74% to 80% in other Districts).
• Affordable housing:
o Women are also more likely to consider affordable housing of high importance (69% to 58% “extremely”/”very” important for men).
o Respondents ages 18 to 39 (78% “extremely”/”very” important) are more likely to feel this way than those older (56% of those 40 to 64 and 61% of those older) —and with greater intensity (53% “extremely” important to 35% of those older).
o Affordable housing is considered of high importance to 74 percent of Latino respondents compared to 61 percent of white and 63 percent of API respondents (and with 50% of Latino respondents calling it “extremely” important compared to 38% of white and 39% of API respondents). o Residents of less than 11 years consider affordable housing of high importance in slightly higher numbers than those of longer tenure as well (70% to 61% “extremely”/”very” important). o Nearly nine in 10 (87%) renters gave this response compared to 56 percent of homeowners.
• Growth and development:
o Growth and development is a stronger concern to men ages 18 to 49 (69% “extremely”/”very” important) than those older (53%) or women regardless of age (56%). 22
o District 3 residents call growth and development “extremely” or “very” important in the highest proportion (66%) while residents in District 2 are the least likely to give this response (49%).
The importance of crime, homelessness, housing costs, and traffic is up notably from past surveys. • In the current study, 63 percent said crime in general is an “extremely” important issue. This is up from 54 percent in 2019, 49 percent in 2013/2014, and 39 percent in 2007. However, the proportion expressing concern overall (“extremely”/”very”) at 87 percent, is unchanged from 2019 and 2013/2014 (and up slightly from 80% in 2007).
• The number of homeless residents was included in the survey for the first time in 2019. At that time, 37 percent called it an “extremely” important issue. This proportion is up 21 points to 58 percent (overall importance rose 8 points).
• Intensity of importance is also up from 2019 for affordable housing, with 40 percent considering the issue “extremely” or “very” important in the current study, up 13 points from 27 percent in 2019 and higher than 33 percent in 2013/2014 and 34 percent in 2007. Overall, importance (“extremely” or “very” important) rose five points from 59 percent in 2019 to 64 percent currently. • Intensity and overall importance rose regarding traffic and congestion on local streets. The proportion calling this issue “extremely” importance rose to 50 percent —up nine points from 41 percent in both 2019 and 2013/2014 and 11 points from 39 percent in 2007. Overall, 81 percent consider this issue “extremely” or “very” important, up from 75 percent in 2019 and 77 percent in 2013/2014, and more similar to 84 percent in 2007.
Figure 6 illustrates the results.
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FIGURE 6:
IMPORTANCE OF ISSUES IN TORRANCE, 2007, 2013/14, 2019, AND 2025 (Ranked by Extremely Important in 2025)
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1.4 Future Outlook for Torrance
Optimism about the future quality of life in Torrance has declined notably compared to past years. This most likely reflects growing concerns about crime, housing, homelessness, and other rising issues in Torrance as well as the national political, social, and economic landscape.
Just under 2 in 10 (17%) believe the quality of life in Torrance will get “much” (3%) or “somewhat” (14%) better in the next five years. This is down from 21 percent in 2019, 38 percent in 2013/2014, and 32 percent in 2007.
Fifty-three percent (53%) have a positive future outlook when including the proportion who believe things will stay the same—a measure of optimism given the high regard with which the City is currently held. However, again, this is down from 66 percent in 2019, 84 percent in 2013/2014, and 76 percent in 2007.
Four in 10 (39%) believe the quality of life will get worse —up notably from 28 percent in 2019, 13 percent in 2013/2014, and 19 percent in 2007. Figure 7 illustrates the results.
FIGURE 7:
RATINGS OF THE QUALITY OF LIFE IN TORRANCE IN THE NEXT FIVE YEARS 2007, 2013/2014, 2019, AND 2025
Results Among Subgroups: There is little variation in optimism among subgroups. As a result, the analysis looks more closely at the proportion who believe the quality of life will get worse in Torrance in the next five years.
• Nearly half (46%) of those ages 50 or older believe the quality of life in Torrance will get worse in the next five years. This is notably higher than 31 percent of those younger. Men ages 18 to 49 are among the most optimistic, with 24 percent saying the quality of life will get better—this compares to 14 percent of women in this age cohort and 15 percent of men and women 50 years of age or older. 4%
10%
12%
14%
17%
29%
20%
36%
45%
46%
44%
33%
21%
11%
15%
6%
7%
4%
8%
6%
4%
2025
2019
2013/2014
2007
Much Better Somewhat Better Stay the Same Somewhat Worse Much Worse Don’t Know/No Answer Total Worse
Total
Better
39%17%
28%21%
13%38%
19%32%
25
• White (47%) and Latino (41%) respondents are more likely to believe the quality of life in the City will get worse than API respondents (33%). However, rather than being more likely to think the quality of life will get better, API residents are more likely to think it will stay the same. • Residents of 11 years or more are more likely to believe the quality of life will get worse (46%) than residents of a shorter tenure (24%). Residents of less than 11 years are slightly more optimistic (24% better compared to 14% of residents of longer tenure). Two in 10 (19%) of residents of less than five years are uncertain—a far greater proportion than six percent of 5-10 year residents and seven percent of residents of 11 years or more. • Homeowners are more pessimistic than renters (43% to 29% worse ). Renters are no more likely to be optimistic, but more likely to say things will stay the same.
As in past studies, residents were offered five characteristics and asked how much, if at all, they want the City to reflect that description in approximately four years —2030 in the current study (Figure 8 shows current results and Figure 9 shows comparison to past years ). It is worth noting that respondents were not required to rank or choose among the statements, so they could rate all equally high if they preferred.
As in past years, residents find all of the characteristics important when thinking toward the future, but with different levels of intensity.
• Essentially all respondents want to see Torrance as “a safe city,” with 9 8 percent saying they “very much” (79%) or “somewhat” ( 19%) want this. It is notable that the proportion who “very much” feel this way has declined from 88 percent in 2019 and 90 percent in 2013/2014 to 79 percent currently (the question was not asked in 2007).
• Nearly nine in 10 (88%) would like to see Torrance as a City with a balance of residential, industrial, and business development—little changed overall from the 2019, 2013/2024, and 200 7 studies. The proportion who would “very much” like to see this (41%) is unchanged from 2019, but down slightly from years prior (48% in 2013/2014 and 49% in 2007).
• Eighty-six percent (86%) want to see Torrance as “an environmentally-friendly and sustainable City .” This is down from 89 percent in 2019 and 94 percent in 2013/2014. Moreover, intensity is down at 55 percent, from 64 percent in 2019 and 71 percent in 2013/2014 very much). The decline in intensity may reflect economic concerns, such as rising housing and gas prices superseding environmental ones.
• Just over eight in 10 (83%) want Torrance to be a City that benefits from the ethnic diversity of its population (56% very much) . The finding is little changed overall from past years. However , the proportion who “very 26
much” would like to see this is up slightly at 56 percent compared to 49 percent in 2007, 53 percent in 2013/2014, and 52 percent in 2019.
• Two in three respondents (67%) value seeing a City that provides a wide-range of affordable housing options, with 39 percent very much wanting to see this in four years. Overall, this finding is down slightly from 73 percent in 2019.
FIGURE 8
VALUE OF CHARACTERISTICS OF TORRANCE IN THE FUTURE 2025 (Ranked by Total Very/Somewhat Important)
(Ranked by Very/Somewhat)
79%
41%
55%
56%
39%
19%
47%
32%
28%
28%
6%
5%
7%
26%
6%
7%
4%
A safe city
A city with a balance of residential,
industrial and business development
An environmentally-friendly and
sustainable city
A city that benefits from the ethnic
diversity of its population
A city that provides a wide-range of
affordable housing options
Very Much Somewhat Not at All Don’t Care Don’t Know Very/Somewhat 98%
88%
86%
83%
67%
27
FIGURE 9
VALUE OF CHARACTERISTICS OF TORRANCE IN THE FUTURE, 2007, 2013/14, 2019, AND 20252 (Ranked by Very/Somewhat in 2025)
High proportions of all subgroups want the City of Torrance to be seen as a safe city in the year 2030. However, there were some notable differences in response to other attributes. • Age: There is little notable variation in response to each statement by age overall. However, those 18 to 49 responded with more intensity (“very much”) than those older to a city that benefits from the ethnic diversity of its population (64% very much to 48% among those 50+), an environmentally-friendly and sustainable city (60% to 49%), and a city that provides a wide-range of affordable housing options (46% to 31%). Those 50 or older reacted with more intensity to a city with a balance of residential, industrial, and business development (46% among those 50 or older to 35% among those younger).
• Gender: Women are more likely than men to want to see each attribute in the future, although high proportions regardless of gender do so. The difference is most pronounced regarding a city that benefits from the ethnic diversity of its population (60% very much among women to 52% among men and 88% to 79% overall) and an environmentally-friendly and sustainable city (58% to 51% very much and 92% to 81% overall).
• Race/Ethnicity: Latino respondents are more likely than white or API respondents to want to see “very much” a city that benefits from the ethnic diversity of its population (67% very much to 54% among white respondents and 56% among API respondents), an environmentally-friendly and sustainable city (69% to 50% among white
* 2013/2014 wording read “An environmentally friendly City.” 79%
88%
90%
41%
41%
48%
49%
55%
64%
71%
56%
52%
53%
49%
39%
41%
19%
11%
8%
47%
44%
39%
40%
32%
26%
23%
28%
30%
32%
41%
28%
33%
6%
9%
10%
8%
5%
7%
4%
7%
9%
8%
5%
26%
21%
5%
6%
8%
4%
9%
9%
7%
5%
7%
5%
2025
2019
2013/2014
2025
2019
2013/2014
2007
2025
2019
2013/2014
2025
2019
2013/2014
2007
2025
2019
Very Much Somewhat Not at All Don’t Care/Don't Know
A safe city
A city with a balance of
residential, industrial and
business development
*An environmentally-friendly
and sustainable city
A city that benefits from the
ethnic diversity of its population
A city that provides a wide-range
of affordable housing options
Very/Somewhat
98%
99%
98%
88%
85%
87%
89%
86%
89%
94%
83%
82%
85%
90%
67%
73%
28
respondents and 55% among API respondents ), and a city that provides wide-range of affordable housing options (47% compared to 38% of whites and 37% of API respondents ). There was no notable difference overall, however.
• Education: Six in 10 (60%) of those with a college education would “very much” like to see Torrance as a city that benefits from the ethnic diversity of its population . This compares to 46 percent of those less educated.
While high proportions overall would like to see this attribute, college graduates do so in higher numbers than those less educated (86% to 77%).
• Homeowners/Renters: While high proportions of homeowners and renters alike would like to see a city that provides wide-range of affordable housing options, renters respond with both more intensity (54% very much to 33% among homeowners) and overall (75% total would like to see compared to 64% among homeowners).
• City Council Districts: There is little notable difference in response to this question by City Council Districts .
Those in City Council District 2 are less likely to say they would like to see a city that provides wide-range of affordable housing options (57% total) than those in other districts (66% to 70%).
Part 2: Perceptions of Torrance City Government
City government’s job rating continues on a downward trend. Positive ratings declined 10 points from 60 percent in 2019 to 50 percent currently—with the current finding down 22 points since the 2013/2014 study (72% at that time). Yet, despite this finding, residents are at least somewhat satisfied on average with 16 of the 17 specific services evaluated, with the highest ratings for providing fire and paramedic services, police protection, and library services, followed by removal of graffiti ; curb pick -up services; cultural, arts, and recreational opportunities ; landscaping; and tree trimming. The City receives its lowest rating for addressing homelessness.
Residents who have had direct contact with City government in the last two years rate their interactions positively in terms of courteousness, helpfulness, and responsiveness—with little change from 2019. They are also satisfied with the City’s efforts to communicate with them, and nearly three in 10 believe these efforts have gotten better in the last couple of years.
2.1 Overall Impression of City Government Performance
Half (50%) of respondents give Torrance an “excellent” (6%) or “good” (44%) review for providing services to residents. While 32 percent have a “fair” perception (perceived as average or below average), just 13 percent consider the job City government is doing to be “poor” (and 6% are uncertain). 29
These ratings are down considerably from 2019 and past years. As shown in Figure 10, in 2019, 11 percent gave the City an “excellent” job rating—nearly twice that of the current findings at six percent. Overall, positive job ratings have declined from a high of 72 percent in the 2013/2014 study to 60 percent in 2019, and 50 percent currently. As mentioned in past years, these lower reviews may reflect the increasingly critical lens through which residents in communities across the state view government as well as growing concerns around homelessness, housing, crime, and growth, among other issues.
FIGURE 10:
JOB RATING OF CITY GOVERNMENT’S SERVICES TO RESIDENTS, 2007, 2013/2014, 2019, AND 2025
Results Among Subgroups:
• Positive reviews increase with age, with 38 percent of those 18 to 29 giving the City an “excellent” or “good” rating for the job it is doing providing services (with just 1% saying “excellent”), while 51 percent of those 50 to 74 have a positive impression and 67 percent of the small group of those older (n=33). Two in 10 (20%) of those 18 -29 give the City a “poor” review for providing services —among the highest proportion across subgroups analyzed.
• Men ages 50 or older are among the most positive (59% “excellent”/”good” compared to 47% of men and women 18 to 49 and 48% of women 50+).
• Latino respondents are more likely to have a poor (21%) or fair (35%) impression (for a total of 56%—and 60% among Spanish-speaking Latinos) than are white (41%) or API (44%) respondents. White respondents are the most positive in their review, with 55 percent giving an “excellent” or “good” review. • College-educated respondents are more likely to have a positive impression of the job City government is doing in providing services than those less educated (53% to 44%). • Residents of more than 20 years are less likely to give a positive review (44% positive) than residents of lesser tenure (54%).
6%
11%
15%
15%
44%
49%
57%
51%
32%
29%
23%
27%
13%
6%
4%
6%
6%
2025
2019
2013/2014
2007
Excellent Good Fair Poor Don't Know/No Answer Fair/
Poor
Excellent/
Good
44%50%
35%60%
26%72%
31%66%
30
• Twenty-one percent (21%) of respondents in City Council District 5 have a poor impression of the job the City is doing in providing services —compared to eight percent to 14 percent in other districts. Reviews are strongest in City Council Districts 1 (57% “excellent”/”good”), 2 (51%), 3 (55%), and 4 (50%), and lowest in 5 (44%) and 6 (42%).
2.2 Satisfaction with City Services
The survey results show that residents are at least somewhat satisfied on average with 16 of the 17 City services they were asked to evaluate. Torrance residents were asked to rate their satisfaction with different services on a 7-point scale, where a “1” rating indicated they are not at all satisfied with the service and “7” indicated that they are very satisfied. Respondents were also instructed to say if they had no opinion or simply did not know enough about a particular service to give a rating.3 Of the 17 services on which opinions were solicited, 15 were repeated from 2019, 10 from 2013/2014, and 12 from the 2007 study. Two items were asked for the first time this year.
As Table 1 illustrates, the City receives an average rating of 4.5 or higher on 16 of the 17 items tested—a number above the mid-point on the scale of 1 to 7. This shows that residents are at least somewhat satisfied on average in these areas.
The exception is addressing homelessness. This item, tested for the first time this year, receives a mean rating of
3.8, putting it slightly below the midpoint of 4.0 on the 7 -point scale (and a 5-7 rating of 34% and a 1-3 rating of 37%). This aligns with other findings showing strong concern about homelessness in the City.
As past studies, the City gets its highest ratings for public safety services including fire protection and paramedic services (mean rating of 6.2 and 5-7 rating of 82%) and police protection in your neighborhood (5.3, 69%), as well as library services, with a mean rating of 5.8 but a slightly lower 65 percent giving it a 5-7 rating.
Several items related to city maintenance and cultural and recreational opportunities are clustered closely together in mean scores and 5-7 ratings, including:
• Removal of graffiti (5.3 mean score, 61% 5-7 score)
• Curb pick-up services for large items, such as furniture (5.2, 57%) • Cultural and arts opportunities (5.2, 54%)
• City recreational opportunities and programs (5.2, 55%) • Landscaping on street medians and other public areas (5.0, 59%) • Tree trimming (5.0, 61%)
3 Those who said they had no opinion or did not know enough to offer an opinion about a particular service were excluded from the analysis of the mean importance of that service. 31
Services receiving lower ratings, albeit still positive on average, include the following:
• Programs available for seniors (4.9, 29%)—54 percent are unable to give an opinion • Revitalization of Downtown Torrance (4.9, 51%)
• Maintenance of local streets and sidewalks (4.8, 60%) • Providing after-school activities for young people (4.8, 29%)—51 percent are unable to give an opinion • Access to public transportation (4.7, 44%)
• Programs to retain, expand, and attract businesses to Torrance (4.6, 32%)—42 percent are unable to give an opinion
• Addressing coyotes in the community (4.5, 37%)—32 percent unable to give an opinion
TABLE 1
SATISFACTION WITH CITY SERVICES, 2025
(Using a Scale of 1 to 7, where 1 = “Not at All Satisfied” and 7 = “Very Satisfied”; Ranked by mean score)
As shown in Table 2, there is little change in mean ratings across the last three studies. Ratings improved slightly on average for curb pick-up services (4.7 in 2019 to 5.2 in 2025 and 46% to 57% 5-7 scores) and maintenance of local streets and sidewalks (4.4 in 2019 to 4.8 currently and 51% to 60% 5 -7 scores). And 5-7 ratings declined slightly for police protection in your neighborhood (78% to 70%) , City recreational opportunities and programs (62% to 54%), and providing after-school activities for young people (37% to 29%).
TABLE 2
5-7 RatingMean ScoreCity Service
82%6.2Fire protection and paramedic services
65%5.8Library services
69%5.3Police protection in your neighborhood
61%5.3Removal of graffiti
57%5.2Curb pick-up services for large items, such as furniture 55%5.2City recreational opportunities and programs
54%5.2Cultural and arts opportunities
61%5.0Tree trimming
59%5.0Landscaping on street medians and other public areas 51%4.9Revitalization of Downtown Torrance
29%4.9Programs available for seniors
60%4.8Maintenance of local streets and sidewalks
29%4.8Providing after-school activities for young people 44%4.7Access to public transportation
32%4.6Programs to retain, expand, and attract businesses to Torrance 37%4.5Addressing coyotes in the community
34%3.8Addressing homelessness
32
SATISFACTION WITH CITY SERVICES, 2007, 2013/2014, 2019, AND 2025 (Ranked by satisfaction mean score difference from 2019 and 2025)4
Results Among Subgroups: Public safety, library services, and maintenance and upkeep items are generally ranked at the top of the list of services tested among all demographic groups analyzed (based on a score of 5 or greater).
Notable differences include the following:
• Gender: Men express more satisfaction with police protection in your neighborhood than do women (76% to 64%). Women are more satisfied with library services than men (71% to 59%), with men being more uncertain.
• Age:
o Satisfaction with fire and police protection is higher among those ages 50 or older than among those younger. While 86 percent of those 50 or older are satisfied with fire protection, 76 percent of those younger are so. And while 74 percent of those 50 or older are satisfied with police protection, 64 percent of those younger are.
o Sixty-three percent (63%) of those under 40 are satisfied with city recreational opportunities and programs. This is higher than 51 percent among those older—who are more likely to be unable to give a rating. Similarly, 42 percent of those 18 to 29 are satisfied with after-school activities provided for young people—which is higher than 33 percent among those 30 to 49 and 23 percent among those older—with those 30 years of age or older less likely to be able to give a rating. o Nearly half (47%) of the small group of those 75 years of age or older are satisfied with programs available for seniors, higher than 36 percent among those 65 to 74, 18 percent of those 50 to 64, and 30 percent of
4 Access to public transportation and cultural and arts opportunities” were not asked in the 2007 study.
Mean Score
City Services Difference
(2019-2025)202520192013/
20142007
+0.55.24.7----Curb pick-up services for large items, such as furniture +0.44.84.4----Maintenance of local streets and sidewalks +0.25.85.65.65.9Library services
+0.24.64.4----Programs to retain, expand, and attract businesses to Torrance +0.16.26.16.26.0Fire protection and paramedic services
+0.15.25.15.2--Cultural and arts opportunities
+0.14.94.8----Revitalization of Downtown Torrance
+0.15.04.95.25.1Tree trimming
No Change5.05.05.35.2Landscaping on street medians and other public areas No Change4.84.85.15.3Providing after-school activities for young people No Change4.74.75.1--Access to public transportation
-0.15.25.35.35.6City recreational opportunities and programs -0.14.95.05.35.6Programs available for seniors
-0.25.35.55.55.6Removal of graffiti
-0.35.35.66.06.0Police protection in your neighborhood
33
those younger. However, again, rather than having a negative impression, the difference reflects the level of uncertainty (or lack of awareness) in each age cohort.
• Race/Ethnicity: There are few differences in satisfaction ratings by white, Latino, and API respondents. o A higher proportion of Latino respondents express satisfaction with after-school activities (40%—although a lesser 26% of those who took the survey in Spanish gave this response, with these respondents more uncertain) than white (22%), or API (30%) respondents.
o While 53 percent of Latino respondents are satisfied with access to public transportation (and 61% of those who took the survey in Spanish), 37 percent of white and 43 percent of API respondents are so. In all of these cases, the lower satisfaction ratings reflect greater uncertainty rather than greater dissatisfaction.
o Latino respondents are less satisfied with efforts to address homelessness : 25 percent (and 15% among those who took the survey in Spanish) compared to 38 percent among white and 34 percent among API respondents.
• Length of Residency : Satisfaction rises with length of residency regarding fire protection and paramedic services (from 65% of those of less than five years to 87% of residents of more than 20 years) and cultural and arts opportunities (40% among residents of less than five years to 61% of residents of more than 20 years).
Newer residents were generally more uncertain rather than more dissatisfied in these areas.
• City Council Districts: There is little notable trend in ratings by City Council District—meaning residents in no one district are consistently more or less satisfied across the board or across any groups of services (such as public safety or recreational/cultural programs). Areas with notable findings include the following:
o Satisfaction with fire protection and paramedic services is high in all Districts, but particularly so in District 6 (88%).
o Satisfaction is also higher in District 6 with police protection in your neighborhood (77%) than it is District 2 (65%) and 4 and 5 (66%) each. The difference is more modest in Districts 1 and 3 (both 71%). o Satisfaction with library services is highest in District 2 (74%) and 6 (71%) and lowest in District 5 (55%)— with 32 percent in District 5 unable to give a rating.
o District 5 residents are more satisfied with maintenance of local streets and sidewalks (at 67%) than those in District 1 (56%) and slightly more so in other districts (57% to 62%). However, District 5 residents are less satisfied with landscaping on street medians and other public areas (50%) than those in other districts (a high of 67% in District 1 to 57% in District 4).
34
o Sixty-three percent (63%) of District 3 residents are satisfied with cultural and arts opportunities . This compares to a near equal 59 percent in District 2 and a lower 46 percent to 56 percent in other districts. o Satisfaction with City recreational opportunities and programs is lowest in District 5 (46%), with satisfaction ranging from 50% (District 3) to 61% (District 6) in other districts. Districts with lower ratings are more uncertain rather than notably more dissatisfied. o District 5 residents are less satisfied with access to public transportation (34%) than those in other districts (40% to 50%).
o District 4 residents are less satisfied with curbside pick-up services for large items (47% satisfied) than those in other districts (55% to 63%).
o District 4 residents are more satisfied with revitalization of Downtown Torrance (67%, compared to a low of 39% in District 5 and a high of 53% in District 3). They are also the most likely to be able to give an evaluation.
o Over half of residents are unable to give a review about providing after-school activities for young people.
Those in Districts 2 (38% satisfied) and 6 (37%) are slightly more familiar and satisfied in this area.
35
2.3 Interaction with City Government
Just over half (53%) of respondents have had direct contact with Torrance City government in the past two years, either in person, by telephone, through regular mail, e -mail, or the City’s website. As Figure 11 shows, this is up slightly from 49 percent in 2019 (although within the margin of error) and 46 percent in 2013/2014 (the question was not asked in 2007).
FIGURE 11
CONTACT WITH CITY GOVERNMENT IN PAST TWO YEARS, 2013/2014, 2019, AND 2025
Results Among Subgroups
• Contact rises with age, from 37 percent of those 18 to 29 to 69 percent of those 75 years of age or older. • White women are among the most likely to have had contact (64%, compared to 52% of white men and 55% of the sample average for women).
• Residents of more than 20 years are slightly more likely to have had contact with City government (59%) than residents of lesser tenure (47%).
• Homeowners are more likely to have had contact than renters (58% to 38%).
As in past years, those who have interacted with City employees recently had positive impressions of the courteousness, willingness to help, and responsiveness of those with whom they interacted (see Figure 12). • Eight in 10 (79%) respondents described the employees’ courteousness as “excellent” (38%) or “good” (41%), while 16 percent have a “fair” impression and just four percent a “poor” one. • Seven in 10 (70%) respondents described City employees’ willingness to help as “excellent” (34%) or “good” (36%). Two in 10 (21%) consider their willingness to help “fair” and seven percent called it “poor.” 53%
49%
46%
40%
49%
54%
7%2025
2019
2013/2014
Yes No Don't Know
36
• Seven in 10 (69%) also gave the City employees with whom they interacted high marks for being responsive to their needs, with 31 percent giving an “excellent” review and 38 percent a “good” one. Twenty-one percent (21%) saw the employees’ responsiveness as “fair” and nine percent as “poor.” Overall ratings in all three areas are little changed from the 2019 study but remain down from the 2013/2014 survey (the first time the question was asked , see Figure 12). Positive ratings for courteousness are down seven points from 86 percent in 2013/2014, and are more similar to the 81 percent giving this response in 2019. Ratings are down 10 points from the 2013/2014 survey for willingness to help (80% to 70% currently) and, again, more closely reflect ratings in 2019 (71%). In terms of responsiveness to your needs, 77 percent had a positive impression of this aspect of their interaction in 2013/2014, compared to 68 percent in 2019 and 69 percent currently.
FIGURE 12
RATING OF INTERACTIONS WITH CITY EMPLOYEES, 2013/2014, 2019, 2025 (Rank order by Excellent/Good in 2025)
Results Among Subgroups: There are few notable differences by subgroup s in positive ratings for specific interactions with City employees.
• The small subgroup of those 18 to 29 who have had contact with City government are less likely to have had a positive interaction, with 64 percent giving an “excellent” or “good” rating for courteousness, compared to approximately 80 percent of those older, and 48 percent giving this response for responsiveness to your needs, compared to approximately 70 percent of those older.
• Latino respondents were less likely to give a positive evaluation in each area (53% to 63% for the three areas tested) than white (76% to 85%) and API (71% to 79%) respondents. • Renters were less positive in their review than homeowners regarding willingness to help (58% to 73%). 38%
42%
42%
34%
35%
42%
31%
35%
31%
41%
39%
44%
36%
35%
38%
38%
34%
46%
16%
13%
7%
21%
20%
10%
21%
22%
11%
4%
6%
7%
7%
9%
9%
8%
10%
2025
2019
2013/2014
2025
2019
2013/2014
2025
2019
2013/2014
Excellent Good Fair Poor Don't Know
Fair/
Poor
Excellent/
Good
20%79%
16%81%
13%86%
28%70%
27%71%
19%80%
30%69%
30%68%
20%77%
Courteousness
Willingness to help
Responsiveness to
your needs
37
2.4 Communication from City Government
The City gets strong reviews for its efforts to communicate with residents (see Figure 13). Nearly three out of four (73%) residents surveyed are satisfied with the City of Torrance’s efforts to communicate with City residents through mail, the Internet, and other means. However, the intensity of this satisfaction is modest, with 22 percent “very” satisfied and 51 percent “somewhat” satisfied. A low 1 7 percent are “somewhat” ( 13%) or “very” ( 5%) dissatisfied (10% are unsure). This question was asked for the first time in 2019, and the results are similar across the two studies, as shown in Figure 13.
FIGURE 13
SATISFACTION WITH CITY’S EFFORTS TO COMMUNICATE WITH RESIDENTS, 2019 AND 2025
Results Among Subgroups: There is little difference in evaluation of Torrance’s efforts to communicate with residents by subgroups. Latino respondents are slightly less satisfied (62 %—and 51% of the small group of respondents who took the survey in Spanish) than white (72%) or API (75%) residents.
Seventy-five percent (75%) of respondents believe the City’s efforts to communicate have gotten better over the last couple of years (28%) or stayed the same (47%). This is a positive finding in light of the high rate of satisfaction with current communication efforts. Ten percent (10%) believe communication has gotten worse, while 16 percent are unsure (see Figure 14). The proportion who believe communication efforts have gotten better is up slightly from 22 percent in 2019 (the first time the question was asked), while the proportion who believe they have gotten worse is also up (From 4% in 2019).
There is no notable differences in response to this question by subgroups.
FIGURE 14
22%
26%
51%
48%
13%
12%
5% 10%
10%
2025
2019
Very Satisfied Somewhat Satisfied Somewhat Dissatisfied Very Dissatisfied Don't Know/No Answer Total Dissatisfied
Total
Satisfied
17%73%
16%74%
38
PERCEPTION OF COMMUNICATION EFFORTS AS BETTER OR WORSE IN LAST COUPLE OF YEARS, 2019 AND 2025
Part 3: Most Serious Issue for the City to do Something About The same issues at the forefront of residents’ attention at the start of the survey remained so at the end. At the end of the survey, residents were asked what is the most serious issue facing residents of the City of Torrance that they would like to see the City do something about. Homelessness (24%), crime/drugs/public safety (20%), and affordable housing/housing (16%) were volunteered in the highest proportions. Rounding out the most mentioned issues are traffic (11%) and overdevelopment (10%). Slightly lower numbers mentioned the condition of roads and sidewalks (7%) and poor or ineffective government (6%). Three percent each mentioned improving commercial development and growth, business/economy, transportation, the cost of living, and issues with the Torrance Refinery. No other issue was named by more than three percent of respondents (see Figure 15).
FIGURE 15:
MOST SERIOUS ISSUE FACING RESIDENTS OF TORRANCE THAT RESIDENTS WOULD LIKE TO SEE THE CITY DO SOMETHING ABOUT (Open-ended question where no response options were given; Multiple Responses Allowed; Responses grouped; responses of 3% or greater shown)
6%
9%
22%
13%
47%
61%
6% 4% 16%
13%
2025
2019
Much Better Somewhat Better Stay the Same Somewhat Worse Much Worse Don’t Know/No Answer Total Worse
Total
Better
10%28%
4%22%
24%
20%
16%
11%
10%
7%
6%
3%
3%
3%
3%
3%
2%
2%
7%
1%
4%
Homelessness/Homeless shelters
Crime/Drugs/Public safety
Affordable housing/Housing
Traffic/Traffic control
Overdevelopment/Overcrowding
Poor roads/sidewalks
Poor/Ineffective local government
Improve commercial development/growth
Transportation
Torrance refinery/Torrance refinery impact on environment Cost of living
Economy/Bring in and retain business
Improve education/schools
Immigration/Border control/ICE
Other
None/Nothing
Don't know/Unsure/Prefer not to say
39
Results Among Subgroups
• Age:
o Housing/affordable housing was volunteered by three in 10 (30%) respondents ages 18 to 39. This compares to eight percent of those 40 to 49 and 10 percent of those older. o Twenty-seven percent (27%) of women ages 18 to 49 volunteered affordable housing as their top concern, compared to nine percent of women ages 50 or older and 11 percent of men of this age cohort, and more so than the 18 percent of men ages 18 to 49 who had housing at the forefront of their thinking. o Crime-related issues were mentioned more often by those 50 years of age or older (26%) than by those 40 to 49 (19%) or younger (10%).
• Race/Ethnicity: Latino respondents mentioned housing/affordable housing in higher numbers (25%) than white (13%) or API (14%) respondents.
• Length of Residency: Related to age, residents of more than 10 years volunteered crime in higher numbers than more recent residents (23% to 14%). They were also more likely to mention overdevelopment and overcrowding (12% to 3%).
• Rent/Own: Renters expressed more concern about housing (31%) than homeowners (10%), while crime (24% to 10% of renters ) and overdevelopment and overcrowding (12% to 4%) were more top of mind among owners than renters.
• City Council Districts: Homelessness was the most mentioned issue in each City Council District, with crime close behind in all but District 3 (12% compared to 19% to 26% in other districts). Housing/affordable housing was one of the most mentioned issues in District 1 (21%) and volunteered less often in District 5 (8%).
40
APPENDIX A
TOPLINE RESULTS
41 42
43
44
45
46
47
48
49
50
51 City of Torrance
2025 Business Survey
Report of Findings
August 2025
320 -1193
52 CONTENTS
INTRODUCTION AND METHODOLOGY .......................................................................................................................1 SUMMARY OF FINDINGS .............................................................................................................................................2 DETAILED RESULTS ......................................................................................................................................................6 1 TORRANCE AS A PLACE TO DO BUSINESS .....................................................................................................................6 2 GOVERNMENT SERVICES TO BUSINESS ........................................................................................................................8
2.1 Satisfaction with Specific Business Activities Provided By City Government .............................................8
2.2 Suggestions for Improving Business Services in Torrance ....................................................................... 11
2.3 Torrance Economic Development Program ............................................................................................ 12 3 FUTURE OF THEIR PERSONAL BUSINESS .................................................................................................................... 16
3.1 Likelihood To Remain In Torrance ........................................................................................................... 16
3.2 Expected Business Growth ...................................................................................................................... 17
3.3 Labor Force and International Suppliers/Clients ..................................................................................... 18 4 SOURCES OF INFORMATION ................................................................................................................................... 19 5 PROFILE OF BUSINESSES SURVEYED ......................................................................................................................... 21
APPENDICES
APPENDIX A TOPLINE RESULTS .................................................................................................................................. 23
53
INTRODUCTION AND METHODOLOGY
From July 10 to August 13, 2025 , Fairbank, Maslin, Maullin, Metz & Associates (FM3) conducted a dual-mode survey (conducted online and by telephone) of 301 City of Torrance business owners, executives, and middle managers (referred to throughout this report as “business respondents” or “Torrance businesses” ). While previous surveys in 2019, 2014, and 2007/2008 were telephone -based, the current survey is the first year that interviews were conducted online and by telephone.
The sample was drawn randomly from a list of 8,434 businesses holding a business license to operate in the City of Torrance . In addition to telephone numbers and emails provided by business owners when applying for a business license, for the first time, FM3 used publicly available online sources to find telephone numbers and email addresses for businesses that did not provide this contact information with their license application. Doing this additional match allowed more businesses the opportunity to be randomly selected for the survey.
Some questions were repeated from surveys conducted in 2019, 2014, and 2007/2008, among a sample selected in a similar fashion.1 The results from the current survey are compared to those from these previous studies.
The margin of error for the business survey as a whole is plus or minus 5.7 percent. The margin of error for subgroups within the sample will be larger. Therefore, interpretation of the survey’s findings for subgroups within the sample is more suggestive than definitive and should be treated with a certain caution.
Please also note that the sum of the parts may not equal the whole because of rounding in some cases.
Below is an outline of the various sections of the report where the results are presented in detail. • Part 1 explores opinions of the City as a place to do business, including the reasons behind their assessment.
Where applicable, results are compared to past studies.
• Part 2 measures satisfaction with various services provided to businesses in Torrance (and in comparison to 2019, 2014, and 2007/2008 where applicable ). It also looks at respondents’ suggestions for improving business services in the City. Furthermore, this section assesses familiarity and contact with the City’s Economic Development Office as well as op inions of it overall and satisfaction with various activities it provides among respondents who have had contact (with comparisons to 2019, the first time questions on this topic were included).
• Part 3 focuses on the future of respondents’ businesses, including their anticipated growth and likelihood to continue doing business in Torrance—making comparisons to findings from 2019, 2014, and 2007/2008.
Also explored in this section—and for the first time this year—is the impact of labor force and housing issues and reliance on international suppliers or clients.
1 In the 2007/2008 survey, only businesses with 40 or fewer employees were included in the sample. In the 2014 , 2019, and the current study, approximately two percent of businesses surveyed had greater than 40 employees. At such a small percentage, FM3 believes the presence of respondents from 40+ employee businesses has an inconsequential impact on the results and comparisons between the surveys.
54
• Asked for the first time this year, Part 4 looks at how frequently (if at all) business respondents rely on four sources of information about the City.
• Part 5 illustrates the profile of the businesses surveyed, including respondents’ position within the business (owner, executive, or middle manager) , the business’s tenure in the City, number of employees 2, their personal place of residence (in or outside of Torrance), and their gender.
It is important to note that the 2019 survey took place prior to the COVID-19 pandemic that significantly impacted businesses, residents, and local governments —and ushered in the highest cost of living in the last 40 years.
Perceptions of the City’s reaction to the pandemic’s impact on businesses —including City efforts to assist businesses during that time —may influence respondents’ impressions of City government now five years later.
The results of the current study should be reviewed with this context in mind. Furthermore, as mentioned throughout this report, the national political climate, including tariffs, workforce -related issues, the aforementioned cost of living, and other factors may contribute to opinions of the business climate in Torrance.
In sum, the results seen in this survey are influenced by factors beyond the borders of the City of Torrance.
Full topline results of the survey are included at the end of the report as Appendix A.
SUMMARY OF FINDINGS
Part 1: Torrance as a Place to Do Business
➢ Torrance’s business environment continues to be well -regarded, with 85 percent calling it an “excellent” (42%) or “good” (43%) place to do business. While 12 percent have a “just fair,” impression, a low two percent call Torrance a “poor” place to do business. Reviews have varied slightly over the years, with 90 percent having a positive impression of Torrance as a place to do business in 2019, 85 per cent in 2014, and 93 percent in 2007/2008.
➢ The location, business-friendly environment, and the customer base are top-of-mind when asked to state in their own words why they have a positive impression of Torrance as a place to do business. Specifically, 26 percent of those with a positive impression volunteered the convenient or “great” location; 25 percent mentioned aspects related to a business-friendly environment (including supportive local government and ease of getting permits); and 23 percent named benefits related to the customer base, including a supportive community, a good clientele, friendly customers, and dense popula tion (with another 3% volunteering customer income being high). The safe and clean environment (18%) and cultural diversity (12%) round out the most mentioned reasons for a positive impression of Torrance as a place to do business. (Section 1)
2 Number of employees was provided by the City of Torrance. A part-time employee is counted as “.5.” Therefore, a business with one employee may be comprised of two part -time employees. A business categorized as “1.5 to five employees” could have as many as 10 if it is made up of only part-time employees. 55
Part 2: Government Services to Business
➢ Business respondents are at least somewhat satisfied on average with the City’s delivery of a number of services to maintain a healthy business climate. As in past surveys, the City received mean ratings of 6.0 or greater on a 10-point scale (where “1” indicated that the respondent is not at all satisfied and “10” indicated the respondent is extremely satisfied) for all eight services tested . Ratings above the midpoint of 5.5 on the 10-point scale suggest respondents are at least “somewhat” satisfied in each area.
• Public safety services remain the top rated services tested. Providing efficient emergency and disaster response services received a mean rating of 8.3 , with 60 percent giving it ratings of “8” or greater, showing a high level of intensity of satisfaction. Providing high -quality crime prevention and law enforcement services received a mean satisfaction score of 7.8 and an 8-10 rating of 61 percent. • Also receiving strong ratings are providing good public transportation (7.4 mean rating , 40% “8” or greater rating) and providing businesses with easy access to City policies, processes, and permit-related information on the Internet (7.1, 46%).
• Although still positive on average, ratings are weakest for services related to business retention , including attracting new businesses to the City (mean rating of 6.6, 29% “8” or greater rating—with 25% uncertain); implementing an active business retention program (6.4, 20% - with a high 42% uncertain); and maintaining local fees and taxes at reasonable levels (6.2, 29%)3.
➢ Mean ratings are down most notably for providing high-quality crime prevention and law enforcement services (a decline of half a point in the mean score and 11 percentage points in 8-10 ranking from 72% to 61%). Therefore, while ratings are among the strongest for this public safety service, the decline since 2019 suggests an increased concern about crime in the City . FM3 has seen growing concern about crime and , relatedly for many, homelessness in cities throughout the state (among residents, voters, and businesses).
Ratings declined generally between two - and four -tenths in other service areas, but with little change in intensity of satisfaction based on 8-10 ratings. (Section 2.1)
➢ No one improvement emerges when business respondents were asked what is the single most important thing the City of Torrance can do to improve City services for businesses located in Torrance. In fact, as in 2019, no more than 16 percent named any one issue. This suggests that there is not widespread frustration in any specific area. The most mentioned improvements include better City communication or promotion or programs4 (16%), lower taxes and fees (12%), enhanced public safety (10%), addressing homelessness (8%), and making the permit and licensing process easier (8%). No other improvement was mentioned by more than
3 Note that Torrance voters voted to increase their sales tax by ½ cent through Measure SST in June 2022. 4 Note that since this question was asked at the end of the survey, the contact that came before it can prime respondents on issues that may not have otherwise been top -of-mind. For example, prior to this question, the survey discussed sources of information and programs with which respondents were largely unfamiliar. Therefore, the top response being communication and promotion of programs may have grown out of hearing about unknown information sources and programs.
56
five percent. Furthermore, six percent had no issues or nothing that needs to be improved and 20 percent were uncertain—suggesting that one in four business respondents have no salient concerns. (Section 2.2)
➢ There continues to be modest familiarity with the City’s Economic Development Office . Forty-one percent (41%) have heard of it —statistically unchanged from 44 percent in 2019 (the first time the question was asked). Fourteen percent (14%) of business respondents have had contact with the Office in the last two years—up slightly from nine percent in 2019. Moreover, between four in 10 and six in 10 of those who have had contact are unable to rate specific activities provided by the Economic Development Office —further showing limited familiarity with it. (Section 2.3)
➢ Most of those who have had contact with the City’s Economic Development Office in the past two years have a positive impression of it, with 79 percent giving this response. This is up notably from 56 percent in 2019—although mindful of the small sample size both years (n=42 in 2025 and n=28 in 2019).
➢ As in 2019, t hose who have had contact and were able to provide a rating (using a 10-point scale where a “1” indicated not being satisfied at all and a “10” indicated being extremely satisfied) are at least somewhat satisfied in eight of the nine areas tested.
• Ratings are strongest for offering a Business Watch Program, which includes the Police Department providing business safety seminars and advice to local businesses , with a mean rating of 7.3 on the 10 - point scale among those familiar enough to give a rating. This further illustrates the business respondents’ satisfaction with public safety services provided by the City of Torrance. • Helping with workforce development , offering a Business Façade Improvement Program , assisting in marketing, offering a Business Visitation Program , offering general events , and assisting with site or location selection received mean satisfaction ratings between 6.0 and 6.7. • Again, mindful of the small sample size, t wo areas generated less satisfaction and also show the largest decline in satisfaction ratings: connecting business owners to financing opportunities (5.5, down 1 point from 6.5 in 2019 ) and networking and connecting business owners with other businesses (5.3, down 1.1 points from 6.4 in 2019).
Part 3: Future of Their Personal Business
➢ Reflecting positive assessments of the Torrance business environment, nine out of 10 (90%) business respondents expect their business “to remain in the City of Torrance for the foreseeable future” —little changed from 92 percent in 2019. Yet, at the same time, seven percent agree with the statement “I expect this business to relocate out of the City of Torrance sometime in the next five years” and 11 percent are unsure—suggesting instability or uncertainty for nearly two in 10 business res pondents surveyed. The proportion who said this statement does not apply to them (meaning they do not expect to relocate in the next five years) has fluctuated over the four surveys and is down slightly from 2019. (Section 3.1)
➢ Optimism about business growth is down from 2019. In the current study, 51 percent believe the statement “I expect my business to grow substantially over the next five years” applies to them, while 37 percent believes 57
it does not, and 13 percent are uncertain. The proportion who holds this optimistic outlook is down from 62 percent in 2019, 60 percent in 2014, and 72 percent in 2007/2008. The lower level of optimism about business growth may reflect changes in economic conditions since 2019, including the COVID-19 pandemic, inflation and increased cost of living, and economic uncertainties around tariffs, among other economic conditions. (Section 3.2)
➢ For the first time this year, business respondents were asked if three additional statements applied to them related to the labor force and international suppliers or clients.
• Approximately half (48%) said the statement “Torrance and nearby areas provide my business with a skilled and educated local labor force” applies to them. Forty-six percent (46%) said this statement does not apply to them (7% are unsure). The proportion who said this statement applies to them rises with the number of employees, from 39 percent of sole practitioners to 67 percent of those with more than 10 employees—suggesting that those who utilize the workforce agree that it meets their needs and those who do not have employees (or fewer of them) chose “does not apply” for this reason. In essence, the response may be less about an adequate workforce and more reflective of the need to utilize it.
• Nearly one in four (23%) respondents feel that “there is not enough housing in the City for the local labor force.” This suggests the business respondents recognize the impact housing costs have on the local labor force.
• Three in 10 (29%) business owners surveyed said the statement “my business relies on international suppliers and/or international clients” applies to them —showing the value of this business sector. The proportion who said this statement applies to them increases with the number of employees, from 25 percent of sole proprietors to 45 percent of those with 5.5 or more employees. (Section 3.3) Part 4: Sources of Information
• For the first time this year, respondents were asked how frequently they utilize four specific sources of information about the City of Torrance. With the exception of “Torrance Alerts,” the vast majority of respondents rarely or never turn to these sources: (Section 4)
• Torrance Alerts: 43 percent “frequently” or “occasionally” • See What Torrance is Doing 20 percent “frequently” or “occasionally” • My Torrance App 15 percent “frequently” or “occasionally” • The economic development website known as Why Torrance eight percent “frequently” or “occasionally”
The remainder of this report presents the results in more detail.
58
DETAILED RESULTS
1 TORRANCE AS A PLACE TO DO BUSINESS
Business respondents have a positive impression of Torrance as a place to do business. Just over four in 10 (42%) respondents consider the City an “excellent” place to do business, while 43 percent called it “good,” for a total of 85 percent having a positive view. While just two percent have a “poor” impression, 12 percent consider Torrance a “just fair” place to do business—which can be perceived as an average or slightly below average rating.
Impressions of Torrance as a place to do business have varied slightly over th e four surveys conducted by FM3.
Mindful of the margin of error of +/- 5.7 percentage points, the proportion with a positive impression of Torrance as a place to do business is down slightly from 2019—from 90 percent to 85 percent currently. The current finding is more similar to that found in 2014 (85% excellent/good at that time), but down from 2007/2008 (93%) . It is notable, however, the intensity of ratings (based on the proportion giving an “excellent” review) is little changed over the last three surveys—ranging from 40 percent to 42 percent in the current survey as well as 2019 and 2014.
While the modest change in overall reviews may simply be a statistical variation, it may also be influenced by the rising cost of doing business that was exacerbated by the COVID-19 pandemic—most likely a factor for businesses in Torrance and beyond it. Figure 1 demonstrates the results.
Figure 1: Ratings of Torrance as a Place to do Business, 2025, 2019, 2014 and 2007/2008
Results Among Subgroups: High proportions of all subgroups analyzed consider Torrance an “excellent” or “good” place to do business. To this point, 72 percent of business respondents who plan to relocate in the next five years, nonetheless, have a positive impression of Torrance as a place to do business (as do 73 percent of those who are not sure if they will relocate). While this compares to a higher 88 percent of those who do not plan to relocate, it highlights the far-reaching positive impression of the Torrance business environment.
Notable differences are seen in intensity of positive reviews. Business owners surveyed were less likely to give an “excellent” review (at 35%) compared to executives (57%) and middle managers (52%) surveyed. Excellent ratings also decline with years of doing business, from 56 percent among those doing business in Torrance less than five 42%
41%
40%
47%
43%
49%
45%
46%
12%
7%
12%
6%
2025
2019
2014
2007/2008
Excellent Good Fair Poor Don't Know Fair/
Poor
Excellent/
Good
14%85%
8%90%
13%85%
7%93%
59
years to 43 percent doing business in the City five to 10 years and 38 percent among those doing business for a longer tenure —although high proportions overall have a positive impression (90% less than 11 years and 83 percent for 11 or more years).
Respondents who gave an “excellent” or “good” review were asked to say, in their own words, why they hold this view. The highest proportion s mentioned Torrance’s good and convenient location (26% volunteering this response) and business-friendly environment (25%), including supportive local government and ease of getting permits, as standing behind their positive impression of Torrance as a place to do business . A nearly equal 23 percent mentioned reasons related to the customer base, including a supportive community, good clientele, and dense population (and another 3% mentioned customer income being high). Rounding out the most mentioned reasons are other areas related to the quality of life in the City, including that it is a safe and clean environment (18%) and culturally diverse (12%). Figure 2 shows the most mentioned responses The top reasons given are similar to those in 2019, where the business -friendly environment, good location, diverse and strong customer base, and safe and clean environment were also top of mind reasons for having a positive impression of the City as a place to do business.5 Figure 2: Top Reasons for Rating Torrance an Excellent/Good Place to do Business, 2025 (Open-ended question where no response options were provided; Asked of those with an excellent/good impression of Torrance as a place to do business; n=257; Responses Grouped)
5 Detailed comparisons from past studies are not advisable since responses are coded differently from year to year. 26%
25%
23%
18%
12%
7%
7%
6%
6%
3%
2%
2%
3%
Convenient/Great location
Business-friendly/Supportive local government/Easy to get permits Safe and clean environment
Culturally diverse
Good, but City is slow/High costs/Too many regulations
No issues
Long-term satisfaction
Good Infrastructure/service
Customer income is high
More business-friendly than the surrounding areas
Don’t know
Other
Supportive community/Good clientele/Friendly customers/Dense population 60
Among the 42 respondents who gave Torrance a “fair” or “poor” review as a place to do business, the most mentioned reasons included the high permit or license costs, homelessness, increasing cost of rent, and lack of city support.6
2 GOVERNMENT SERVICES TO BUSINESS
2.1 Satisfaction with Specific Business Activities Provided By City Government Business respondents are generally satisfied with specific services provided to them by the City of Torrance. As in past studies, respondents were asked to rate how satisfied they are with the City’s efforts to provide specific services to businesses, using a 10 -point scale w here a “1” indicated the respondent is not at all satisfied and a “10” indicated the respondent is extremely satisfied with the City’s efforts in that specific area. Respondents are at least somewhat satisfied on average with all eight services tested in the current study , with ratings of 6. 2 or greater (above the mid-point of 5.5 on the 10-point scale). Table 1 illustrates the results.
The City receives its strongest ratings for public safety services—as it did in the past studies. These services include:
• Providing efficient emergency and disaster response services (mean rating of 8. 3, 6 0% “8” or greater rating)
• Providing high-quality crime prevention and law enforcement services (mean rating of 7.8, 61% “8” or greater rating)
However, it is notable that one of the weakest rated areas—and asked for the first time this year—is in addressing homelessness in the City (which is often considered a public safety issue) , albeit with ratings still positive on average at 6.2 (and a 33% giving an “8” or greater rating).
Other top-rated services—and similar to the 2019 study—include those related to infrastructure maintenance and a business-friendly environment:
• Providing good public transportation (7.4, 40%)
• Providing businesses with easy access to City policies, processes, and permit -related information on the Internet (mean rating of 7.1, 46% “8” or greater rating)
Again similar to past years, r atings are lowest, although still positive on average, in areas related to business development and fees. This includes:
• Attracting new businesses to the City (mean rating of 6.6, 29% “8” or greater rating—with 25% uncertain) • Implementing an active business retention program (6.4, 20% - with a high 42% uncertain) • Maintaining local fees and taxes at reasonable levels (6.2, 29%)
6 These findings may not be generalizable to the population of businesses that have fair or poor impressions of Torrance as a place to do business because of the small sample size of 36 for those saying “just fair” and six for those saying “poor.” Results should be viewed with caution.
61
Table 1: Satisfaction with Torrance’s Efforts to Provide Specific Services, 2025 (Average rating where “1” = not at all satisfied and “10” = extremely satisfied; Ranked by mean score)
Results Among Subgroups: Business owners are slightly less satisfied on average in each area than are the executives and middle managers surveyed, as shown in Table 2.
Table 2: Satisfaction with Torrance’s Efforts to Provide Specific Services by Company Position, 2025 (Average rating where “1” = not at all satisfied and “10” = extremely satisfied; Ranked by All Respondents mean score)
8-10 (Extremely
Satisfied) RatingMean ScoreActivity
60%8.3Providing efficient emergency and disaster response services
61%7.8Providing high-quality crime prevention and law
enforcement services
40%7.4Providing good public transportation
46%7.1
Providing businesses with easy access to City
policies, processes,
and permit-related information on the Internet
29%6.6Attracting new businesses to the City
20%6.4Implementing an active business retention program 29%6.2Maintaining local fees and taxes at reasonable levels 33%6.2Addressing homelessness in the City
Mean Score
Activity Company Position
All
Respondents Middle
ManagersExecutivesOwners
8.39.08.18.3Providing efficient emergency
and disaster response services
8.08.97.67.8Providing high-quality crime prevention
and law enforcement services
7.77.97.17.4Providing good public transportation
7.58.46.77.1 Providing businesses with easy
access to City policies, processes,
and permit-related information on the Internet
7.56.85.96.6Attracting new businesses to the City
7.36.25.86.4Implementing an active business retention program
6.96.95.76.2Maintaining local fees and taxes at reasonable levels
6.47.25.96.2Addressing homelessness in the City
62
Mean ratings are higher among those with more than one employee, as shown in Table 3.
Table 3: Satisfaction with Torrance’s Efforts to Provide Specific Services, By Number of Employees, 2025 (Average rating where “1” = not at all satisfied and “10” = extremely satisfied; Ranked by All Respondents mean score)
Women react more positively than men to implementing an active business retention program (7.0 to 5.8) and attracting new businesses to the City (7.0 to 6.2). There is little difference in average ratings by years of doing business in Torrance, among those living in or outside Torrance, or by zip code 7—with items generally ranked similarly.
Mean ratings are down slightly in several areas tested in 2019 and 2025 (see Table 4). Ratings are down most notably for providing high-quality crime prevention and law enforcement services, with a decline of half a point in the mean score (from 8.3 to 7.8) and 11 points in 8 -10 ranking from 72% to 61%). This is the only area with a notable decrease in 8-10 scores.
7 Across the survey, respondents doing business in the 90504 zip codes reacted more negatively toward the City. However, given the small sample size of n=36 and therefore larger margin of error, analysis does not include this zip code unless there is a trend of other zip code respondents sharing a similar sentiment.
Mean Score
Activity Number of
EmployeesAll
Respondents
1.5+0-1
8.58.28.3Providing efficient emergency and disaster response services
8.07.87.8Providing high-quality crime prevention
and law enforcement services
7.77.27.4Providing good public transportation
7.66.87.1Providing businesses with easy access to City policies, processes, and permit-related information on the Internet
7.16.26.6Attracting new businesses to the City
6.86.16.4Implementing an active business retention program
6.56.06.2Maintaining local fees and taxes at reasonable levels
6.66.06.2Addressing homelessness in the City
63
Table 4: Change in Satisfaction with Torrance’s Efforts to Provide Specific Services, 2025, 2019, 2014, 2007/2008
(Average rating where “1” = not at all satisfied and “10” = extremely satisfied) (Ranked by mean score difference from 2019 and 2025)
*Question wording was altered slightly from the 2007/2008 study. In 2007/2008, the statement concluded with “such as for fire , medical emergencies, and earthquakes.”
2.2 Suggestions for Improving Business Services in Torrance At the end of the survey, business respondents were asked “what is the single most important thing the City of Torrance can do to improve City services for businesses located in Torrance. ” As in past years, there is no one issue at the forefront of City businesses’ attention. The most mentioned responses include increasing communication and promotion of programs (16%); lowering taxes, fees, and permits (12%); and enhancing public safety and law enforcement (10%). Other top responses included addressing homelessness (8% and a public safety issue to some), easing the permit and licensing process (8%), improving traffic and transit (5%), and increasing business-to-business communication (5%). Six percent had no suggestions, stating that they had no issues or nothing to improve, and 20 percent said they did not know (see Figure 3). Therefore, one in four business respondents were unable to name any improvement —further indicating the high rate of satisfaction shown toward Torrance with providing services to businesses . The proportion saying they had no suggestions for improvements (6%) is down slightly from previous years: from 10 percent in 2019, nine percent in 2014 , and 27 percent in 2007/2008. However, the proportion who said they were unsure what improvements could be made was a lower 10 percent in 2007/2008, compared to 28 percent in 2014 and 20 percent in 2019 and currently. 2019 to
2025
Mean
Difference
Mean Score
Activity
2025201920142007/
2008
0.07.47.47.17.3Providing good public transportation
-0.18.38.48.28.3Providing efficient emergency and disaster response services* -0.26.66.86.66.8Attracting new businesses to the City
-0.36.46.76.36.1Implementing an active business retention program -0.36.26.56.36.6Maintaining local fees and taxes at reasonable levels -0.47.17.57.27.4Providing businesses with easy access to City policies, processes, and permit-related information on the Internet -0.57.88.38.18.0Providing high-quality crime prevention and law enforcement services
64
Figure 3: Most Important Thing Torrance Can Do to Improve City Services for Businesses Located in Torrance (Open-ended question where no response options were provided; Responses grouped; Responses of 2% or greater shown)
Results Among Subgroups:
• Business owners were more likely to mention lower taxes, costs, permits, and fee s (15%) than other respondents (7%). Although the sample size among executives is low (n=28), they were more likely to mention increasing City communications and promotion of programs (33%) than owners (14%) or middle managers (17%). They were also more lik ely to mention doing more about homelessness (15%) than owners (8%) and middle managers (3%).
• Increasing City communications and promotions of programs was volunteered in higher proportions among those with five or fewer employees (18%) than more (9%). • Improving traffic and transit was more top-of-mind for those in the 90504 zip code (13%). Easing the permit and licensing process was mentioned by more in the 90501 (12%) and 90504 (14%) zip codes than 90503 (2%) and 90505 (5%).
2.3 Torrance Economic Development Program
As shown in Figure 4, four in 10 (41%) respondents have heard of the City’s Economic Development Office—little changed from 44 percent in 2019 (the first time the question was asked ). Fifty-seven percent (57%) have never heard of it (compared to 53% in 2019), and three percent are unsure (2% in 2019).
Thirteen percent (13%) of respondents have had contact with the City’s Economic Development Office in the last two years—up slightly from nine percent in 2019.
16%
12%
10%
8%
8%
6%
5%
5%
4%
4%
4%
2%
20%
6%
Increase City communication/promotion of programs
Lower taxes/costs and permits/fees
Enhance public safety/Law enforcement
Address homelessness
Easier permit/licensing process
No issues/Nothing to improve
Improve traffic/Transit infrastructure
Increasing support for small businesses
Promote housing development/affordable housing for residents/workforce Retain/Attract businesses/economic development
Public maintenance/cleanliness
Don’t know
Other
Provide means for businesses to promote/Business-to-Business communication 65
Figure 4: Familiarity and Contact with Torrance Economic Development Office, 2025 and 2019
*Worded slightly different in 2019 survey
As shown in Figure 5, of those who have had contact in the last two years (n=42), 79 percent have a positive impression—up notably from 5 6 percent in 2019 (11% percent of the total sample co mpared to 5% in 2019) . A low 14 percent have a “just fair” impression (2% of the total sample), and none of those who have had contact have a “poor” one—again down from 33 percent giving a just fair (22%) or poor (10%) rating 2019 (2% to 3% of the total sample, respectively).
Figure 5: Rating of Contact with Torrance Economic Development Office, 2025 and 2019 (Among those who have had contact with the Economic Development Office)
9%
35%
53%
2%
Total contact
Have heard, but no contact
Have never heard of
*Don’t know
2019 2025
13%
27%
57%
3%
Total
44%
Total
40%
Total
55%
Total
60%
2019 2025
33%
22%
22%
10%
10%
Excellent
Good
Fair
Poor
Don’t recall service
36%
43%
14%
0%
7%
Excellent/
Good
56%
Excellent/
Good
79%
(n=28) (n=42)
66
Results Among Subgroups: Business owners (19%) are more likely to have had contact than executives ( 6%) or middle managers ( 8%). Respondents who have been doing business in Torrance for five years or less are more likely to have had contact than those doing business in the City for a longer period (22% to 12%). Business residents who also reside in the City are more likely to have had contact than those who do not live in Torra nce (18% to 10%). And contact is higher among sole proprietors (21%) and those with no more than one employee (14%) than those with more than one employee (6%).
Those who have had contact with the City’s Economic Development Office in the last two years (n=42) were asked to rate how satisfied they are with the Office’s efforts in nine areas —again on a 10 -point scale where a “1” indicated they are not satisfied at all and a “10” indicated they are extremely satisfied.
Approximately half to six in 10 business owners who had contact with the Economic Development Office in the last two years were unable to give a review in seven of the nine areas, while four in 10 were unable to do so in the two others (see Table 5)—suggesting that even among those who have had recent contact, there is modest awareness of the services provided by this office.
Among those who gave a rating, these business owners were at least somewhat satisfied on average in all areas other than networking and connecting business owners with other businesses based on mean ratings at or above
5.5—the midpoint on the 10 -point scale. This aligns with other findings in the survey suggesting Torrance’s businesses would like more city assistance in connecting businesses to each other.
As shown in Figure 6, the mean rating is highest for offering a Business Watch Program, which includes the Police Department providing business safety seminars and advice to local businesses , with a mean rating of 7.3 on the 10-point scale. Again, this aligns with other findings showing some of the strongest satisfaction with public safety services provided by the City.
Those who had contacted the Economic Development Office are also satisfied on average in the following areas:
• Helping with workforce development (6.7 on the 10-point scale) • Offering a Business Façade Improvement Program, which provides funding to upgrade the exterior of commercial and industrial properties (6.4)
• Assisting in marketing (6.1)
• Offering a Business Visitation Program, which includes city staff visiting businesses and providing advice (6.1)
• Offering general events sponsored by the Office of Economic Development (6.1) • Assisting with site or location selection (6.0)
Two areas generated less satisfaction —although ratings were at or just slightly below the midpoint on the 10 - point scale.
• Connecting business owners to financing opportunities (5.5 on the 10-point scale) • Networking and connecting business owners with other businesses (5.3) 67
Table 5: Satisfaction with Activities Undertaken by the City’s Economic Development Office, 2025 (Asked only of those who have had contact with the Economic Development Office in the past two years; n=42; Mean Rating on a Scale of 1 to 10, where 1= Not at All Satisfied and 10= Extremely Satisfied; Ranked by Mean Score)
Of the six areas also tested in the 2019 study, mean ratings are down 8 for networking and connecting business owners with other businesses (1.1 points, from 6.4 in 2019 to 5.3 currently), connecting business owners to financing opportunities (1 point from 6.5 to 5.5), and assisting with site or location selection (down .6 from 6.6 to
6.0). Mean ratings were little changed for helping with workforce development (6.8 in 2019 to 6. 7 currently), assisting in marketing (6.3 to 6.1), and offering general events sponsored by the Office of Economic Development (6.2 to 6.1). Table 6 illustrates the results.
8 Because of the small sample size for this question (n=42 in 2025 and n=28 in 2019), the difference is within the margin of error, and the results should be viewed with this caution.
Don’t Know8-10Mean
ScoreActivity
50%26%7.3
Offering a Business Watch Program, which includes the Police Department providing business safety seminars and advice to local businesses
49%21%6.7Helping with workforce development
60%17%6.4
Offering a Business Façade Improvement Program, which
provides funding to upgrade the exterior of commercial and industrial properties
47%21%6.1Offering general events sponsored by the Office of Economic Development
43%21%6.1Assisting in marketing
49%19%6.1Offering a Business Visitation Program, which includes city staff visiting businesses and providing advice
48%16%6.0Assisting with site or location selection
60%10%5.5Connecting business owners to financing opportunities 41%18%5.3Networking and connecting business owners with other businesses
68
Table 6: Satisfaction Ratings for Activities Undertaken by the City’s Economic Development Office, 2025 and 2019
(Asked only of those who have had contact with the Economic Development Office in the past two years; Mean rating on a scale of 1 to 10, where 1= Not at all satisfied and 10= Extremely satisfied; Ranked by mean score difference)
3 FUTURE OF THEIR PERSONAL BUSINESS
3.1 Likelihood To Remain In Torrance
Nine in 10 (90%) business respondents expect their business “to remain in the City of Torrance for the foreseeable future,” with three percent saying this statement does not apply to them and seven percent uncertain. This is little changed from 92 percent who agreed with this statement in 2019 and similar (with no more than a four -point fluctuation) in years prior.
High proportions of all subgroups analyzed expect to remain in the City of Torrance for the foreseeable future .
However, 12 percent of business owners, 14 percent of businesses of less than five years, and 13 percent of those with more than five employees believe this statement does not apply to them or that they are uncertain—a small but potentially impactful proportion.
The survey captures more uncertainty and likelihood to relocate when considering a specific time period. Seven percent agreed with the statement “I expect this business to relocate out of the City of Torrance sometime in the next five years.” Another 11 percent are unsure if this statement applies to them and 82 percent said it does not.
In total, 18 percent either expect to relocate out of Torrance in the next five years or are uncertain if they will remain. Business owners (21%) and executives (26%) were more likely to give this response than middle managers (10%)—the latter perhaps being less familiar with their business’s future plans or reflecting greater stability with businesses with more employees.
The proportion who said this statement does not apply to them—meaning they do not plan to relocate out of the City in the next five years —has fluctuated over the past four studies. It is down from 91 percent in 2019, more Difference
Mean Score
Activity 2025
(n=42)
2019
(n=28)
-0.16.76.8Helping with workforce development
-0.16.16.2Offering general events sponsored by the Office of Economic Development -0.26.16.3Assisting in marketing
-0.66.06.6Assisting with site or location selection
-1.05.56.5Connecting business owners to financing opportunities -1.15.36.4Networking and connecting business owners with other businesses 69
similar to the 84 percent who gave this response in 2014, and also down from 90 percent in the 2007/2008 survey (see Figure 6).
Of the 21 respondents who expect to relocate out of the City of Torrance in the next five years, 30 percent expect to remain in L.A. County, 31 percent expect to relocate outside of L.A. County but remain in California, and 28 percent expect to relocate to another state (while 11% are unsure). The proportion who expect to leave the state is up notably from 17 percent in 2019, while the proportion expecting to remain in L.A. County is down from 50 percent to 30 percent. Again, it is important to be mindful of the small sample size when comparing findings across surveys.
The most mentioned reason for expecting to re-locate is the cost of doing business—including rent or the cost of their building—with 38 percent giving this response. Twenty-nine percent (29%) said they expect to relocate because of selling the business or moving or retiring . A few participants mentioned the business environment, including regulations or the business climate, decline in their business, and homelessness as standing behind their likelihood to relocate out of Torrance.
3.2 Expected Business Growth
A majority of business respondents are optimistic about growth for their business, but this optimism is down from past years. Half (51%) believe the statement “I expect my business to grow substantially over the next five years” applies to them, while 37 percent believe it does not , and 13 percent are uncertain. The proportion who holds this optimistic outlook is down from 62 percent in 2019, 60 percent in 2014, and 72 percent in 2007/2008 (see Figure 6).
Results Among Subgroups: There are several notable differences in response to this statement among subgroups. • Business owners are less likely to expect business growth in the next five years (43% saying this statement applies to them) than executives (55%) or middle managers (62%). • Seven in 10 (70%) respondents with businesses in Torrance for less than five years anticipate growth, compared to 48 percent of 5-10 years and 45 percent of 11 or more years. • Businesses with more than one to five employees (72%) or 6 to 10 (62%) are more likely to anticipate growth than those with no employees (40%) to one employee (46%), or more than 10 (51%). • Businesses in the 90503 zip code (43% applies) and 90504 zip code (40%) are less likely to anticipate business growth than those in 90501 (56%) or 90505 (58%).
70
Figure 6: Statements About Business’ Future in Torrance, 2025, 2019, 2014 and 2007/2008 (Ranked by Applies in 2025)
3.3 Labor Force and International Suppliers/Clients
For the first time this year, business respondents were asked if three additional statements applied to them related to the labor force and international suppliers or clients (see Figure 7).
Approximately half (48%) believe the statement “Torrance and nearby areas provide my business with a skilled and educated local labor force” applies to them. Those saying this statement applies to their business may be indicating that they believe the local labor force is able to provide the labor force they need or that they hire from the local labor force without consideration if it is meeting their needs. Conversely, 46 percent said this statement does not apply to them—either they do not utilize this work force (they may be a sole practitioner for example) or they feel they cannot meet their labor needs with the local workforce (7% are unsure).
Business owners were less likely to say this applies to them (40%) than executives (64%) or middle managers (56%). This may reflect that business owners in this survey are disproportionately sole practitioners and only five percent have more than five employees (compared to 28% of executives and 30% of middle managers). Relatedly, the proportion who said this statement applies to them rises with the number of employees, from 39 percent of sole practitioners to 67 percent of those with more than 10 employees.
The respondents were also asked to assess the statement “there is not enough housing in the City for the local labor force.” Nearly one in four (23%) agree with this statement, while 54 percent said it does not apply to them, and 23 percent were uncertain. However, we suspect recognition of and concern about the impacts of housing availability and costs are far higher; the issue just may not impact their business, and the proportion agreeing with this statement reflects that. To this point, 39 percent of sole practitioners agree with this statement compared to 90%
92%
89%
94%
51%
62%
60%
72%
7%
5%
12%
6%
6%
8%
4%
37%
34%
35%
26%
82%
91%
84%
90%
7%
4%
13%
5%
5%
11%
4%
4%
4%
2025
2019
2014
2007/2008
2025
2019
2014
2007/2008
2025
2019
2014
2007/2008
Applies Does Not Apply Don't Know
I expect my business to remain in
the City of Torrance for the
foreseeable future
I expect my business to grow
substantially over the next five years
I expect this business to relocate out
of the City of Torrance sometime in
the next five years
71
67 percent of those with 11 or more employees. Sole practitioners—who disproportionately live in Torrance and are most likely aware of housing issues—are not impacted from a labor force perspective by housing issues.
Three in 10 (29%) business owners surveyed said the statement “my business relies on international suppliers and/or international clients” applies to them—showing the reliance on this business sector. Seven in 10 (69%) said it does not apply to them. The proportion who said this statement applies to them increases with the number of employees, from 25 percent of sole proprietors to 45 percent of those with 5.5 of more employees.
Figure 7: Statements About Labor Force and International Suppliers/Clients, 2025 (Ranked by Applies)
4 SOURCES OF INFORMATION
The respondents were provided with four ways the ir business could get information about the City of Torrance and asked how often they turned to each one (see Figure 8). • The highest number of respondents , 43 percent, “frequently” (18%) or “occasionally” (25%) utilize Torrance Alerts. Another 16 percent “rarely” use it, while just under four in 10 (38%) never use this source (3% are uncertain). Business respondents who live in Torrance are more likely to use this source at least occasionally than those who do not (52% to 34%). Women are also more likely to turn to Torrance Alerts than men (49% to 37%) as are those in the 90501 and 90503 zip codes (51% each) compared to 90505 (40%) and 90504 (26%).
• Two in 10 (2 1%) turn to See What Torrance is Doing “frequently” (5%) or “occasionally” (15%), and 17 percent “rarely .” Six in ten (59%) never do so (3% are uncertain). Business respondents who live in Torrance are more likely to use this source at least occasionally than those who do not (25% to 16%). 48%
29%
23%
46%
69%
54%
7%
23%
Torrance and nearby areas provide my
business with a skilled and educated local
labor force
My business relies on international
suppliers and/or international clients
There is not enough housing in the City for
the local labor force
Applies Does Not Apply Don't Know
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• Fifteen percent (15%) use the My Torrance App “frequently” (6%) or “occasionally” (9%) and 11 percent “rarely. Meanwhile, seven in 10 (69%) never use this source and five percent are uncertain . Business respondents who live in Torrance are slightly more likely to use this source at least occasionally than those who do not (18% to 11%). Business owners (15%) and middle managers (17%) are more likely to use this source than executives (9%).
• Eight percent turn to the economic development website known as Why Torrance “frequently” or “occasionally” (2% and 6%, respectively) and 12 percent “rarely.” Fully three in four (75%) never do so , and four percent are uncertain. No more than 14 percent of the subgroups analyzed (those with 5.5 or more employees) utilize this information source at least occasionally.
Figure 8: Sources of Information About the City of Torrance, 2025 (Ranked by Frequently/Occasionally)
18%
5%
6%
25%
15%
9%
6%
16%
17%
11%
12%
38%
59%
69%
75%
5%
4%
Torrance Alerts
See What Torrance is Doing
My Torrance App
The economic development website,
known as Why Torrance
Frequently Occasionally Rarely Never Don't Know Frequently/ Occasionally
43%
21%
15%
8%
73
5 PROFILE OF BUSINESSES SURVEYED
Six in 10 (59%) respondents interviewed own their business, while 30 percent are middle management, and nine percent are executives (2% preferred not to say). Figure 9 illustrates the results.
Figure 9: Position within Company, 2025
Just over six in 10 (62%) respondents surveyed said their business has been located in Torrance for more than 10 years, while another 18 percent have been in Torrance between five and 10 years. Sixteen percent (16%) have been doing business in Torrance between one and five years, while four percent have been in business in the City for a year or less. Figure 10 illustrates the results.
Figure 10: Tenure in Torrance, 2025
59%
30%
9%
2%
The owner
Middle management
An executive
Prefer not to say
4%
16%
18%
62%
One Year or Less
More Than One Year But Less Than Five Years
Five to Ten Years
More Than Ten Years
Don’t Know
74
Forty-four percent (44%) of those surveyed are sole practitioners, while 18 percent have .5 to one employee, 22 percent have 1.5 to five employees, six percent have 5.5 to 10 employees, and 10 percent have more than 10 employees (see Figure 11).
Figure 11: Number of Employes, 2025
Approximately, half of those surveyed also live in Torrance, while about half do not (see Figure 12).
Fifty percent (50%) of respondents are male and 48 percent female (with 2% preferring not to say). Figure 12 illustrates the results.
Figure 12: Residence and Gender, 2025
44%
18%
22%
6%
10%
0 0.5 to 1
1.5 to 5
5.5 to 10
10.5+
Live in
Torrance
50%
Do not
live in
Torrance
49%
Residence Gender
Male
50%
Female
48%
Prefer
not to
say
2%
75
APPENDIX A
TOPLINE RESULTS
76 77
78
79
80
81
82
83
84
85 Strategic Plan Mid-Cycle Review
May 8 2026
86 Prepared for:
City of Torrance
3031 Torrance Blvd.
Torrance, CA 90503
(310) 618-5880
TorranceCA.gov
Prepared by:
3 MacArthur Place, Suite 1100
Santa Ana CA 92707
714-966-9220
www.placeworks.com
87 Torrance Strategic Plan | Mid-Cycle Review Page i
TABLE OF CONTENTS
Introduction ................................................................................................ 1 Background ............................................................................................ 1 Purpose and Intent .................................................................................. 1 The 2021 Strategic Plan .............................................................................. 1 The Citizen’s Preamble ............................................................................. 1 Mission Statement ................................................................................... 1 Vision Statement...................................................................................... 1 Values Statement ..................................................................................... 1 Strategic Priorities .................................................................................... 1 Goals ..................................................................................................... 2 Subgoals ................................................................................................ 2 Progress Evaluation ..................................................................................... 3 Qualitative versus Quantitative Evaluation ................................................... 3 Evaluation Summary ................................................................................ 4 Subgoal 4.1.5 ..................................................................................... 4 Subgoal 6.4.4 ..................................................................................... 5 Major Projects and Programs .................................................................... 5 Wayfinding and Signage Plan, 2021 ...................................................... 5 Downtown Torrance Revitalization and Connectivity Plan, 2021 ................ 5 Residential Beautification Awards Program, 2024 .................................... 6 Commercial Beautification Awards Program, 2025 ................................... 6 Commercial Facade Improvement Program, 2025 .................................... 6 South Bay Fiber Network, 2021 ............................................................ 6 #WhyTorrance..................................................................................... 7 Tech Committee,2021 .......................................................................... 7 Discover Torrance ................................................................................. 7 Online: New Business Guide ................................................................. 7 Refinery Information ............................................................................. 8 Homeless Dashboard ............................................................................ 8 Capital Improvement Plan Dashboard ..................................................... 8 Torrance Recycles ................................................................................ 8 CA DOJ Independent Review of the Torrance Police Department, 2025 ...... 8 88 Page ii May 8, 2026
Housing Corridor Overlay, 2023 ............................................................ 8 Religious and Higher Education Institution Housing Overlay Zone, 2025 .... 9 Housing Element Update (6th Cycle), 2022 ........................................... 9 Mary K. Giordano Regional Transit Center, 2023 ..................................... 9 Torrance Fire Department Strategic Plan, 2023 ....................................... 9 Evaluation Results ................................................................................. 10 Environmental Scan .................................................................................. 58 Declining Births .................................................................................... 58 Strategic Plan Implications .................................................................. 62 Migration and Population Growth ............................................................ 63 Strategic Plan Implications .................................................................. 64 Retail Sales .......................................................................................... 64 Strategic Plan Implications .................................................................. 66 State and Federal Budgets ...................................................................... 67 Strategic Plan Recommendations ............................................................... 68
89 Torrance Strategic Plan | Mid-Cycle Review Page 1
INTRODUCTION
Background
The City of Torrance adopted the first Strategic Plan in 1996, with major updates in 2008 and 2021 (the current Strategic Plan). When the City first instituted strategic planning, the thought was to update the plan every three years. In practice, the City has found it most effective to review the plan every few years to determine if a major update is warranted. In 2014, the 2008 Strategic Plan was reviewed and deemed to remain valid. A review begun in 2019 found that an update was warranted, resulting in the current 2021 Strategic Plan.
Purpose and Intent
This report represents the first comprehensive review of the 2021 Strategic Plan.
It provides an evaluation of the City’s progress in achieving the goals in the plan.
It also presents key trends that have evolved or changed since the 2019 Environmental Scan and Community Profile and that may impact the next full update of the Strategic Plan.
The purpose of this report is to assist the City’s Strategic Plan Committee in determining if the current plan is valid to continue with as is, if there are minor adjustments that are warranted, or if a major update is needed.
THE 2021 STRATEGIC PLAN
Torrance’s Strategic Plan embodies a comprehensive, community-driven, data- based, guide for municipal efforts to maintain, enhance, and improve the already high quality of life in Torrance. The Strategic Plan provides this guidance through the following components:
The Citizen’s Preamble
Provides a statement of purpose for the citizen committee that drafted the Strategic Plan.
Mission Statement
Provides a concise statement of purpose for the City of Torrance.
Vision Statement
Describes Torrance in the future and is the guidepost at which the plan’s goals are aimed.
Values Statement
Identifies the values that the community prioritizes and that should guide future decisions for implementing the Strategic Plan.
Strategic Priorities
The 11 topic areas into which the goals of the Strategic Plan are organized. 90
Goals
Goals are statements of future conditions and indicate what the community wants the City to accomplish or become over the life of the Plan. The Strategic Plan includes 57 goals.
Subgoals
Each goal includes one or more subgoals, which are more specific and focused and which further define the goals. The Strategic Plan includes 249 subgoals.
The primary focus of this Mid-Cycle Review is to evaluate the City’s progress in implementing the 249 subgoals.
91 Torrance Strategic Plan | Mid-Cycle Review Page 3
PROGRESS EVALUATION
As discussed above, this evaluation focuses on the 249 subgoals established in the Strategic Plan. To evaluate progress, PlaceWorks conducted 17 interviews across the City’s departments. Staff were asked to identify the ways in which they were and/or are making progress on the subgoals relevant to their operations. The departments interviewed included:
+ City Clerk
+ City Manager
+ City Manager, Economic Development
+ City Treasurer
+ Civil Services
+ Community Development
+ Community Development, Environmental Quality and Code Enforcement + Community Services
+ Finance
+ Fire
+ General Services
+ Human Resources
+ Information technology
+ Library
+ Police
+ Public Works
+ Transit
In addition to the information provided directly by City staff, PlaceWorks reviewed public records, information on the City’s website, and some news accounts to round out the summaries of actions and achievements for the subgoals. The detailed evaluation information is provided by subgoal in Table 1.
Qualitative versus Quantitative Evaluation
One of the key issues encountered with evaluating the strategic plan is that the wording of the subgoals usually does not lend itself to discrete measurement and a quantitative assessment of achievement. Take, for example, Subgoal 1.1.1:
Create attractive signage with an identifiable, distinct, unifying theme as part of an overall branding strategy for the City.
The subgoal does not indicate an expected number of signs to be installed or upgraded to the new branding. In a quantitative assessment, the evaluation would be a simple question of whether the City had installed the number of signs stated in the subgoal. This subgoal, like nearly every subgoal in the Strategic 92
Plan, does not provide a measurable outcome, so the simple quantitative evaluation question cannot be answered.
In a qualitative evaluation, the question becomes whether the City has made some amount of progress in the direction indicated by the subgoal. In the case of subgoal 1.1.1, the City adopted the Wayfinding and Signage Plan in 2021, installed one archway sign and two monument signs in Downtown Torrance. The City also took the designs from the signage program and built branding around that, which will be incorporated into the website refresh in 2026. Thus, it is easy to conclude that the City has made progress in the direction indicated by this subgoal.
It is important to note that there is no right or wrong approach to strategic planning. Quantitative measures are sometimes easier to implement because they are specific, and they are usually easier to evaluate progress for. However, qualitative measures can be effective because they allow for flexibility in implementation. This is especially important for a strategic plan intended to cover five to ten years, as conditions can change—economic conditions, social issues, and legislative requirements.
Evaluation Summary
Table 1 provides the evaluation for each subgoal, organized by strategic priority and goal. The evaluation comments indicate actions, projects, and programs the City has undertaken or is undertaking that demonstrate progress toward each subgoal.
There are 249 subgoals in the Strategic Plan. The evaluation finds that there are actions, project, and/or programs demonstrating progress for 247 of the subgoals.
There are only two subgoals for which there is not clear progress. These are described below.
Subgoal 4.1.5
Continue to expand after-school recreational activities at school sites.
Strategic Priority 4: Education, Diversity and Enrichment Goal 4.1: Strengthen the commitment for collaboration between the City and Torrance Unified School District (TUSD).
Subsequent to the adoption of the Strategic Plan, the State began a program to fund school districts to provide after-school recreational activities at schools.
Thus, the City’s program to operate such after-school activities is not longer needed and has been phased out. Prior to the state’s involvement, the City was providing after-school recreational activities as school sites. This subgoal is now obsolete.
93 Torrance Strategic Plan | Mid-Cycle Review Page 5
Subgoal 6.4.4
Look for opportunities to certify and recognize City
technological/digital accomplishment/programs through
nationally recognized programs, such as Bloomberg City
Standards or Smart Cities Initiatives.
Strategic Priority 6: Infrastructure
Goal 6.4: Establish an infrastructure road map that encourages an ecosystem for technology development and implementation.
As discussed in the evaluation of many other subgoals, the City has invested time and resources in developing and using a range of digital technological solutions, including extensive growth in public engagement through social media. However, it does not appear that the City has submitted these for national recognition. The expected refresh of the City’s website in 2026 represents an opportunity to make progress on this subgoal.
Major Projects and Programs
The City has pursued several major projects and programs that further the goals and subgoals of the strategic plan. Although these are identified in Table XYZ, brief descriptions of these are provided below.
Wayfinding and Signage Plan, 2021
https://business.torranceca.gov/services-and-programs/wayfinding The Torrance Citywide Wayfinding and Signage Plan (Plan) is a comprehensive plan to guide Torrance travelers, whether by driving, bicycling, or walking, to get to their destinations as easily and efficiently as possible, in addition to introducing them to new ones. The Plan contains signs oriented to vehicles, bicyclists, pedestrians, and all other users. The goal is to develop a wayfinding framework to direct residents and visitors toward City landmarks, destinations, public buildings, and recreational spaces, while creating an order to traffic flow for all users.
Downtown Torrance Revitalization and Connectivity Plan, 2021 https://www.torranceca.gov/our-city/community-development/planning- division/comprehensive-planning/downtown-revitalization-plan/downtown- revitalization-and-connectivity-plan
The Downtown Torrance Revitalization and Connectivity Plan provides a vision and a set of goals and strategies to revitalize Downtown Torrance and its surrounding corridors. Some of the strategies include tenanting and business attraction, urban design and public realm, parking and mobility, branding and communication, and funding.
Since adoption of the plan, the City has:
94
+ Begun exploration of the potential to establish a Downtown Torrance business improvement district
+ Established the Downtown Torrance Commercial Rehabilitation Rebate Program
+ Installed the Downtown Torrance Gateway Entry Sign
+ Extended COVID-era provisions for to allow permanent parklets for outdoor dining in the public right-of-way within the Downtown Torrance.
Residential Beautification Awards Program, 2024
In December 2024, the City Council approved the Guidelines for the City of Torrance Beautification Awards Program. The nominations will be judged by the Torrance Environmental Quality and Energy Conservation Commission (TEQECC.
Honorees will be selected from each City Council District for the categories of Landscape Beautification and Sustainable Landscape Design. Winners will receive a certificate of recognition, a commemorative yard sign and a gift card to a local home improvement store.
Commercial Beautification Awards Program, 2025
https://www.torranceca.gov/government/city-clerk/commissions-and-advisory- boards/environmental-quality-and-energy-conservation-commission The Commercial Beautification Awards are judged by the Torrance Environmental Quality and Energy Conservation Commission (TEQECC). The Torrance Commercial Property Beautification Awards honor property owners who go above and beyond to enhance their storefronts, offices, and outdoor spaces, creating a more vibrant and welcoming community for all. Through these awards, the City aims to inspire even more beautification across Torrance.
Commercial Facade Improvement Program, 2025
https://www.torranceca.gov/our-city/community-development/planning- division/commercial-rehabilitation-rebate-program
The City has set aside Economic Development funding for the Commercial Façade Improvement Program and has made it available to properties throughout the City. Eligible properties include commercial and industrial properties located within the City of Torrance that are in need of improvement. Projects that comply with the requirements of the program will be accepted on a first come first served basis while funding is available. Projects shall be voluntary upgrades to commercial and industrial properties; no code required, conditioned, or mandatory work is eligible for the program. Potential projects include: façade upgrades, lighting, landscaping and irrigation, painting and stucco, awnings, outdoor dining, and window and door upgrades.
South Bay Fiber Network, 2021
https://southbaycities.org/programs/south-bay-fiber-network/ 95 Torrance Strategic Plan | Mid-Cycle Review Page 7
Torrance was a leader in establishing the South Bay Fiber Network (SBFN). SBFN is an award-winning, fiber-optic network developed by the South Bay Cities Council of Governments (SBCCOG). It provides the critical infrastructure to enable high-speed, low-cost internet connectivity for South Bay cities to boldly step into the world of “smart city” applications.
The SBFN was made possible through a 15-city municipal partnership forged by the SBCCOG. Its broadband infrastructure provides an essential public asset and resource to city governments, which creates opportunities to bridge the “digital divide” in communities underserved with broadband. It also lays the groundwork to eventually extend a low-cost comprehensive network to residents and businesses throughout the Southwest Los Angeles region. #WhyTorrance
https://storymaps.arcgis.com/stories/e11911255ee04ae9aa83ec7a980e4e8d #WhyTorrance is a comprehensive source of data and information supporting the City’s economic development. It provides insights that may be valuable to existing businesses and prospective new businesses, existing residents and people considering moving to Torrance, and visitors deciding where to stay and visit while in Southern California.
Tech Committee,2021
https://www.facebook.com/TorranceCA/videos/996015005917784/ The City of Torrance created a Tech Committee to provide networking opportunities for like-minded businesses focused on technology. Convening at regular meetings, members of the Tech Committee meet and learn about other tech businesses in Torrance and learn more about what is going on in Torrance and what the City can do to assist local businesses.
Discover Torrance
https://discovertorrance.com/
Discover Torrance is the convention and visitors bureau for the City. Discover Torrance provides visitor information on its webpage, including places to stay, places to eat and shop, and events, activities, and things to do.
Online: New Business Guide
https://business.torranceca.gov/our-city/economic-development/new-business- guide
The City’s online New Business Guide provides guidance, instructions, and links for assistance to those interested in starting a business in Torrance or moving a business to the city.
96
Refinery Information
https://www.torranceca.gov/government/city-manager/refinery-information The City provides information about safety and operations at the refinery on its website, including incident investigation reports and refinery related meetings.
Homeless Dashboard
https://www.torranceca.gov/services/homeless-services
The City’s Homeless Dashboard provides information on City facilities, services for those experiencing homelessness, the latest point-in-time count and other data and statistics.
Capital Improvement Plan Dashboard
https://torranceca.maps.arcgis.com/apps/dashboards/2fb5bf5d7df24fef9d2b286d 16103532
The City's Capital Improvement Program (CIP) summarizes all major capital expenditures programmed to ensure the City's assets and infrastructure are properly maintained over time. The City’s Capital Improvement Dashboard provides the public an easy-to-use method of reviewing currently funded projects and their progress towards completion throughout the community.
Torrance Recycles
https://torrancerecycles.org/
The City’s guide to recycling provides information on how and what to recycle and dispose of hazardous household waste. It also provides information on when and where to recycle different items.
CA DOJ Independent Review of the Torrance Police Department, 2025
https://oag.ca.gov/system/files/attachments/press-
docs/Independent%20Review_Torrance%20PD_Final.pdf
Housing Corridor Overlay, 2023
https://www.torranceca.gov/our-city/community-development/housing-corridor- study-rfp-background
The City updated the Housing Element, which provides goals, policies and programs to create opportunities for housing development. The Housing Corridor Overlay is anticipated to assist the City in meeting the State-mandated requirements for planning to accommodate housing through 2029.
The focus was to seek areas of the City that can provide more housing and focused its efforts on seven limited areas. The overall aim was to analyze whether 97 Torrance Strategic Plan | Mid-Cycle Review Page 9
these areas can be rezoned to allow residential development in a variety of densities.
Religious and Higher Education Institution Housing Overlay Zone, 2025
https://www.torranceca.gov/our-city/community-development/planning- division/religious-institution-housing-overlay
The City amended the Torrance Municipal Code to allow the establishment of a Religious Institution Housing Overlay Zone (RIH-OZ) and establish development standards that would apply to future housing developments on qualified properties that are owned by independent religious and higher education institutions. Current State law allows the development of affordable housing by right on institutional properties and local governments to adopt objective development standards.
Housing Element Update (6th Cycle), 2022
https://www.torranceca.gov/our-city/community-development/housing-element- update
The City’s 6th Cycle Housing Element of the General Plan covers the eight-year planning period from October 2021 – October 2029. Local governments across California are required by State Housing Element law to adequately plan to meet their share of the State’s overall housing need.
Mary K. Giordano Regional Transit Center, 2023
https://transit.torranceca.gov/what-s-new/torrance-transit-park-and-ride-regional- terminal
On June 9th, 2023, the center had its grand opening. Torrance Transit has been in continuous operation for over 83 years serving the needs of South Bay residents. This facility is expected to reduce single occupancy vehicle trips due to its close proximity to the I-405 and I-110 and its park and ride facilities. In addition the Transit Terminal will improve regional mobility linking Torrance Transit routes with other regional providers in the Transit Terminal.
Torrance Fire Department Strategic Plan, 2023
https://www.torranceca.gov/home/showdocument?id=82346
The Torrance Fire Department is consistently working to achieve and maintain the highest level of excellence and efficiency on behalf of those they serve, and thus, developed a community-based strategic plan to deal with the volatile, uncertain, complex, and ambiguous (VUCA) environment that the modern fire service is challenged to embrace. Through the Strategic Plan, the Department embraces and plans for challenges such as rising pension costs, increased emergency response call volume, the threat of domestic and international terrorism, the 98
positive and negative impacts of social media, and the impacts that technology will have on the core programs.
Evaluation Results
The evaluation results for each subgoal are provided in the following table. The Evaluation Comments column identifies or describes the actions, investment, programs, and projects that are identified as contributing to progress toward each subgoal.
99 Torrance Strategic Plan | Mid-Cycle Review Page 11
Table 1: Subgoal Evaluation
Item Number Strategic Plan Goal/Subgoal Evaluation Comments Appearance, Character and Quality of the Community
Goal 1 Achieve and maintain a distinctive appearance that reflects the character and high standards of the entire community and its unique neighborhoods.
1.1.1 Create attractive signage with an
identifiable, distinct, unifying theme
as part of an overall branding strategy
for the City.
+ Wayfinding and Signage Plan, 2021
+ Downtown Revitalization and Connectivity Plan, 2021
+ City has installed at least seven monument signs in Downtown and throughout the city.
+ Incorporated design elements, such as spelling out Torrance and the arch motif, from the signage program into branding for the website and for marketing materials. However, there is no formal adopted branding strategy. Comprehensive branding approach will be incorporated into the forthcoming website revamp.
+ The City’s clean and safe efforts, with street cleaning, median and streetscape maintenance, further act to bring the brand experience into line with the City’s branding strategy.
1.1.2 Pursue opportunities to partner with
businesses and residents to improve
appearance of the City, such as
education and cooperative efforts on
design, installation and maintenance
of shared spaces, for example,
parkways and street trees.
+ Commercial Beautification Awards Program
+ Residential Beautification Awards
+ Commercial Façade Improvement Program; commenced
subsequent to the Downtown Revitalization and Connectivity Plan; due to the requirements for prevailing wages for projects funded through the program, the city is exploring alternatives. + The city is using Reels and other social media to communicate beautification efforts and successes to the community.
+ Staff/Councilmember ride-alongs to identify issues.
+ The City collaborated with the Torrance Refinery to replace trees along the borders of the refinery.
1.1.3 Coordinate street beautification
projects with enhanced,
environmentally appropriate
aesthetics that reflect the unique
character of each neighborhood.
+ The City’s clean and safe efforts include street cleaning, median and streetscape maintenance.
+ City operates an active program to maintain and replace street trees that provide shading for sidewalks along major corridors.
1.1.4 Encourage well-maintained open
space.
+ The City is beginning a Parks Master Plan, which is the first update since the 2016 comprehensive LA County Countywide Parks and Recreation Needs Assessment.
+ Fire hazard mitigation zones have been established on non-active areas of parks.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments
1.1.5 Ensure well-maintained appearance
of residential neighborhoods,
commercial, retail and industrial
developments.
+ City has strengthened Code Enforcement with administrative citations, nuisance abatement, and full staffing.
+ Restarted residential beautification awards.
+ Just started commercial beautification awards.
1.1.6 Maintain the City-wide Street Tree
Program to emphasize distinctive
neighborhood appearance, making
maximum use of native or drought
tolerant trees, tree canopy and other
vegetation on streets, in developments
and open space, while
considering/balancing maintenance
needs and the impact plants may
have on infrastructure.
+ The City has 37,000 street trees, which will increase to 44,000 over the past two years and over the next two years.
+ Trees are being transitioned to native and drought tolerant plants over time as trees die and new trees are planted.
+ Street trees, and their roots, are the enemies of sidewalks, so maintaining or increasing the number of street trees comes with an ongoing cost to maintain and repair sidewalks.
1.1.7 Identify opportunities for collaboration
in public art.
+ The City has had eight new public art installations.
+ The City is preparing for the next set of 12 utility boxes and 2 murals.
Goal 2 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.
1.2.1 Actively pursue the purchase, lease,
joint use, or joint development of
property for parks, recreation, open
space, trails/pathways, community
facilities, greenbelts, and/or resource
conservation when it becomes
available, with special emphasis on
under-served areas and making intra-
city and inter-city
connections/corridors in order to
achieve ample recreation space.
+ City is considering an additional 7.8 acres of parkland under de- powered high voltage powerlines.
+ 1.5 acres of parkland will result from building demolition and grading at Wilson Park.
+ City works with TUSD to market local facilities for Olympics use.
1.2.2 Promote compatibility of adjacent land
uses.
+ City adopted the Housing Corridor Overlay in 2023.
+ City adopted the Religious Institution Housing Overlay in 2025. + City is currently preparing General Plan amendments to the Land Use Element and the Safety Element as part of the implementation of the Housing Element.
1.2.3 Maximize use of open space in all
developments to mitigate the existing
open space deficit.
+ This is an ongoing effort that the City addresses through the site plan review process.
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Torrance Strategic Plan | Mid-Cycle Review Page 13
Item Number Strategic Plan Goal/Subgoal Evaluation Comments
1.2.4 Allow for and encourage flexible,
creative, and innovative land uses
and development types (for example,
mixed use development, collaborative
workspaces, incubators and start ups,
live/work and live/work/sell uses,
shared meeting spaces).
+ City adopted the Housing Corridor Overlay in 2023.
1.2.5 Develop area plans that preserve,
enhance and/or define unique
characteristics of identified sections
of the City.
+ General Plan Housing Element (adopted 2022).
+ Downtown Torrance Revitalization and Connectivity Plan Goal 3 Preserve and celebrate the heritage of historic sites throughout the City.
1.3.1 Identify and bring awareness of
historic sites, community heritage and
community resources in all areas of
the City.
+ The Historic Preservation Commission is the primary focal point for raising awareness of historic sites and resources.
+ Historic Preservation Commission takes applications for landmarking historic properties.
+ City promotes awareness of Torrance historic resources at popup events and through the City’s social media accounts.
+ City is exploring expansion of the program to include commercial buildings in downtown.
1.3.2 Encourage restoration, rehabilitation
and maintenance of historical sites.
+ The Historic Preservation Commission is the primary focal point for raising awareness of historic sites and resources.
+ City is beginning to receive Mills Act applications for contracts between the City and the owners of historic structures allowing a reduction of property taxes in exchange for the continued preservation of the property.
1.3.3 Evaluate effectiveness of existing
programs.
+ City staff provide informal evaluation on an on-going basis; this evaluation led to the consideration of including downtown commercial buildings.
1.3.4 Add a strong public education
component to the existing historic
preservation program for the City.
+ The Historic Preservation Commission is the primary focal point for raising awareness of historic sites and resources.
+ City promotes awareness of Torrance historic resources at popup events and through the City’s social media accounts.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments
1.3.5 Preserve the historic character of
Downtown Torrance during
revitalization efforts.
+ Changes in permitted uses downtown intended to reduce vacancies and ensure there are tenants who can pay rents that support preservation and refurbishment of historic buildings. + Commercial Façade Improvement Program; commenced
subsequent to the Downtown Revitalization and Connectivity Plan; due to the requirements for prevailing wages for projects funded through the program, the city is exploring alternatives. + Planning for mixed-use development on infill sites downtown intended to put more feet on the street and increase spending and improve the market demand downtown, thereby increasing the funding property owners have to maintain historic buildings. + The Downtown Torrance Revitalization and Connectivity Plan is intended to preserve and improve the historic character of downtown.
Communication and Civic Involvement
Goal 1 Utilize a full range of information resources to share local issues with the community.
2.1.1 Provide rapid, easy, read-only access
to all non-confidential City data by the
public.
+ Since the reorganization of the City Clerk office in 2020, work has progressed to continue making more records available publicly through the City’s website (for example, putting older agendas and minutes online).
+ This is an on-going effort.
2.1.2 Utilize CitiCABLE, streaming, over-
the-air, community subject matter
experts, Public, Educational, and
Government Access channels as a
source for current information about
Torrance activities.
+ City continues to use CitiCABLE for a variety of programming, including live coverage of the bi-weekly City Council meetings, daily live news broadcast "TORRANCE TODAY," weekly news magazine show " Weekends in Torrance " a look at local
businesses on "Common Cents," cooking with local chefs, arts and crafts and much more.
2.1.3 Leverage opt-in electronic methods to
communicate with citizens, such as e-
mail, text and other messaging
subscriptions.
+ City has greatly expanded its mobile phone app, the use of social media accounts (such as FaceBook, Twitter, YouTube, Instagram and Reels) and email to provide current information about Torrance.
+ City intends to expand TorranceAlerts to add other languages. 103
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2.1.4 Publicize the existence of emergency
plans.
+ Emergency plans and safety plans presented at City Council. + FD attends public events to publicize emergency and safety plans. + City publicizes emergency and safety plans through social media. + Torrance Alerts provides notifications to those who register. + City emergency plans included in Community Emergency Response Teams (CERT) program.
+ Office of Emergency Services’ Community Guide is available on the City’s website.
Goal 2 Engage citizens in all aspects of civic decision-making.
2.2.1 Broaden access to participation in
forums such as advisory panels,
commissions, boards, budget
workshops, and blue-ribbon panels.
+ The City provides access and information through the website. + Interested individuals can set up an E-Notify account to receive email notifications about meetings and agendas, news, and requests for proposals.
2.2.2 Provide a wide array of relevant
communications opportunities and
mechanisms with City Hall.
+ The City will be employing ZenCity as a platform to expand communications with the public in addition to the reorganization of the City Managers office to create the Communications division and broaden the use of the City’s mobile app and social media accounts.
2.2.3 Seek opportunities to provide creative
participation and encourage civic
involvement from the youth and young
adult communities.
+ The Youth Commission has members from all high schools; provides advice to the City Council.
+ The City currently provides two internships for college students interested in city government.
+ Teen drop-in programs at the ATTIC.
+ City provides training programs in conjunction with TUSD and El Camino College for fire, naturalist, and an internship programs. + Arts exposure through the Torrance Rose Float Association.
2.2.4 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.
+ The City’s website is ADA-compliant.
+ The City conducts a statistically valid survey that can be weighted to ensure demographically representative results.
+ City conducts focus groups for pressing issues.
+ City conducts pop-ups at public events to engage the community. + City is working on a new Environmental/Social Justice Element for the General Plan to enhance social equity and address equal access to quality of life and opportunity for disadvantaged communities.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 3 Strengthen the relationship between the City, residents, and community based organizations with emphasis on measurable outreach to under-served populations.
2.3.1 Foster vital homeowner and
neighborhood associations,
Neighborhood Watch, non-profit and
other community organizations.
+ Every six months the City conducts council district meetings with HOAs
+ Police Department operates the City’s Neighborhood Watch program.
+ City participates in National Night Out to foster community support and public safety.
2.3.2 Identify diverse groups and under-
served populations.
+ Social Services Commission addresses issues concerning the City's veterans, homeless population, adults with developmental disabilities and children with special needs.
+ City is preparing a new Environmental/Social Justice Element for the General Plan, which will address issues related to
disadvantaged communities in Torrance.
2.3.3 Create and maintain active dialog with
these diverse groups and under-
served populations
+ Social Services Commission addresses issues concerning the City's veterans, homeless population, adults with developmental disabilities and children with special needs.
+ City is preparing a new Environmental/Social Justice Element for the General Plan, which will address issues related to
disadvantaged communities in Torrance.
Goal 4 Promote opportunities for civic and public/private collaboration and partnerships.
2.4.1 Continue to encourage participation in
leadership programs.
+ City conducts the Mary K. Giordano Leadership Academy to build leadership skills in the City’s workforce, across departments and across experience levels.
+ CSD Recreation Services provides the Youth Volunteer Leadership Training Program for high students entering grades 10, 11 and 12.
2.4.2 Enlist assistance of communications
professionals and other experts from
the business community.
+ City enlists translation services as needed.
+ City has translated economic development pitch decks for international business attraction efforts.
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2.4.3 Enhance communications and
collaboration with the Council of
Governments, Southern California
Association of Governments and other
regional entities.
+ Torrance is an active participant in the South Bay Council of Governments, Southern California Association of Governments, League of California Cities.
+ Public Works staff participate in monthly regional coordination meetings.
+ City collaborated with Caltrans for the I-405 at 182nd Street/ Crenshaw Boulevard Operational Improvements.
+ City collaborated with and acted as lead agency with Redondo Beach, Hermosa Beach, Manhattan Beach and the Los Angeles County Flood Control District for the Beach Cities Green Streets Project in 2025.
+ City collaborated with Caltrans for the Pacific Coast Highway at Hawthorne Blvd Intersection Improvement Project from 2021 to 2024.
2.4.4 Improve connections and
collaboration between the education
community, the public and local
government.
+ City hosted Torrance Friendship Games, youth baseball competition with sister city and school district facilities were used for some of the games.
+ School parks are often sites for filming and special events. + City operates youth basketball program at middle schools. + No formal partnership between Torrance Library Services and school district library services, but the City began providing school district students a link to E-Library in 2021.
+ School district students will receive public library cards beginning in 2026.
2.4.5 Provide information to the public for
greater understanding of
responsibilities and functions of
various public/private entities that
provide services to Torrance
residents.
+ City uses its social media accounts to publicize information about coordination and collaboration with other public agencies. + City provides Reels posts for new businesses.
2.4.6 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.
+ City seeks to facilitate digital communications with the public. + The City will be employing ZenCity as a platform to expand communications with the public in addition to the reorganization of the City Managers office to create the Communications division and broaden the use of the City’s mobile app and social media accounts.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Economic Development
Goal 1 Enhance regional, national and international market development.
3.1.1 Aggressively pursue Torrance's growth
in e-commerce, international trade,
technologies, and emerging markets.
+ Torrance was a leader in working with the South Bay Cities Council of Governments to create and construct the South Bay Fiber Network, which became fully operational in 2020; the City works with existing telecoms and the SBFN to ensure businesses have access to the high-speed internet access they need.
+ Torrance has become a center for alternative fuel technology development and attracted international alternative fuel businesses through City efforts, including the “one-mile one- charger” program (commenced in 2012); partnering with American Honda to test their Fit EV, in collaboration with Google and Stanford University; and working with the property owner on 190
th St to find
a new operator for the hydrogen fueling station in Torrance. + The City has maintained a very diverse range of business types, including a large number of aerospace and defense suppliers, and is making inroads with biotech.
3.1.2 Provide opportunities for dialogue on
the future economic development of
the Torrance area.
+ The City has continued to expand community engagement through the website #WhyTorrance
(https://storymaps.arcgis.com/stories/e11911255ee04ae9aa83ec 7a980e4e8d) and a variety of social media accounts, including Reels posts for new businesses.
+ The City collaborates closely with the Chamber of Commerce, conducts a business visitation program, and conducts frequent Breakfast with the Mayor meetings to hear from businesses and to let businesses know what is going on at City Hall.
+ The City established the Tech Committee in 2021 to engage innovative businesses in Torrance and to create networking opportunities.
3.1.3 Promote and sustain Torrance as a
center for corporate headquarters.
+ The City continues to market Torrance as a location for corporate headquarters and for the American headquarters of foreign corporations, bolstered by property improvements owners have made and continue to make, the City’s support for businesses and business facilities, and the location of Torrance in the region. + The Sony and Honda EV partnership, Afeela, opened its headquarters in Torrance.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 2 Attract and Retain Businesses
3.2.1 Prioritize communication to the public
for the revitalization and
redevelopment of the Downtown
Business District.
+ In 2021 the City adopted the Downtown Torrance Revitalization and Connectivity Plan.
+ Downtown Torrance Association established as a non-profit organization.
+ Work is ongoing to: ensure mixed uses of buildings with ground- floor retail businesses with office-based businesses above; bring more events to Downtown Torrance; host World Cup watch parties; and establish a property-based business improvement district. + City is exploring the possibility to establish a property-based Business Improvement District, which would include extensive outreach to property owners and the public. This effort has been tabled for the time being due to lack of support by the businesses/property owners in Downtown.
3.2.2 Coordinate revitalization and
redevelopment of retail centers.
+ Del Amo Fashion Center underwent major renovations in 2013 and it continues to evolve; other shopping centers and stand-alone stores make improvements over time.
+ The City’s role is in attracting new retailers to Torrance in order to keep vacancies low and generate retail rents that can support redevelopment and revitalization of retail centers when warranted. + In addition to general efforts to market Torrance to prospective new businesses, City staff directly markets to retail businesses at the International Council of Shopping Centers conferences in San Diego (western regional), Las Vegas (national), and New York (eastern regional), recently focusing on higher income consumers to draw more spending from some of the surrounding communities. 108
Item Number Strategic Plan Goal/Subgoal Evaluation Comments
3.2.3 Enhance and encourage business and
City government communication,
collaboration and partnerships (for
example, the Torrance Area Chamber
of Commerce).
+ The City has continued to expand community engagement through the website #WhyTorrance
(https://storymaps.arcgis.com/stories/e11911255ee04ae9aa83ec 7a980e4e8d) and a variety of social media accounts, including reels posts for new businesses.
+ The City collaborates closely with the Chamber of Commerce, conducts a business visitation program, and conducts frequent Breakfast with the Mayor meetings to hear from businesses and to let businesses know what is going on at City Hall.
+ The City established the Tech Committee in 2021 to engage tech businesses in Torrance and to create networking opportunities. + Internally, the City has an interdepartmental economic development team to facilitate communication and collaboration and to ensure a comprehensive citywide approach to economic development.
+ The City also collaborates with additional regional partners, including the South Bay Workforce Investment Board (SBWIB) for hiring and training, El Camino College Small Business Development Center (SBDC) for business training programs, LA County Economic Development Corporation (LAEDC), the Governor’s Office of Business and Economic Development (GO-Biz), Cal State Dominguez Hills, and the Service Core of Retired Executives (SCORE).
3.2.4 Seek cooperation among regional
entities to build and strengthen the
economy.
+ Torrance was a leader in working with the South Bay Cities Council of Governments to create and construct the South Bay Fiber Network, which became fully operational in 2020; The City works with existing telecoms and the SBFN to ensure businesses have access to the high-speed internet access they need.
+ The City also collaborates with regional partners, including the South Bay Workforce Investment Board (SBWIB) for hiring and training, El Camino College Small Business Development Center (SBDC) for business training programs, LA County Economic Development Corporation (LAEDC), the Governor’s Office of Business and Economic Development (GO-Biz), Cal State
Dominguez Hills, and the Service Core of Retired Executives (SCORE).
+ The City of Torrance is working with other LA County cities and with consulates for the large, upcoming sporting events; the World Cup; and the Summer Olympics.
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3.2.5 Strengthen the strategic marketing
plan for the City.
+ While there is not a formally adopted comprehensive marketing plan for Torrance, the City’s marketing efforts are built on the Strategic Plan.
+ The City’s economic development office collaborates closely with Discover Torrance, the Visitor’s Bureau for Torrance, which follows a strategic marketing plan to attract visitors and spending to Torrance.
+ The City has expanded its economic development marketing efforts through the creation of a variety of pitch decks, which are available on the #WhyTorrance website.
+ The City reorganized staffing in the City Manager’s office to establish a Communications Division, which has expanded the City’s use of social media, in part to improve the marketing of Torrance for economic development.
3.2.6 Expand influence on regional, state,
and federal decisions that impact the
vitality of local economic development
efforts.
+ City council has a state legislative advocacy committee and a federal legislation advocacy committee. Council and staff participate in an annual trip to Sacramento and Washington DC to advocate for issues important to Torrance.
+ City staff attend the Chamber of Commerce’s Governmental Affairs Policy (GAP) Committee to find ways to collaborate with the Chamber in advocacy for issues important to the City.
+ City Council sponsored a local forum to discuss retail crime legislation pending in Sacramento.
3.2.7 Provide a supportive technology
infrastructure.
+ The City established the Tech Committee in 2021 to engage tech businesses in Torrance and to create networking opportunities. + City seeks out opportunities to be test cases for local tech businesses, such as partnering with American Honda to test their Fit EV, in collaboration with Google and Stanford University.
+ The City is considering a new program, Pitch Torrance, to give local companies an opportunity to pitch their product or service to the City as a potential customer and learn how to become a vendor with the City.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 3 Provide a supportive environment for entrepreneurial endeavors.
3.3.1 Allow for and encourage flexible,
creative and innovative land uses and
development types (for example,
mixed-use development, collaborative
workspaces, incubators and start-
ups, live/work and live/work/sell uses,
and shared meeting spaces).
+ Non-traditional workspaces and mixed-use buildings are encouraged and accommodated in Housing Corridor Overlay (2023) and the Downtown Torrance Revitalization and Connectivity Plan (2021).
+ City encourages shared workspace in new developments during the site plan review process.
+ City expects to expand the Mary K. Giordano Regional Transit Center to provide rooms for rent for meetings and offices.
3.3.2 Support continuing, expanding and
innovative businesses.
+ City seeks out opportunities to be test cases for local tech businesses, such as partnering with American Honda to test their Fit EV, in collaboration with Google and Stanford University.
+ The started Pitch Torrance, in 2024, to give local companies an opportunity to pitch their product or service to the City as a potential customer and learn how to become a vendor with the City.
3.3.3 Actively market the City's economic
development program to encourage
and recruit new businesses.
+ The City supports business incubation and acceleration through collaborations with Cal State Dominguez Hills and LAEDC’s SelectLA and annual Economic Forecast.
+ City’s Economic Development provides ombudsman services to help businesses navigate site selection and permitting.
3.3.4 Support and incentivize entrepreneurs
in bringing new green businesses to
the City.
+ Torrance has become a center for alternative fuels and attracted international alternative fuel businesses through City efforts, including the one-mile one-charger program (commenced in 2012), partnering with American Honda to test their Fit EV, in collaboration with Google and Stanford University, and working with the property owner to find a new operator for the hydrogen fueling station in Torrance.
+ On a case-by-case basis, Torrance can provide an incentive of up to $100,000 for new businesses that will create 100+ new jobs— this was used to attract Sony Honda Mobility’s AFEELA EV company.
+ Fire Department and Building and Safety have a lot of varied experience and are able to help new businesses navigate compliance with environmental requirements.
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3.3.5 Maximize online resources to aid
economic development.
+ The City is designing a website refresh to streamline access to information and services.
+ The City has updated online services to provide new and renewed business licenses online.
Goal 4 Maintain a residential and commercial/industrial balance that supports the economic needs of the community.
3.4.1 Develop land use policy that supports
a healthy economy without
compromising the residential
community's needs and quality of life.
+ Accessory Dwelling Units Ordinance (2025)
+ Religious Institution Housing Overlay (2025)
+ Housing Corridor Overlay (2023)
3.4.2 Promote and maintain a business
ecosystem that is synergistic with
local, regional, national, and
international business activity.
+ City invests in a comprehensive approach to economic
development that is flexible and adjusts over time to changing business, market, and economic conditions; see #WhyTorrance.
Goal 5 Promote economic health through education and training.
3.5.1 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.
+ City hosted Torrance Friendship Games, youth baseball competition with friendship city, and school district facilities were used for some of the games.
+ School sites are often included for filming and special events. The City also supports TUSD’s CTE program.
+ Manufacturing businesses open their doors to high school and college students to explore job/career opportunities during Manufacturing Month (October).
+ El Camino College provides certified employee/workforce training. 112
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3.5.2 Encourage business/education
partnerships that promote school to-
career opportunities such as
mentoring, internships, scholarships,
school adoption programs, and youth
employment opportunities.
+ Manufacturing businesses open their doors to high school and college students to explore job/career opportunities during Manufacturing Month (October).
+ City partners with El Camino to offer Application and Interview workshops to students on campus, the City serves as a site for paid summer internship through El Camino Intern South Bay program, and staff attend speaker panels to promote school-to- career opportunities.
+ City partners with TUSD’s Career Technical Education (CTE) program to offer in-class career speakers, in-class Application and Interview Workshops, and on-site field trips for students to learn more about career paths and opportunities at the City.
+ The City recently adopted a budget for the Summer Internship program, which now provides an eight-week paid opportunity for current undergraduate college students to gain work experience and explore City careers.
+ The City hosts a yearly Students and Government Day for eight- grade students to get exposure to City careers and how local government works.
3.5.3 Facilitate and encourage business
partnerships for inspiration and
recognition in science, technology,
engineering, arts and math.
+ Manufacturing businesses open their doors to high school and college students to explore job/career opportunities during Manufacturing Month (October).
+ City hosted an Innovation Convention that allowed students to pitch their business ideas similar to the Shark Tank format.
Goal 6 Promote community economic disaster preparedness and recovery.
3.6.1 Develop an economic recovery plan
with local stakeholders in response to
natural or human-made disasters,
pandemic or communicable disease,
cyber security or other emergencies
that affect the community.
+ The City has developed an economic recovery plan for an aftermath of natural disasters & other emergencies.
+ With the Local Hazard Mitigation Plan (LHMP), the City is eligible for disaster assistance and other federally funded opportunities. + City’s approach to disaster cost recovery integrates preparedness, mitigation, response and financial reimbursement processes into the coordinated system guided by our LHMP and Emergency Operations Plan (EOP), allowing City to be qualified for many reimbursement and funding opportunities to help through disaster cost recovery.
+ City’s plans comply with state and federal agencies’ programs by intergrading both state and federal emergency response systems, designed to be a collaborative effort between all levels of government. This helps the City with successful reimbursement claims.
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3.6.2 Allow for flexibility in business
operations, permitting, and code
requirements and assisting financially
when possible in response to natural
or human-made disasters, pandemic
or communicable disease, cyber
security or other emergencies that
affect the community.
+ Some changes for outdoor dining during pandemic have been made permanent.
+ City creates multidisciplinary teams for dealing with specific issues.
Education, Diversity and Enrichment
Goal 1 Strengthen the commitment for collaboration between the City and Torrance Unified School District (TUSD).
4.1.1 Hold regularly scheduled meetings
between the City and TUSD to assess
issues and needs at both the elected
representative and administrative
staff levels.
+ City staff maintains regular communications with TUSD. + Ad-hoc meetings occur for specific issues on an as-needed basis. + The Assistant City Manager and 2 City Councilmembers and relevant staff meet at least three times a year with TUSD staff, usually in the summer months.
4.1.2 Review and expand the existing joint-
use agreement to achieve optimum
use of City/TUSD buildings and
facilities, including coordinated
scheduling.
+ City adopted new Joint Use Agreement with TUSD for bare-bones pricing for use of new gyms and to reflect a shift of after school programs from the City to TUSD.
4.1.3 Re-commit to the use of City
resources to increase safety and
security on school sites.
+ Fire Department provides 5 to 6 programs with the school districts, including basic aid, stop the bleed, fire drills, and protect in place. + Police Department provides up to four School Resource Officers. + Police Department offers Teens and Policing (TAP) program, taught by police officers to give students an inside look into law enforcement and experience hands-on exercises relating to the duties, service and responsibilities of policing.
+ In summer, City conducts test for response to a school emergency.
4.1.4 Expand inter-agency cooperation for
sharing library resources.
+ Library services staff make presentations at schools to let students know the resources available at Torrance Public Libraries.
+ Torrance Public Library host field trips for school students to introduce them to library resources.
+ City began providing school district students a link to E-Library in 2021.
+ School district students will receive public library cards beginning in 2026
.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments
4.1.5 Continue to expand after-school
recreational activities at school sites.
+ TUSD now receives additional state funding, so after school programs are being shifted from the City to TUSD.
+ Prior to the change, the City maintained its after-school recreation activities at school sites.
Goal 2 Expand the educational opportunities for development of the individual potential of youth, adults and seniors of all abilities.
4.2.1 Increase collaboration among all
schools, community organizations,
City and businesses.
+ City Library coordinates with TUSD libraries.
+ Youth Committee and Social Services Commission support opportunities for youth and seniors.
+ City actively works to maintain collaborations, and to re-establish collaboration over time as staff turn over.
4.2.2 Provide personal enrichment through
varied adult education opportunities.
+ City provides adult programs at three senior centers.
4.2.3 Better communicate and publicize all
educational opportunities and
resources.
+ City helps sponsor Youth and Young Adults Job Fair.
+ Switch from printed program guides to digital guides resulted in increased participation.
Goal 3 Encourage and embrace the benefits of a diverse and inclusive community.
4.3.1 Recruit a representative population of
the community when selecting
members for various commissions,
committees and other non-elected
bodies within the City.
+ City casts a wide net to recruit for open positions on commissions, committees, and other non-elected bodies, including through the City’s website, social media, outreach to colleges, and the Chamber of Commerce.
+ City Council makes appointments, and there are no adopted targets or quotas.
4.3.2 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.
+ As a public agency, the City has to ensure that protected classes are not excluded from employment consideration. They City typically receives a diverse pool of candidates. However, hiring decisions reflect an examination based on position requirements. + The City tracks applicant characteristics as required, but these are provided by applicants voluntarily and they do not always provide information.
+ The City puts out an annual Workforce Planning Report and an annual EEOC report.
4.3.3 Strive for understanding, respect,
cooperation and inclusion among
diverse community members and
groups.
+ Diversity of the City’s workforce helps serve and support the needs of Torrance’s diverse community.
+ HR provides assistance and resources when national events create triggering or trauma for employees.
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4.3.4 Continue to recognize and promote
community events and holidays that
celebrate cultural, ethnic and
individual diversity.
+ City promotes community and cultural events through social media.
4.3.5 Promote youth projects that bring
people from all cultures and
backgrounds together.
+ Sister City program helps expose Torrance youth to international cultures.
+ City provides programs that promote cultural mixing of Torrance’s diverse community.
Goal 4 Establish the City as a center of culture.
4.4.1 Optimize the creative use of the
Cultural Arts Center.
+ City continuously works to expand marketing for the Cultural Arts Center.
4.4.2 Facilitate culturally enriching
programs, opportunities and events.
+ Torrance Theater Company provides six shows per year and summer youth music programs.
+ Torrance Art Museum hosts annual Tryst and Nomad arts festivals. + City provides a wide variety of arts and culture classes/programs + Torrance hosts annual Excellence in Arts Awards.
+ There are local galleries and two commercial theater venues.
4.4.3 Enhance library resources and
services.
+ Torrance Public Library has expanded available resources through the library of things; for instance, library patrons can now check out a State Park Pass.
+ The library is not offering more events and a greater variety of events.
+ Library services staff conduct more outreach and promotion.
4.4.4 Use arts and language to foster a
greater understanding of diversity and
inclusion.
+ All City programs, both activities and participation, are offered to all segments of the community.
+ The Community Services Department’s mission is to be open and accessible “to all those who live, learn, work and play in the City of Torrance.”
+ In addition to a full spectrum of recreation and education programs, the City provides a multitude of cultural programs, including: City Academy of the Arts—Torrance, Torrance Art Museum, Torrance Theater Company, art classes for all ages, career path courses in the arts, performance groups, parent and me programs, sensory-friendly classes, and free community festivals.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 5 Strive to be a leader in the creation of current and relevant recreational opportunities that meet the needs of all citizens.
4.5.1 Assess and implement recreational
programs to preserve and enhance
opportunities.
+ City conducts quarterly community engagement and an annual evaluation of recreation programs.
+ Since COVID, City is adding and expanding cheer and pickleball and expanding little league.
+ City is exploring how to better tie-in recreation programs to upcoming FIFA World Cup and the Olympics.
4.5.2 Coordinate organized youth sport
activities with public, private, and
non-profit organizations.
+ City recreation programs have tie-ins with LA Galaxy and Kings. + City is seeking organizations to support expanded pickleball.
4.5.3 Expand recreational facilities and
programs.
+ City expanded facilities at Columbia Park.
4.5.4 Explore opportunities to expand park
and open space in the city with an
emphasis in underserved areas.
+ City Council is considering an annexation that would bring Alhondra Park into Torrance (although the County might maintain responsibility for the park), which would add golf and fishing opportunities, and would also bring El Camino College and its facilities into Torrance.
Goal 6 Strengthen and develop Youth Development Programs.
4.6.1 Coordinate community-wide services
that are relevant and available to
young people .
+ The Youth Committee provides advice for services and programing relevant to youth in Torrance.
4.6.2 Ensure a wide variety of youth
programs that provide recreation and
develop leadership skills such as
values, responsibility, ethics, and
civic involvement.
+ Students in Government Program brings 30 youth to spend the day in city government.
+ City brings students to learn about vocational career opportunities in city government.
4.6.3 Increase outreach and marketing to
promote participation.
+ Youth Council helps promote awareness of City youth development programs.
+ City promotes awareness through its social media accounts.
4.6.4 Recognize the positive contributions
and achievements of our youth.
+ Senior Projects in the Park
+ Beat the Odds Scholarships
Goal 7 Promote public service through volunteer opportunities.
4.7.1 Encourage and support an active
volunteer community.
+ City coordinates a robust program to coordinate volunteer opportunities with various departments; in 2024, 4,000 volunteers contributed 50,000 hours to the City.
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4.7.2 Pursue regional coordination for the
provision of social services among all
public, private, non-profit, religious
interests, and other groups.
+ City staff, Harbor Interfaith Services, along with the Department of Mental Health and Venice Family Clinic conducted street outreach to fill 37 units at 3290 Temporary Housing Village.
4.7.3 Maintain a centralized, web-based
database to connect volunteers with
volunteer organizations and
opportunities for service.
+ City uses volunteers for the annual point-in-time homeless count.
Housing
Goal 1 Promote a diversity of housing types and affordability levels to meet the needs of a wide range of Torrance citizens.
5.1.1 Explore ways to work with/encourage
developers, community partners, and
stakeholders (for example,
development standards, zoning) to
provide housing that meets the needs
of the community, both in terms of
housing type, such as bungalow
housing, duplexes, cottage/courtyard
housing, etc., and affordability.
+ General Plan Housing Element Update (2022)
+ Accessory Dwelling Units Ordinance (2025)
+ Religious Institution Housing Overlay (2025)
+ Housing Corridor Overlay (2023)
5.1.2 Address the scarcity of vacant land for
housing in Torrance by exploring
creative options to allow for
commercial and residential infill
housing in locations that are close to
local-serving uses and employment,
and that support alternative modes of
transportation while prioritizing green
space considerations.
+ General Plan Housing Element Update (2022)
+ Accessory Dwelling Units Ordinance (2025)
+ Religious Institution Housing Overlay (2025)
+ Housing Corridor Overlay (2023)
+ Downtown Torrance Revitalization and Connectivity Plan (2021)
5.1.3 Encourage the rezoning of underused
and unused commercial zoned
property into residential zoning.
+ General Plan Housing Element Update (2022)
+ Accessory Dwelling Units Ordinance (2025)
+ Religious Institution Housing Overlay (2025)
+ Housing Corridor Overlay (2023)
+ Downtown Torrance Revitalization and Connectivity Plan (2021) + City considers General Plan Amendments and changings in Zoning on a case-by-case basis when requested by a property
owner/developer.
5.1.4 Encourage additional implementation
of mixed-use office and residential
space through creative collaboration
and exploration of partnerships with
community stakeholders, including
employers.
+ Housing Corridor Overlay (2023)
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 2 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.
5.2.1 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.
+ Homeless Dashboard
5.2.2 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.
+ Homeless Outreach and Temporary Housing Program.
+ Torrance has a temporary housing program for displaced and homeless individuals. The City has partnered with Harbor Interfaith Services to provide navigation to reach permanent housing along with outreach services. The City provides resources to individuals in need.
+ City homeless services includes developing a “Housing Plan,” an individualized self-determined roadmap to permanent stable housing.
5.2.3 Explore the creation of transitional
housing with provision of social
services to aid homeless in
maintaining stable living conditions.
+ City staff, Harbor Interfaith Services, along with the Department of Mental Health and Venice Family Clinic conducted street outreach to fill 37 units at 3290 Temporary Housing Village.
+ In addition to individualized housing plans, services include Venice Family Clinic (weekly on-site medical services), employment support, case management, and three meals a day.
Goal 3 Preserve and protect the integrity of Torrance's existing single-family neighborhoods while accommodating future housing need.
5.3.1 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.
+ City ordinance requires on-site owner for STRs.
+ City has just revoked a permit under new ordinance requirement.
5.3.2 Explore methods of expanding existing
neighborhoods to include more local-
serving uses for walkability and to
promote self reliance.
+ Downtown Torrance Revitalization and Connectivity Plan (2021) and Housing Corridor Overlay (2023) seek to integrate mixed-uses within existing developed areas.
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5.3.3 Encourage character and quality
property maintenance through
communication/education,
engagement and utilization of City
programs (where necessary).
+ Community Development hosts booth at City Yard open house. + City has a property maintenance flyer.
+ Residential and commercial property beautification awards; publicized on City’s social media accounts.
+ Environmental Commission helps publicize property maintenance requirements.
Goal 4 Ensure that the Housing Element and federal, state, and local legislation reflect the values of Torrance to the greatest extent possible.
5.4.1 Acknowledge, anticipate and react
accordingly to evolving housing
legislation.
+ City updated the General Plan Housing Element and revised the development requirements for ADUs to be in compliance with new legislation.
5.4.2 Advocate for legislation that allows
cities to maintain local control of their
growth patterns.
+ CDD tracks pending housing legislation.
+ City conducts annual legislative advocacy trip to Sacramento to support/oppose relevant pending legislation.
5.4.3 Accommodate Torrance's share of
housing (Regional Housing Needs
Assessment or RHNA) as required by
Housing Element law in a manner that
reflects the vision and priorities of the
community.
+ General Plan Housing Element Update (2022)
+ City is currently working on Land Use Element and Safety Element updates to the General Plan and other Housing Element
implementation measures.
Infrastructure
Goal 1 Communicate and coordinate with end-users and stakeholders when prioritizing and designing infrastructure projects.
6.1.1 Coordinate with regional entities. + Public Works staff participate in monthly regional coordination meetings.
+ City collaborated with Caltrans for the I-405 at 182nd Street/ Crenshaw Boulevard Operational Improvements.
+ City collaborated with and acted as lead agency with Redondo Beach, Hermosa Beach, Manhattan Beach and the Los Angeles County Flood Control District for the Beach Cities Green Streets Project in 2025.
+ City collaborated with Caltrans for the Pacific Coast Highway at Hawthorne Blvd Intersection Improvement Project from 2021 to 2024.
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6.1.2 Make use of effective community
outreach and information programs
for two-way communication.
+ The City’s Capital Projects Dashboard provides an easily accessible source of information for public engagement for and discussion of infrastructure projects.
+ City uses the mobile app and its social media accounts to support public discussion of infrastructure.
+ City uses TorranceAlerts to publicize information about traffic impacts.
6.1.3 Maintain an efficient system for
reporting and responding to problems.
+ The City’s mobile app provides an easy and efficient way for the community to report problems.
+ The community can use phone, email, and Acela through the website to report problems.
Goal 2 Develop, maintain, and protect an efficiently functioning infrastructure.
6.2.1 Develop sustainable and resilient City
infrastructure to meet future
demands.
+ City infrastructure projects are laid out in the budget’s capital improvement program, and the community can use the capital improvement dashboard to track progress.
+ City maintains all its own infrastructure.
6.2.2 Develop a voluntary program for the
undergrounding of existing utilities
and require undergrounding of utilities
in new development.
+ In 2020, the City adopted a special benefits assessment district to finance and fund underground utilities along Paseo de la Playa. An assessment district can not be established if there is a majority of affect property owners opposed. A similar approach can be used in other areas of the city in which the majority of property owners want underground utilities.
+ The Torrance Municipal Code provides for the establishment of one or more Underground Utilities Districts. However, these are not necessarily voluntary, but rather, the City Council has authority to adopt a district and require overhead utilities be placed underground. Within a designated underground utilities district, existing property owners are required to connect their building electric supply to the underground facilities and underground utilities are required for new construction. This is for the connection of buildings to underground utility infrastructure and not for financing and funding the cost to move existing overhead utility infrastructure underground.
6.2.3 Maintain high standards of quality
and service that the community
expects, demands, and deserves.
+ Public works maintains department-identified performance metrics and customer service standards.
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6.2.4 Protect City resources from threats,
both natural and humanmade, and
maintain a robust back-up
infrastructure.
+ City adopted a Local Hazard Mitigation Plan in 2024 to better protect the people and property of the City of Torrance from the effects of natural hazard events.
+ City maintains security measures on critical infrastructure; for example, the water system is not connected to the internet to minimize cyber-security risks.
Goal 3 Establish Torrance as a premier 21st century City through the dynamic and secure usage of digital technologies.
6.3.1 Explore new technologies and digital
solutions for City challenges (i.e.,
artificial intelligence, "Big Data", etc.).
+ City has expanded use of the mobile app and social media accounts.
+ City is currently exploring AI software for police and cameras. + City is adding online capabilities to the business licenses and permits processes.
6.3.2 Create avenues to leverage "Big Data"
in service of City needs.
+ Information technology can assist departments with creating dashboards and reports based on existing data sources.
+ City will be adding Microsoft Fabric, AI-powered software to simplify data management and analytics.
6.3.3 Provide infrastructure to support
emerging technologies to improve
quality of life (i.e., health care,
education, transportation, etc.).
+ Torrance Connect on demand micro-transit service.
+ New dispatch software for public safety.
6.3.4 Ensure technological infrastructure
that allows accessibility for all to be
connected, with emphasis on special
needs and seniors.
+ City’s website will be fully ADA-compliant on or before May 2026. + City will require 3rd party providers also comply with ADA.
Goal 4 Establish an infrastructure road map that encourages an ecosystem for technology development and implementation.
6.4.1 Pursue opportunities for City-wide
access to broadband, cable, fiber
optics, and other emerging
technologies.
+ Torrance was a leader in working through the South Bay Council of Governments to create and construct the South Bay Fiber Network, which became fully operational in 2020; The City works with existing telecoms and the SBFN to ensure access to the high- speed internet.
6.4.2 Implement technology to support
utility efficiency, traffic flow, etc.
+ The City is spending $6 million over 3 to 4 years to upgrade water meters to improve operational efficiency.
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6.4.3 Improve public services and quality of
life through "Smart City" technologies.
+ City has expanded municipal wifi to support use of smart city technology.
+ Noise monitoring for the airport.
+ City will implement the ZenCity platform to improve public engagement and responsiveness.
+ City monitors trash trucks to improve routing and service.
6.4.4 Look for opportunities to certify and
recognize City technological/digital
accomplishment/programs through
nationally recognized programs, such
as Bloomberg City Standards or Smart
Cities Initiatives.
+ National recognition not yet applied for.
Mobility
Goal 1 Maximize the safe, convenient, and efficient movement of people, goods, and traffic.
7.1.1 Promote proactive and creative local
and regional mobility coordination and
connectivity.
+ Development and opening of the Mary K. Giordano Regional Transit Center.
+ City maintains twelve transit routes and the Sofi Stadium Express (during NFL games).
+ Future Metro C-Line extension to the Regional Transit Center. + In two years City will undertake a citywide traffic analysis to guide future capital improvements.
+ City continually invests in sidewalks and streets.
7.1.2 Ensure the City's mobility system
considers the needs of residents,
businesses, employees and visitors of
all income levels, ages, and abilities.
+ City tracks key performance indicators for transit, including ridership, boardings per mile/per hour, on-time performance. + Connect Torrance micro-transit serving the general public, seniors, and people with disabilities.
7.1.3 Update the Circulation Element to
transition the City's mobility network
to one that is person-centric instead
of auto-centric.
+ City adopted the circulation element around the same time that the Strategic Plan was being developed and adopted.
7.1.4 Prioritize infrastructure improvements
that make efficient use of the City's
existing mobility infrastructure and/or
accommodate person-centric mobility
options before expanding roadway or
intersection capacity.
+ The Torrance School Safety and Accessibility Program is repairing damaged sidewalks in neighborhoods surrounding six elementary schools, including repairs of damaged sidewalks, upgrading of ADA curb ramps, upgrading of existing signage and crosswalks, pedestrian signal improvements, and installation of bike lanes or routes.
+ The City will repair damaged sidewalks and upgrade curb ramps in the neighborhood bounded by Crenshaw Blvd, Sepulveda Blvd, Arlington Ave, and 230th St.
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7.1.5 Evaluate and support the
implementation of new transportation-
related technologies, innovations, and
mobility options to the extent they are
safe and implement the City's other
goals.
+ The City is currently exploring the possibility to connect traffic lights with fiber optics cable to better synchronize lights and improve traffic flow.
7.1.6 Minimize the impact of the automobile
on the character of Torrance to
emphasize a more pedestrian-
oriented environment with safer
sidewalks and landscaped buffer
zones.
+ The City cannot directly minimize auto use, but does make investments in pedestrian facilities:
+ The Torrance School Safety and Accessibility Program is repairing damaged sidewalks in neighborhoods surrounding six elementary schools, including repairs of damaged sidewalks, upgrading of ADA curb ramps, upgrading of existing signage and crosswalks, pedestrian signal improvements, and installation of bike lanes or routes.
+ The City will repair damaged sidewalks and upgrade curb ramps in the neighborhood bounded by Crenshaw Blvd, Sepulveda Blvd, Arlington Ave, and 230th St.
Goal 2 Balance land use practices for mobility management.
7.2.1 Coordinate mobility that is compatible
with the residential community and
minimizes cut-through traffic on
residential streets, while ensuring
neighborhood residents retain safe
and adequate circulation options.
+ Two main routes through Torrance, PCH and Hawthorne, are state routes. The City is not able to coordinate lights and cross-street traffic; thus some cars will seek alternatives to avoid traffic. + Upcoming citywide traffic analysis will guide capital investments in road and mobility improvements.
7.2.2 Encourage opportunities for satellite
and shared work centers in a variety
of land uses and development types.
+ Non-traditional workspaces and mixed-use buildings are encouraged and accommodated in Housing Corridor Overlay (2023) and the Downtown Torrance Revitalization and Connectivity Plan (2021).
+ City encourages shared workspace in new developments during the site plan review process.
+ City expects to expand the Mary K. Giordano Regional Transit Center to provide rooms for rent for meetings and offices.
7.2.3 Encourage mixed use and transit-
oriented developments that locate
compatible and complementary uses
within reasonable walking or bicycling
distance of each other and that are on
transit routes.
+ Housing Corridor Overlay (2023)
+ Downtown Torrance Revitalization and Connectivity Plan (2021) 124
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7.2.4 Ensure adequate on-site, off-street
parking requirements for all land uses
and explore alternate methods of
assessing parking needs for certain
land uses; where appropriate,
consider a variety of parking
alternatives to respond to changes in
parking demand, potential legislation
that may affect the City's ability to
regulate parking, and other potential
opportunities and constraints.
+ City provided for reduced parking in the Housing Corridor Overlay and Downtown Torrance Revitalization and Connectivity Plan. + City continues to monitor best practices in parking regulation and planning for opportunities to right-size parking standards.
7.2.5 Provide a range of on-site amenities
to encourage bike and scooter riding,
car-pooling, and use of mass transit
and electric vehicles.
+ Building code requires EV charging and bike parking.
+ City has been a leader with the 1-mile 1-charger program. + Bike to work days, ride-share program.
+ Mary K. Giordano Regional Transit Center.
7.2.6 Promote development standards that
incentivize installation of alternative
fuel infrastructure.
+ 1-mile 1-charger program
+ City considering a municipal code update to streamline approval of alternative fuel services.
+ Building code requires EV charging.
7.2.7 Encourage pedestrian linkages and
pathways in all developments, on
major street corridors, and along
rights-of-way as appropriate, and
foster local and regional connectivity.
+ City operates an active program to maintain and replace street trees that provide shading for sidewalks along major corridors. + City encourages pedestrian linkages in residential developments and linkages to transit stops.
+ Pedestrian linkages are included in the Hawthrone Specific Plan.
Goal 3 Provide a full range of mobility options and infrastructure.
7.3.1 Promote "Complete Streets" programs
that provide for safe, comfortable, and
convenient access for all users and a
variety of modes of travel, including
micro-mobility options (for example,
e-bikes and e-scooters).
+ City operates an active program to maintain and replace street trees that provide shading for sidewalks along major corridors. + Plaza del Amo at Western Mobility Enhancement project included sidewalks, new landscaping, and conduit installation for new street lighting.
+ Repaving of Madison Street included bike lanes.
7.3.2 Look for opportunities to increase
access to mass transit in or near
residential areas and schools.
+ Transit services has been mostly restored to pre-COVID service levels.
+ 2021: took over western portion of Metro 130 as Line 13, serving Redondo Beach and the LA Metro Artesia Station in Compton. + 2023, Line 10 extension to Downtown Inglewood Station. + With pre-COVID levels of service almost restored, future service expansion/increase to residential areas and schools may be considered.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments
7.3.3 Provide safe and adequate bicycle
infrastructure (for example, lanes,
trails, pathways, "sharrows," etc.)
that is connected and consistent at
the local and regional levels.
+ Repaving of Madison Street included bike lanes.
7.3.4 Explore provision of more local
bus/shuttle routes and services.
+ City increased service capacity of Lines 1 and 6.
+ Next year expected launch of rubber-wheeled Red Trolley to Redondo Beach Pier and Downtown Torrance.
7.3.5 Maximize utilization of the future
Green Line station(s)/Transit Center
through the inclusion of shared
workspaces and conference centers,
while actively planning for
coordination of the existing and future
transit system, as well as bicycle
lanes, Rails to Trails and other modes
of connectivity.
+ City expects to expand the Regional Transit Center to provide rooms for rent for meetings and offices.
7.3.6 Provide educational and incentive
programs to the community, schools,
businesses, and employment centers
to encourage use of alternative modes
of transportation to the personal
automobile to reduce vehicle miles
traveled (VMT) and traffic congestion,
reduce air pollution and greenhouse
gas (GHG) emissions, and promote
healthy living.
+ Transit Department conducts outreach at City events and the farmers market.
+ Transit Department distributes informational flyers on busses, at public locations, and through the City’s social media accounts. + City provides reduced transit fares for seniors and disabled people. + Students receive a reduced fare or a free Go Pass tap card if their school participates in the GoPass program.
Reliable Revenue Base and Effective Asset Management
Goal 1 Employ a realistic, transparent, and conservative fiscal investment strategy.
8.1.1 Investigate responsible alternatives
for investing financial assets of the
City, such as reducing pension liability
to prudent levels.
+ The City’s investment policy is updated annually in compliance with Federal, State and local laws.
+ Investment policy reflects an acceptable market return given legal requirements and the need to maintain liquidity.
8.1.2 Ensure procedures, policies and
principles of asset management are
maintained and reviewed for
effectiveness.
+ Investment policy is reviewed by the Investment Advisory Committee (City Manager, City Attorney, Finance Director, and Treasurer) and then recommended to the City Council for adoption. 126
Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 2 Expand the City's revenue base.
8.2.1 Explore new alternative funding and
revenue sources by making Torrance a
destination city.
+ Discover Torrance is the main tool for attracting visitors and visitor spending to Torrance .
+ The Friendship City program serves to attract business investment and bring visitors to Torrance .
+ Torrance Art Museum’s innovative contemporary art pop-up, Nomad, and international alternative art fair, Tryst, brings hundreds of SoCal and international artists and, importantly, many more art enthusiasts to Torrance.
8.2.2 Explore grants and partnerships,
convention center, hospitality,
education, entertainment, arts,
technology, and flexible-use space.
+ Previous study determined that a conference center (additional meeting space not a full convention center) was not feasible.
However, economic growth and changes in market conditions might warrant revisiting that study in the future.
+ City is currently undertaking an re-evaluation of the Civic Center Master Plan and will explore opportunities to convert some of the area for meeting space or housing to create new revenue sources.
8.2.3 Pursue regionally attractive business
tax structure to maintain a
competitive revenue base.
+ This was previously discussed at the South Bay Economic Development Roundtable, but there is no easy way to sync business tax structure across the many and varied municipalities. + Torrance conducted an analysis and presented options for consideration, but City Council took no action.
8.2.4 Maintain a diversified revenue and
economic base.
+ The City is cognizant of vacant buildings and seeks to attract potential tenants through its economic development efforts. + Through the Breakfast with the Mayor and other engagement events, the City collaborates with brokers, developers, and property managers to coordinate efforts to attract tenant businesses.
+ City is recently experiencing declining sales tax revenue. + City regularly conducts fee studies; in 2026, the City expects a full update for fees and development impact fees (which was last updated in 2020).
+ City is in the final stages of implementing a citywide Community Facilities District to help offset increasing costs resulting from development in the city.
+ City is actively managing the City’s land holdings to further generate additional revenue.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 3 Ensure effective land and property management programs for City-owned properties and buildings.
8.3.1 Regularly examine current property
owned by the City as to its value as an
asset.
+ City has changed its approach and now values its properties for leases based on fair market value, not just the annual increase in CPI.
8.3.2 Seek utilization of income producing
properties to highest potential (for
example, Torrance Municipal Airport –
Zamperini Field properties).
+ The City has been able to increase lease revenues on car dealership properties that the City owns at the airport based on fair market valuation.
8.3.3 Explore the redevelopment of
undeveloped and under-developed
City properties to facilitate business
retention, recruitment, and/or other
optimal uses.
+ City conducted an inventory and identified 13 to 15 vacant or underutilized properties; now going through a Request for Bids process to seek private investment for redevelopment.
8.3.4 Seek innovative expense-reducing
opportunities for City-owned
properties such as roof-top solar or
community winds.
+ City’s Building Index Assessment determined that roof top solar is not feasible (lack of funding sources means it would have to be paid for out of the General Fund).
+ City is looking at reducing property costs through
branding/sponsorship deals such as the branding rights agreement for the LA Galaxy Sports Complex and the LA Galaxy Soccer Center.
Goal 4 Maintain adequate funding and planning for ongoing maintenance and replacement of the City's physical assets.
8.4.1 Use and explore the latest technology
to maintain an inventory of the City's
physical assets and equipment,
including value and condition.
+ City conducted a building assessment for City buildings. + City is exploring software vendors for asset and lease tracking.
8.4.2 Provide maintenance programs for
assets.
+ Based on the building assessment, City will update capital improvement program for maintenance and improvement needs.
8.4.3 Perform cost-benefit analysis for
future physical assets.
+ The investments in maintenance and improvements of City buildings is based on a cost-benefit analysis included in the building assessment.
+ City has had no new facilities since 2021.
Goal 5 Monitor and review all fiscal matters.
8.5.1 Continue independent audits. + City retains an independent auditor annually, as required by the City Charter.
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8.5.2 Seek community input and feedback. + City has added a third public meeting for review and adoption of the annual budget.
+ City uses its social media accounts and ZenCity for community engagement during the budget process.
8.5.3 Provide easily understandable fiscal
and revenue information.
+ City creates a two-page budget summary.
+ City adopted a new budget format in FY22, allowing for the City to win an award from the Government Finance Officers Association and the California Society of Municipal Finance Officers.
8.5.4 Monitor local, national, and global
economic conditions.
+ City staff rely on the SCAG Southern California Economic Forecast and the South Bay Economic Forecast, attend events through the foreign trade zone at the ports to maintain awareness of the latest in tariff issues, and collaborate closely with the Chamber of Commerce to stay aware of conditions affecting local businesses. + City staff continuously monitor market conditions, consult with our bond/financial advisors, and conduct a larger assessment for the preparation of the budget.
+ City obtains quarterly sales and property tax reports from HdL.
Goal 6 Pursue vigorous interaction with County, State, Federal and other governmental agencies regarding revenue decisions and fiscal impacts.
8.6.1 Perform effective legislative advocacy
through continuous monitoring and
analysis.
+ City Council has a State Legislative Advocacy Committee and a Federal Legislative Advocacy Committee.
+ City staff monitors potential legislation and governmental affairs. + Committees make annual advocacy trips.
+ City also works with Chamber of Commerce when interests overlap.
8.6.2 Create and maintain robust ability to
pursue all grant opportunities.
+ Various departments monitor grant funding availability. + City pursues grants strategically when they align with City priorities and needs.
Responsive, Accountable, and Cost-Effective Government
Goal 1 Emphasize city governance accountability and responsiveness.
9.1.1 Ensure potential City governance
changes and other items of vital
interest to citizens are advertised well
in advance to promote the opportunity
for maximum citizen involvement,
input and participation.
+ The City Charter was amended at an election in November 2024, which followed public meetings and hearings on February 27, 2024, March 12, 2024, April 23, 2024, June 4, 2024, July 2, 2024, and July 16, 2024.
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9.1.2 Create a deeper commitment to
involving the public voice and
participation in potential City
governance changes.
+ The City Charter was amended at an election in November 2024, which followed public meetings and hearings on February 27, 2024, March 12, 2024, April 23, 2024, June 4, 2024, July 2, 2024, and July 16, 2024.
9.1.3 Establish an interactive online forum
to encourage community participation.
+ Through the City’s online agenda management system, the public can track agenda items, submit comments, and register to speak.
9.1.4 Continue to monitor new legal
challenges to district voting and
assess applicability to the City.
+ There have been no new legal challenges to district voting applicable to Torrance.
Goal 2 Deliver high quality services in a timely and cost-effective manner.
9.2.1 Maintain effective operational
standards, planning, and efficient
delivery of services.
+ City conducts the Mary K. Giordano Leadership Academy to build leadership skills in the City’s workforce, across departments and across experience levels.
+ Finance Department conducts internal operational audits.
9.2.2 Utilize quality tools, including
operational audits, objective
measurements, and assessments.
+ City monitors budget performance regularly during the fiscal year and provides multiple updates during the fiscal year to the Measure SST Citizens Oversight Committee, the City Council Finance and Governmental Operations Committee, and the City Council.
+ City implemented a new set of budget/operational key performance indicators and has incorporated into all budget materials and is developing AchieveIt dashboard for live public updates. + City maintains a capital improvements dashboard to show currently funded and completed projects on a GIS map including project scope, status, budget, amounts expended, and the ability to display images.
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9.2.3 Maximize process and procedure
streamlining.
+ Library applications are now fully online.
+ Online agendas
+ Netfile for campaign and conflict of interests
+ Digital plan submissions
+ Online business licenses
+ AI reporting issues in mobile app
+ Automated performance management
+ New employee engagement initiative
+ Employee wellness
+ Employee relations process quickened
+ Fire Department transitioning internal processes from paper to digital
+ Switch from paper to digital for recreation programs guide + Digital recreation registration and facility reservations + Implemented OpenGov budgeting software
+ Getting ready to adopt a new Enterprise Resource Planning (ERP) software for the city
+ Internal operational audits
+ Training to disperse decision-making
+ Streamlined procurement process
+ Exploring code update to reduce certain planning reviews from Planning Commission hearing to administrative review
+ Implemented state requirements streamlining approvals for ADUs, EV charging, solar, etc.
+ City procured edible food recovery software, CareIt, in 2025 to help businesses post and track edible food donations.
9.2.4 Solicit and incorporate feedback, input
and ideas from all stakeholders,
employees, residents, businesses,
and visitors.
+ Torrance University
+ HR 101 Toolkit for Supervisors
+ Annual citywide survey
+ Social media accounts
+ ZenCity
9.2.5 Utilize cost effective ways of doing
business with appropriate technology
to improve services.
+ Adopted a total cost of ownership model for evaluating technology purchases.
9.2.6 Explore joint partnerships in acquiring
and providing goods and services.
+ City makes terms for purchase from one department available to other departments to reduce costs.
+ City relies on other procurements conducted to leverage efficiencies in procuring goods and services.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 3 Provide outstanding communication with the community.
9.3.1 Maintain and broaden online access
to public records and information.
+ City continues to add records to those available online on staffing permits.
+ City agendas online.
9.3.2 Provide reliable and user friendly
online and in-person access.
+ City is transitioning to a customer-focused website.
+ Implementation of a new centralized cashiering platform and the three-year transition to a new ERP will facilitate improved dissemination of public information and customer service experience interacting with the city digitally.
+ Homeless and Capital Improvement dashboards.
+ Increasing public use of City’s social media accounts; 30,000 Instagram followers in 2025.
9.3.3 Improve and maximize the reach of
outbound information to all segments
of the community.
+ City has expanded the use of its social media accounts. + TorranceAlerts
+ City still provides printed information.
Goal 4 Provide basic civic literacy resources for ease of process navigation.
9.4.1 Explore, establish and maintain an
education and information database
for community stakeholders, for
example, Frequently Asked Questions
(FAQ), for City processes.
+ The City provides a wealth of public information on its website. + The website refresh in 2026 is expected to make information and data easier for the public to access.
9.4.2 Explore, establish and maintain an
education and information database
for City staff.
+ Webpages for individual departments provide mission/goals information and departmental organizational charts.
+ The website refresh in 2026 is expected to make information and data easier for the public to access.
Goal 5 Maintain a skilled, knowledgeable, creative, and well-trained workforce.
9.5.1 Provide continuing education and
training with an emphasis on solution-
based customer service.
+ HR 101 Toolkit for Supervisors
+ Annual training
+ LeRoy J. Jackson Lunch and Learn Series
9.5.2 Emphasize employee health, wellness
and safety.
+ City has an Employee Wellness Program.
+ City researches with other jurisdictions do and considers the operational feasibility and costs for Torrance.
9.5.3 Encourage employee participation in
departmental/interdepartmental
collaboration and problem solving.
+ City has implemented a new employee engagement initiative. + City provides for cross-training for employees who want to work on projects in other departments.
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9.5.4 Explore flexibility of job assignments
via position descriptions and
classification (for example, job
sharing, cross-training, collaboration).
+ City has an ongoing process to revise job descriptions. + City considers whether education requirements can be supplanted with relevant experience.
+ City provides for cross-training for employees who want to work on projects in other departments.
9.5.5 Maintain quality recruitment and high
standards for hiring through use of
job-oriented, performance based
standards.
+ As a public agency, the City has to ensure that protected classes are not excluded from employment consideration. They City typically receives a diverse pool of candidates. However, hiring decisions reflect an examination based on position requirements. + City has an ongoing process to revise job descriptions. + City considers whether education requirements can be supplanted with relevant experience.
Goal 6 Continue organizational development for each department and division.
9.6.1 Define a mission statement with clear
goals.
+ Five departments have adopted mission statements: Finance, Transit, Community Services, Human Resources, Public Works.
9.6.2 Assess and update structures, duties
and responsibilities.
+ City has an ongoing process to revise job descriptions. + City considers whether education requirements can be supplanted with relevant experience.
+ Labor negotiations can limit City’s ability to change structures, duties, and responsibilities.
9.6.3 Perform team-building activities to
improve collaboration between and
within departments and divisions.
+ City provides team building within and across departments. + Cross-training builds employee engagement.
9.6.4 Include staff participation in
organizational direction.
+ City incorporates feedback from annual survey.
Safe, Secure and Equitable Community
Goal 1 Promote a safe community environment.
10.1.1 Maintain continued excellence in
Public Safety Services.
+ Fire Department accredited every five years through the Center for Public Safety Excellence.
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10.1.2 Expand best practices for positive
community engagement and outreach
(such as Partners in Policing),
including building trust, increasing
transparency, and "humanizing the
badge."
+ Community Affairs Division in the Police Department is the liaison between the Department and the community.
+ Partners In Policing is a Community Awareness Program designed to educate and engage the community through our closest connections, including Neighborhood Watch members, community members, and business organizations.
+ City engages the community at many events throughout Torrance. + City uses its social media accounts to build community engagement with Police and Fire.
10.1.3 Develop mechanisms to regularly
engage and assess diverse
community perspectives regarding
equity and inclusion and respond by
developing programs based on this
feedback to ensure a safe, secure and
equitable community for all.
+ City established the Police Chief’s Advisory Board in 2022 to provide a forum where key stakeholders can act as a community resource for the Chief of Police in the development of strategies, sharing community concerns, and increasing public trust. + Based on feedback from the Polic Chief’s Advisory Board, the City revised the curriculum for officer training, with classes beginning in 2025.
10.1.4 Strengthen the Torrance Police
Department commitment to the
community by establishing an
independent and trained civilian
review body (either incident-specific
or ongoing) to address public
concerns regarding police conduct and
public safety issues.
+ City established the Police Chief’s Advisory Board in 2022 to provide a forum where key stakeholders can act as a community resource for the Chief of Police in the development of strategies, sharing community concerns, and increasing public trust. + The City has begun implementing recommendations from the CA DOJ Independent Review of the Torrance Police Department. + A civilian review board with more authority than the Police Chief’s Advisory Review Board could require an amendment to the City Charter.
10.1.5 Enforce building standards consistent
with a safe and secure community.
+ City has strengthened Code Enforcement with administrative citations, nuisance abatement, and full staffing.
+ City administers and enforces California Building Code Volumes 1 and 2 with Appendices, 2022 Edition with amendments included in the Municipal Code.
10.1.6 Ensure environmental design for
safety.
+ Applications to Community Development are reviewed by the Police Department, who make recommendations relative to
environmental design for safety.
10.1.7 Enforce effective hazardous materials
management.
+ State Department of Toxic Substance Control manages hazardous wastes, but Torrance FD manages locally under LA County Fire and is audited through the state and county.
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10.1.8 Maintain safe and well-lit streets,
schools and public areas.
+ City has an active program for street lights along older streets. + City invests in streetlights through the capital improvement program.
+ Public works coordinates with SoCal Edison for streetlights.
10.1.9 Emphasize education and
enforcement to ensure driving,
pedestrian and cyclist safety.
+ City does high visibility enforcement to promote traffic safety. + City adopted new e-bike regulations and intends a robust public awareness campaign.
Goal 2 Protect persons and property from criminal activity.
10.2.1 Sustain excellence in policing by
providing and improving law
enforcement staffing, training,
community policing and de-escalation
techniques.
+ City has realigned missions within the Police Department. + City monitors use of force and has a use of force review process to learn from incidents and improve de-escalation.
+ City provides in-house training to implement lessons learned.
10.2.2 Pursue and incorporate technologies
to enhance and support effective
policing.
+ Two years ago and continuing today, the Police Department has been implementing a complete overhaul of its technologies and information systems.
10.2.3 Foster collaborative strategies among
all members of the community to
make public safety a top priority (for
example, Neighborhood Watch).
+ Police Department operates the City’s Neighborhood Watch program.
+ City participates in National Night Out to foster community support and public safety.
+ City is developing a website platform that will enable the public to design their own dashboard with the City’s public safety data.
10.2.4 Collaborate with regional entities on
issues that impact local crime.
+ City Council sponsored a local forum to discuss retail crime legislation pending in Sacramento, and the Police Department collaborates with regional partners to prevent and investigate organized retail theft.
+ City is collaborating with LAPD and other regional partners for public safety surrounding upcoming major sporting events (Superbowl, FIFA World Cup, Olympics).
+ City is collaborating with the Joint Terrorism Task Force for public safety issues associated with the extension of the Metro K-Line to the Mary K. Giordano Regional Transit Center.
10.2.5 Explore multi-disciplinary staffing and
training in relevant specialized fields
to expand the effectiveness of the
Police Department.
+ City is exploring opportunities for unified command with other agencies, including the Fire and Public Works, better integrating sworn officers with other city staff.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 3 Promote a safe and secure community for youth.
10.3.1 Provide education programs such as
bicycle safety, teen driver safety, and
internet and social network safety.
+ The City does not have formal programs for bicycle safety, teen driver safety, and internet and social network safety; however, the City promotes youth safety through the City’s social media accounts and information booths at public events.
10.3.2 Provide youth diversion programs. + The Police Department continues to coordinate youth related programs between the City, Torrance Unified School District, Probation Department and other community agencies with
programs for Individual and Family Therapy, Anger Management Group, Intake, assessment and referral services, Fire Setters Program, Crisis Counseling, Wilderness Experience, and Group Counseling.
10.3.3 Ensure the physical security of our
schools through proven programs
such as the Torrance Police
Department school resource officer
program.
+ Police Department provides up to four School Resource Officers. + In summer, City conducts test for response to a school emergency.
10.3.4 Provide proactive programs to deter
bullying, gang and juvenile violence.
+ The Police Department continues to coordinate youth related programs between the City, Torrance Unified School District, Probation Department and other community agencies with
programs for Individual and Family Therapy, Anger Management Group, Intake, assessment and referral services, Fire Setters Program, Crisis Counseling, Wilderness Experience, and Group Counseling.
10.3.5 Provide a safe environment and broad
range of programs, partnerships and
activities for youth engagement and
inclusion.
+ Police Department offers Teens and Policing (TAP) program, taught by police officers to give students an inside look into law enforcement and experience hands-on exercises relating to the duties, service and responsibilities of policing.
Goal 4 Provide up-to-date information and educational opportunities that encourage safety and crime prevention.
10.4.1 Maintain an informed community
regarding the myths and facts of all
aspects of crime that affect the
community.
+ City uses its social media accounts to make the public aware of emerging public safety trends.
+ The Police Department posts monthly crime reports on its website.
10.4.2 Provide age-appropriate educational
programs to encourage involvement in
crime prevention, reporting, and
emergency services.
+ City reaches out to groups on an ad hoc basis as public safety trends shift, for instance, reaching out directly to seniors to raise awareness of the kidnapping scam.
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10.4.3 Encourage public/private partnership
collaboration for workplace safety
education.
+ City provides resources to businesses for workplace violence training and Personal safety presentations through the Business Watch Program.
10.4.4 Provide education and prevention
programs on fraud and other criminal
activity, including cybercrime.
+ City reaches out to groups on an ad hoc basis as public safety trends shift, for instance, reaching out directly to seniors to raise awareness of the kidnapping scam.
+ City uses its social media accounts to make the public aware of emerging public safety trends.
10.4.5 Encourage use of conflict resolution
programs.
+ The Police Department addresses conflict resolution through coordination with Torrance Unified School District, Probation Department and other community agencies with programs for Individual and Family Therapy, Anger Management Group, Intake, assessment and referral services, Fire Setters Program, Crisis Counseling, Wilderness Experience, and Group Counseling.
10.4.6 Promote awareness of community
resource programs such as
Community Lead Officers (CLO),
Neighborhood Watch, and Community
Emergency Response Team (CERT).
+ City is more actively promoting these programs through its social media accounts.
+ Police Department expanded the Community Lead Officers programs to include homelessness issues.
10.4.7 Seek opportunities to leverage
technology to enhance safety.
+ City used a grant from the Torrance Pollice Foundation to acquire eight drones to augment Police Department capabilities with locating missing persons, traffic collision and crime scene photography, coyote tracking, active shooter situations, evidence recovery, and search and rescue at Torrance Beach.
+ The City is upgrading technology and information systems in the Police Department.
Goal 5 Promote and establish a community that is prepared for natural or human made disasters, pandemics or communicable diseases, cyber security incidents or other emergencies that affect the community.
10.5.1 Promote coordination and information
sharing among City, Police, Fire, Red
Cross, healthcare organizations,
schools, businesses, neighborhoods,
citizens, County Health Department
and other organizations and
neighboring cities.
+ City’s Office of Emergency Services promotes citywide coordination and information, including responsibility for the MultiHazard Functional Plan and the ongoing preparation of the Local Hazards Mitigation Plan.
+ City provides online resources for emergency preparations and response.
+ TorranceAlerts.
+ Emergency Operation Center (EOC) provides coordination during a major emergency or disaster.
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10.5.2 Continue to work towards a resilient
population educated on their
responsibility and resources available
during emergency situations.
+ Office of Emergency Services Community Guide.
+ Local Hazard Mitigation Plan.
10.5.3 Promote and maintain community
based disaster response teams.
+ Fire Department conducts Community Emergency Response Team courses.
10.5.4 Maintain and improve rapid response
to accidents and medical
emergencies.
+ Fire Department updated the Community Risk Assessment & Standards of Cover document (CRA/SOC).
+ In 2024, Fire Department received re-accredited agency status by the Commission on Fire Accreditation International.
+ Fire Department analyzes response time data for all risk classifications on a quarterly and annual basis to compare performance against benchmarks established in the Department’s CRA/SOC document.
+ In 2021, Fire Department began an EMS patient transportation program, and since enhanced it to currently staff five 24-hour BLS ambulances, one peak staffed BLS ambulance and one 24-hour APOT (Ambulance Patient Offload Time) specialty unit which is designed to help reduce the time that BLS ambulances spend at the emergency room.
+ In 2025, Fire Department implemented a tiered dispatch EMS response model, with both BLS and ALS transportation
capabilities, in order to build system resilience in our patient transportation program.
10.5.5 Develop and sustain a comprehensive
disaster preparedness program
grounded in scientific data and
recommendations.
+ Current MultiHazard Functional Plan and the ongoing preparation of the Local Hazards Mitigation Plan.
10.5.6 Continue to seek out and provide
appropriate funding from public and
private sources for disaster
preparation and equipment.
+ City seeks out grant funding opportunities when available. + Primary source of funds for emergency services is the City’s General Fund.
10.5.7 Communicate effective emergency
plans.
+ Information available online.
+ City publicizes emergency plan information through social media accounts and public events.
10.5.8 Prepare through practice, scenario
planning and drills, and the
implementation of emergency plans.
+ City personnel routinely receive training and participate in disaster exercises to ensure an effective and efficient response to a disaster.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 6 Provide a safe and supportive environment for the economic viability of the business community.
10.6.1 Educate the business community
regarding the availability of safety
resources and strategies.
+ Information available online.
+ City publicizes emergency plan information through social media accounts and public events.
10.6.2 Continue to provide education and
enforcement regarding existing and
emerging economic crime.
+ City is expanding its efforts to combat fraud and get ahead of the trend of increasing fraud.
10.6.3 Provide and support reliable
infrastructure security.
+ City adopted a Local Hazard Mitigation Plan in 2024 to better protect the people and property of the City of Torrance from the effects of natural hazard events.
+ City maintains security measures on critical infrastructure; for example, the water system is not connected to the internet to minimize cyber-security risks.
Goal 7 Mitigate public health and safety risks from the use of Hydrofluoric/Modified Hydrofluoric Acid (HF/MHF) in the alkylation process at the Torrance Refinery.
10.7.1 Foster regular public discussion for
phasing out HF/MHF.
+ Torrance Refinery Community Advisory Panel meets quarterly to discuss relevant issues of concern.
10.7.2 Inform the public regarding the state
of HF/MHF regulation, including the
feasibility of alternative alkylation
technologies to replace HF/MHF use,
in collaboration with regulatory and
neighboring agencies.
+ Fire Department conducts quarterly public update meetings.
10.7.3 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.
+ Torrance Refinery is identified as a Critical Facility with hazardous materials in the 2024 Local Hazard Mitigation Plan.
+ The Torrance Refinery hardens its public messaging for unplanned flaring and material leaks that may pose a threat to the community. The Torrance Refining Company uses the same
emergency alert and warning system as Torrance Alerts and South Bay Alerts emergency alert & warning systems allow for redundant distribution of emergency notifications in a timely and easily understood manner to all community members, including those in vulnerable populations.
+ Alarms are tested quarterly.
10.7.4 Issue regular reports to the public
regarding the regulation of refinery
process procedures, safety incidents,
and use of HF/MHF at the Torrance
Refinery.
+ Fire Department conducts regular inspections, investigates violations, and orders remedies when warranted.
+ Notice of violations are publicly-available records.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments
10.7.5 Work with regulatory agencies to
enforce compliance required for the
use of HF/MHF.
+ Torrance FD coordinates with LA Fire and the CA Department of Toxic Substances Control for FH/MHF at the refinery as with other hazards material used by Torrance businesses.
10.7.6 Closely monitor implementation of
Torrance Refinery Proffer of August
30, 2019 and any subsequent
updates.
+ Fire Department conducts regular inspections, investigates violations, and orders remedies when warranted.
Stewardship of the Environment
Goal 1 Establish Torrance as a leader in environmental responsibility and sustainability.
11.1.1 Communicate the urgency of the
ecological crisis and its impacts at all
levels-from local to global-and the
City's obligation and commitment to
taking a leadership role in
environmental stewardship.
+ City adopted a Climate Action Plan in 2017.
+ Environmental Commissions provides outreach and recognition, including Climate Smart Awards.
11.1.2 Incorporate environmental
stewardship goals and policies using
best practices in all the City's plans
and implementation programs,
including metrics to the extent
feasible.
+ Replacing theatrical lighting in the Cultural Arts Center with energy efficient lighting.
+ City received gold status through South Bay COG for environmental stewardship.
11.1.3 Continue to collaborate with the South
Bay Cities Council of Governments
(SBCCOG) and other regional and
local partners to implement
sustainable initiatives, plans,
practices, and policies and take a
leadership role in their
implementation.
+ Torrance is a leader in the South Bay COG.
+ City received gold status through South Bay COG for environmental stewardship.
+ City collaborated with and acted as lead agency with Redondo Beach, Hermosa Beach, Manhattan Beach and the Los Angeles County Flood Control District for the Beach Cities Green Streets Project in 2025.
11.1.4 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.
+ As part of its legislative advocacy efforts, the City lobbies state and federal agencies for grant funding for local projects. + As the lead agency for four cities and the County, Torrance obtained $2,000,000 Proposition 12 grant from the California State Coastal Conservancy and Santa Monica Bay Restoration
Commission and an approximately $5,400,000 grant from the LA County Safe, Clean Water program for the Beach Cities Green Streets Project.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 2 Actively inform, educate, and motivate the community regarding the value and benefit of environmental stewardship.
11.2.1 Develop and implement a
comprehensive environmental
stewardship outreach plan that raises
awareness of the issues and the
importance of local action; educates
and provides information; actively
involves the community; and inspires
action.
+ City does not have a formal environmental stewardship outreach plan.
+ Staff promotes environmental stewardship at public events. + Environmental Commission helps publicize environmental stewardship.
11.2.2 Motivate community involvement and
action through dynamic methods and
partnerships, such as incentives,
rewards, recognition programs,
promotions, and competitions.
+ Public works operates the Adopt-a-Tree program to encourage community stewardship of street trees.
+ Community engagement for public works is steered through the Traffic Commission and the Water Commission.
+ Community engagement is supplemented by regular council district meetings.
+ Extensive use of the City’s social media accounts to engage the community.
11.2.3 Regularly report and celebrate
progress in achieving environmental
stewardship goals.
+ City publicizes environmental stewardship success through its social media accounts.
Goal 3 Aggressively plan and act to enable all city stakeholders to mitigate and adapt to the climate change and ecological crisis.
11.3.1 Recognize the Climate Emergency, like
numerous cities in the United States
have already done.
+ City recognized the climate emergency with the adoption of a Climate Action Plan in 2017.
11.3.2 Provide sufficient authority, staff, and
resources necessary to enable the
City's Sustainability Team to assist
city stakeholders to implement the
City's Climate Action Plan and other
sustainability plans and programs to
effectively mitigate and adapt to
climate change.
+ City’s Sustainability Team was active during the preparation and early implementation of the Climate Action Plan. It is less active now, with each department implementing the measures in its portfolio.
11.3.3 Develop, sustain, and update
comprehensive climate change
mitigation and adaptation plans (for
example, Climate Action Plan, etc.)
and programs grounded in consensus-
based scientific research and
recommendations.
+ City adopted a Climate Action Plan in 2015.
+ City is updating the General Plan’s Safety Element, which addresses some issues with vulnerable populations and safety- related climate change adaptation issues.
+ Fire Department Strategic Plan addresses some of these issues. 141
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments
11.3.4 Identify and implement solutions to
climate change-related risks and
impacts faced by the City.
+ Maintaining Tree City USA status and replacing dead and dying trees with native and drought-tolerant species.
+ Capital investments to improve efficiency of water
supply/distribution.
+ Investments to promote water conservation.
11.3.5 Create and maintain climate resilient
infrastructure that will enable the City
and its stakeholders to mitigate and
adapt to the local and global impacts
of climate change, including but not
limited to, higher temperatures, rising
sea levels, pressure on food and
water resources, and threats to
human health.
+ City shifting to native and drought-tolerant species as street tree are replaced.
+ City is expanding its use of recycled water.
+ City offers rebates to residents and businesses to encourage water conservation.
+ City pursues water supply augmentation through local water project development, including the current North Torrance Wellfield Project.
11.3.6 Prioritize programs to protect those in
the City most vulnerable to the
impacts of climate change, including
but not limited to, the health-impaired
and the economically and
environmentally disadvantaged.
+ City provides cooling centers at 6 libraries, Dee Hardison Sports Center, and Bartlett Senior Center.
+ City engages with regional partners to address impacts of climate change; for example, in 2025, SBCCOG was managing more than $14 million annually in funds allocated through Los Angeles County to the South Bay through the voter-approved Measure A half-cent sales tax. Of this amount, $3 million will go toward homeless services programs and $11 million will support housing production, preservation and renter protections.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 4 Create and promote sustainable/green practices for use in daily life.
11.4.1 Implement policies that encourage
and support the City and all
community members in localizing the
control and sustainable/green
acquisition, production, storage, use,
reuse and/or recycling of the
necessities of daily life; including
water, food, and energy.
+ In 2023, City began its food waste recycling program. + In 2023, City launched Green Halo, a software tool designed to help builders track waste compliance requirements for covered construction projects.
+ In 2023 City began an annual outreach effort targeting all edible food generators.
+ In 2024, businesses throughout the City, along with the City of Torrance Farmers’ Market, donated more than 1.2 million pounds of edible food to local food pantries.
+ In 2026 City intends to procure recovered organic materials—such as compost and/or mulch—for use throughout the City.
+ City currently exploring a partnership opportunity with LA Compost, a nonprofit community composting organization, to help create hyper-local composting options for residents.
+ City encourages water conservation of both residents and business customers with Rebate and other programs including various how- to-guides on water usage.
+ City has been and will continue to offer financial rebate programs for efficient clothes washer, high -efficiency toilet, rain barrel and cistern, household flow sensors, rotating sprinkler nozzles, soil moisture sensors, weather based irrigation controller and turf replacement program.
11.4.2 Promote information regarding City
and State programs aimed at energy
conservation and efficiency (for
example, Energy Upgrade California,
Southern California Edison Green
Rates Program, etc.).
+ City makes energy efficiency information available through the Climate Action Plan.
+ City provides information for solar power on the website.
11.4.3 Increase awareness of local
opportunities for proper disposal of
bio-hazards, hazardous, toxic and
electronic wastes and/or provide a
community drop/off or exchange
program.
+ Public works coordinates with fire department for disposal services and events.
+ Ocean Blue program for disposal of toxics.
+ City provides e-waste disposal and shredding events four times per year.
11.4.4 Increase outreach and education to
the public on how to "refuse, reuse,
recycle and reduce" waste.
+ Public works maintains a recycling guide on its website (https://torrancerecycles.org/.
+ City began providing collection services of organic waste to all single-family and multi-family residential customers serviced by the City in 2023.
+ City uses social media accounts to promote recycling outreach. 143
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments
11.4.5 Provide more recycling opportunities
in communal areas (for example,
parks, bus stops, street corners, etc.)
wherever there are trash containers.
+ City provides recycling at parks.
11.4.6 Increase local food production and
security by promoting edible,
pollinator-friendly,
yard/container/rooftop gardens,
farmers' markets and composting in
private and public spaces, and
increasing the opportunity for
community gardens, gleaning and
exchanges.
+ Twice weekly farmers market, largest in CA with 162 vendors. + Two community gardens with 120+ plots at each, future expansion.
+ USDA-funded home delivery for farmers market vendors for seniors.
Goal 5 Strive for water reliability through the preservation and conservation of water resources.
11.5.1 Monitor and maintain adequate water
resources.
+ City assesses water supply through periodic updates to the Urban Water Management Plan.
+ City offers rebates to residents and businesses to encourage water conservation.
+ City pursues water supply augmentation through local water project development, including the current North Torrance Wellfield Project.
11.5.2 Prevent saltwater intrusion
(Goldsworthy Desalter) and clean up
groundwater contamination.
+ The Goldsworthy Desalter expansion was completed in 2019. + The City’s 2024 Water Quality Report indicated that two potential contaminants related to saltwater intrusion (Chloride and Specific Conductance) were in acceptable ranges in the water sample testing.
11.5.3 Expand use of recycled and gray water
for landscaping, industry, business,
and other applications.
+ On-Site Recycled Water Retrofits project underway; West Basin Municipal Water District is constructing a pipeline to serve recycled water to the Palos Verdes Peninsula and to select facilities in the City of Torrance.
+ City expanded recycled water supply to the refinery and Honda. 144
Item Number Strategic Plan Goal/Subgoal Evaluation Comments
11.5.4 Explore, encourage and implement
water conservation programs.
+ City encourages water conservation of both residents and business customers with Rebate and other programs including various how- to-guides on water usage.
+ City has been and will continue to offer financial rebate programs for efficient clothes washer, high -efficiency toilet, rain barrel and cistern, household flow sensors, rotating sprinkler nozzles, soil moisture sensors, weather based irrigation controller and turf replacement program.
+ The city’s conservation effort will continue into the future through various capital improvement projects including: a) North Torrance Wellfield Project; b) Van Ness Wellfield Project; c) Goaldsworthy Desalter; and d) Regional Ground water Desalination (desalter) Project for the South Bay Region.
11.5.5 Promote Low Impact Development
(LID) methods for the capture and
reuse of stormwater.
+ City promotes low impact development methods through the site plan review process.
Goal 6 Preserve and protect the natural environment and the benefits provided by well-functioning ecosystems.
11.6.1 Preserve coastal resources, including
preventing polluted stormwater runoff
from flowing into protected
watersheds.
+ Expanded program information.
+ Expanded Nature Center.
+ Plantings of native and drought-tolerant plants.
+ Replacing dead non-native trees with native plants at a 2 to 1 ratio.
11.6.2 Encourage and support a natural
urban ecosystem, including preserving
Madrona Marsh; promoting use of
native and drought-tolerant plants;
and seeking opportunities to create
new green spaces and/or open space.
+ City replaces dead, diseased, and dying street trees and trees at parks with new native and drought-tolerant species.
11.6.3 Continue to plant trees appropriate to
the local climate, and replace trees
lost to removal.
+ City is studying multimodal trails.
+ City expects to complete a future General Plan Update with wildlife policies.
11.6.4 Adopt measures to make Torrance a
wildlife-friendly city, such as
identifying vehicle-free corridors and
easements for connectivity, promoting
the use of plant species known to host
abundant local wildlife species,
limiting feral animals, and keeping
pets out of natural habitats.
+ Expanded program information.
+ Expanded Nature Center.
+ Plantings of native and drought-tolerant plants.
+ Replacing dead non-native trees with native plants at a 2 to 1 ratio.
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Item Number Strategic Plan Goal/Subgoal Evaluation Comments Goal 7 Create a positive environment for businesses and industries to adopt sustainable/green practices.
11.7.1 Support and provide incentives for
businesses to use environmentally
friendly and socially-responsible
practices, (for example, LEED
certification, Envision, Organic
Material Review Institute, Integrated
Pest Management).
+ City supports and encourages LEED certification in new construction, and leads by example, such as LEED certification for the new Transit Center.
+ City provides streamlined permitting for solar panel installation. + City maintains its Tree City USA status by replanting one more or trees for each tree removed.
+ South Bay Council of Governments has a recognition program for green businesses.
+ Environmental Commission’s Climate Smart Awards.
11.7.2 Publicly recognize and reward
businesses and practices that
minimize adverse environmental
impacts and/or improve the
environment, and offer a certification
program, (for example, "Torrance
Green Business").
+ Sustainability is a consideration in the evaluation for the Commercial Beautification Awards.
11.7.3 Continue to recruit and provide
incentives for relocation of
environmentally and socially-
responsible businesses into the City.
+ City offers the Business Attraction Incentive Program to incentivize businesses that choose to relocate to the City of Torrance, based on the number of new jobs created.
+ Torrance has become a center for alternative fuels businesses, and the City continues to market Torrance to these businesses.
11.7.4 Promote public and private
partnerships to achieve and
demonstrate greater synergy for
sustainable/green businesses and
practices.
+ City seeks out opportunities to be test cases for local tech businesses, such as partnering with American Honda to test their Fit EV, in collaboration with Google and Stanford University. + The City is considering a new program, Pitch Torrance, to give local companies an opportunity to pitch their product or service to the City as a potential customer.
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