Strategic Plan Council Committee
May 14, 2026

STRATEGIC PLAN COMMITTEE:

STRATEGIC PLAN IMPLEMENTATION UPDATE
May 14, 2026
4:30 PM

STRATEGIC PLAN

COMMITTEE AGENDA
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 2 I. Call Meeting to
Order/Roll Call
II. Flag Salute
III. Welcome &
Introductions
IV. Items For Discussion
V. Oral Communications
VI. Closing Remarks
VII. Adjournment

ROLL CALL
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 3  CHAIR SHEIKH
 MEMBER KAJI
 MEMBER GERSON

FLAG SALUTE
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 4

WELCOME &

INTRODUCTIONS
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 5  CHAIR SHEIKH
 MEMBER KAJI
 MEMBER GERSON
 PRESENTING STAFF

ITEMS FOR DISCUSSION:

STRATEGIC PLAN IMPLEMENTATION UPDATE
AGENDA ITEM 4A
May 14, 2026

STRATEGIC PLAN
CITIZEN’S COMMITTEE
•17 Amazing Volunteers
•Review Past
•Assess the Now
•Eye toward Tomorrow

S T R A T E G I C P L A N C O M M I T T E E R E V I E W 7 STRATEGIC PLAN BACKGROUND
•Strategic Plan requires a Strategic
Implementation approach
•In 2023 City Council & Strategic
Plan Committee approved:
•Sub-Goal update frequency of
Strategic (monthly) &
Operational (quarterly)
•Semi-Annual Committee Review

S T R A T E G I C P L A N C O M M I T T E E R E V I E W 8 STRATEGIC PLAN

STRUCTURE
•11 Strategic Priorities
•Broad initiative categories

S T R A T E G I C P L A N C O M M I T T E E R E V I E W 9 Within each Strategic Priority:
•Implementing Goals (57)
Within each Strategic Priority:
•Implementing Sub-Goals
(249)

S T R A T E G I C P L A N C O M M I T T E E R E V I E W 10 STRATEGIC PLAN

STRUCTURE

STRATEGIC PLAN BREAKDOWN

S T R A T E G I C P L A N C O M M I T T E E R E V I E W 17 17
22 28
13 15
19 19
24 43
32 3
4 6
7 4
4 3
6 6
7 7
0 5 10 15 20 25 30 35 40 45 50
Appearance, Character and Quality of the Community
Communication and Civic Involvement
Economic Development
Education, Diversity and Enrichment
Housing
Infrastructure
Mobility
Reliable Revenue Base and Effective Asset Management
Responsive, Accountable and Cost Effective Government
Safe, Secure and Equitable Community
Stewardship of the Environment
Goals and Sub-Goals by Strategic Priority
Goals SubGoals
11 PUBLIC FACING

DASHBOARD
Link: Strategic Plan
Dashboard
12S T R A T E G I C P L A N C O U N C I L C O M M I T T E E

PROGRESS UPDATE
10/01/2025 –
03/30/2026
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 13 PROGRESS UPDATE: BY STATUS
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 14

PROGRESS UPDATE:
4/1/26 STATUS

S T R A T E G I C P L A N C O M M I T T E E R E V I E W Strategic
•Achieved: 72 to 74 (78%)
•On-Track: 23 to 21 (22%)
Operational
•Achieved: 137 to 140 (91%)
•On-Track: 17 to 14 ( 9%)
15 154
95 16S T R A T E G I C P L A N C O M M I T T E E R E V I E W 5 ACHIEVED SUB-GOALS
•2 Operational sub-goals have been achieved in:
•Reliable Revenue Base and Effective Asset Management
•Responsive, Accountable & Cost Effective Government
•3 Operational sub-goals have been achieved in:
•Education, Diversity and Enrichment
•Responsive, Accountable & Cost Effective Government (2) Community Events/Diversity
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 17 Education, Diversity &
Enrichment
 Encourage and embrace the
benefits of a diverse and
inclusive community
 Continue to recognize and
promote community
events and holidays that
celebrate cultural, ethnic
and individual diversity

Diverse Revenues
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 18 Reliable Revenue Base and
Effective Asset Management
 Expand the City’s revenue
Base
 Maintain a diversified
revenue and economic
base

Reliable/User Friendly Access
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 19 Responsive, Accountable & Cost
Effective Government
 Provide reliable and user
friendly online and in-person
access
 Provide reliable and user
friendly online and in-
person access.

FAQ
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 20 Responsive, Accountable & Cost Effective
Government
 Provide basic civic literacy resources
for ease of process navigation
 Explore, establish, and maintain an
education and information
database for community
stakeholders, for example,
Frequently Asked Questions (FAQ),
for City processes

Clear Mission & Goals
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 21 Responsive, Accountable & Cost
Effective Government
 Continue organizational
development for each department
and division.
 Define a mission
statement with clear
goals.

22 CHAMPIONS

S T R A T E G I C P L A N C O M M I T T E E R E V I E W

C I TY S T R A TE G I C
Jillian Wade
IT
Gabriella Imai
City Manager’s Office
Caleb Cho
Public Works
Michelle Masak
Fire
Lauren Allen
City Manager’s Office
Andrei Yermakov
IT
Michelle Ramirez
Community Development
Ian Dailey
Finance

MID-POINT REVIEW
Update

S T R A T E G I C P L A N C O M M I T T E E R E V I E W CDD Mid-Point Review Update:
-FM3 Research/Statistically
Valid Public Opinion Survey
● Resident Survey
● Business Survey
-PlaceWorks/Environmental
Scan and Community Profile
● Assess City’s Plan
Implementation Progress
● Assess Plan Continued
Validity
23 320-1195
City of Torrance
2025 Resident Survey

25 Survey Methodology
(Note: Not All Results Will Sum to 100% Due to Rounding) Dates August 17-26, 2025
Survey Type Dual-mode Resident Survey
Research Population Torrance Residents Ages 18+
Total Interviews 545
Margin of Sampling Error ±4.4% at the 95% Confidence Level Contact Methods
Data Collection Modes
Survey Tracking 2007, 2013/2014, 2019
Languages English, Japanese, Korean, Spanish
Text
Invitations
Telephone
Calls
Email
Invitations
Telephone
Interviews
Online
Interviews

26 Perceptions of Life in Torrance
27 Nine out of 10 residents view the City positively as a place to live, but the proportion with an “excellent” view is down from past years Q4. Generally speaking, how would you rate Torrance as a place to live: is it an excellent place to live, a good place, just fair, or a poor place to live? Excellent/
Good
Just Fair/
Poor
90% 10%
93% 7%
94% 6%
94% 5%

28 Weather, safety, amenities, location, and community atmosphere are what residents like best about living in Torrance
Q5.

What do you like best about living in Torrance?
(Open-ended Question Where No Response Options Were Provided; Responses Grouped; Responses of 4% or Greater Shown; Multiple Responses Allowed)

29 Homelessness, crime, housing, overdevelopment,
and traffic are the most salient concerns
Q6.

What do you think is the biggest issue of concern facing the residents of Torrance? (Open-ended Question Where No Response Options Were Provided; Responses Grouped; Responses of 2% or Greater Shown; Multiple Responses Allowed) All
Crime-related
Mentions:
21%

30 Homelessness, overdevelopment, affordable housing, the cost of living, and crime are more top-of-mind concerns than in 2019
Q6. *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 (Open-ended Question Where No Response Options Were Provided; Responses Grouped; Multiple Responses Allowed; Ranked by Difference) What do you think is the biggest issue of concern
facing the residents of Torrance? 2019 2025 Difference
Homelessness 3% 20% +17%
⁰Over-development/Over-population/Growth 5% 15% +10%
Housing costs/Affordable housing 11% 16% +5%
Cost of living 3% 8% +5%
*Crime 10% 14% +4%
⁰Government waste/Inefficiency 2% 4% +2%
**Traffic congestion 12% 13% +1%
Education/Public schools 2% 1% -1%
⁰Street maintenance 7% 4% -3%
⁰Local refinery issues 11% 4% -7%
31 When asked directly, crime and homelessness top the list of issues.

Q10. Please consider a list of issues in the City of Torrance. After each, indicate whether you consider that issue to be extremely important, very important, somewhat important, or not too important an issue at all.

Extremely/Very
Important
87%
83%
81%
75%
80%
64%
58%
(Ranked by Extremely Important)
32 Q10. Please consider a list of issues in the City of Torrance. Indicate whether you consider that issue to be extremely important, very important, somewhat important, or not too important an issue at all. *Was Asked for the First Time in 2019”
Crime in
general
Number of
homeless
residents
Traffic and
congestion
on local
streets
87%
87%
87%
80%
83%
75%
81%
75%
77%
84%
33 Q10. Please consider a list of issues in the City of Torrance. Indicate whether you consider that issue to be extremely important, very important, somewhat important, or not too important an issue at all.

The condition of
local streets
Affordable housing
Growth and
development
Continued
(Ranked by Extremely Important in 2025)
80%
79%
83%
70%
64%
59%
66%
71%
58%
55%
59%
60%
Extremely/Very
Important
75%
75%
81%
78%
Polluted
stormwater runoff
that flows into the
ocean and onto local
beaches
34 Optimism about the quality of life in Torrance
in the next five years has declined notably
Q7.

Thinking about the next five years, do you think the quality of life in Torrance will get better, stay the same or get worse?
Total
Better
Total
Worse
17% 39%
21% 28%
38% 13%
32% 19%
35 Residents overwhelmingly want to see Torrance as a safe, environmentally-friendly city with balanced development and benefiting from ethnic diversity
Q9. Here are some phrases that could be used to describe Torrance in the year 2030. Please indicate how much you personally want to see the City of Torrance be …. in the year 2030? Do you want that very much, somewhat or not at all?
(Ranked by Very/Somewhat)
Very/Somewhat
98%
88%
86%
83%
67%

36 The proportion who “very much” want to see Torrance defined as safe and environmentally-friendly has declined since 2019 Q9. Here are some phrases that could be used to describe Torrance in the year 2030. Please indicate how much you personally want to see the City of Torrance be …. in the year 2030? Do you want that very much, somewhat or not at all? *2013/2014 wording read “An environmentally friendly City” (Ranked by Very/Somewhat in 2025)
A safe city
A city with a balance of
residential, industrial and
business development
Very/Somewhat
98%
99%
98%
88%
85%
87%
89%
86%
89%
94%
*An environmentally-
friendly and sustainable city
37 Continued
Q9. Here are some phrases that could be used to describe Torrance in the year 2030. Please indicate how much you personally want to see the City of Torrance be …. in the year 2030? Do you want that very much, somewhat or not at all? *2013/2014 wording read “An environmentally friendly City” (Ranked by Very/Somewhat in 2025)
A city that benefits from
the ethnic diversity of
its population
A city that provides a
wide-range of affordable
housing options
Very/Somewhat
83%
82%
85%
90%
67%
73%

38 Perceptions of
Torrance City Government
39 Positive job ratings for City government
are down considerably
Q8. How would you rate the overall job being done by Torrance City government in providing services to Torrance residents? Would you say City government is doing an excellent job, a good job, a fair job or a poor job?
Excellent/
Good
Fair/
Poor
50% 44%
60% 35%
72% 26%
66% 31%

40 While reviews of City government are down from prior years, residents are satisfied on average with the City in providing specific services in all areas asked other than addressing homelessness Q11. The next few questions are about the services provided by the Torrance City Government. Now please consider some services and programs that are provided by the Torrance City Government. Please indicate how satisfied you are personally with the job that Torrance City Government is doing in providing that service or program for the City’s residents. Using a scale of 1 to 7, where one means NOT AT ALL SATISFIED with the service or program and seven means you are VERY SATISFIED with the service or program. If you have no opinion or don't know about a service or program, you can indicate that instead.

City Service Mean Score 5-7 Rating
Fire protection and paramedic services 6.2 82%
Library services 5.8 65%
Police protection in your neighborhood 5.3 69%
Removal of graffiti 5.3 61%
Curb pick-up services for large items, such as furniture 5.2 57% City recreational opportunities and programs 5.2 55%
Cultural and arts opportunities 5.2 54%
Tree trimming 5.0 61%
Landscaping on street medians and other public areas 5.0 59% Revitalization of Downtown Torrance 4.9 51%
Programs available for seniors 4.9 29%
Maintenance of local streets and sidewalks 4.8 60%
Providing after-school activities for young people 4.8 29% Access to public transportation 4.7 44%
Programs to retain, expand, and attract businesses to Torrance 4.6 32% Addressing coyotes in the community 4.5 37%
Addressing homelessness 3.8 34%
(Using a Scale of 1 to 7, Where 1 = “Not at All Satisfied” and 7 = “Very Satisfied”; Ranked by 2025 Mean Score) 41 Ratings are little changed from 2019;
police protection continues downward trend
Q11 a-o. Please indicate how satisfied you are personally with the job that Torrance City Government is doing in providing that service or program for the City’s residents. Using a scale of 1 to 7, where one means NOT AT ALL SATISFIED with the service or program and seven means you are VERY SATISFIED with the service or program. If you have no opinion or don't know about a service or program, you can indicate that instead.

City Services
Mean Score
2007
2013/
2014
2019 2025
Difference
(2019-2025)
Curb pick-up services for large items, such as furniture -- -- 4.7 5.2 +0.5 Maintenance of local streets and sidewalks -- -- 4.4 4.8 +0.4 Library services 5.9 5.6 5.6 5.8 +0.2
Programs to retain, expand, and attract businesses to Torrance -- -- 4.4 4.6 +0.2 Fire protection and paramedic services 6.0 6.2 6.1 6.2 +0.1 Cultural and arts opportunities -- 5.2 5.1 5.2 +0.1
Revitalization of Downtown Torrance -- -- 4.8 4.9 +0.1
Tree trimming 5.1 5.2 4.9 5.0 +0.1
Landscaping on street medians and other public areas 5.2 5.3 5.0 5.0 No Change Providing after-school activities for young people 5.3 5.1 4.8 4.8 No Change Access to public transportation -- 5.1 4.7 4.7 No Change City recreational opportunities and programs 5.6 5.3 5.3 5.2 -0.1 Programs available for seniors 5.6 5.3 5.0 4.9 -0.1
Removal of graffiti 5.6 5.5 5.5 5.3 -0.2
Police protection in your neighborhood 6.0 6.0 5.6 5.3 -0.3 (Mean Scale of 1 to 7, Where 1 = “Not at all Satisfied” and 7 = “Very Satisfied”; Ranked by Satisfaction Mean Score Difference from 2019 & 2025) 42 Just over half of residents have had direct contact with City government in the last two years
Q12. The next questions are about your experiences with the City of Torrance and its employees. Have you had any direct contact, either in person, by telephone, through regular mail, e-mail or through the City’s website, with Torrance City Government in the past two years? 53%
49%
46%
40%
49%
54%
7%2025
2019
2013/2014
Yes No Don't Know/No Answer
43 Residents who have had recent contact, rate their interactions with the City positively — and little changed from 2019
Q13. Please rate the following aspects of the service provided by the City employees you have dealt with. Would you rate their _______________ as excellent, good, fair, or poor? Excellent/
Good
Fair/
Poor
79% 20%
81% 16%
86% 13%
(Ranked by Excellent/Good in 2025)
(Asked of Those Who Had Contact in the Last 2 Years With City Government) Courteousness
Willingness to help
Responsiveness to
your needs
70% 28%
71% 27%
80% 19%
69% 30%
68% 30%
77% 20%
44 Approximately 3 in 4 residents are satisfied with the City’s communication efforts — unchanged from 2019
Q14. Overall, how would you rate your satisfaction with the City of Torrance’s efforts to communicate with city residents through mail, the Internet, and other means: Please indicate if you are very satisfied, somewhat satisfied, somewhat dissatisfied or very dissatisfied? Total
Satisfied
Total
Dissatisfied
73% 17%
74% 16%

45 3 out of 4 residents believe the City’s communication efforts have gotten better or stayed the same; yet the proportion who think these efforts have worsened is up slightly
Q15.

Total
Better
Total
Worse
28% 10%
22% 4%
Thinking about the last couple of years, would you rate the efforts by the City to communicate with its residents to have gotten better, gotten worse, or stayed about the same?

46 Homelessness, crime, housing, traffic, and overdevelopment, again, top the list of concerns at the end of the survey Q16.
(Open-ended Question; Responses Grouped; Responses of 3% or Greater Shown; Multiple Responses Allowed) Thinking about all the issues mentioned in the survey, or some other issue related to Torrance, what is the most serious issue facing the residents of the City of Torrance that you’d like to see the City do something about?

47 Key Findings*
*For more detailed analysis by subgroups, please see The City of Torrance 2025 Residents Survey Report of Findings 48 Key Findings
•9 out of 10 residents have a positive impression of Torrance as a place to live. •While no one issue is dominant, concern about homelessness in particular has grown substantially.
•Along with homelessness, concern is greatest — and increasing — regarding crime, overdevelopment, affordable housing, and traffic. •While a majority of residents are optimistic about the City’s future quality of life, 4 in 10 now believe things will get worse — up notably from past years. •Reviews for Torrance City government continue to decline — a finding seen in cities throughout the state in light of growing scrutiny of government bodies and rising concerns within their cities. Half (50%) of resident have an “excellent” or “good” impression of the job the City is doing providing services to residents — lower than 60% in 2019 and 72% in 2013/2014.

However, “poor” ratings remain low.
49 Key Findings; Continued
•Residents are satisfied on average with 16 of the 17 services tested (other than addressing homelessness) based on mean scores above the mid-point on the 7-point scale. Moreover, these ratings are little changed from 2019.
•Reviews are most positive for public safety, library, arts/cultural/ recreational services, and maintenance (graffiti, tree trimming, landscaping, curb pick up).
•Just over half of residents have had direct contact with the City government in the last two years, and they rate staff positively for being courteous, helpful, and responsive.
•Three out of four respondents are satisfied with the City’s efforts to communicate with them — and 3 out of 4 also believe this communication has either improved or remained the same in the last two years. 320-1193
City of Torrance
2025 Business
Survey

51 Survey Methodology
(Note: Not All Results Will Sum to 100% Due to Rounding) Dates July 10-August 13, 2025
Survey Type Dual-mode Business Survey
Research Population Torrance Business Owners, Executives, and Middle Managers Total Interviews 301
Margin of Sampling Error ±5.7% at the 95% Confidence Level Contact Methods
Data Collection Modes
Survey Tracking 2007/2008, 2014 & 2019
Telephone
Calls
Email
Invitations
Telephone
Interviews
Online
Interviews

52 Torrance as a Place to do Business
and Satisfaction with Services
53 42%
41%
40%
47%
43%
49%
45%
46%
12%
7%
12%
6%
2025
2019
2014
2007/2008
Excellent Good Fair Poor Don't Know
Business respondents overwhelmingly rate the
City positively as a place to do business
Q1. Generally speaking, how would you rate Torrance as a place to do business: is it an excellent place to do business, a good place, just fair, or a poor place to do business? Excellent/
Good
Fair/
Poor
85% 14%
90% 8%
85% 13%
93% 7%
54 Q2a. In your own words, why do you say that?
Location, business-friendly, good customer base, and safe/clean environment stand behind positive reviews
(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)

55 Business respondents are satisfied on average with all City services tested; public safety services top the list Q3. Here is a list of activities the City undertakes to maintain a healthy business climate. Please indicate how satisfied you are with the City’s efforts in that area. Please use a scale from one to ten where “one” would mean you are “not satisfied at all” and “ten” would mean you are “extremely satisfied.” For example, a rating of “five” would mean you are “moderately satisfied.” (Ranked by Mean Score)
Activity Mean Score 8-10 (Extremely Satisfied) Rating
Providing efficient emergency and disaster response services 8.3 60% Providing high-quality crime prevention and law enforcement services 7.8 61%
Providing good public transportation 7.4 40%
Providing businesses with easy access to City policies, processes, and permit-related information on the Internet 7.1 46%
Attracting new businesses to the City 6.6 29%
Implementing an active business retention program 6.4 20% Maintaining local fees and taxes at reasonable levels 6.2 29% Addressing homelessness in the City 6.2 33%
(Mean Rating on a Scale of 1 to 10, Where 1 = Not at All Satisfied and 10 = Extremely Satisfied) 56 Mean ratings are little changed or down only slightly from 2019 Q3. Here is a list of activities the City undertakes to maintain a healthy business climate. Please indicate how satisfied you are with the City’s efforts in that area. Please use a scale from one to ten where “one” would mean you are “not satisfied at all” and “ten” would mean you are “extremely satisfied.” For example, a rating of “five” would mean you are “moderately satisfied.” *Question Wording was Altered Slightly from the 2007/2008 Study.
(Ranked by Satisfaction Mean Score Difference from 2019 & 2025) (Mean Rating on a Scale of 1 to 10, Where 1 = Not at All Satisfied and 10 = Extremely Satisfied) Activity
Mean Score 2019 to 2025
Mean Difference2007/
2008 2014 2019 2025
Providing good public transportation 7.3 7.1 7.4 7.4 0.0 Providing efficient emergency and disaster response services* 8.3 8.2 8.4 8.3 -0.1 Attracting new businesses to the City 6.8 6.6 6.8 6.6 -0.2 Implementing an active business retention program 6.1 6.3 6.7 6.4 -0.3 Maintaining local fees and taxes at reasonable levels 6.6 6.3 6.5 6.2 -0.3 Providing businesses with easy access to City policies, processes, and permit-related information on the Internet 7.4 7.2 7.5 7.1 -0.4 Providing high-quality crime prevention and law enforcement services 8.0 8.1 8.3 7.8 -0.5 57 Business owners are less satisfied on average with the services tested than executives or middle managers
Q3. Here is a list of activities the City undertakes to maintain a healthy business climate. Please indicate how satisfied you are with the City’s efforts in that area. Please use a scale from one to ten where “one” would mean you are “not satisfied at all” and “ten” would mean you are “extremely satisfied.” For example, a rating of “five” would mean you are “moderately satisfied.” (Ranked by Mean Score)
(Mean Rating on a Scale of 1 to 10, Where 1 = Not at All Satisfied and 10 = Extremely Satisfied) Activity
Mean Score
All
Respondents
Company Position
Owners Executive
s
Middle
Managers
Providing efficient emergency and disaster response services 8.3 8.1 9.0 8.3 Providing high-quality crime prevention and law enforcement services 7.8 7.6 8.9 8.0 Providing good public transportation 7.4 7.1 7.9 7.7
Providing businesses with easy access to City policies, processes, and permit-related information on the Internet 7.1 6.7 8.4 7.5 Attracting new businesses to the City 6.6 5.9 6.8 7.5
Implementing an active business retention program 6.4 5.8 6.2 7.3 Maintaining local fees and taxes at reasonable levels 6.2 5.7 6.9 6.9 Addressing homelessness in the City 6.2 5.9 7.2 6.4
58 Q3. Here is a list of activities the City undertakes to maintain a healthy business climate. Please indicate how satisfied you are with the City’s efforts in that area. Please use a scale from one to ten where “one” would mean you are “not satisfied at all” and “ten” would mean you are “extremely satisfied.” For example, a rating of “five” would mean you are “moderately satisfied.” (Ranked by Mean Score)
(Mean Rating on a Scale of 1 to 10, Where 1 = Not at All Satisfied and 10 = Extremely Satisfied) Activity
Mean Score
All
Respondents
Number of Employees
on File
0-1 1.5+
Providing efficient emergency and disaster response services 8.3 8.2 8.5 Providing high-quality crime prevention and law enforcement services 7.8 7.8 8.0 Providing good public transportation 7.4 7.2 7.7
Providing businesses with easy access to City policies, processes, and permit-related information on the Internet 7.1 6.8 7.6
Attracting new businesses to the City 6.6 6.2 7.1
Implementing an active business retention program 6.4 6.1 6.8 Maintaining local fees and taxes at reasonable levels 6.2 6.0 6.5 Addressing homelessness in the City 6.2 6.0 6.6
Those with more than one employee are more satisfied on average with each service than those with one or sole proprietors
59 Improved communication, public safety, permit/
license process, and lower taxes/fees top the list of improvements respondents would like to see
Q10. In your opinion, what is the single most important thing the City of Torrance can do to improve city services for businesses located in Torrance? (Open-ended Question Where No Response Options Provided; Responses Grouped; Responses of 2% or Greater Shown)

60 The City Economic
Development Office
61 Approximately 4 in 10 have had contact with the City’s Economic Development Office—little changed from 2019
Q4. Have you had contact with the City’s Economic Development Office at any time in the past two years? If you have never heard of the City’s Economic Development Office, you can indicate that instead. *Worded Slightly Different in 2019 Survey
Total contact
Have heard, but no contact
Have never heard of
*Don’t know
2019 2025
Total
44%
Total
40%
Total
55%
Total
60%

62 Ratings are positive for the Economic Development Office among those who have had contact—and up from 2019
Q4. Have you had contact with the City’s Economic Development Office at any time in the past two years? If you have never heard of the City’s Economic Development Office, you can indicate that instead. (Asked Only Among Those Who Have Had Contact With the Economic Development Office) 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)
63 Respondents who have had contact and can give a rating are satisfied on average with the Economic Development Office’s activities Q5. Here is a list of activities that the City’s Economic Development Office undertakes to help local businesses. Please indicate how satisfied you are with the City’s Economic Development Office’s efforts in that area. Please use a scale from one to ten where “one” would mean you are “not satisfied at all” and “ten” would mean you are “extremely satisfied.” For example, a rating of “five” would mean you are “moderately satisfied.”
(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) Activity Mean Score 8-10 Don’t Know
Offering a Business Watch Program, which includes the Police Department providing business safety seminars and advice to local businesses 7.3 26% 50% Helping with workforce development 6.7 21% 49%
Offering a Business Façade Improvement Program, which provides funding to upgrade the exterior of commercial and industrial properties 6.4 17% 60% Offering general events sponsored by the Office of Economic Development 6.1 21% 47% Assisting in marketing 6.1 21% 43%
Offering a Business Visitation Program, which includes city staff visiting businesses and providing advice 6.1 19% 49%
Assisting with site or location selection 6.0 16% 48%
Connecting business owners to financing opportunities 5.5 10% 60% Networking and connecting business owners with other businesses 5.3 18% 41% 64 Mean satisfaction ratings are down in some areas
from 2019 for activities tested in both surveys
Q5 a-f. Here is a list of activities that the City’s Economic Development Office undertakes to help local businesses. Please indicate how satisfied you are with the City’s Economic Development Office’s efforts in that area. Please use a scale from one to ten where “one” would mean you are “not satisfied at all” and “ten” would mean you are “extremely satisfied.” For example, a rating of “five” would mean you are “moderately satisfied.”
(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) Activity
Mean Score
Difference2019
(n=28)
2025
(n=42)
Helping with workforce development 6.8 6.7 -0.1
Offering general events sponsored by the Office of Economic Development 6.2 6.1 -0.1 Assisting in marketing 6.3 6.1 -0.2
Assisting with site or location selection 6.6 6.0 -0.6
Connecting business owners to financing opportunities 6.5 5.5 -1.0 Networking and connecting business owners with other businesses 6.4 5.3 -1.1 65 Aspects of Their Business and
Communications
66 The proportion who feel their business will grow substantially is down notably from past years; modest change in expectation to relocate Q6 a-c. Next are a few statements that could apply to your business. For each one, please indicate if that statement applies to your business or not. (Ranked by Applies 2025)
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
I expect my business to
remain in the City of Torrance
for the foreseeable future
67 3 in 10 businesses are reliant on international suppliers/clients, and results suggest reliance on local labor force
Q6 d-f. Next are a few statements that could apply to your business. For each one, please indicate if that statement applies to your business or not. (Ranked by Applies)

68 Torrance Alerts is the most utilized information source of the four tested; modest numbers utilize other sources at least occasionally Q9. Here is a list of ways you and your business can get information about the City of Torrance. Thinking about your business in Torrance, for each one, please indicate whether you get information from that source either frequently, occasionally, rarely, or never.
(Ranked by Frequently/Occasionally)
Frequently/
Occasionally
43%
21%
15%
8%

69 Business Respondent Profile
70 Tenure of Business in Torrance
Q12. About how long has this business been located in the City of Torrance?

71 Number of Employees
Number of Employees on File
44%
18%
22%
6%
10%
0 0.5 to 1

1.5 to 5

5.5 to 10

10.5+
72 Position within Business
Q11. How would you categorize your position in your company? Are you…? 59%
30%
9%
2%
The owner
Middle
management
An executive
Prefer not to say
73 Residence and Gender
Q13. Do you personally live in Torrance?
Q14. What is your gender?
Residence Gender

74 Key Findings*
*For more detailed analysis by subgroups, please see The City of Torrance 2025 Business Survey Report of Findings 75 Key Findings
•Torrance businesses continue to overwhelmingly see Torrance as an excellent or good place to do business, with 85% giving this response. •The great location, business-friendly environment, safe environment, good community/clientele, and diversity are the top-of-mind reasons for this positive impression.
•Respondents are satisfied on average with efforts to maintain a healthy business climate in specific areas tested—with mean ratings of 6.2 to 8.3 on a 10-point scale (where “1” indicated they are not at all satisfied and “10” indicated they are extremely satisfied) for each one.
•The City gets its highest satisfaction ratings for emergency services and disaster response, but also high marks for providing public transportation and access to City policies impacting business.
76 Key Findings; Continued
•No single issue dominates when respondents were asked what Torrance can do to improve City services for businesses. The greatest proportions provided responses related to communications and promotion of programs, lower taxes/fees, increased public safety, addressing homelessness, and an easier permit/licensing process.
•Four in 10 have had contact with the City’s Economic Development Office, and 8 in 10 rate their experience positively—up from 56% in 2019. •Five in 10 respondents expect their business to grow substantially over the next five years—down from 62% in 2019 and a high of 72% in 2007/2008. •Nine in 10 expect their business to remain in Torrance in the foreseeable future.
77 Key Findings; Continued
•However, when asked more specifically, 7% expect to relocate in the next five years and 11% are not sure—for a total of nearly 2 in 10 who are not confident about remaining in the City within five years. •Changing international business policy and local housing conditions may impact Torrance businesses. Three in 10 businesses surveyed said they rely on international suppliers and/or international clients, and just over 2 in 10 feel there is not enough housing in Torrance for the local labor force. •Torrance Alerts are the most utilized information source of four tested, with just over 4 in 10 turning to it frequently or occasionally. Two in 10 or less turn to See What Torrance is Doing, My Torrance Ap, or Why Torrance at least occasionally.

Richard Bernard, Ph.D.

[email protected]
Adam Sonenshein
[email protected]
Maya Gutierrez
[email protected]
Sharon Pinkerton
[email protected]

May 14, 2026
Mid-Cycle Evaluation
City of Torrance | 2021 Strategic Plan
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Strategic Plan Content
 The Citizens’ Preamble
 Mission
 Vision
 Values
 11 Strategic Priorities
 57 Goals
 249 Subgoals
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Evaluation Process
Interviews
17 Departmental Interviews
Reviewed
Public records
Information on the City’s
website
News accounts
City Clerk Fire
City Manager General Services
Economic Development Human Resources
City Treasurer Information Technology
Civil Service Library
Community Development Police
Env. Quality and Code Enf. Public Works
Community Services Transit
Finance
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Evaluation Challenges
Quantitative versus qualitative
Long-term time frame
Responsibility not specified
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Evaluation Challenges
Priority 2
Communication and Civic
Involvement
Goal 2.3
Strengthen the relationship
between the City, residents, and
community based organizations
with emphasis on measurable
outreach to under-served
populations.

Subgoals
Foster vital homeowner and
neighborhood associations,
Neighborhood Watch, non-
profit and other community
organizations.
Identify diverse groups and
under-served populations.
Create and maintain active
dialog with these diverse
groups and under-served
populations.

Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Evaluation Challenges
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.
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.

Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Findings
Out of 249 subgoals
Only one subgoal without
identifiable progress reported
yet
 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.

Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Findings
Out of 249 subgoals
Only one subgoal without
identifiable progress reported
yet
One subgoal that has become
obsolete
 Subgoal 4.1.5
Continue to expand after-
school recreational activities
at school sites.

Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Major Projects and Programs
 Wayfinding and Signage Plan, 2021
 Downtown Torrance Revitalization and
Connectivity Plan, 2021
 Residential Beautification Awards Program,
2024
 Commercial Beautification Awards
Program, 2025
 Commercial Facade Improvement Program,
2025
 South Bay Fiber Network, 2021
 #WhyTorrance
 Tech Committee,2021
 Discover Torrance
 Online: New Business Guide
 Refinery Information
 Homeless Dashboard
 Capital Improvement Plan Dashboard
 Torrance Recycles
 CA DOJ Independent Review of the Torrance
Police Department, 2025
 Housing Corridor Overlay, 2023
 Religious and Higher Education Institution
Housing Overlay Zone, 2025
 Housing Element Update (6th Cycle), 2022
 Mary K. Giordano Regional Transit Center,
2023
 Torrance Fire Department Strategic Plan,
2023
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Environmental Scan Key Points
Declining births
Declining school enrollments
Stagnant/declining population
Retail sales
State and federal budgets
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Declining Births
Number of Births and Fertility Rate;
United States
0 28
56 84
112
140
0 1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
1910
1917
1924
1931
1938
1945
1952
1959
1966
1973
1980
1987
1994
2001
2008
2015
2022
Fertility Rate (births per 1,000 women
aged 15 to 49)
Number of Live Births
Fertility Rate (number of births per
1,000 women aged 15 to 49)
0 10
20 30
40 50
60 70
80 2000
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
US
California
Number of Live
Births
Fertility Rate
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Declining School Enrollment
School Enrollment as a Percentage of Enrollment in 2017 86%
88%
90%
92%
94%
96%
98%
100%
2017 2018 2019 2020 2021 2022 2023 2024 2025

TUSD CA
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Stagnant/Declining Population
Population Change by Components of Change; California
-600,000
-400,000
-200,000
0 200,000
400,000
600,000
800,000
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Natural Change Net Domestic Migration
Net Immigration Total Change in Population
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Declining Real Retail Sales
Inflation Adjusted Monthly Retail Sales per
Household by Type of Retailer; US
0 500
1,000
1,500
2,000
Convenience Goods Sales
Comparison Goods Sales
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Declining Real Retail Sales
Inflation Adjusted Taxable Retail and Food
Services Sales per Capita; California
Inflation-Adjusted Taxable Retail Sales per
Capita; Torrance
0 4,000
8,000
12,000
16,000
20,000
2015201620172018201920202021202220232024
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Retail and Food Service
All Other Outlets
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
State and Federal Budgets
Potential State Budget Deficits;
California

Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Environmental Scan
 Can expect continue declines in school enrollment, school age children, and number of households with children
 Can expect stagnant to declining population growth for the next few years at least
 Potentially lesser-than-expected housing growth, lesser population demand for services, but also lower retail spending
 Continued monitoring of retail sales, and further decline may impact existing commercial building stock and demand for new commercial.  Possible reductions in state and federal grants and aid.

Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Recommendations
 The vast majority of the subgoals continue to provide direction for City decisions, programs, and projects on an ongoing basis.
 Several issues may prove challenging moving forward, but for now only warrant continued monitoring.
 The evaluation finds no current need to update the Strategic Plan.

Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Mid-Cycle Review | 2012 Strategic Plan | May 14, 2026
Recommendations
The next full update of the Strategic Plan, the City may want to consider:
 Fewer objectives
 Differentiate between one-time and ongoing objectives  Time frames for objectives
 Responsibility assigned for objectives
 Longer-term versus shorter-term
 Qualitative versus quantitative
SubGoal Follow-up: 4.1.5
City Recreation at District Sites
 District-City Ad-Hoc Strategic
Collaboration Agreement
 Youth Basketball programs at
District Middle School Gyms
 El Nido Park Master Plan
Collaboration
98S T R A T E G I C P L A N C O U N C I L C O M M I T T E E

SubGoal Follow-up: 6.4.4
City Tech Recognition

S T R A T E G I C P L A N C O M M I T T E E R E V I E W  Expansion of digital accessibility and
ADA/WCAG-focused website modernization.
 Significant growth in digital engagement through
coordinated social media strategy and
multimedia communications.
 Ongoing modernization of systems, cybersecurity,
telecommunications, wireless communications,
and digital infrastructure through the City’s IT
operations.
99 Next Steps: City Tech Accomplishments - Fire

S T R A T E G I C P L A N C O M M I T T E E R E V I E W •Replacement of Outdated Cradlepoint Devices
on Frontline Apparatus
•Upgrades to Fire Station Connectivity
Infrastructure
•Procurement and Department-Wide
Implementation of PSTrax
•Development of Enhanced SaaS and
Technology Procurement Procedures
100

Next Steps: City Tech Accomplishments - Fire

S T R A T E G I C P L A N C O M M I T T E E R E V I E W •Development of a Fire Department-Specific IT
Strategic Plan
•Revamp IT service Model and created a 24-Hour
IT Service Line for Fire
•Completion of the Longstanding Locution
Project for station room alerting
•Modernization of Mobile Devices and EMS
Connectivity

101

Next Steps: Homelessness

S T R A T E G I C P L A N C O M M I T T E E R E V I E W  Continued emphasis on Rapid Response to
Citizen/Business PEH referrals within 48 hours
102
 Continue Current Cross Department Efforts
 Biweekly CLO/Outreach Meetings
 Monthly Homeless Response Team
 Further Regional Collaborations
 South Bay Cities Council of Governments
 CalTrans/BNSF/Metro
 Los Angeles County Housing and Homeless Services Department  Martin Luther King Hospital Crisis Residential Treatment Program (inpatient, voluntary) Next Steps: Homelessness
103S T R A T E G I C P L A N C O U N C I L C O M M I T T E E

Next Steps: Homelessness
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 104  Building on Existing Services Provided:
 Coordinated Services with Outreach and TPD/CLO 6 days per week w/ Targeted evenings  Interim Housing Solutions building upon 3290
 Recently added Council approved Single Resident Occupancy (SRO) units  Newly Established Collaborations
 Leverage coordination of new LA Co. Emergency Centralized Response Center (ECRC) – for Outreach, DMH, supportive and clinical services, encampment resolution services  Expanded mental health partnership with Outreach RFQ in process  South Bay Regional Housing Trust
 Potential for relocation, capacity & service expansion of 3290

Next Steps: Crime Prevention/Speeding
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 105 Homelessness
• Continue Outreach & Enforcement Efforts
• Since Jan. 2026: 54 outreach contacts and 42 arrests- citations
Crime Prevention
• Expand Technology Use (RTRC, Fumigation Cameras,
ALPRs) and Continue Targeted Enforcement
• 3 burglary crews arrested in March and April; 35%
reduction in burglaries.
• Community Crime Prevention Education
• Continued Focus on Response Time Performance
Next Steps: Crime Prevention/Speeding

S T R A T E G I C P L A N C O M M I T T E E R E V I E W •Traffic/Speeding
•Continue E-Bike Education & Enforcement Campaign
•Social media, CitiCABLE, and directed enforcement
efforts
 Expand Community Messaging on Traffic Safety
 Speeding, DUI awareness, and rules-of-the-road education  Continue targeted speed enforcement
106

Next Steps: Economic Development

S T R A T E G I C P L A N C O M M I T T E E R E V I E W  Market Existing Economic Development Team
Business Visits program
107

Next Steps: Economic Development

S T R A T E G I C P L A N C O M M I T T E E R E V I E W  CitiCable produced Video Content Business can
use for Digital promotion
 Develop Business Welcome Packet
108

Next Steps: Economic Development

S T R A T E G I C P L A N C O M M I T T E E R E V I E W  Leverage recently acquired Tools (PlacerAi,
ZenCity, etc) for Business Specific Customer Data
 Continue Torrance Passport Restaurant program
 Develop Themed concepts for Torrance Retailers
109

Next Steps: Over Development & Housing Cost

S T R A T E G I C P L A N C O M M I T T E E R E V I E W  Aligning Local Zoning for compliance with State Laws
 Legislative Monitoring and Advocacy
 Expanding Housing Corridor efforts to contour
development to extent possible
 Pursue Fed/State Funding for City/NPO collaborations
for creating affordable, infill, and permanent
supportive housing.
 Regional Collaboration (i.e., SBCCOG Housing Trust)
110

Next Steps: Continue Emphasis on Expanded
Community Engagement

S T R A T E G I C P L A N C O M M I T T E E R E V I E W  Further message consistency across all Digital,
Print and Physical messaging
 Drive Digital Connections across all Handles
 Focus on Social Media/Digital Connections for
coverage of City events, programs and policies
 Convert Physical Touch Points to Digital Connections
 Leverage AI Tools to monitor community sentiment
and inform response
111

RECOMMENDATION
•Staff recommends that the Committee Accept and File the Update on the Council’s Strategic Plan Implementation
Program; and
•Affirm continuing with the Existing Plan Implementation and Recommend to full City Council to do the same.

S T R A T E G I C P L A N C O M M I T T E E R E V I E W 112 QUESTIONS?
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 113

PUBLIC COMMENT
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 114

CLOSING REMARKS
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 115

ADJOURNMENT
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 116