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
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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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ENVIRONMENTAL SCAN
This section updates information from the 2019 Community Profile and Environmental Scan with issues—
both continuing from 2019 and new issues
—
that could impact the City’s continued implementation of the Strategic Plan. For each issue, the implications for the Strategic Plan are discussed.
Declining Births
The 2019 Community Profile and Environmental Scan discussed the potential impacts of changing demographics, most notably declines in the fertility rate and number of births that began after 2007. Using data through 2017, the report indicated that there was still some thought that the decline might be a lingering effect of the 2008/09 recession. Updated with data through 2023, Figure 1
shows that the declining fertility rate and number of births has continued and shows no signs of leveling off yet. The total number of births in the US in 2023 was last the low in 1979. The US fertility rate (measured as the number of births per 1,000 women aged 15 to 49) is at a historical low.
Figure 1: Number of Births and Fertility Rate; United States; 1910 through 2023
Source: PlaceWorks, 2026 using data from the US Centers for Disease Control, National Vital Statistics Reports, Births: Final Data for 2023, March 18, 2025.
The declines in births and fertility are occurring across the globe. The decline has also been occurring in California.
As shown in
Figure 2
, the fertility rate in
California has been lower than that across the nation but has followed a trajectory similar to that for the US from 2000 to 2023. Indeed, the fertility rate in the US in 2023 is at California’s level in 2009.
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Figure 2: Fertility Rate (number of births per 1,000 women aged 15 to 49); US and California; 2000 to 2023
Source: PlaceWorks, 2026, using data from the US Centers for Disease Control, National Vital Statistics Reports, Births: Final Data for 2023, March 18, 2025 and CA Department of Finance. Demographic Research Unit, Report P-B: Births Report, California and Counties, 2000-2050
,
November 2025.
The national and state trends in declining fertility rates and number of births are evident in school enrollment rates. Statewide, school enrollment has declined from 6.2 million students in 2017 to 5.8 million in 2025, a declined of 422,000 students, or 6.8 percent. For Torrance Unified School district, enrollment declined from 2017 to 2023, increased slightly the following year, and then continued with declining enrollment in 2025. In 2025, the District’s enrollment of 22,000 was 7.1 percent lower than its enrollment in 2017, 23,700.
Figure 3
shows the
enrollment at TUSD and across California as a percentage of the enrollment in 2017. As the figure shows, the trend in Torrance mirrors the statewide trend:
declines were happening prior to COVID and have continued since.
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Figure 3: School Enrollment as a Percentage of Enrollment in 2017; Torrance Unified School District and California; 2017 to 2025
Source: PlaceWorks, 2026, using data from the California Department of Education, California School Dashboard.
While the declines in the fertility rate and the number of births since 2007 have been historic, they are only one part of the demographic story. The 2019 Community Profile and Environmental Scan showed that, in 2015, Torrance had a smaller share of its population under the age of 19 and a larger share over the age of 49 relative to the US, Southern California, adjacent beach cities, and adjacent inland cities. Since COVID, that has changed slightly.
As of 2023, relative to the US and Southern California, Torrance has a smaller share of its population between the ages of 15 and 34 and a larger share between the ages of 45 and 64. Otherwise, the share of the population in each age group is roughly similar among Torrance, the US, and Southern California, as show in
Figure 4
. Generally, Torrance’s ages are similar to the adjacent beach cities and the adjacent inland cities, as shown in Figure 5. However, unlike Torrance and the adjacent beach cities, the percentage of the population aged 15 to 34 in the adjacent inland cities does not drop precipitously but rather follows the trend statewide.
86%
88%
90%
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100%
2017
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TUSD CA
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Figure 4: Share of the Total Population by 5-Year Age Cohorts; Torrance, the US, and Southern California; 2023
Source: PlaceWorks, 2026, using data from the U.S. Census Bureau, 2019-2023 American Community Survey 5-Year Estimates, Sex by Age, Table B01001 .
0%
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Torrance Southern California US
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Figure 5: Share of the Total Population by 5-Year Age Cohorts; Torrance, Adjacent Inland Cities, and Adjacent Beach Cities; 2023
Source: PlaceWorks, 2026, using data from the U.S. Census Bureau, 2019-2023 American Community Survey 5-Year Estimates, Sex by Age, Table B01001 .
Strategic Plan Implications
The decline in school enrollment is a specific issue for school districts, but it illustrates the real-world impact of declining fertility rates and declining numbers of births. The trends suggest that the City will continue to see fewer school age children.
It is not uncommon for communities, especially those without a university, to see a decline in the percentage of the population after high school. The steep decline in Torrance and the adjacent beach cities with higher percentages of the population aged 45 to 64 suggests that, after high school, many residents leave for some combination of further education and work, and that it is not until their 40s that many people can afford to move to Torrance.
The declining birth trends and the distribution of
the population by age group
were evident when the 2019 Community Profile and Environmental Scan was 0%
2%
4%
6%
8%
10%
Under 5
5 to 9
10 to 14
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Torrance Inland Cities Beach Cities
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Torrance Strategic Plan | Mid-Cycle Review Page 63
prepared, and thus, do not reflect new information. However, the steep decline in population starting with the 15 to 19 age group in 2023 is different. Since the 2021 Strategic Plan, the City has made planning and zoning changes to facilitate more housing development. It can be expected that this change will take time to result in substantial new housing development and even more time to potentially impact the ages at which people can afford to move to Torrance. This situation warrants continued monitoring and will likely continue to be addressed in a subsequent update to the Strategic Plan.
Migration and Population Growth
For decades, California has experienced net domestic outmigration— the number of residents moving from California to other states exceeds the number of Americans moving from other states to California. However, the natural population increase—
the number of
births minus the number of deaths—
and
foreign immigration to California exceeded the population loss from domestic migration, as shown in Figure 6. With the number of births beginning to decline in 2008 and the number of foreign migrants decreasing starting in 2017, California’s population growth began to slow. With these trends and COVID-era relocations, the state’s population decreased for the first time from 2020 through 2022. A bounce back in immigration brought the state back to population growth. However, a drop off in immigration from 2024 to 2025 reduced the state’s estimated population growth to an increase of only 19,200 last year.
Figure 6: Population Change by Components of Change; California; 2000 to 2025
Source: PlaceWorks, 2026, using data from the CA Department of Finance, Demographic Estimates Table E -
2. California County Population Estimates and Components of Change by Year — July 1, 20 0 0-2025, February 2026
.
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With the continuing decline in the fertility rate (DOF currently projects the fertility rate to decline through 2050 and the number of births to decline through 2035) and the current federal immigration policy, it is likely that the state’s population will decline in the short term, and perhaps longer. In a state that has lived with population growth for generations, changes in thinking may be necessary to achieve sustainable governance in an era of no growth or even population decline.
Strategic Plan Implications
When the fertility rate and number of births began to decline after 2007, it was thought for many years that this was an impact of the 2008/09 recession and would eventually revert back to the mean. It turned out to be a new long-term trend. It is not yet clear that the population decline is the new long-term trend in California. Nevertheless, it warrants continued monitoring. It is also not clear that a decline in statewide population would trickle down to decreases in population in Los Angeles County or Torrance.
It is important to note that even if the statewide population declines, smaller household sizes and existing overcrowded housing conditions may mean that there is continued demand for new housing development in Torrance and throughout Southern California.
If population does decline, it could result in stagnant or declining demands for services. However, it would also likely result in decreases in retail spending and the resulting sales tax revenue. It is too early to say that these possibilities warrant a reconsideration of the current strategic plan, but this topic may well generate more consideration during the next full update of the Strategic Plan.
Retail Sales
The 2019 Community Profile and Environmental Scan noted the long-term trend of growth in online retail sales and the relative stagnation of retail sales at bricks and mortar stores, and that was before the COVID pandemic.
Figure 7
shows the
monthly average monthly sales per household in the US, adjusted for inflation to January 2026 dollars. The data are divided into sales at convenience goods and services businesses (such as grocery stores, pharmacies, and gasoline stations), comparison goods retailers (such as furniture, electronics, cars, and so forth), food service and drinking places, and nonstore retailers (which is primarily online retailers but also includes catalog sales).
Between the 2008/09 recession and COVID, sales at both convenience goods and comparison goods retailers were generally stagnant or declining, on an inflation-adjusted per household basis. Sales at convenience goods retailers bounced back and grew until 2022. Since then these sales have declined to 2003 levels. Sales at comparison goods retailers also bounced back after COVID, but have declined since 2021 and are now as low as in 1993. 153
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In contrast, sales at eating and drink places have continued growing, only leveling off in 2024. But the largest increase has been sales at nonstore retailers. These sales are 53 percent higher than immediately prior to the two-month recession brought on by the COVID pandemic.
Thus, the trend of retail sales shifting from bricks-and-mortar stores to online purchasing continues unabated. It is not clear when, or if, this trend will level off.
However, it does appear that traditional in-store retailing will continue to decline.
Source: PlaceWorks, 2026, using sales by type of retail data from the US Census Bureau’s Monthly Retail Trade Report; inflation data from the US Bureau of Labor Statistics, CPI -All Urban Consumers; and number of households data from the U.S. Census Bureau, Household Estimates [TTLHHM156N].
The change in retail spending, especially since COVID, is evident in the taxable sales across California.
Figure 8
shows the amount of taxable sales at retail stores
and restaurants per capita, adjusted for inflation into 2026 dollars. These sales increased slightly from 2015 until COVID. After a slight decline in 2020, these sales increased significantly. Since then, the sales have declined for three straight years, decreasing by 10.3 percent from 2021 through 2024. 0 200
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Figure 7:Inflation Adjusted Monthly Retail Sales per Household by Type of Retailer; US; 1992 to 2025
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Figure 8: Inflation Adjusted Taxable Retail and Food Services Sales per Capita; California; 2015 to 2024
Source: PlaceWorks, 2026, using taxable retail sales data from the California Department of Tax and Fee Administration; inflation data from the US Bureau of Labor Statistics, CPI -All Urban Consumers; and number of households data from the CA Department of Finance.
A similar trend has occurred in Torrance as shown in Figure 9 . Retail sales in Torrance declined slightly in the year before COVID and then declined more substantially than the statewide decline in 2020. After bouncing in 2021 and 2022, these sales have declined. From 2022 through 2024, inflation-adjusted taxable retail sales per capita
at retail stores and restaurants has declined 13.4
percent.
Strategic Plan Implications
Sales tax revenue is an important source of unrestricted revenue for local governments in California, including Torrance. A decline in taxable sales translates into a reduction in general fund revenue, although this is somewhat offset by allocations from the county pool.
Equally as important is that a decline in taxable sales at retail stores and restaurants means less support for local businesses. Continued declines could reduce the support for new commercial buildings and mixed-use buildings, and it could result in vacancies in retail and commercial buildings in Torrance.
City staff are well aware of the retail sales challenges. The Finance Department continues to work with the City’s retail sales tax consultant to monitor the revenue implications. The City also has a vigorous economic development program to support local businesses, promote marketing of Torrance, and attract businesses.
As the statewide data illustrate, this is not a Torrance-specific challenge, but rather, many cities are facing similar declines in taxable retail sales. 0 4,000
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There does not appear to be an immediate need to address this through a change in the Strategic Plan. However, if present trends continue, this issue will likely need to be considered in the next comprehensive update to the Strategic Plan.
Figure 9: Inflation-Adjusted Taxable Retail Sales per Capita at Retail Stores and Restaurants and at All Other (Non-Retail) Businesses; Torrance; 2009 to 2024
Source: PlaceWorks, 2026, using taxable retail sales data from the California Department of Tax and Fee Administration; inflation data from the US Bureau of Labor Statistics, CPI -All Urban Consumers; and number of households data from the CA Department of Finance.
State and Federal Budgets
At the federal level, the current administration proposed substantial cuts to the federal budget. However, the recent congressional budgeting efforts (continuing resolutions to fund the federal government through the end of its current fiscal year) have mostly restored intended cuts. Nevertheless, changes to the Medicaid and food stamp programs have been adopted and may well reduce the federal funding flowing to the states for these programs. Furthermore, even if funding has been appropriated, it is not a certainty that the funding will be spent. Thus, there are unknown risks of reductions in federal funding—
direct funding and grant
programs—
that may impact the City.
During the COVID pandemic, the federal government provided supplemental funding to local governments and states. California expanded services using some of this supplemental funding. Now that those funds have expired, the state faces a large structural deficit. As shown in
Figure
10 below, the CA Legislative
Analyst’s Office estimates the structural deficits at $35 billion per year or more.
The CA Department of Finance is somewhat more optimistic, with estimated deficits closer to $20 billion per year. And these deficits are before potential reductions in federal funding are factored in.
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At the present time, it is not known how the state might ameliorate its budget challenges. Nevertheless, there is the potential for reductions in state funding or a shifting of state responsibilities to local governments. Without a concrete state budget proposal, it would be premature to address the potential implications though the Strategic Plan. The City will continue to monitor both the federal and state budget through its state and federal Legislative Advocacy Committees.
Figure 10: Potential State Budget Deficits; California; 2027 to 2030.
Source: California Legislative Analyst’s Office.
STRATEGIC PLAN RECOMMENDATIONS
Based on the interviews with City staff and review of publicly available information, this evaluation identified only 2 out of 249 subgoals for which progress cannot clearly be determined:
+ Subgoal 4.1.5: Continue to expand after-school recreational activities at school sites.
+ 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.
For subgoal 4.1.5, the City has worked with the district to provide after
-
school
recreational activities, but now that the state is providing funding directly to the school district these programs, this subgoal may no longer be warranted. Finally, relative to most other cities, Torrance is a leader in its use of digital technology. It may well be time to seek our national recognition for the City’s endeavors. 157
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The vast majority of the subgoals continue to provide direction for City decisions, programs, and projects on an ongoing basis. The evaluation finds no current need to update the Strategic Plan.
The evaluation also identified several external issues that may impact continued implementation of the Strategic Plan:
+ Declining school enrollment
+ Decreasing immigration that may result in no or decreasing population growth
regionally
+ Reductions in in-store spending at retail stores
+ Potential reductions in state and federal funding
While each of these have the potential to be significant impacts, none are yet advanced to the stage that would warrant consideration of changes or additions to the current Strategic Plan. The evaluation determined that the City is already monitoring each of these issues and, where relevant, working proactively to address the issues.
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166
ATTACHMENT 3
ITEMS FOR DISCUSSION:
STRATEGIC PLAN IMPLEMENTATION UPDATE
AGENDA ITEM 4A
May 14, 2026
167
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 7 168
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 8 169
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 9 170
STRATEGIC PLAN
STRUCTURE
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 10 171
STRATEGIC PLAN BREAKDOWN
Goals and Sub Goals by Strategic Priority
Stewardship of the Environment 7 32
Safe, Secure and Equitable Community
Responsive, Accountable and Cost Effective Government
Reliable Revenue Base and Effective Asset Management
Mobility
7 43
6 6
24 19
193
Infrastructure 4
4 15
Housing 13
Education, Diversity and Enrichment
Economic Development
7 28
30 6 22
Communication and Civic Involvement
Appearance, Character and Quality of the Community
4 17
173
0 5 10
SubGoals
15 20 25 35 40 45 50
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 11 172
PUBLIC FACING
DASHBOARD
Link: Strategic Plan
Dashboard
S 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 12 173
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 13 174
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 14 175
PROGRESS UPDATE:
4/1/26 STATUS 95
Strategic
Achieved : 72 to 74 (78%)
On-Track: 23 to 21 (22%)
Operational
Achieved : 137 to 140 (91%)
On-Track: 17 to 14 ( 9%) 154
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 15 176
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) S T R A T E G I C P L A N C O M M I T T E E R E V I E W 16 177
Community Events/Diversity
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
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 17 178
Diverse Revenues
Reliable Revenue Base and
Effective Asset Management
• Expand the City’s revenue
Base
• Maintain a diversified
revenue and economic
base
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 18 179
Reliable/User Friendly Access
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
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 19 180
FAQ
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
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 20 181
Clear Mission & Goals
Responsive, Accountable & Cost
Effective Government
• Continue organizational
development for each department
and division.
• Define a mission
statement with clear
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 21 182
CIT Y S T R A T E G I C
CHAMPIONS
Jillian Wade
IT
Gabriella Imai Caleb Cho
Public Works
Michelle Masak
Fire
Lauren Allen
Andrei Yermakov
IT
Michelle Ramirez
Community Development
Ian Dailey
Finance
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 22 183
MID-POINT REVIEW
Update 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
S T R A T E G I C P L A N C O M M I T T E E R E V I E W 23 184
City of Torrance
2025 Resident Survey
320 1195
185
Survey Methodology
Dates
Survey Typ
August 17 26, 2025
Dual mode Resident Survey
Torrance Residents Ages 18+
545
Research Population
Total Interviews
Margin of Sampling E ± 4.4% at the 95% Confidence Level Telephone
Calls
Email
Invitations
Tex t
InvitationsContact Methods
Telephone
Interviews
Online
InterviewsData Collection Mod
Survey Tracking
Languages
2007, 2013/2014, 2019
English, Japanese, Korean, Spanish
(Note: Not All Results Will Sum to 100% Due to Rounding) 25 186
Perceptions of Life in Torrance
26 187
Nine out of 10 residents view the City positively as a place to live, but Excellent/ Just Fair/
Good Poor
90% 10%
93%
94%
94%
7%
6%
5%
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? 27 188
Weather, safety, amenities, location, and community atmosphere are what residents like best about living in Torrance
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) 28 189
Homelessness, crime, housing, overdevelopment,
and traffic are the most salient concerns
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) 29 190
Homelessness, overdevelopment, affordable housing, the cost of living, and crime are more top of mind concerns than in 2019
(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 c 2019 2025 Differencefacing the residents of Torrance? Homelessn 3%
5%
20%
15%
16%
8%
+17%
+10%
+5%
+5%
+4%
+2%
+1%
1%
Over development/Over population/Growth
Housing costs/Affordable housing
Cost of living
11%
3%
Crime 10%
2%
14%
4%Government waste/Inefficiency
Traffic congestion 12%
2%
13%
1%Education/Public schools
Street maintenance 7% 4% 3%
Local refinery issues 11% 4% 7%
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; Worded Slightly Different in Current Survey 30 191
When asked directly, crime and homelessness top the list of issues. ( Ranked by Extremely Important)
Extremely/Very
Important
87%
83%
81%
75%
80%
64%
58%
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. 31 192
87%
87%
87%
80%
Crime in
general
Number of
homeless
residents
83%
75%
81%
75%
77%
84%
Traffic and
congestion
on local
streets
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. 32 193
Continued
( Ranked by Extremely Important in 2025)
Extremely/Very
Important
Polluted
stormwater runoff
that flows into the
ocean and onto local
beaches
75%
75%
81%
78%
80%
79%
83%
70%
The condition of
local streets
64%
59%
66%
71%
Affordable housing
58%
55%
59%
60%
Growth and
development
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. 33 194
Optimism about the quality of life in Torrance
in the next five years has declined notably
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 Total
Better Worse
17%
21%
38%
32%
39%
28%
13%
19%
34 195
Residents overwhelmingly want to see Torrance as a safe, environmentally friendly city with balanced development and benefiting from ethnic diversity
( Ranked by Very/Somewhat)
ery/Somewhat
98%
88%
86%
83%
67%
somewhat or not at all?
35 196
safe and environmentally friendly has declined since 2019 ( Ranked by Very/Somewhat in 2025)
Very/Somewhat
98%
99%
98%
A safe city
88%
A city with a balance of
residential, industrial and
business development
85%
87%
89%
86%
89%
*An environmentally
friendly and sustainable city
94%
Q9. Here are some phrases that could be used to describe Torrance in the year 2030. Please indicate how much you personally want 36 197
Continued
( Ranked by Very/Somewhat in 2025)
Very/Somewhat
83%
A city that benef
the ethnic dive
its pop
82%
85%
90%
A city that pro
wide range of aff
housing
67%
73%
Q9. Here are some phrases that could be used to describe Torrance in the year 2030. Please indicate how much you personally want 37 198
Perceptions of
Torrance City Government
38 199
Positive job ratings for City government
are down considerably
Excellent/
Good
Fair/
Poor
50% 44%
60% 35%
72%
66%
26%
31%
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?
39 200
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 City Service Mean Score 5 7 Rating
Fire protection and paramedic services
Library services
6.2 5.8
5.3 5.3
5.2 5.2
5.2 5.0
5.0 4.9
4.9 4.8
4.8 4.7
4.6 4.5
3.8 82%
65%
69%
61%
57%
55%
54%
61%
59%
51%
29%
60%
29%
44%
32%
37%
34%
Police protection in your neighborhood
Removal of graffiti
Curb pick up services for large items, such as furniture City recreational opportunities and programs
Cultural and arts opportunities
Tree trimming
Landscaping on street medians and other public areas
Revitalization of Downtown Torrance
Programs available for seniors
Maintenance of local streets and sidewalks
Providing after school activities for young people
Access to public transportation
Programs to retain, expand, and attract businesses to Torrance Addressing coyotes in the community
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 le 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. 40 201
Ratings are little changed from 2019;
police protection continues downward trend
e from 2019 & 2025)
Mean Score
City Services 2013/
2014
Difference
2007 2019 2025
(2019 2025)
Curb pick up services for large items, such as furniture Maintenance of local streets and sidewalks
Library services
4.7 4.4
5.6 4.4
6.1 5.1
4.8 4.9
5.0 4.8
4.7 5.3
5.0 5.5
5.6 5.2
4.8 5.8
4.6 6.2
5.2 4.9
5.0 5.0
4.8 4.7
5.2 4.9
5.3 5.3
+0.5
+0.4
5.9 6.0
5.6 +0.2
Programs to retain, expand, and attract businesses to Torrance Fire protection and paramedic services
Cultural and arts opportunities
+0.2
6.2 5.2
+0.1
+0.1
Revitalization of Downtown Torrance
Tree trimming
+0.1
5.1 5.2
5.3 5.2
5.3 5.1
5.1 5.3
5.3 5.5
6.0 +0.1
Landscaping on street medians and other public areas
Providing after school activities for young people
Access to public transportation
No Change
No Change
No Change
0.1City recreational opportunities and programs
Programs available for seniors
5.6 5.6
5.6 6.0
0.1 Removal of graffiti 0.2
Police protection in your neighborhood 0.3
Q11 a o. Please indicate how satisfied you are personally le 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.
41 202
Just over half of residents have had direct contact with City government in the last two years
Yes N Don't Know/No Answe
2025
2019
53% 40%
49%
54%
7%
49%
2013/2014 46%
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 42 203
Residents who have had recent contact, rate their interactions with the City positively and little changed from 2019
(Ranked by Excellent/Good in 2025)
(Asked of Those Who Had Contact in the Last 2 Years With City Government) Excellent/ Fair/ Good
79%
Poor
20%
Courteousness 81%
86%
16%
13%
70%
71%
80%
28%
27%
19%
Willingness to help
69%
68%
77%
30%
30%
20%
Responsiveness to
your needs
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? 43 204
Approximately 3 in 4 residents are satisfied with the
unchanged from 2019
Total Total
Satisfied Dissatisfied
73%
74%
17%
16%
ough mail, the Internet, and other means: Please indicate if you are very satisfied, somewhat satisfied, somewhat dissatisfied or very dissatisfied? 44 205
have gotten better or stayed the same; yet the proportion who think these efforts have worsened is up slightly
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? Total Total
Better Worse
28%
22%
10%
4%
Q15.
45 206
Homelessness, crime, housing, traffic, and overdevelopment, again, top the list of concerns at the end of the survey Thinking about all the issues mentioned in the survey, or some other issue related to Torrance, what is the most serious issu 46 207
Key Findings *
*For more detailed analysis by subgroups, please see The City of Torrance 2025 Residents Survey Report of Findings 47 208
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
life, 4 in 10 now believe things will get worse up notably from past years future quality of
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 or
to residents
However,
impression of the job the City is doing providing services lower than 60% in 2019 and 72% in 2013/2014
ratings remain low
48 209
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 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 49 210
City of Torrance
2025 Business
Survey
320 1193
211
Survey Methodology
Dates
Survey Typ
July 10 August 13, 2025
Dual mode Business Survey
Torrance Business Owners, Executives, and Middle Managers 301
Research Population
Total Interviews
Margin of Sampling E ± 5.7% at the 95% Confidence Level Telephone
Calls
Email
InvitationsContact Methods
Telephone
Interviews
Online
InterviewsData Collection Mod
Survey Tracking 2007/2008, 2014 & 2019
(Note: Not All Results Will Sum to 100% Due to Rounding) 51 212
Torrance as a Place to do Business
and Satisfaction with Services
52 213
Business respondents overwhelmingly rate the
City positively as a place to do business
Excellent/ Fair/
Good PoorExcellent Good Fair Poor Don't Know
2025
2019
42% 43%
49%
45%
12%
7%
12%
6%
85% 14%
41%
40%
90%
85%
93%
8%
13%
7%
2014
2007/2008 47% 46%
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? 53 214
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) 215
Business respondents are satisfied on average with all
City services tested; public safety services top the list (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 Scor
8.3 8 10 (Extremely Satisfied) Rating
Providing efficient emergency and disaster response services 60% Providing high quality crime prevention and law enforcement services 7.8
7.4 7.1
61%
40%
46%
Providing good public transportation
Providing businesses with easy access to City policies, processes, and permit related information on the Internet
Attracting new businesses to the City
Implementing an active business retention program
Maintaining local fees and taxes at reasonable levels
Addressing homelessness in the City
6.6 6.4
6.2 6.2
29%
20%
29%
33%
Q3. Here is a list of activities the City undertakes to maintain a healthy business climate. Please indicate how satisfied you 55 216
Mean ratings are little changed or down only slightly from 2019 (Mean Rating on a Scale of 1 to 10, Where 1 = Not at All Satisfied and 10 = Extremely Satisfied) (Ranked by Satisfaction Mean Score Difference from 2019 & 2025) Mean Scor 2019 to 2025Activity 2007/
2008
Mean Diffe2014 2019 2025
Providing good public transportation
Providing efficient emergency and disaster response services* Attracting new businesses to the City
7.3 8.3
6.8 6.1
6.6 7.1
8.2 6.6
6.3 6.3
7.4 8.4
6.8 6.7
6.5 7.4
8.3 6.6
6.4 6.2
0.0 0.1
0.2 0.3
0.3 Implementing an active business retention program
Maintaining local fees and taxes at reasonable levels
Providing businesses with easy access to City policies, processes, and permit related information on the Internet 7.4
8.0 7.2
8.1 7.5
8.3 7.1
7.8 0.4
0.5Providing high quality crime prevention and law enforcement services Q3. Here is a list of activities the City undertakes to maintain a healthy business climate. Please indicate how satisfied you from the 2007/2008 Study.
56 217
Business owners are less satisfied on average with the services tested than executives or middle managers
( Mean Rating on a Scale of 1 to 10, Where 1 = Not at All Satisfied and 10 = Extremely Satisfied) (Ranked by Mean Score)
Mean Scor
Company PositionActivity All
Respondents Executive MiddleOwners Managers
Providing efficient emergency and disaster response services Providing high quality crime prevention and law enforcement services Providing good public transportation
8.3 7.8
7.4 8.1
7.6 7.1
9.0 8.9
7.9 8.3
8.0 7.7
Providing businesses with easy access to City policies, processes, and permit related information on the Internet
Attracting new businesses to the City
7.1 6.7 8.4 7.5
6.6 6.4
6.2 6.2
5.9 5.8
5.7 5.9
6.8 6.2
6.9 7.2
7.5 7.3
6.9 6.4
Implementing an active business retention progra
Maintaining local fees and taxes at reasonable levels
Addressing homelessness in the City
Q3. Here is a list of activities the City undertakes to maintain a healthy business climate. Please indicate how satisfied you 57 218
Those with more than one employee are more satisfied on average with each service than those with one or sole proprietors
(Mean Rating on a Scale of 1 to 10, Where 1 = Not at All Satisfied and 10 = Extremely Satisfied) (Ranked by Mean Score)
Mean Scor
Number of EmployeActivity All on File
Respondents
0 1 1.5+
Providing efficient emergency and disaster response services Providing high quality crime prevention and law enforcement services Providing good public transportation
8.3 7.8
7.4 8.2
7.8 7.2
8.5 8.0
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
Implementing an active business retention program
Maintaining local fees and taxes at reasonable levels
Addressing homelessness in the City
6.6 6.4
6.2 6.2
6.2 6.1
6.0 6.0
7.1 6.8
6.5 6.6
Q3. Here is a list of activities the City undertakes to maintain a healthy business climate. Please indicate how satisfied you 58 219
Improved communication, public safety, permit/
license process, and lower taxes/fees top the list of improvements respondents would like to see
(Open ended Question Where No Response Options Provided; Responses Grouped; Responses of 2% or Greater Shown) 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? 59 220
The City Economic
Development Office
60 221
Economic Development Office little changed from 2019
2019 2025
Total contact
Have heard, but contact
Have never heard of otal
60%
al
%
rd
*Worded Slightly Different in 2019 Survey
61 222
Ratings are positive for the Economic Development Office among those who have had contact and up from 2019
(Asked Only Among Those Who Have Had Contact With the Economic Development Office) 2019 2025
(n=28) (n=42)
Excellent
Good
33% Excellent 36%
43%
Excellent
/Good
79%
/Good
56%22%
Fair 22% 14%
Poor 10%
10%
0%
7%
rd
62 223
Respondents who have had contact and can give a rating are satisfied on (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 Scor 8 10
Offering a Business Watch Program, which includes the Police Department providing business safety seminars and advice to local businesses Helping with workforce development
7.3 6.7
6.4 26%
21%
17%
50%
49%
60%Offering a Business Façade Improvement Program, which provides funding to upgrade the exterior of commercial and industrial properties Offering general events sponsored by the Office of Economic Development Assisting in marketing
6.1 6.1
21%
21%
47%
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
5.5 5.3
16%
10%
18%
48%
60%
41%
Connecting business owners to financing opportunitie
Networking and connecting business owners with other busines cat
ext
63 224
Mean satisfaction ratings are down in some areas
from 2019 for activities tested in both surveys
(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) Mean Scor
Activity Difference2019 2025
(n=28) (n=42)
Helping with workforce development
Offering general events sponsored by the Office of Economic Development Assisting in marketing
6.8 6.2
6.3 6.6
6.5 6.4
6.7 6.1
6.1 6.0
5.5 5.3
0.1 0.1
0.2 0.6
1.0 1.1
Assisting with site or location selection
Connecting business owners to financing opportunitie
Networking and connecting business owners with other busines Q5 a
ext
64 225
Aspects of Their Business and
Communications
65 226
The proportion who feel their business will grow substantially is down notably from past years; modest change in expectation to relocate (Ranked by Applies 2025)
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 Torran
sometime in the next five years
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. 66 227
3 in 10 businesses are reliant on international suppliers/clients, and results suggest reliance on local labor force
(Ranked by Applies)
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. 67 228
Torrance Alerts is the most utilized information source of the four tested; modest numbers utilize other sources at least occasionally (Ranked by Frequently/Occasionally)
Frequently/
asionally
43%
21%
15%
8%
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.
68 229
Business Respondent Profile
69 230
Tenure of Business in Torrance
Q12. About how long has this business been located in the City of Torrance? 70 231
Number of Employees
0 0.5 to 1
1.5 to 5
5.5 to 10
10.5+
44%
18%
22%
6%
10%
Number of Employees on File
71 232
Position within Business
The owner 59%
Middle 30%management
An executive 9%
Prefer not to say 2%
Q11.
72 233
Residence and Gender
Residence Gender
Q13. Do you personally live in Torrance?
Q14. What is your gender?
73 234
Key Findings*
*For more detailed analysis by subgroups, please see The City of Torrance 2025 Business Survey Report of Findings 74 235
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
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
75 236
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.
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.
76 237
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.
77 238
Richard Bernard, Ph.D.
[email protected]
Adam Sonenshein
[email protected]
Maya Gutierrez
[email protected]
Sharon Pinkerton
[email protected]
239
Mid Cycle Evaluation
City of Torrance | 2021 Strategic Plan
May 14, 2026
240
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
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Evaluation Process
Interviews City Clerk
City Manager
Fire
General Services
Human Resources
Information Technology
Library
+ 17 Departmental Interviews
Economic Development
City Treasurer
Reviewed
Civil Service
+ Public records
Community Development
Env. Quality and Code Enf
Community Services
Finance
Police
+ Information on the City’s
website Public Works
Transit
+ News accounts
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Evaluation Challenges
+ Quantitative versus qualitative
+ Long term time frame
+ Responsibility not specified
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Evaluation Challenges
Priority 2 Subgoals
Communication and Civic
Involvement
+ Foster vital homeowner and
neighborhood associations,
Neighborhood Watch, non
profit and other community
organizations
Goal 2.3
Strengthen the relationship
between the City, residents, and
community based organizations
with emphasis on measurable
outreach to under served
populations.
+ Identify diverse groups and
under served populations.
+ Create and maintain active
dialog with these diverse
groups and under served
populations.
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Evaluation Challenges
+ Every six months the City
conducts council district
meetings with HOAs
+ Social Services Commission
addresses issues concerning
the City's veterans, homeless
population, adults with+ Police Department operates
the City’s Neighborhood Watch
program.
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.
+ City participates in National
Night Out to foster community
support and public safety.
Mid Cycle Review | 2012 Strategic Plan | May 14, 2026
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Findings
Out of 249 subgoals + Subgoal 6.4.4
+ Only one subgoal without
identifiable progress reported
yet
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
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Findings
Out of 249 subgoals + Subgoal 4.1.5
+ Only one subgoal without
identifiable progress reported
yet
Continue to expand after
school recreational activities
at school sites.
+ One subgoal that has become
obsolete
Mid Cycle Review | 2012 Strategic Plan | May 14, 2026
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Major Projects and Programs
+ Wayfinding and Signage Plan, 2021 + Refinery Information + Downtown Torrance Revitalization and + Homeless Dashboard Connectivity Plan, 2021 + Capital Improvement Plan Dashboard + Torrance Recycles+ Residential Beautification Awards Program, 2024
+ CA DOJ Independent Review of the Torrance+ Commercial Beautification Awards Police Department, 2025Program, 2025 + Housing Corridor Overlay, 2023+ Commercial Facade Improvement Program, 2025 Religious and Higher Education Institution
Housing Overlay Zone, 2025
+
+ South Bay Fiber Network, 2021
+ #WhyTorrance + Housing Element Update (6th Cycle), 2022 + Mary K. Giordano Regional Transit Center,+ Tech Committee,2021 + Discover Torrance
2023
+ Torrance Fire Department Strategic Plan,
+ Online: New Business Guide 2023
Mid Cycle Review | 2012 Strategic Plan | May 14, 2026
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Environmental Scan Key Points
+ Declining births
+ Declining school enrollments
+ Stagnant/declining population
+ Retail sales
+ State and federal budgets
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Declining Births
Number of Births and Fertility Rate;
United States
Fertility Rate (number of births per
1,000 women aged 15 to 49)
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0 140 80
Fertility Rate
70 60
50 40
30 20
10 0
US
112
84 56
28 0
California
Number of Live
Births
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Declining School Enrollment
School Enrollment as a Percentage of Enrollment in 2017 100%
98%
96%
94%
92%
90%
88%
86%
2017 2018 2019 2020 2021 2022 2023 2024 2025
TUSD CA
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Stagnant/Declining Population
Population Change by Components of Change; California
800,000
600,000
400,000
200,000
0 -200,000
-400,000
-600,000
Natural Change
Net Immigration
Net Domestic Migration
Total Change in Population
Mid Cycle Review | 2012 Strategic Plan | May 14, 2026
252
Declining Real Retail Sales
Inflation Adjusted Monthly Retail Sales per
Household by Type of Retailer; US
2,000
1,500
1,000
500
0 Mid Cycle Review | 2012 Strategic Plan | May 14, 2026 253
Declining Real Retail Sales
Inflation Adjusted Taxable Retail and Food
Services Sales per Capita; California
Inflation Adjusted Taxable Retail Sales per
Capita; Torrance
20,000
16,000
12,000
8,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0 4,000
Retail and Food Service
All Other Outlets
0 2015201620172018201920202021202220232024
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State and Federal Budgets
Potential State Budget Deficits;
California
Mid Cycle Review | 2012 Strategic Plan | May 14, 2026
255
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.
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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.
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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
Mid Cycle Review | 2012 Strategic Plan | May 14, 2026
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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
S 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 98 259
SubGoal Follow-up: 6.4.4
City Tech Recognition
• 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.
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 99 260
Next Steps: City Tech Accomplishments - Fire
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
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 100 261
Next Steps: City Tech Accomplishments - Fire
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
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 101 262
Next Steps: Homelessness
• Continued emphasis on Rapid Response to
Citizen/Business PEH referrals within 48 hours
• 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) 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 102 263
Next Steps: Homelessness
S 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 103 264
• 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 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 104 265
Next Steps: Crime Prevention/Speeding
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
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 105 266
Next Steps: Crime Prevention/Speeding
Traffic/Speeding
Continue E Bi k e Education & En f orcement Campaign
Social media , CitiCABLE , and directed en f orcement e ff orts
Expand Community Messaging on Tra ff ic Sa f ety
Speeding , DUI awareness , and rules o f the road education Continue targeted speed en f orcement
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 106 267
Next Steps: Economic Development
• Market Existing Economic Development Team
Business Visits program
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 107 268
Next Steps: Economic Development
• CitiCable produced Video Content Business can
use for Digital promotion
• Develop Business Welcome Packet
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 108 269
Next Steps: Economic Development
• Leverage recently acquired Tools (PlacerAi,
Z enCity, etc) for Business Specific Customer Data
• Continue Torrance Passport Restaurant program
• Develop Themed concepts for Torrance Retailers
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 109 270
Next Steps: Over Development t
• Aligning Local Z oning 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)
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 110 271
Next Steps: Continue Emphasis on Expanded
Community Engagement
• 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 sentime
and inform response
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 111 272
RECOMMENDATION
Staff recommends that the Committee Accept and File the U pdate on the Council’s S trategic Plan I m ple m entation 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 112 273