When people work together, things get better.
Economist John Kenneth Galbraith once wrote, “Repression is possible in poor peasant lands and those with little or primitive industrialization. There the daily struggle for survival outweighs the urge for expression, and dictatorship is a practical possibility. With economic development that is the case no longer.” My use of Galbraith’s statement is a bit melodramatic considering California’s economy is the eighth largest in the world, but it brings home the necessary point: economic success is a condition of a high quality life. When people work together within a free-market system the economy grows, and things get better for everyone. In light of this, the Torrance Area Chamber of Commerce (TACC) has developed its inaugural Five-year Strategic Plan for Economic Development, which spans from July 1, 2016 through June 30, 2021.The plan was developed during a six-month period in which an advisory committee comprised of TACC members provided feedback on what they thought the economic future of Torrance should be like and guidance on what they thought the Chamber’s role should be to help achieve such a future.
Downtown Torrance. PHOTO: Discover Torrance
This booklet articulates TACC’s economic development way-ahead as the Chamber works to maximize the economic and social well-being of the Torrance community. We certainly recognize that we do not have the capability to implement a plan that is an economic panacea; however, we do have the ability to connect the right people within the right framework to ensure that Torrance wins in the future. Margaret Mead had it right when she said, “Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.”
TACC Executive Board of Directors (from left to right): EllenMary Michel, Laurie Brandt, Heidi Cunningham, Jonathan Beutler, Jac Folkert, Chris Braun, Sherry Kramer, Rob Van Lingen, Marianne Brooks, Kirk Rossberg, and Donna Duperron.
In 2020, meaningful public-private collaboration has maximized the economic and social well-being of businesses and residents in Torrance.
Catalyze public-private collaboration to create and retain good jobs in the Torrance area. 1. 2. 3. 4. 5.
Build and Maintain Public-Private Partnerships Help to Shape a 21st Century Workforce Create a Business Friendly Environment Advocate for a 21st Century Infrastructure Enhance the Quality of Life in Torrance
For the next five years, the Chamber’s economic development efforts will be dedicated to the fulfillment of these five goals.
Build and Maintain Public-Private Partnerships Identify new opportunities for public-private partnerships (P3) A. Empower TACC staff and members with professional development opportunities to better understand the creation, implementation, and capabilities of P3. B. Conduct collaborative research with government and economic development professionals to identify public needs that pair with private interests.
Establish new P3 to advance the economic development of Torrance A. Collaborate with public and private sector professionals to implement effective P3 that facilitate development projects that benefit both the economy and the community.
Maximize the value of current P3 A. Leverage resources inherent to the Torrance Tourism Business Improvement District (Discover Torrance) to attract more visitors to Torrance businesses. B. Continue to collaborate with the South Bay Workforce Investment Board and the state of California for the funding of “SouthBayBusiness.org,� a premier economic development website for chambers of commerce and local governments.
Catalyzing collaboration to strengthen the local economy
Central Torrance. PHOTO: Brandon Smith, TACC
Help to Shape a 21st Century Workforce Facilitate public-private collaboration to enhance the California education system’s awareness of workforce demands and technological advancements A. Connect business and education leaders to engage in ongoing dialogue to shape the development of a 21st century learning plan. B. Champion efforts to promote continual public investment in the Southern California Regional Occupation Center (SoCal ROC) and in Career Technical Education and Adult Retraining programs. C. Bring employers and educators together to build local pathways that connect skilled workers to jobs in Torrance.
Be a committed partner with the public sector in the development of creative affordable housing solutions to accommodate the living needs of the local workforce A. Identify development opportunities for P3 to facilitate the building of affordable living units in and around the Torrance area. B. Work with government to reform the California Environmental Quality Act (CEQA) to better posture the regulatory framework in California to address current and future housing needs.
Bridging education with business to build a 21st century learning plan
TACC’s “Educators in the Workplace” 2015-16 cohort.
Create a Business Friendly Environment Deliberately educate government about business A. Be an influential advocacy leader to communicate Torrance business interests with all levels of government. B. Work closely with other business groups in Los Angeles County and in the state of California to take part in organized, effective business advocacy to improve the California business climate.
Strengthen, grow, and diversify the local economy A. Provide business resources and support that is shaped to meet the unique needs of various industries and different-sized businesses in Torrance; deliberately service the Torrance small business community to ensure it is empowered to thrive. B. Work with local government to attract new industries and leading-businesses within industries to Torrance. C. Continue to operate a robust business visitation program to ensure community leaders are accessible to the business community and local business needs are proactively addressed. D. Help businesses gain access to capital and support efforts that cultivate an economic climate that encourages private investment.
Promote sensible land use A. Maintain open lines of communication with the Torrance City Council and the Torrance Planning Commission to keep land use decision-makers aware of ways in which the City’s land use policies and decision-making processes can accommodate the growth and development of the business community. B. Advocate for consistent and elastic land use policies that provide predictability for businesses and flexibility to planners to accommodate emerging economic development needs.
Fostering the Torrance business community
Advocate for a 21st Century Infrastructure Support efforts that allow efficient goods movement in California A. Support land use policies and transportation projects that enable the state’s transportation system to facilitate rapid economic growth. B. Advocate to the state and federal government for a long-term, sustainable funding source for the upkeep and development of transportation infrastructure, and advocate for increased funding to local government. C. Advocate for a more equitable allocation of Los Angeles County transportation funds to South Bay transportation projects.
Communicate with local transportation agencies to better connect the Torrance area to its region A. Collaborate with the City of Torrance on transportation planning to improve traffic flow and to increase circulation of residents and visitors to commercial areas in the City. B. Be an active stakeholder in the Southern California Association of Government’s Regional Transportation Plan C. Stay engaged with the Los Angeles County Metropolitan Transportation Authority on Countywide transportation plans and initiatives to ensure Torrance and South Bay priorities are communicated to transportation decision-makers.
Prioritizing the upkeep of the lifeblood of the economy
Torrance Boulevard. PHOTO: Discover Torrance.
Enhance the Quality of Life in Torrance Keep Torrance a safe place to live A. Bring employers and public safety entities together to engage in open dialogue about crime and safety trends in the business world and in the community. B. Support programs that reduce crime and ensure public safety (e.g., Business Watch, Coffee with a Cop, etc.).
Promote the Torrance community A. Be a forward-thinking community leader that keeps Torrance residents involved in the business community and engaged in civic issues. B. Plan quality events that bring the community together in meaningful ways.
Be a champion for the health of the Torrance community A. Influence economic development planning to account for the need of open spaces, parks, and recreational opportunities for the Torrance community.
The balanced city...
Downtown Torrance. PHOTO: Discover Torrance.
The implementation plan for fiscal year 2016-17: Catalyze public-private collaboration to create and retain good jobs in the Torrance area
Build and Maintain Public-Private Partnerships
Help to Shape a 21st Century Workforce
Create a Business Friendly Environment
1. Identify new opportunities for publicprivate partnerships (P3) 2. Establish new P3 to advance the economic development of Torrance 3. Maximize the value of current P3
1. Facilitate public1. Deliberately educate private collaboration to government about enhance the California business education system’s 2. Strengthen, grow, awareness of workforce and diversify the local demands and technoeconomy logical advancements 3. Promote sensible 2. Be a committed part- land use ner with the public sector in the development of creative affordable housing solutions to accommodate the living needs of the local workforce
1. Support efforts that 1. Keep Torrance a safe allow efficient goods place to live movement in California 2. Promote the Tor2. Communicate with rance community local transportation 3. Be a champion for agencies to better conthe health of the Tornect the Torrance area rance community to its region
A. Train one staff member and one volunteer in P3 via Economic Development Essentials Program (W.A.C.E.) B. Identify 3-5 possible P3 projects in Torrance, initiating 1-2 C. Partner with Discover Torrance to advertise 2x major TACC events per year
A. Annually host a program to provide access to Torrance employers for TUSD students, teachers, or administrators B. Help to establish 2-5 career pathways with Torrance employers C. List and action CEQA reform as a legislative priority annually
A. TACC maintains affiliation with the “Fix Our Roads Coalition” B. Take a policy position on Metro’s Plan to Ease Traffic
A. Establish a Government Affairs (GA) Internship program B. Visit 50 businesses annually, revamping Chamber programs to address emerging trends in business; assign a staff-lead for each TACC program C. A TACC staff member attends one Planning Commission meeting per month
*KPIs are reviewed and updated throughout the year based on progress and conditions
Advocate for a 21st Century Infrastructure
Enhance the Quality of Life in Torrance
A. Quarterly convene business and public safety leaders to discuss public safety trends B. Coordinate more than 60 businesscommunity events each year C. Transform TACC’s Health and Wellness program
Central Torrance. PHOTO: Brandon Smith, TACC Front page cover photos: Torrance Boulevard, PHOTO: Discover Torrance; Armed Forces Day 5 Run/Walk, PHOTO: Brandon Smith, TACC; El Prado Park, PHOTO: Discover Torrance; Central Torrance, PHOTO: Brandon Smith, TACC.