2020/2021
Annual
Report
Anaheim Tourism
Improvement District
2 The impact of the coronavirus pandemic has been devastating to our industry and destination. We were all forced to make difficult decisions as we navigated the most challenging year in our industry’s history.
First, the Anaheim Convention Center closed on March 12, 2020.
That same day, Major League Baseball announced that Spring Training would be canceled, and the baseball season for the Angels Baseball and the rest of the league would be delayed. A couple of days later, Disneyland shuttered its doors, and the owner of the Anaheim Ducks, who also oversees the management of the Honda Center, postponed its games, live concerts, and events.
In a matter of days, Visit Anaheim President and CEO Jay Burress saw the city’s tourism business and economy collapse. The Visit Anaheim staff began working from home on March 13, 2020. On April 10th, nearly 60% of the team was terminated, in addition to, furloughing the remaining Visit Anaheim team between 25% - 50% through April 2021 in an effort to control expenses throughout the pandemic.
COVID-19 Response and Recovery Efforts
3 2020 Anaheim Timeline
4 COVID-19 Response and Recovery Efforts
Visit Anaheim joined with the Anaheim Chamber of Commerce and the Anaheim/Orange County Hotel & Lodging Association to form the Response & Recovery COVID-19 Partnership , to work hand in hand with the City of Anaheim’s Emergency Operating Center and Community Services personnel to coordinate vital information and resources for residents and local businesses. Once the State released reopening guidelines for theme parks, the Response & Recovery initiative was rebranded to Anaheim & OC Comeback – Stay Safe, Stay Open, to promote and communicate Anaheim’s preparedness and readiness to reopen safely.
A Resource & Recovery Playbook was established as a result of strategic meetings with our Customer Advisory Board, comprised of corporate and association meeting planners, including current and prospective meeting and convention clients. The Playbook purpose is to proactively lead early recovery by building confidence in the trade and consumer markets, which will lead to additional bookings.
Visit Anaheim fully funded and worked with the City of Anaheim staff and industry partners to secure the Global Biorisk Advisory Council (GBAC) STAR accreditation for the Anaheim Convention Center. The ACC was the first on the West Coast to receive this designation as the leading industry certification standard. As one of the first facilities in the United States to receive this accreditation in outbreak and infectious disease preparation and response, the Anaheim Convention Center is on the forefront of creating an approved healthy and safe environment for meeting and convention attendees.
In 2020, the Anaheim City Council approved a budget of $6.5 million as part of the Community and Economic Recovery Plan. The funding was provided to Visit Anaheim in April 2020 and was allocated toward co-op marketing, advertising, content development, communications and additional services to reduce the length of Anaheim’s downturn in order to protect future funding for the city and the destination.
A portion of the funding was used toward Economic Recovery Services in 2020 and through January 31, 2021. The remaining balance was contracted for sales and marketing initiatives using month-to-month revised activation launch dates which began in March 2021. These initiatives include a targeted approach toward key feeder markets/ audiences and included collaboration and participation from our community stakeholders to provide the greatest return for the funding investment. A full report addressing the $6.5M funding and economic recovery plan will be provided to the City of Anaheim, City Manager following the end of 2021. 5 The economic impact and loss of revenue to our destination has been significant. In 2020, Room Revenue booked prior to the pand emic totaled $136M and dropped to $33M. In 2021, Room Revenue booked totaled $170M which dropped to $21M as a result of business lost due to Covid-19.
Business cancellations as of July 2, 2021 included 365 groups reflecting a drop in EIC of $2.7B and $40M in TOT. A total of 79 g roups have been re- booked during this same timeframe and will generate $562M in EIC and $8.5M in TOT. In addition, 97 new group bookings will gen erate $687M in EIC and an additional $7M in TOT.
The State of California fully reopened nearly all business sectors on June 15, 2021. In addition, meetings, receptions and conferences have been able to commence in smaller numbers beginning April 15, 2021 following the state’s color tier system. The Disneyland Resort announced their reopening date of April 30, 2021.
Visit Anaheim received the first Federal assistance loan through the Paycheck Protection Plan (PPP) in February 2021 and a secon dary PPP loan in June 2021. Both PPP loans were applied to staff payroll and additional permissible expenses for the organization. Following the guideline allowances should result in 100% loan forgiveness for both loans.
COVID-19 Response and Recovery Efforts
6 Economic Recovery Plan 2020/2021 FY Summary
• Programmatic: Adara and Sojern
• Social Media: Facebook, Instagram and Twitter
• Industry trades: Smart Meetings, Meetings Today, NorthStar Meetings, EventMB/Skift and ASAE
• The campaign launched in May 2021 and will run through Dec 2021. • The campaign leverages the new “Calling All Characters” video and Uncommon Characters, “Meeting Mastermind” and “Convention Crusher”.
The objective of this campaign is to obtain quality leads for short term business and help drive overall economic impact. This full-digital campaign targets meeting and convention planners across the nation utilizing the following channels:
Meetings & Conventions Recovery Campaign
7 9.8M
160,000
impressions
click throughs
893,000
13,500
video completions
sessions
144
total RFPs received
Economic Recovery Plan 2020/2021 FY Summary
The results of the
campaign so far:
8 Economic Recovery Plan 2020/2021 FY Summary
Visit Anaheim was quick to adapt during the pandemic and developed a tool that supports the ability to conduct virtual site tours and generate upcoming business. This immersive, 360 experience allows planners to walk through the Convention Center space digitally, showcasing ACC South, ACC North, Grand Plaza, Arena, meeting rooms, surrounding Campus areas and more. Take the Virtual Tour
Virtual Site Tours (Xplorit)
9 Economic Recovery Plan 2020/2021 FY Summary
Virtual and Hybrid Studio Solutions
Visit Anaheim expanded product offerings with new hybrid and virtual event solutions.
The plug-and-play approach applies a team of event solution experts and state-of-the-art technology to deliver turnkey spaces for planners and their virtual audience tuning in from anywhere around the globe. The two studio options include:
1. Mobile studio at the Anaheim Convention Center designed to serve as a hybrid solution
2. Offsite studio at VCI Event Technology to serve as a full-production virtual event solution 10 Economic Recovery Plan 2020/2021 FY Summary
Visit Anaheim partnered with Hoag, the highest ranked hospital in Orange County, to provide clinical solutions that mitigate the risks of COVID-19. Solutions include technology solutions and services, testing solutions, on-site screening solutions, live event medical directorship, and clinical event planning services.
Hoag Clinical Services
To stay top-of-mind with planners, Visit Anaheim continues to participate and sponsor industry events. Here are a few of the major events the Sales Team participated in (from July 2020 to June 2021):
Industry Sponsorships
• CEMA Summit
• Cvent Connect
• Smart Meetings Virtual Appointments
• IAEE Sponsorship Forum
• IAEE Expo! Expo!
• CalSAE Seasonal Spectacular
2020
• Destination Reps
• Global Meetings Industry Day (Visit
Anaheim coordinated webinar featuring
Discover LA, Visit SD, Travel SF)
• Reston Herndon Meeting Planners
(RHMP)
• MPI WEC
2021
11 Economic Recovery Plan 2020/2021 FY Summary
In collaboration with the Anaheim
Convention Center, Visit Anaheim
developed the ACC COVID-19
Recovery Plan, outlining a portion
of modified procedures and those
of the Convention Center’s service
partners.
Anaheim Convention Center
COVID-19 Recovery Plan
12 Economic Recovery Plan 2020/2021 FY Summary
To stay closely connected
and regularly inform current
and prospective clients, the
sales newsletter is sent out
bi-monthly. The eNewsletter
has a total opt-in of near
9,000 planners and an open
rate of 22%.
Client eNewsletter
13 Our Uncommon Character campaign has been reimagined with a goal to revitalize the Anaheim Resort, Disneyland Resort and the Convention Center, the economic engines of our city directly impacted by the coronavirus pandemic and to help reopen hotels and our local businesses.
The campaign portrays that Anaheim is home to uncommon characters and experiences and leverages characters to invite like-minded enthusiasts back. It illustrates how the city is built by a collection of “Uncommon Characters” such as Captain Brew Beard praising our local brew scene, Pho Fan Girl channeling diverse culinary experiences, the HangTimers buckling up for theme-park thrills and adrenaline driven adventures, La Señorita de Center City pioneering the spirit of local businesses and rich history, the Pink Princess embodying the kid-at-heart in all of us, among other characters. Each character gives a spotlight on key industries and business in our area directly impacted by the health crisis.
The reimagined campaign was the framework to reinspire visitors to Anaheim as our destination prepared for the different phases of reopening. With a welcoming approach in partnership with Visit California, Visit Anaheim joined the state efforts in Calling All Californians using Anaheim’s character approach. The campaign strategically focuses on the leisure market as the main source of visitation to the Anaheim destination and the first market to show signs of recovery.
Geographically, we started in concentric circles from local, local drive, regional drive, state and out- of-state markets. As restrictions were lifted, that opened the opportunity to market beyond the state, the campaign bridged from Calling All Californians to Calling All Characters. This strategic partnership helped leveraged the state’s investment creating a synergetic approach and the expansion of our own campaign and limited resources.
Economic Recovery Plan 2020/2021 FY Summary
Leisure Recovery Campaign
14 Economic Recovery Plan 2020/2021 FY Summary
The Marketing Recovery Campaign was initially launched targeting Californian residents and extended as the reopening guidelines allowed us to expand beyond the state. In partnership with Visit California, the first part of the campaign started in April 2021. The second phase launched in May. The campaign was designed to target the consumer booking travel journey including information, inspiration and finally the booking/conversion stage.
The OTA/Travel Company section of the campaign acts as the primary call-to-action and booking conversion tier for the leisure efforts planned including Expedia, Priceline, Kayak, Tripadvisor, Get Away Today and AAA. In addition to the top of the funnel programs including Adara and Sojern. The combined added value negotiated in these channels was $610,000.
15 Economic Recovery Plan 2020/2021 FY Summary
Timeline
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16 Economic Recovery Plan 2020/2021 FY Summary
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20 Economic Recovery Plan 2020/2021 FY Summary
ROOM NIGHTS BOOKED
21 Economic Recovery Plan 2020/2021 FY Summary
Special offers assisting over 200
displaced families
22 Economic Recovery Plan 2020/2021 FY Summary
23 Economic Recovery Plan 2020/2021 FY Summary
Visit Anaheim participated in a national, industry-wide campaign led by the U.S. Travel Association called “Let’s Go There.” This program launched in September 2020 and ran through January 2021, aiming to inspire Americans to resume leisure travel within the United States. As part of this effort, Visit Anaheim is actively engaged in a national conversation marketing Anaheim and Orange County to leisure travelers. Visit Anaheim adopted the “Let’s Go There” campaign logos and messaging as part of our digital paid and earned media programs.
US Travel – “Let’s Go There” campaign
This year, beginning April 2021, a new
experience was introduced in Anaheim
in collaboration with FeverUP, a
producer and promoter of events
around the world. The Candlelight
Concerts launched with sold out
events in April, May, June and will
continue through August.
Visit Anaheim has and will continue to
engage with Visit California, Brand USA
for both current domestic trends and
opportunities along with future reentry
strategies for future international
travelers. Emphasis on both Canada
and Mexico will be part of the initial
efforts.
Candlelight Concerts
24 It was determined a new website was needed that included SEO strategies. Front-end SEO and back-end SEO needed to be built into the website while balancing a user-friendly design and user-friendly content.
Many months were spent reviewing CMS options. Visit Anaheim decided to employ Simpleview due to their industry familiarity, cutting-edge website features and most importantly their ability to build a customized CMS solution. The Visit Anaheim marketing team met with the Simpleview web development team and very clearly laid out the objectives of the next CMS. Priorities included proper SEO implementation before website launch, clean aesthetic design, easy-to-use search features for website visitors and to make it possible for a website visitor to get to the content they are searching for with a “one-click” strategy.
The website’s target markets are the same as most other Visit Anaheim efforts, family travelers and millennial travelers. This targeting meant that website architecture needed to be efficient and the content needed to be vibrant but truncated at the same time.
In addition, Visit Anaheim needed a section on the website dedicated to the meetings and conventions market. This section needed to have its own sense of place within the website.
The end result is a website that serves several markets with efficient content delivery and is being found by visitors more and more since launch.
Website Update
25 Website Update
Staying true to the Visit Anaheim brand, clean legible typography and bright jewel color tones were chosen to bring a youthful spirit to the design that is welcoming and uplifting.
Photography is the focal point of the website allowing the beautiful and uncommon scenery of Anaheim and Orange County to tell the story more than the copy. Visit the website’s “Breakfast & Brunch” page for an example of the power of strategic photography.
The tactics used to build a website designed to increase traffic and provide an efficient user experience were primarily composed of adding features that focus on those exact elements.
The following features were tactically built into the website:
Tactics
“One-Click” Navigation - For example, if a visitor is looking for the best Italian restaurants in Anaheim, the process is easy. From any page on the website the visitor would simply hover over “Restaurants” in the main navigation, then hover over the subcategory “By Cuisine Type” and then from the available options, click on “Italian”. That’s it, one click from any page on the website and the visitor is viewing the content they want.
Language Translator - Within the website footer is a tool that can instantly translate the entire website into over 60 languages serving international markets.
Enhanced Hotel, Restaurant and Attractions Search - The new website allows visitors to search for businesses using detailed parameters.
26 Website Update
Enhanced Meetings Venue and Services Search - The new website allows meeting professionals to search by the number of meeting rooms, total square footage, number of sleeping rooms and more, providing the exact solutions the meeting professional is looking for.
Plan Your Trip Feature - Visitors have the ability to flag businesses while they view the website.
When ready, the website visitor can review the items they’ve flagged. Visit Anaheim Website Compare Feature - In the Meetings section of the website, visitors can flag potential venues and later compare the properties side by side to zero in on the best venue for their event.
27 Website Update
The website was launched on April 1, 2021. Using a comparative 30-day range, the unique visitors increased 56% from March with the previous website to April with the new website.
In May, the unique users increased 19% from April. With continued SEO work, the expectation is for this traffic increase to continue.
In addition, efforts are in place to improve average session duration and bounce rate. The early returns are promising in improving these metrics. From June 1st – June 17th compared to May 4th – May 20th (a day-to-day comparison), average session duration increased 44% and bounce rate improved to the downside by 15%. 28 Media Relations
Visit Anaheim continues to implement a robust media relations strategy targeting meetings & conventions trade media as well as local and travel media to keep Anaheim top of mind for both leisure travelers and meeting planners.
• Total press releases: 20
• Total media clips: 379
• Total media impressions: 990,916,539
29 Social Media
• Total videos: 2
• Total impressions: 127,590
• Total video views: 47,860
Visit Anaheim continues to share content highlighting Anaheim’s culinary scene and hotels, as well as things to do in Anaheim. This content is shared across Visit Anaheim’s Facebook, Instagram, Twitter, LinkedIn, and YouTube accounts. The content is shared to an audience of 291,373 users. • Total impressions: 27,627,598
Visit Anaheim created a social media video series to highlight its hotel partners and things to do in Anaheim. There have been two videos created to date. Each video features two versions; one version is optimized for Facebook and Twitter, and the second version is optimized for Instagram.
The first video in the series showcased four outstanding hotel pool areas and the second video in the series showcased four breathtaking rooftop restaurants in Anaheim. The videos are posted to Visit Anaheim’s Facebook, Instagram, Twitter, YouTube, and LinkedIn.
Authentically Anaheim
30 Social Media
• Total videos: 3
• Total impressions: 241,260
• Total video views: 69,470
Tastiest 5 is a series created by Visit Anaheim to promote Anaheim’s unique culinary scene. The series is posted to Visit Anaheim’s Facebook, Instagram, Twitter, YouTube, and LinkedIn. Each video features two versions; one version is optimized for Facebook and Twitter, and one version is optimized for Instagram.
Tastiest 5
31 Social Media
• Total impressions:1,559,806
• Total clicks: 146,792
Visit Anaheim published Facebook, Instagram, and Twitter ads targeting meetings planners with the goal of driving RFPs.
Meetings and Conventions Social Media Ads:
32 Social Media
• Total impressions: 2,952,801+
To promote the Sip, Savor and Shop Pass, Visit Anaheim published multiple Facebook, Instagram and Twitter ads targeting users that expressed interest in restaurants and deals, with the goal of increasing Sip, Savor and Shop Pass downloads. Visit Anaheim also partnered with nine local Instagram food influencers to promote the Pass’ offerings. The Sip, Savor and Shop Pass was also promoted via content partnerships with Orange Coast Magazine, Red Tricycle, and featured in Visit Anaheim’s monthly consumer newsletter.
Sip, Savor and Shop Pass Promotion:
33 Social Media
• Number of videos: 44
• Total impressions: 820,981
Visit Anaheim launched weekly update videos to continue to connect with the Anaheim community throughout the COVID-19 pandemic and beyond. These videos have highlighted many local businesses and provided updates on community efforts, as well as changes to COVID-19 related policies and their effect on conventions, meetings and leisure travelers to the destination.
Visit Anaheim Destination Update Videos:
34 Social Media
35 Business Intelligence
Our Business Intelligence team has been providing weekly BI Reports for our community stakeholders with critical updates including resources, pandemic overview, Tourism Economics updates, Booking activity, Forecasts etc. 36 Visit Anaheim 2021 Goals
While the coronavirus pandemic has significantly impacted tourism-related jobs and businesses throughout Orange County, there is no doubt the tourism industry is resilient and will become a thriving industry once again. Visit Anaheim, the official destination organization for Anaheim, remains focused on that road to recovery and reclaiming Anaheim’s strong tourism numbers seen in 2019.
Visit Anaheim, the Anaheim Chamber of Commerce and the Anaheim/Orange County Hotel & Lodging Association have joined together to form the Response and Recovery COVID-19 task force. The three organizations are working with the City of Anaheim, communications, Emergency Operating Center and Community Services to provide information and resources for local residents and businesses.
The partnership group meets to coordinate efforts with affected business industries and community stakeholders. The task force also holds security meetings with hotels and restaurants that have closed as a result of the state’s executive order.
Economic Recovery
37 Visit Anaheim 2021 Goals
Visit Anaheim will identify future reserve funding needed for future budget years in order to replenish funding used during the pandemic. In addition, we will continue to build our Reserve Funds for the ongoing future sustainability of the organization.
Reserve Funding Stability
Ongoing development and transition of technology to achieve “top of class” organizational functionality. This will be achieved by developing new tools, producing data-driven information for internal/external use while creating new revenue opportunities for the organization.
Technology
Evaluate areas for local DMO collaboration providing cost-saving opportunities, business operations and functionality needs.
DMO Collaboration for Cost Savings
Execute sales initiatives integrating annual business planning process and a fluid strategy to an evolving marketplace to ensure maximum performance against all Board approved sales and marketing objectives.
Destination Sales
38 Fiscal
Year Ending
6/30/2021
REVENUE
T.I.D. ANAHEIM 1,408,258 $
T.I.D. GARDEN GROVE 249,874
BUREAU PARTNERSHIP DUES 450,683
OTHER INCOME 388,127
PPP ANTICIPATED FORGIVENESS 1,756,798
TOTAL REVENUE 4,253,740 $
EXPENSES
CLERICAL & ADMINISTRATION 1,984,988
COMMUNICATIONS 91,179
CONVENTION SALES 1,149,410
DESTINATION SERVICES 72,798
MARKETING 832,025
PARTNERSHIP DEVELOPMENT 265,788
SPORTS DEVELOPMENT 68,363
COMMUNITY ENGAGEMENT & EVENTS 37,062
TOURISM 166,131
ANAHEIM CHAMBER OF COMMERCE 18,576
DEPRECIATION EXPENSE 240,000
TOTAL OPERATING EXPENSES 4,926,320$
NET (672,580) $
VISIT ANAHEIM
STATEMENT OF INCOME AND EXPENSE
The Recovery Funding from the City of Anaheim is not reflected the above financial document. The funding from the City has been managed separately against corresponding Sales and Marketing activations and efforts.
Statement of Income and Expense
ANAHEIM TOURISM IMPR OVEMENT DISTRICT
TRANSPORTATION COMPONENT FUND
ANNUAL REPORT
FOR FISCAL YEAR 2020/2021
ATID Transportation Component Fund Annual Report FY20/21 1
ANAHEIM TOURISM IMPROVEMENT DISTRICT
ATID TRANSPORTATION COMPONENT FUND ANNUAL REPORT
FOR FISCAL YEAR 2020/2021
The Anaheim Tourism Improvement Distri ct (ATID) was established within Th e Anaheim Resort and the Platinum Triangle Districts on September 14, 2010, and encompasses the area shown in Exhibit A.
The ATID is a way for Anaheim’s visitor industry to become self-sufficient by adding a 2% assessment fee that mirrors the Transit Occupancy Tax (TOT) to each occupied gu est room. This Tourism Improvement District is a self- assessment fee by the hotel community. The fee is passed on to the customer or paid for by the hotel. This fee commenced on November 1, 2010, and is collected and audited by the City of Anaheim.
Visit Anaheim, formerly known as th e Anaheim Orange County Visitor & Convention Bureau (AOCVCB), receives 75% of the ATID funds to provide a stable and adequate f unding source and enable Visi t Anaheim to function as a competitive destination sales and market ing organization. Oversight of these ATID funds is managed by the Visit Anaheim Board of Directors.
The remaining 25% of ATID collections go towards Anah eim’s transportation progra ms. These Transportation Component funds are collected and administered by a separate ATID Transportation Committee.
The ATID Contribution list is made of 84 properties within The Anaheim Resort and Platinum Triangle Districts as identified in Exhibit B. Note that many of these prop erties have changed hotel names (recent names are on file with the City).
Resolution 2010-151 (forming the ATID) and Ordinance No. 6174 (ATID Enabling Ordinance) require the ATID Transportation Committee to submit an annual report for ea ch fiscal year the ATID is in effect addressing the following:
x The method and basis of levying the assessment in sufficient detail to allow each business owner, as appropriate, to estimate the amount of the assessment to be levied against his or her businesses for that fiscal year.
x Any proposed changes in the boundaries of the tourism improvement district, any benefit zones, classification of businesses, the basis and method of levying assessments, the management plan or the activities and improvements to be funded by the assessments. x The improvements and activities to be provided for that fiscal year. x An estimate of the cost of providing the improvements and the activities for that fiscal year. x The amount of any surplus revenues to be carried over from a previous fiscal year.
ATID Transportation Component Fund Annual Report FY20/21 2
x The amount of any contribution to be made from so urces other than assessments levied pursuant to the Ordinance.
ANNUAL REPORT COMPONENTS:
METHOD AND BASIS OF LEVYING THE ASSESSMENT:
On September 14, 2010, the Anaheim Ci ty Council established the Anaheim To urism Improvement District (ATID) as a means of providing the necessary resources to enhanc e tourism activity and increase hotel room stays. The ATID establishes an assessment of 2% of the room rent for all hotel facilitie s located within the ATID boundaries (The Anaheim Resort and the Platinum Triangle). This as sessment is not a tax for the general benefit of the City, rather it is an assessment for activities that provide benefits directly to those hotels within the ATID.
Background information about the ATID, in cluding the method and basis of levying the assessment, is provided on the City website (see the Business License Division page on www.anaheim.net or http://www.anaheim.net/565/Anaheim-Tourism-Improvement-District-ATI ). The City also sent a letter dated October 13, 2010, to the Anaheim Hotel Operators to provide information about the ATID (see Exhibit C).
ATID COMPONENTS - NO CHANGES PROPOSED:
There were no proposed changes to:
x The boundaries of the tourism improvement district
x Any benefit zones
x Classification of businesses
x The basis and method of levying assessments
x The management plan
x The activities and improvements to be funded by the assessments FISCAL YEAR 2020/2021 REVIEW SUMMARY
Below is a summary of the following for Fiscal Year 2020/ 2021: the improvements and activities provided during the fiscal year; the cost of providing the improvements an d the activities; and, the amount of any surplus revenues to be carried over from a previous fiscal year.
The description of each activity indicates whether other fu nding sources, in addition to ATID Transportation Funds, were contributed to the project.
ATID Transportation Component Fund Annual Report FY20/21 3
CHANGEABLE MESSAGE SIGN (CMS) UPDATES
On March 23, 2017, the ATID Transp ortation Committee allocated $1,900, 000 to update eleven Changeable Message Signs (CMS) in and around The Anaheim Resort (within the ATID boundaries) with new technology, including adding new sign and communication equipment, an d designing and integrating the new sign display area with the existing sign pole. On April 9, 2018, the ATID Transportation Committee increased the number of CMS to be updated from eleven to twelve (within the previously allocated funding) in order to update a sign in the Platinum Triangle to provide consistent messaging to th ose traveling along Katella Avenue, the main street running through the ATID boundaries.
The twelve electronic changeable message signs were installed in The Anaheim Resort and the Platinum Triangle as part of the improvements implemented in the late 199 0’s/2000’s. Anaheim TMC operators use these signs to provide directional information to arriving or departing visi tors about the location of attractions, parking or traffic conditions. These signs need to be upgraded as contro ller equipment and replacement parts for these signs are generally no longer manufactured. If replacement pa rts are not available, the signs may remain dark and unusable.
Key objectives for this project are as follows:
x Upgrade twelve (12) existing CMS around the Anaheim Resort area x Evaluate new signs, cabinets, and communication equipment x Design and integrate new CMS within the existing sign structure x Integrate CMS operation into the TMC
x Ensure aesthetics of the upgraded sign will be consistent with the existing signs (i.e., the signs in The Anaheim Resort will maintain the sign pole and armature with the garden trellis character identified in the Anaheim Resort Identity Program).
The City Council awarded a construction contract for the si gn project on August 13, 2019. Sign installation in the field is complete. All signs were successfully integrated into the Traffic Management Center’s system. As-built plans were delivered and the project is now closed out.
Expenditures:
During FY 2016/2017, $1,900,000 of ATID Transportation funds were allocated for the project. A total of $1,506,707 has been expended through FY 2020/2021 ($733, 981 in FY 2020/2021). There is an anticipated remaining balance of 393,070.
ANAHEIM RESORT MASTER PROGRAM (CONSTRUCTION SERVICES)
On March 23, 2017, the ATID Transportation Committee al located $290,000 towards preparation of a program to better manage and track construction projects in and ar ound The Anaheim Resort. During Spring of 2017 through late summer of 2018, this project included creating a map and tracking system to assist with scheduling and reflecting construction work in and ar ound The Anaheim Resort during the peak of construction activities. Over this time, $146,599 of ATID funds were expended. At the September 24, 2018, ATID Transportation Committee ATID Transportation Component Fund Annual Report FY20/21 4 Meeting, City staff proposed bringing this project to a close in order to re prioritize work and to reallocate the remaining ATID funds ($143,401) to the Katella Widening Project (see discussion about the Katella Widening Project later in this Annual Report).
Activities conducted through the conclusion of the project activities in early FY 2018/2019, included collecting information from various stakeholders, preparation of a la ne closure map in coordination with the City GIS, and coordination with City’s Traffic Management System sta ff including attending weekly meetings and coordination with Google/Waze for road closure/lane closure data push.
While the project efforts were helpful during the peak construction period in The Anaheim Resort during 2017/2018, City staff believed that rea llocating remaining funds to the Katella Avenue widening project (widening eastbound Katella Avenue by a fourth lane adjacent to the Anaheim Convention Center) was a higher priority and would provide long-term benefits by helping address traffic flow on Katella Avenue.
Expenditures:
During FY 2016/2017, $290,000 of ATID Transportation funds were allocated for the project. A total of $146,599 has been expended on the project in cluding $37,910 in FY 2016/2017, $104,139 in FY 2017/2018, and $4,550 in FY 2018/2019. The remaining balance of $143,401 was realloca ted to the Katella Avenue Widening Project at the September 24, 2018, ATID Transportation Committee Meeting.
THE ANAHEIM RESORT AREA MOBILITY PLAN & PEDESTRIAN BRIDGE FEASIBILITY ANALYSIS In February, 2017, City staff submitted a grant application to Caltrans requesting $287,000 to prepare The Anaheim Resort Area Mobility Plan, with a loca l match of $155,000 provided with ATID funds for a total project cost of $442,000. This plan is proposed to be prepared as a collabo rative effort with area stak eholders with the intent of identifying ways to improve the circulat ion and safety of pedestrians, bicyc lists, alternative transportation modes (including, but not limited to, pedicabs and dockless rideshare such as e-scoo ters), motorists (including, but not limited to, associated curb-side management for delivery ve hicles and rideshare services and other services that impact public right-of-way curb-side areas), and transit us ers in and around The Anaheim Resort. It will address pedestrian and bicycle improvements including wayfinding signs, potential pedestrian bridge locations and design and safety lighting for pedestrian and bicycle pathways. It will also addr ess vehicle flow, including identifying necessary improvements to vehicle signs and study inte grating electronic messaging signs with the Caltrans Integrated Corridor Management System.
In May 2018, Caltrans notified City st aff that the City received the grant award and the City’s agreement with Caltrans for the funding was subsequently executed in October 2018.
A Request for Proposals was issued on January 18, 2019, for Consultant Services for this project. On May 7, 2019, the City Council selected and entered into an agreement wi th Fehr & Peers for this project for a not-to-exceed cost of $930,000 (including $287,000 of the Ca ltrans grant and $643,000 of ATID f unds). This amount was higher than initially anticipated when the grant app lication to Caltrans was submitted in order to provide for some additional services for the Mobility Plan (i.e., additional traffic analysis, meetings , data analysis) and additional tasks associated with evaluating the feasibility of two pedestri an bridges at the intersections of Harbor Boulevard and Katella Avenue and Harbor Boulevard and Disney Way (i.e., field investigations, research, preparation of two draft feasibility concept plans and a rendering for each intersection).
ATID Transportation Component Fund Annual Report FY20/21 5
A working draft of the Mobility Plan has been prepared by the consultant, and preliminary findings are now being presented to the public and stakeholders in order to inform the Final Plan which will be presented to City Council at a later date.
Expenditures:
During FY 2016/2017, $200,000 of ATID Transportation funds were allocated for the pr oject to serve as a local match as part of a grant application to Caltrans. During FY 2017/2018, $50,000 of ATID Transportation funds were allocated to analyze whether a pedestrian bridge would be feasible at two intersecti ons in The Anaheim Resort.
During FY 2018/2019, $493,000 of ATID Transportation fu nds were allocated for the project for additional tasks associated with the Mobility Plan and bridge analysis. The total funds allocated for this project include: $1,030,000 with $930,000 allocated for consultant services and $10 0,000 allocated for expenses and staff time. Of this amount, $287,000 is provided through the Caltrans grant and $743,000 through ATID funds. A total of $522,013 has been expended through FY 2020/2021 ($273,714 in FY 2020/2021). The remaining balance of $180,395 is anticipated to be expended through 2022.
ANAHEIM RESORT SAFETY BOLLARD PILOT PROGRAM
On April 9, 2018, the ATID Transporta tion Committee allocated $2,500,000 for the City to implement the Anaheim Resort Safety Bollard Pilot Program, which will include inst alling safety bollards at four street intersections in The Anaheim Resort. These intersections include: Harbor Boul evard/East Shuttle Area: Harbor Boulevard/Disney Way; Harbor Boulevard/Katella Avenue; and Ha rbor Boulevard/Convention Way. The intent is to identity appropriate and aesthetically pleasing bollard designs to provide for e nhanced pedestrian safety at these intersections. The information learned from this pilot program may also be transferable to other locations in the City.
Construction for Phase 1 of the project (i.e. the intersecti on of Harbor Boulevard and East Shuttle Entrance) is now underway and is scheduled to be complete in March, 2022 . Upon completion of th e Phase I project, lessons learned from design and construction processes will be applied to the final design of the other remaining intersections
Expenditures:
During FY 2017/2018, $2,500,000 of ATID Transportation f unds were allocated for the project. A total of $439,471 has been expended through FY 2020/2010 ($247,219 in FY 2020/2021). The remaining balance of $1,994,514 is anticipated to be expended during the next couple of fiscal years.
KATELLA WIDENING PROJECT INCLUDING TWO CHANGEABLE MESSAGE SIGNS (CMS) The ATID Transportation Committee allo cated a total of $2,440,000 for the wide ning of the south side of Katella Avenue adjacent to the Anaheim Convention Center and th e installation of two changeable message signs in the Katella Avenue median. The funding for this project was allocated as part of three separate actions as follows:
x April 9, 2018 - $150,000 was allocated to install one CMS in the Katella Avenue median to eliminate an existing trailer mounted sign and provide changeable directional information to westbound traffic. This CMS will be located near the signa lized intersection which provides access to the Anaheim Convention Center Car Park 1.
ATID Transportation Component Fund Annual Report FY20/21 6
x September 24, 2018 - $150,000 was alloca ted in connection with a larger project described later in this Annual Report (“The Anaheim Resort Sign Project 2019-2020”) to instal l one CMS in the Katella Avenue median, just east of Disneyland Drive to eliminate an existing trailer mounted sign. This CMS will provide changeable directional information to eastbound traffic. x September 24, 2018 - $2,300,000 was allocated to add a fourth lane of travel adjacent to the Anaheim Convention Center ($2,140,000) and to implement Inte lligent Transportation Sy stem (ITS) improvements such as signal and camera detection equipment ($160, 000). For ease of reporting, the ITS improvements will be reported as a separate project.
The ultimate right-of-way for Katella Avenue between West Street and Harbor Boulevard is four lanes. The road has been widened to four eastbound lanes east of the Anaheim Convention Center between Hotel Way and Harbor Boulevard; however, there are three eastbound lanes of travel between West Street and Hotel Way. In connection with the development of the Westin Hotel (west of the An aheim Convention Center), the road will be widened to four eastbound lanes. This will leave a gap of three lane s in front of the Anaheim Convention Center. Widening this gap will provide for a seamless continuation of th e eastbound fourth lane from West Street to the entry to Anaheim Convention Center Car Park 1. It will also allow for one of the travel lanes to be used for vehicles making a right turn to enter Car Park 1 and still allow for three lanes of eastbound travel.
The project began construction in August 2020, was comple ted in April, 2021, and a final Notice of Completion was filed in December, 2021.
Expenditures:
During FY 2017/2018, $2,440,000 in ATID Tr ansportation funds were allocated for this project. As of the end of FY 2020/2021 all the ATID funds have been expended and the project is now considered complete.
INTELLIGENT TRANSPORTATION SYSTEM (ITS) IMPROVEMENTS IN THE ANAHEIM RESORT As previously indicated, on September 24, 2018, the ATID Transportation Committee allocated funds ($160,000) for ITS improvements. This includes improvements such as signal equipment and came ra detection equipment in key areas in The Anaheim Resort as id entified by the City Traffic Management Center (TMC). These proposed improvements will further assist wi th traffic management along the area’s major corridors. A review of the Anaheim Resort Area infrastructure map is underway to de termine holistic, long term needs and control goals as well as inventorying improvements ne eded for bandwidth for ITS improvements. Upon conclusion of the review, improvement implementation timeframes can be developed. Currently, the project remains on hold due to COVID- 19, construction impacts from the Safety Bollard Project , and implementation of OCTA’s Katella Traffic Signal Synchronization Project
Expenditures:
During FY 2017/2018, $160,000 of ATID Transportation funds were allocated for the project. A total of $128,686 has been expended through FY 2020/2021 and the remainder of the allocation will be processed once the project resumes.
ATID Transportation Component Fund Annual Report FY20/21 7
THE ANAHEIM RESORT SIGN PROJECT 2019-2020
On April 9, 2018, the ATID Transporta tion Committee allocated $150,000 for the installation of a changeable message sign (CMS) in the Harbor Boulevard median, south of Convention Way. This si gn is intended to provide changeable directional information to northbound Harbor Boulevard traffic and eliminate an existing trailer mounted sign. On September 24, 2018, the ATID Transpor tation Committee allocated $5,600,000 for signs in The Anaheim Resort, including upgrading existing signs, installation of new signs, establishment of sign maintenance agreements and related Sign Project Management activities. One of the signs (a CMS on Katella Avenue at a cost of $150,000) has been moved to the Katella Widening Proj ect discussed earlier in th is Annual Report, leaving a remainder of $5,450,000 for this larger sign project. The to tal funding for all of these sign improvements ($150,000 for the Harbor CMS plus the remaining $5,450,000) is $5,600,000. Below is a summary of the sign improvements:
x Replace two trailer mounted signs on Harbor Boulevar d and Disneyland Drive with permanently installed CMS that can be controlled through the City of Anaheim Traffic Management Center (TMC); x Repair the changeable arrows on three large cantileve r signs on Disneyland Driv e and Katella Avenue that assist in directing traffic to Downtown Disney and Theme Park parking areas; x Replace five static and/or outdated digital signs on Ball Road, Harbor Boulevard, and Disneyland Drive with updated changeable message si gns that can be controlled throug h the City TMC to improve the quality of wayfinding assistance (this will also includ e the removal of one trailer mounted sign on Harbor Boulevard); and,
x Installation of fiber optic cables and conduits to provide communication from the TMC to the CMS.
Coordination is underway with Disney for input on existing proposed sign locations and City review of Disney’s CMS design plans. As part of the future phase of the proj ect, fiber optic communication design will be provided to connect sign locations to the traffic management center. Currently, the City will provide oversight of all activities related to processing of the signs through design, pr ocurement and construction, and work associated with establishing agreements between the City and the Disneyla nd Resort for maintenance and operation of the signs.
However, the project currently remains on hold due to CO VID-19. Discussions between the City and Disney are anticipated to resume in the second quarter of 2022.
Expenditures:
During FY 2017/2018, $150,000 of ATID Transportation funds were allocated for the Harbor CMS and during FY 2018/2019, $5,450,000 were allocated for the remaining signs addressed by this project. A total of $25,823 has been expended through FY 2020/2021 and the remainder of the allocation will be processed once the project resumes.
BALL ROAD/DISNEYLAND DRIVE INTERESECTION IMPROVEMENTS
The ATID Transportation Committee allocated $250,000 of ATID funding to implement some striping, signing and signal changes to the Ball Road/Disneyland Drive intersection in order to lessen traffic delays and vehicle queuing.
Currently, both northbound and southbound Disneyland Driv e have a left turn lane and an optional left-turn lane at the intersection. In order for the intersection to operate pr operly, the timing of the traffic signals has to be operated as a split phase (i.e., while the southbound direct ion is making left turns, the northbound direction has to ATID Transportation Component Fund Annual Report FY20/21 8
wait for the signal lights to change), ot herwise vehicles could not make left turns. This condition results in longer delays and traffic queues than if the signals serviced northbound and southbound traffic concurrently.
This improvement will enhance the operation of the intersection by removing the split phase operation to allow northbound and southbound traffic to be serviced concurre ntly. The changes include modifications to striping, signing, signal heads and signal phasing including: restri ping the northbound and southbound optional left-through lanes as through lanes only, adding signing to northbound and southbound mast arms, updating video, camera detection and traffic signal equipment to address the ne w changes, and project management/staff time associated with these efforts. Signal design plans are now at 60%. A ne w cabinet, video detection, and closed circuit television cameras have also been installed, and 1,500 hundred feet of fiber optic cable has also been pulled. This project is currently scheduled to be complete in the summer of 2022.
Expenditures:
During FY 2018/2019, $250,000 of ATID Transportation funds were allocated for the project. A total of $127,395 has been expended through FY 2020/ 2021 and the remaining balance is anticipated to be expended during FY 2021/2022.
ANAHEIM TRANSPORTATION NETWORK (ATN) – MATCHING GRANT FUNDING On March 23, 2017, the ATID Transpor tation Committee allocated $500,000 for matching grant funding for bus acquisition for the purpose of qualifying for and obtainin g local, state and/or federal grant opportunities. ATN provided an update on the use of these funds (see Exhibi t D). In October 2018, ATN placed an order for two 30- foot Zero Emission Buses (ZEB) which will be delivered in December 2019. Funding for these buses comes from a variety of sources including ATID ($500,000), South Coast Air Quality Management District Mobile Source Air Pollution Reduction Control (MSRC) Program ($133,000) , Hybrid and Zero-Emission Truck and Bus Voucher Incentive (HVIP) Program Credits ($ 270,000) and the Carl Moyer Memorial Air Quality Standards Attainment (AQUIP) Program ($58,000). With the addition of these two new buses, ATN will own and operate a total of six ZEBs.
Expenditures:
During FY 2016/2017, $500,000 of ATID Transportation f unds were allocated for the project. All funds were expended in FY 2019/2020.
ANAHEIM TRANSPORTATION NETWORK (ATN) – RE AL-TIME MANAGEMENT/ PASSENGER INFORMATION SYSTEM
On March 23, 2017, the ATID Transportation Committee allocated $1,250,000 for a real-time management/passenger information system for the ATN.
ATN requested $1,250,000 of ATID funding over three years to be used for the purpose of developing and installing a real-time passenger information system that will allo w ATN to better manage its operations and provide its guests and passengers with the information they require related to ATN’s transit services. The funding is being used to develop, install, and acquire necessary communication hardware (such as reader sign boards, etc.) that will provide real-time arrival and departure information. This includes electronic signage on-board ATN’s fleet, as well as at the bus stops and transportation hubs located within The Anaheim Resort.
ATID Transportation Component Fund Annual Report FY20/21 9
During May of FY 2016/2017, the ATN Board authorized th e work to commence to inst all on-board InfoTainment and Real-Time Passenger Information systems. ATN provided an update on the use of these funds (see Exhibit D).
By December 2017, 82 passenger information screens were installed on board the ART fleet of buses. ART system information started being available on these systems in January 2018. By July 2018, 50 on-board WiFi units were installed on the ART fleet dedicated to Core ART service routes 1 through 19 and 22 (not on the Toy Story Line – Route 20). This facilitates real-time information downloads and free network ac cess for ART patrons. In addition, 25 real-time “next bus” passenger information arrival signs at ART bus stops and East Esplanade are in the process of being installed, with East Esplanade improvements pendi ng the electrical engineer’s final approval. The final phase of the project will install Real -Time Passenger Informatio n Interactive Screens at the Disneyland® Resort’s Main Transportation Center. This phase of the project is still under development and is pending consideration of East Esplanade operations based upon COVID-19 and security re-design efforts.
Expenditures:
During FY 2016/2017, $1,250,000 of ATID Transportation funds were allocated for the project. A total of $1,066,396 has been expended through FY 2020/2021 ($242, 098 in FY 2020/2021) and the remaining balance is anticipated to be expended in the near-term.
ANAHEIM TRANSPORTATION NETWORK (ATN) – ACQUISITION OF 40 ZEBS FOR ART FLEET On September 24, 2018, the ATID Transportation Committ ee allocated $2,511,000 towards acquisition of 40 Zero Emission Buses ZEBs for ART Fleet operations.
Early in 2018, the ATN applied for and received funding from the California State Transp ortation Agency’s (CalSTA) Transit and Intercity City Rail Capital Program (TIRCP) whic h will allow ATN to electrif y 50 percent of its fleet and develop an energy storage and charging solution for ART services.
The total cost of the 40 ZEBs is $32,511,000, of which ATID will fund $2,511,000. ATN has also secured $30,000,000 from other sources including the TIRCP gran t ($22,600,000), Federal Transit Administration (FTA) funds/partnership with the City of Norwalk ($500,000) and HVIP State Credits Program ($6,900,000).
The new buses will replace a 20-year old fleet of Liquif ied Natural Gas (LNG) buses, purchased from the Orange County Transportation Authority. The new ZEB fleet will include ten 30-foot buses, twenty 40-foot buses and ten 60-foot articulated buses. AT N anticipates deploying the buses along its busiest routes in The Anaheim Resort.
This includes sixteen buses throughout The Anaheim Reso rt, including the ten articulated buses primarily along Harbor Boulevard and the Grant Plaza. Twenty-four buses are anticipated to serve the Toy Story lot.
ATN provided an update on the use of these funds (see Ex hibit D). A Purchasing Agreement between ATN and BYD was approved by the ATN Board of Directors at its Januar y 30, 2019, meeting. At the same meeting the ATN Board of Directors approved documentation with the Stat e of Georgia and Washington State Departments of Transportation (DOT) to exercise purchasing options to acquire 40 new ZEB buses for the ATN fleet. ATN completed the negotiation process with BYD in May 2019. Production of ATN buses, at BYD’s Lancaster facility, began in November 2019. In October 2020, ten (10) 30-foo t ZEB buses were delivered. In June 2021, twenty (20) 40 foot ZEB buses were delivered, an d the remaining ten (10) 60 foot ZE B buses are currently scheduled for delivery in March, 2022. The schedule fo r the delivery of the 10) 60 foot ZEB buses was highly impacted by COVID-
19. ATID Transportation Component Fund Annual Report FY20/21 10
Expenditures:
During FY 2017/2018, $2,511,000 of ATID Transportation funds were allocated for the project. During FY 2020/2021 a total of $1,875,000 wa s expended. The remaining balance is an ticipated to be ex pended within FY 2021/2022.
ANAHEIM TRANSPORTATION NETWORK (ATN) – FUNDING TO OPERATE ART BUS SERVICE IN ORDER FOR
THE ATN TO ELECTRIFY FLEET
In April 2018, ATN applied for and receiv ed a California State Transportation Ag ency’s (CalSta) Transit and Intercity City Rail Capital Program (TIRCP) grant to electrify more than 50 percent of its ART fleet and develop an energy storage and charging solution for ART vehicles.
The ATID Transportation Committee previously allocated $2,511,000 of ATID funds to the ATN to use as a local match towards the acquisition of 40 Zero Emission Buses (ZEBs) as part of the TIRCP grant. These buses are scheduled to be delivered by March, 2022.
The ATN also needs to provide $4,345,000 as a local matc h towards the development of the energy storage and charging system for the new ART ZEBs . To provide for this local match, the ATN requested $4,345,000 of ATID funds for operation of ART service, including charging th e new ZEBs when they arrive. This funding would allow the ATN to use its own existing operating and capital fund s to provide the required local match for development of the energy storage system.
The ATN requested half of the ATID funds in FY 2019/ 2020, with the remaining ATID funds allocated in FY 2020/2021.
Use of ATID transportation funds towards ATN’s ART operations is an eligible ATID expenditure. While use of ATID funds for development of the energy storage system is also an eligible ATID expenditure, those improvements would need to be constructed within the ATID boundaries . The ATN’s current facility is outside of the ATID boundaries. The ATN is also in the process of exploring re locating its facility to a pr operty outside of the ATID boundaries.
Expenditures:
During FY 2018/2019, $4,345,000 of ATID Transportation funds were allocated for the project. $2,172,500 was expended during FY 2019/2020 and another $2,172,500 was expe nded during FY 2020/21. As such all funds have now been expended.
ATN COVID-19 RECOVERY PLAN
On July 22, 2020, the ATID Transportation Committee allocated $850,000 to offset the anticipated 2020/2021 budget shortfall in farebox recovery for the first six mo nths of ATN’s fleet re-deployment. Due to the COVID-19 pandemic and subsequent declarations by California Go vernor Gavin Newsom, ATN was required to cease most operations. The shutdown in services had a dramatic im pact on ATN’s revenue projections, including farebox recovery and ATN member assessments. As ATN prepared to re-establish service, it anticipated limited demand for service, and therefore revenues. As such, the ATID Transp ortation Committee made this allocation, in addition to a subsequent February 11, 2021 allocation of $250,000, in order to as sist ATN with anticipated farebox recovery shortfalls, as it reinitiated services. The funding was pr ovided with the stipulation that a re-payment plan be ATID Transportation Component Fund Annual Report FY20/21 11
evaluated by the ATID Transportation Committee. On February 11, 2021, the ATID Transportation Committee deemed the allocation of these funds to be grants, and as such deemed that repaym ent of the AITD allocations was not required.
Expenditures:
As noted above, ATID funds for ATN’ s COVID-19 Recovery Plan were allocated during FY 2020/2021 ($850,000 in July, 2020 and $250,000 in February, 2021) and were expended by the end of the FY. As such this this effort is now deemed to be complete.
MAYOR’S TRANSIT TASK FORCE
On June 4, 2019, the City Council ad opted Resolution No. 2019-052, expressing support for the study of a fresh look at a transit connection between The Anaheim Resort and the Platinum Triangle. This Resolution allows the City to consider transit technologies and designs that provide for quick and easy loading of passengers, defined minimum hours of operation and frequency, with supplemen tal service to serve peak periods for before and after events; and consideration of how the transit option would help alleviate traffic congestion and improve the mobility for passengers. It also calls for the initial pha se of any transit option to include an east/west minimum defined route connecting The Anaheim Resort and the Plat inum Triangle, with stops at the Anaheim Convention Center and the Anaheim Regional Transportation Intermodal Center (ARTIC). The Resolution also rescinds two previous City Council Resolutions expressing opposition to streetcar systems in the City of Anaheim in order to allow all transit options, including updated streetcar techno logy, to be evaluated. At that meeting, Mayor Sidhu also established the Mayor’s Transit Option Task Force to start exploring potential transit solutions.
As transportation and mobility technology continue to ev olve, there is an opportunity to evaluate a variety of transit options that could move residents, employees, and guests quickly between The Anaheim Resort and the Platinum Triangle without being delayed by traffic and at a lower cost than previously analyzed. This includes existing and emerging technologies such as battery operated and trackless streetcar systems.
Three meetings of the Task Force were held between Se ptember 2019 to February 2020 and included discussions on transit goals, potential routes, operations & mainte nance requirements, ridership forecasting methodologies, case studies of comparable projects (i ncluding costs and implementation schedule). The next steps for this effort will include establishing subcommittees to work thro ugh various pieces of the project. The goal for the subcommittees will be to better define the needs and goals of the project which would inform the Task Force and aid them in the selection of a technology and route for the transit connector. The initial Task Force schedule had the Task Force completing activities for reviewing transi t mode options and defining the project for further study by the end of the second quarter of 2020. This schedule ha s been disrupted by COVID-19 and will need to be re- assessed. The Project currently remains on hold.
Expenditures:
Funds were allocated during FY 2019/2020, $350,000 of ATID Tr ansportation funds were allocated for this project.
A total of $85,412 has been expended th rough FY 2020/2021 and the remainder of the allocation will be processed once the project resumes.
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84 Zaby's MotorLodge 444 WKatellaAve 92802 Ͳ3694 Anaheim AnaheimTourismImprovementDistrictͲParticipatingProperties Number Hotel List Address Zip Code City
1A l a m o InnandSuite 1140 WKatellaAve 92802 Ͳ2805 Anaheim 2 Alpine Motel 715 WKatellaAve 92802 Anaheim
3 America's BestInnsandSuites 425 WKatellaAve 92802 Anaheim 4 Anabella Hotel 1030 WKatellaAve 92802 Anaheim
5 Anaheim CamelotInnandSuites 1520 SHarborBlvd 92802 Anaheim 6 Anaheim CarriageInn 2125 SHarborBlvd 92802 Ͳ3515 Anaheim 7 Anaheim CourtyardbyMarriott 2045 S.HarborBoulevard 92802 Anaheim 8 Anaheim DelSol 1604 SHarborBlvd 92802 Ͳ2314 Anaheim 9 Anaheim DesertInnandSuitesͲDisneyland 1600 SHarborBlvd 92802 Anaheim 10 Anaheim DesertPalmsHotelandSuites 631 WKatellaAve 92802 Anaheim 11 Anaheim DiscoveryInn&Suites 1126 WKatellaAve 92802 Anaheim 12 Anaheim HarborRVPark,L.P. 1009 S.HarborBlvd 92805 Anaheim 13 Anaheim LuxurySuites 620 WOrangewoodAve 92802 Anaheim 14 Anaheim Marriott 700 WConventionWay 92802 Anaheim 15 Anaheim OverniteTrailerPark 2156 S.HarborBlvd 92802 Anaheim 16 Anaheim PlazaHotelandSuites 1700 SHarborBlvd 92802 Ͳ2375 Anaheim 17 Anaheim RodewayInnMaingate 1211 SWestPlace 92802 Anaheim 18 Anaheim RVVillage 333 W.BallRoad 92805 Anaheim
19 Arena Inn&Suites 130 WKatellaAve 92802 Ͳ3602 Anaheim 20 Ayres Hotel 2550 EKatellaAve 92806 Anaheim
21 Best WesternAnaheimInn 1630 SHarborBlvd 92802 Anaheim 22 Best WesternCourtesyInn 1070 WBallRd 92802 Ͳ1804 Anaheim 23 Best WesternParkPlaceInnandMiniSuites 1544 SHarborBlvd 92802 Anaheim 24 Best WesternRafflesInn&Suites 2040 SHarborBlvdAnaheim 92802 Anaheim 25 Best WesternStovall'sInn 1110 WKatellaAve 92802 Anaheim 26 Best WesternͲPavillions 1176WKatellaAve 92802 Anaheim 27 Budget Inn 1042 WBallRd 92802 Ͳ1804 Anaheim
28 Candy CaneInn 1747 SHarborBlvd 92802 Anaheim
29 Carousel InnandSuites 1530 SHarborBlvd 92801 Anaheim 30 Castle Inn 1734 SHarborBlvd 92802 Ͳ2374 Anaheim
31 Clarion HotelAnaheimResort 616 WConventionWay 92802 Anaheim 32 Classic Motel 909 S.HarborBlvd. 92805 Anaheim
33 Comfort InnMaingate 2171 SHarborBlvd 92008 Anaheim 34 Comfort SuitesͲAnaheim 300 EKatellaWay 92802 Anaheim 35 Cortona InnandSuites 2029 SHarborBlvd 92802 Anaheim 36 Days Inn&SuitesAnaheimatDisneyland 1111 SHarborBlvd 92805 Anaheim 37 Days InnAnaheimWest 1030 WBallRd 92802 Anaheim 38 Disneyland Hotel 1150 WMagicWay 92802 Anaheim
39 Disney's GrandCaliforniaHotelandSpa 1600 SDisneylandDr 92803 Anaheim 40 Disney's ParadisePierHotel 1717 SDisneylandDr 92802 Anaheim 41 Dolphin's Cove 465 W.OrangewoodAve 92802 Anaheim 42 Doubletree GuestSuitesAnaheimResort/ConCtr 2085 SHarborBlvd 92802 Anaheim 43 Eden RocInn&Suites 1830 SWestSt 92802 Anaheim 44 Extended StayAmericaAnaheimConventionCenter 1742 SClementineSt 92802 Anaheim 45 Fairfield InnAnaheimDisneylandResort 1460 SHarborBlvd 92802 Anaheim 46 Frontier Motel 933 S.HarborBlvd. 92805 Anaheim
47 Greenwood Suites 1733 SAnaheimBlvd 92805 Anaheim 48 Hacienda Inn&Suites 2176 SHarborBlvd 92802 Anaheim 49 Hilton Anaheim 777 WConventionWay 92802 Anaheim
50 Holiday InnAnaheimResort 1915 SManchesterAve 92802 Anaheim 51 Holiday InnExpressͲMaingate 435 WKatellaAve 92802 Anaheim 52 Holiday InnHotelandSuites 1240 SWalnutSt 92802 Anaheim 53 HotelMenage 1221SHarborBlvd 92805 Anaheim
54 Howard JohnsonPlazaHotel 1380 SHarborBlvd 92802 Anaheim 55 Islander InnandSuites 424 WKatellaAve 92802 Anaheim 56 Jolly RogerInn 640 WKatellaAve 92802 Ͳ3499 Anaheim 57 La QuintaInn&Suites 1752 SClementineSt 92802 Anaheim 58 Little BoyBlueMotel 416 WKatellaAve 92802 Ͳ3697 Anaheim 59 Motel 6 100 WDisneyWay 92802 Anaheim
60 Park VueInn 1570 SHarborBlvd 92802 Anaheim
61 Peacock SuitesHotel 1745 SAnaheimBlvd 92805 Ͳ6518 Anaheim 62 Portofino InnandSuites 1831 SHarborBlvd 92782 Anaheim 63 Quality Inn&SuitesAnaheim 1166 WKatellaAve 92802 Anaheim 64 Quality InnandSuitesAnaheimResort 1441 SManchesterAve 92802 Anaheim 65 Quality InnMaingate 2200 SHarborBlvd 92802 Anaheim 66 Ramada attheAnaheimConventionCenter 2141 SHarborBlvd 92802 Anaheim 67 Ramada Inn 515 WKatellaAve 92805 Anaheim
68 Ramada InnMaingate 1650 SHarborBlvd 92802 Anaheim 69 Ramada LimitedAnaheim 921 SHarborBlvd 92805 Anaheim 70 Red LionHotelAnaheimMaingate 1850 S.HarborBlvd 92802 Anaheim 71 Residence InnAnaheimMaingate 1700 SClementineSt 92802 Anaheim 72 Riviera Motel 410 WKatellaAve 92802 Anaheim
73 Rodeway Inn&Suites 2145 SHarborBlvd 92802 Anaheim 74 Sheraton AnaheimHotel 900 SDisneylandDr 92802 Anaheim 75 Sheraton ParkHotelattheAnaheimResort 1855 SHarborBlvd 92802 Anaheim 76 Staybridge Suites 1855 S.ManchesterAve. 92802 Anaheim 77 Super 8MotelAnaheimNearDisneyland 415 WKatellaAve 92802 Ͳ3607 Anaheim 78 Super 8ͲANAHEIMPark 915 SDisneylandDr 92802 Anaheim 79 Towne PlaceSuitesbyMarriott 1730 SStateCollegeBlvd 92806 Anaheim 80 TravelodgeͲAnaheim 1057 WBallRd 92802 Anaheim
81 Travelodge ͲInternationalInn 2060 SHarborBlvd 92802 Anaheim 82 Tropicana InnandSuites 1540 SHarborBlvd 92802 Ͳ2312 Anaheim 83 Worldmark TheClub 201W.KatellaAve 92802 Anaheim
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EXHIBIT C
DATE: FEBRUARY 16, 2022
TO: ANAHEIM TOURIST IMPROVEMENT DISTRICT
TRANSPORTATION DISTRICT
FROM: DIANA KOTLER
EXECUTIVE DIRECTOR
RE: PROJECT STATUS REPORT
The Anaheim Transportation Network (ATN) is submi tting a status report for three active and three completed projects funded by Anaheim Tourism Improvem ent District (ATID) Transportation Committee.
Each active project is discussed below.
1. Real-Time Passenger Information System ($1,250,000)
The Real-Time Passenger Information System included several components that are in various stages of deployment. Table 1 provides a status summary:
TABLE 1: REAL-TIME PASSENGER INFORMATION SYSTEM STATUS UPDATE No. DESCRIPTION STATUS
1 Global Positioning System (GPS) Upgrade and Wi-Fi
installation in Anaheim Resort Transportation (ART) bus fleet
- install 82 passenger information screens on board
ART fleet
Completed December 2017
2 Infotainment System for ART bus fleet - install 50 on- board Wi-Fi units Completed July 2018
3 Real-Time Passenger Information at ART bus stops in
The Anaheim Resort® and Disneyland® Resort East
Esplanade - design and permitting of 25 real-time “next bus” passenger information arrival signs. ATN
experienced delays with permitting, however
installation of the signs began in December 2019.
Installation in Anaheim Resort
completed January 2020
Installation at East Esplanade in final
phases of approval by Disneyland’s
electrical engineer
4 Real-Time Passenger Information Interactive Screens.
Design and approval of ART 25 real-time “next bus”
passenger information arrival signs at Disneyland®
Resort Main Transportation Center.
Project still under development.
Pending consideration of East
Esplanade operations based on
Covid-19 and security re-design.
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Funding accountability for the Real-Time Passenger Information System is provided in Table 2.
TABLE 2: ATID REAL-TIME PASSENGER INFORMATION SYSTEM FUNDING SUMMARY TASK STATUS ATID Funding
Global Positioning System (GPS) Upgrade and
Wi-Fi installations in Anaheim Resort
Transportation (ART) bus fleet
Completed $34,978
Infotainment System for ART bus fleet Completed $604,204 Real-Time Passenger Information signs at ART
bus stops and East Esplanade Completed $451,196
Real-Time Passenger Information Interactive
Screens In progress 159,622
TOTALS $1,250,000
2. Zero Emission Buses – 40 Buses of Various Sizes ($2,511,000)
ATN continues to receive a fleet of forty Zero Emissi on Buses (ZEB) from BYD Motors USA as part of the #ElectrifyAnaheim initiative. To date, ATN received 30 ZEBs buses:
TABLE 3: ZEB BUS FLEET DELIVERY STATUS
BUS
TYPE
ORDERED QUANTITY DATE
DELIVERY
30-foot Low Floor Bus 10 October 2020
40-foot Low Floor Bus 20 June 2021
60-foot Low Floor Bus 10 March 2022
Project Delivery Summary
Production of these 40 buses began at BYD USA facility in Lancaster CA in November 2019 Delivery of buses began in mid-October 2020 and will be completed by December 2021
Receipt of Ten (10) 30’ Electric Buses completed in October 2020 Receipt of Twenty (20) 40’ Electric Buses completed in June 2021 Receipt of Ten (10) 60’ Articulated Electric Buses expected in March 2022. Delayed occurred due to Covid-19 outbreak and closure of the manufacturing facility through mid-February 2022
3. Anaheim Resort Transportation (ART) Bus Service Operation Funds ($4,345,000)
With receipt of Transit and Intercity Capital Rail Program (TIRCP) funding from the California State Transportation Agency (CalSTA), ATN requested to use ATID funds for operational funds for ART service.
The use of this ATID funds was appropriated to the AT N to assist with service operations and to allow for availability of ATN funds for the construction of the new, state-of-the-art ZEB operations and maintenance facilities on Claudina Street and Manchester Avenue.
ATN received approval from the City of Anaheim to begin construction on Claudina Street. Site plan approvals from Manchester Avenue are under review. In addition, ATN entered into a 20-year Power Purchase Agreement with Amply Power for build-out of charging infrastructure and the solar energy generation system.
ATN submitted plans to the City of Anaheim and is aw aiting approval and issuance of grading and building permits. Meanwhile, final negotiations of the Project Labor Agreement (PLA) with
Los Angeles/Orange County Building and Construction Trades Council are nearing completion. Execution of the PLA should coincide with the issuance of permits from the City of Anaheim by the end of September 2021.
In addition, ATN received $5.0 million in funding fr om the California Energy Commission (CEC) and $1.95 million in SGIP funding to build solar, battery stor age, charge management and MicroGrid systems at the new facilities. ATN finalized grant agreements and in corporated construction of these systems with the building of the Claudina and Manchester facilities.
TABLE4: REQUEST FOR REIMBURSEMENT SUMMARY – OPERATING FUNDS
REIMBURSEMENT
NO. RFR AMOUNT DRAWDOWN OF ATID FUNDS
STATUS
1 (FY19/20) $580,599.82 $3,764,400.18 July 2019 contract labor 2 (FY19/20) $470,123.58 $3,294,276.60 August 2019 contract labor 3 (FY19/20) $622,852.85 $2,671,423.75 September 2019 contract labor 4 (FY19/20) $498,923.75 $2,172,500.00 October 2019 contract labor 5 (FY20/21) $2,172,500.00 $2,172,500.00 Nov19-Feb20 contract labor
Design of Claudina facility is complete and City of Anaheim issued grading permit to begin construction of Claudina bus charging facility.
ATN is working with Uprite and Ware Malcolm on th e submittal of a development application for the Manchester Site. Final technical reports were submitted to the City of Anaheim Public Works Department.
CEQA Notice of Exemptions is in the preparation and is slated for consideration of Anaheim Planning Commission on March 28, 2022.