Strategic Plan Anaheim
2024-2034
April 2024
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Strategic Plan Anaheim 2024-2034 April 2024
Prepared for the City of Anaheim by
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Strategic Plan Anaheim 2024-2034 April 2024
Table of Contents
City Council ................................ ................................ ................................ ................................ ....... 1 Executive Summary ................................ ................................ ................................ ............................ 2 Strategic Plan Overview................................ ................................ ................................ ...................... 3 Vision, Mission and Values ................................ ................................ ................................ ................. 4 Opportunities and Challenges ................................ ................................ ................................ ............. 5 Multi-Year Goals ................................ ................................ ................................ ................................ 6 Top City Council Priorities ................................ ................................ ................................ .................. 7 Goal A. Maintain Financial Responsibility................................ ................................ ............................. 8 Goal B. Enhance Livability ................................ ................................ ................................ ................... 9 Goal C. Invest in Infrastructure and Amenities................................ ................................ .................... 10 Goal D. Foster a High-Performing Organization ................................ ................................ .................. 11 Goal E. Support Public Safety ................................ ................................ ................................ ............ 12 Goal F. Economic Development and Tourism................................ ................................ ...................... 13 Progress Updates ................................ ................................ ................................ ............................ 14 Conclusion ................................ ................................ ................................ ................................ ...... 15
City Council Page 1
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Strategic Plan Anaheim 2024-2034 April 2024
City Council
Mayor
Ashleigh E. Aitken
Mayor Pro Tem
Norma Campos Kurtz
Council Member
Jose Diaz
Council Member
Carlos A. Leon
Council Member
Natalie Rubalcava
Council Member
Stephen J. Faessel
Council Member
Natalie Meeks
Executive Summary Page 2
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Strategic Plan Anaheim 2024-2034 April 2024
Executive Summary
Strategic Planning Guidance
Provided By
• Anaheim City Council
• City Manager Jim Vanderpool
• Assistant City Manager Greg Garcia
• Deputy City Manager/Planning and
Building Director Ted White
• City Attorney Rob Fabela
• City Clerk Theresa Bass
• Community Services Director Sjany
Larson-Cash
• Convention, Sports, and
Entertainment Executive Director
Tom Morton
• Economic Development Director
Sergio Ramiez
• Finance Director/City Treasurer
Debbie Moreno
• Fire Chief Patrick Russell
• Housing and Community
Development Director Grace
Ruiz-Stepter
• Human Resources Director Linda
Andal
• Police Chief Rick Armendariz
• Public Utilities General Manager
Dukku Lee
• Public Works Director Rudy Emami
• Senior Administrative Analyst
Alyssa D. Guerrero
Strategic Plan Anaheim sets a vision, mission and values and charts goals, priorities and strategies for our City in the next 10 years.
The plan is the result of months of community engagement and feedback, extensive employee input, analysis of City departments, an overview of community and city demographics and extensive guidance from the City Council.
The process has broadened our thinking about priorities while also reaffirming our focus on what’s important for our community.
Strategic Plan Anaheim has helped our community and organization come together around what is important to us and how to work together to meet shared goals and priorities.
Stemming from a range of great ideas, our community, City Council, and organization are united around a core set of goals:
• Maintaining City fiscal responsibility
• Enhancing livability for our neighborhoods
• Investing in infrastructure and amenities
• Fostering a high-performing City organization
• Supporting public safety
• Promoting economic development and tourism
We will pursue these goals guided by a vision:
Anaheim is a dynamic city that offers opportunity for all to thrive.
I want to thank our City Council for engaging us in a productive process and for embracing Strategic Plan Anaheim.
Respectfully,
Jim Vanderpool
City Manager
Strategic Plan Overview Page 3
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Strategic Plan Anaheim 2024-2034 April 2024
Strategic Plan Overview
A strategic plan is a living document
and a framework that is adjusted
based on the current, evolving
needs of the community.
The vision sets the focus for the future. It is a statement of where the organization wants to be.
The mission states the purpose of the organization and what the organization stands for. Values guide the behaviors and set expectations for how customers should be treated.
Goals are closely aligned with the vision and state the desired outcomes to be achieved. These areas provide strategic focus for what the organization will do. Council priorities help City leaders decide which of the many worthy projects should be done and when within available resources.
Strategies are the means to achieve desired outcomes for each strategic focus area. They articulate how the organization will pursue outcomes. Strategies generally include broad areas to pursue rather than individual projects.
Routine and regular progress reporting ensures the strategies are tracked as the City works toward accomplishing the established goals.
Strategic Plan
Framework
Vision,
Mission
and Values
Multi-Year
Goals
Council
Priorities
Strategies
Progress
Reporting
Vision • Mission • Values Page 4
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Strategic Plan Anaheim 2024-2034 April 2024
Vision • Mission • Values
Vision This is an aspirational statement that guides our work on behalf of the residents, businesses and visitors of Anaheim.
Anaheim is a dynamic city that offers opportunities for all to thrive.
Mission This is a statement of how and why we serve the public We deliver exceptional City services that provide a high-quality of life for residents, a thriving environment for businesses and a welcoming atmosphere for visitors.
Values
In all we do as the City of Anaheim, these six values shall be demonstrated. In so doing, Anaheim will attain the best version of itself.
Service. We provide timely, useful service to our community and to our colleagues by working together with competence and professionalism.
Integrity. We uphold integrity by fearlessly doing the right thing, with guidance from our values and accountability for our actions.
Collaboration. We work in collaboration knowing results are a team effort that yield the best results, whether across City departments or working with our community.
Leadership. We show leadership by living our values, being accountable and doing and defending what is right.
Respect. We respect community members, coworkers, and all we encounter by listening and working in partnership.
Innovation. We are always working to make Anaheim better by improving how we work and by welcoming ideas as we seek lasting impacts to community and organizational concerns.
Opportunities and Challenges Page 5
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Strategic Plan Anaheim 2024-2034 April 2024
Opportunities and Challenges
Anaheim has many strengths and
opportunities as well as
challenges.
Strengths
• Dedicated and talented staff
• Collaboration among City departments
• Engaged, vibrant and diverse community
• Destination city
• Safe and family oriented
• Resilient
• Award-winning library
• Options for events and entertainment
• Parks and open space
Opportunities
• Increasing General Fund revenues
• Reimaging major commercial corridors
• 2026 World Cup and 2028 Olympics
• Community engagement
• Significant private sector investments
• Youth and senior facilities and programs
• Address blight in neighborhoods and
commercial areas
• Investment in The Anaheim Resort
Challenges
• Homelessness
• Fiscal sustainability
• Affordable housing
• Forging a sense of identity
• Diversify the economic base
• Negative perceptions of City Hall
• Staff turnover
• Lack of open/green space
• Needed infrastructure improvements and
maintenance
Multiyear Goals Page 6
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Strategic Plan Anaheim 2024-2034 April 2024
Multiyear Goals
Strategic Plan Anaheim has six multiyear goals. Each goal has an associated set of strategies for success over the life of the Strategic Plan. They have been updated during this process to reflect the City’s plans for the next 10 years.
Goal A: Maintain Fiscal Responsibility
Goal B: Enhance Livability
Goal C: Invest in Infrastructure and Amenities
Goal D: Foster a High-Performing
Organization
Goal E: Support Public Safety
Goal F: Promote Economic Development and
Tourism
Top City Council Priorities Page 7
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Strategic Plan Anaheim 2024-2034 April 2024
Top City Council Priorities
The City Council held a strategic planning session on February 10, 2024, with a “dot voting” exercise to select priorities for years 1 to 2 and Years 3 to 5 of Strategic Plan Anaheim. The 15 priorities listed below are in order of the total dots received. These priorities are intended to convey the Council’s collective top areas of focus for the first five years of the Strategic Plan Anaheim. The goal and strategy references in the left column correspond to those listed in subsequent pages.
• Address neighborhood and commercial blight.Goal B, Strategy 1 • Create and implement an economic development strategic plan.Goal F, Strategy 5 • Develop a Master Plan for the Downtown City Civic Center, which includeds City Hall, public safety center, community center, library and public parking.Goal C, Strategy 3 • Seek opportunities to underground Southern California Edison lines along major corridors.Goal C, Strategy 7
• Identify potential new funding sources/revenue to increase City revenues to maintain and enhance services.Goal A, Strategy 1
• Create a plan for responsible use of bond Lease Payment Measurement Revenues, also known as LPMR.Goal A, Strategy 4
• Expand community engagement and communication opportunities through outreach.Goal B, Strategy 5
• Improve, enhance, beautify and maintain major street corridors.Goal C, Strategy 4 •Expand our professional development program for departments to build a pipeline of talent and support professional growth.Goal D, Strategy 1 • Build Fire Station No. 12 in the Platinum Triangle.Goal E, Strategy 3 • Create and maintain centers dedicated to senior programming and senior benefits.Goal C, Strategy 1
• Develop a mobility plan to connect major attractions within the city.Goal C, Strategy 5 • Address the future of Angel Stadium of Anaheim and the surrounding property.Goal F, Strategy 2 • Develop strategies to stabilize and expand affordable, workforce and home ownership housing options for low-income residents.Goal B, Strategy 2 • Conduct a feasibility study for a sports complex facility with indoor and outdoor spaces to support sports and sports tourism.Goal C, Strategy 2 Goal A. Maintain Financial Responsibility Page 8
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Strategic Plan Anaheim 2024-2034 April 2024
Goal A. Maintain Financial Responsibility
Strategies 1 to 2
Years
3 to 5
Years
5 to 10
Years
1. Identify potential new funding sources/revenue to increase City revenues to maintain and enhance services.
2. Continue proactive pursuit of state and federal grant funds. ongoing
3. Modernize development impact fees.
4. Create a plan for responsible use of Lease Payment
Measurement Revenues, or LPMR.
5. Develop a strategy to maximize disposition of former Redevelopment Agency properties.
6. Re-examine appropriate General Fund and internal fund reserve balances to ensure sufficient for future catastrophic events.
ongoing
Goal Statement
Support financial health through long-
term planning, budgeting, cost recovery,
and increased revenue.
Goal B. Enhance Livability Page 9
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Strategic Plan Anaheim 2024-2034 April 2024
Goal B. Enhance Livability
Strategies 1 to 2
Years
3 to 5
Years
5 to 10
Years
1. Address neighborhood and commercial blight.
2. Develop strategies to stabilize and expand affordable, workforce, and home ownership housing options for low-income residents.
3. Generate bold ideas to improve citywide livability, urban design, housing and transportation.
4. Conduct and implement a needs assessment for youth and seniors
5. Expand community engagement and communication opportunities through outreach.
6. Update the General Plan and zoning code to meet current needs.
7. Expand mobile services to better serve the community.
8. Update City website to enhance community engagement by improving ease of access of quality information.
9. Maintain and expand services to address homelessness and its impacts.
10. Seek partnerships to fund and implement the public art program.
Goal Statement
Create an Anaheim where neighborhood
quality of life needs are proactively
identified and addressed.
Goal C. Invest in Infrastructure and Amenities Page 10
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Strategic Plan Anaheim 2024-2034 April 2024
Goal C. Invest in Infrastructure and Amenities
Strategies 1 to 2
Years
3 to 5
Years
5 to 10
Years
1. Create and maintain centers for senior programming and benefits.
2. Conduct a feasibility study for a sports complex facility with indoor and outdoor spaces to support sports and sports tourism.
3. Develop a Master Plan for the Downtown City Civic Center, which includes city hall, public safety center, community center, library and public parking.
4. Improve, enhance, beautify, and maintain major street corridors.
5. Develop a mobility plan to connect major attractions.
6. Explore options to help mitigate neighborhood parking shortages.
7. Seek opportunities to underground Southern California Edison lines along major corridors.
8. Invest in the expansion and maintenance of the paving program to achieve a pavement conditions index (PCI) of 75+/-.
9. Promote drought-tolerant landscaping through sustained, enhanced rebates that target non-functional turf that meets state compliance requirements.
10. Research the creation of new parks on Edison easements.
11. Review and implement the Parks Master Plan.
12. Review the potential for a public pool and other indoor and outdoor public spaces.
13. Address deferred and ongoing maintenance needs. ongoing
14. Improved digital connectivity for residents and businesses.
Goal Statement
Plan for future facilities, amenities, and
infrastructure to benefit all of Anaheim,
and promote the effective use of existing
facilities through maintenance and repair.
Goal D. Foster a High-Performing Organization Page 11
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Strategic Plan Anaheim 2024-2034 April 2024
Goal D. Foster a High-Performing Organization
Strategies 1 to 2
Years
3 to 5
Years
5 to 10
Years
1. Expand our professional development program for departments to build a pipeline of new talent and support professional growth.
2. Demonstrate a commitment to employees’ careers through a mentoring program and cross-training opportunities.
3. Implement the comprehensive classifications and compensations study to attract and retain quality employees.
4. Strengthen organization culture by redefining and promoting the “Anaheim Way.”
5. Integrate diversity, equity, and inclusion principles into employee development and training.
6. Reestablish advanced degree programs for City employees.
7. Assess current technology to identify gaps and needs within City operations to better serve the community.
8. Form an innovation team to identify ways to reduce waste and expenditures and break down barriers for improved efficiencies.
9. Explore the potential of creating a City Health Department.
Goal Statement
Create a strong team of dedicated
employees who support the community
through a commitment to local
government best practices, and employee
development, support and retention.
Goal E. Support Public Safety Page 12
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Strategic Plan Anaheim 2024-2034 April 2024
Goal E. Support Public Safety
Strategies 1 to 2
Years
3 to 5
Years
5 to 10
Years
1. Develop a plan for a new police headquarters.
2. Plan for an additional Fire Station No. 13.
3. Build Fire Station No. 12 in the Platinum Triangle.
4. Fully implement the public safety real-time crime center.
5. Assess the City’s emergency preparedness capabilities, resources, and tools, and implement changes as needed to ensure the City is properly positioned to respond to disasters.
6. Upgrade and expand the Citywide camera network including traffic signals and facility security cameras.
7. Identify ways to reduce police and fire response times.
8. Explore the potential for a police training facility.
Goal Statement
Implement a broad range of strategies to
ensure Anaheim is a safe city.
Goal F. Promote Economic Development and Tourism Page 13
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Strategic Plan Anaheim 2024-2034 April 2024
Goal F. Promote Economic Development and
Tourism
Strategies 1 to 2
Years
3 to 5
Years
5 to 10
Years
1. Explore opportunities to maximize the benefits of the 2026 World Cup and the 2028 Olympics.
2. Address the future of Angel Stadium and the surrounding property.
3. Continue to expand Anaheim Canyon as an innovation district and economic engine.
4. Expand support of small and micro businesses.
5. Create and implement an economic development strategic plan.
6. Form partnerships with local businesses to address workforce development.
7. Develop a plan to attract new major investments in the city.
8. Explore the opportunity for establishing Business Improvement Districts.
9. Explore options to modify the Anaheim Tourism Improvement District.
10. Provide business assistance by establishing a working capital revolving loan program.
Goal Statement
Pursue strategic economic development
initiatives that attract and retain
businesses, promote job creation, and
provides a strong, diverse local economy
for Anaheim.
Progress Updates Page 14
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Strategic Plan Anaheim 2024-2034 April 2024
Progress Updates
Implementation Action Plan
An Implementation Action Plan will accompany Strategic Plan Anaheim as an operational workplan and management tool used and updated by the City Manager and City team. It will contain the starting year and lead person assigned for each strategy. Timelines may be adjusted based on changing priorities, budget, and personnel availability.
Reporting
Progress reports on the specific goals and strategies of the Strategic Plan Anaheim will be provided regularly to the City Council. Periodic status reports on specific items will also be provided. As applicable and relevant items are presented to Council, agenda staff reports will include Strategic Plan Anaheim references to goals and strategies being implemented.
Conclusion Page 15
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Strategic Plan Anaheim 2024-2034 April 2024
Conclusion
Strategic Plan Anaheim is a roadmap to guide the work of the City of Anaheim for the 10 years from fiscal year 2024-25 through fiscal year 2033-34.
The plan articulates the vision, mission, and values of the City and establishes a set of goals, priorities, and strategies for the future.
The plan will be reviewed and updated periodically as we accomplish our priorities and as needs change.
Anaheim is committed to continuing collaboration with our residents, businesses, visitors and staff in achieving the goals in this Strategic Plan.
Thank you to everyone who took part in building a
better Anaheim through Strategic Plan Anaheim.