200 S. Anaheim Blvd.
Suite 733
Anaheim, CA 92805
Tel: (714) 765-5162
Fax: (714) 765-5164
www.anaheim.net
CITY COUNCIL AGENDA REPORT
City of Anaheim
CITY MANAGER’S OFFICE
DATE: MAY 13, 2025
FROM: CITY MANAGER’S OFFICE
SUBJECT: STRATEGIC PLAN ANAHEIM 2024-2034: ANNUAL UPDATE ATTACHMENT (Y/N): YES ITEM # 28
GOVERNMENT CODE § 84308 APPLIES: NO
RECOMMENDATION:
That the City Council, by Motion, receive a progress report on Strategic Plan Anaheim 2024-2034 and provide staff direction as needed.
DISCUSSION:
At the request of the City Council, this item was continued from the April 22, 2025 meeting before it was presented for consideration so that the Mayor could be present for the discussion.
On April 2, 2024, the City Council adopted Strategic Plan Anaheim 2024-2034 (Attachment 1) following a year-long community and stakeholder engagement process. The Strategic Plan articulates the vision, mission, and values of the City, and establishes a set of goals, priorities, and strategies to help guide and manage the work of the City. A key component of the strategic plan is periodic progress reporting to ensure strategies are tracked and completed. This is the first annual progress report and update.
The Strategic Plan has six multiyear goals. Each goal has an associated set of strategies for success over the life of the Strategic Plan. Each strategy has a timeframe based on City Council’s priorities. The timeframes consist of the following categories: 1-2 Years, 3-5 Years, and 5-10 Years. The following 21 strategies are identified as Year 1-2 strategies:
Goal A: Maintain Fiscal Responsibility
Strategy 1: Identify potential new funding sources/revenue to increase City revenues to maintain and enhance services.
Strategy 4: Create a plan for responsible use of bond Lease Payment Measurement Revenues, also known as LPMR.
Goal B: Enhance Livability
Strategy 1: Address neighborhood and commercial blight.
Strategic Plan Anaheim 2024-2034 – Progress Report
May 13, 2025
Goal B: Enhance Livability (Cont.)
Strategy 2: Develop strategies to stabilize and expand affordable, workforce and home ownership housing options for low-income residents.
Strategy 4: Conduct and implement a needs assessment for youth and seniors. Strategy 5: Expand community engagement and communication opportunities through outreach.
Strategy 9: Maintain and expand services to address homelessness and its impacts.
Goal C: Invest in Infrastructure and Amenities
Strategy 1: Create and maintain centers dedicated to senior programming and senior benefits.
Strategy 2: Conduct a feasibility study for a sports complex facility with indoor and outdoor spaces to support sports and sports tourism.
Strategy 3: Develop a Master Plan for the Downtown City Civic Center, which includes city hall, public safety center, community center, library and public parking. Strategy 4: Improve, enhance, beautify, and maintain major street corridors. Strategy 5: Develop a mobility plan to connect major attractions.
Goal D: Foster a High-Performing Organization
Strategy 1: Expand our professional development program for departments to build a pipeline of new talent and support professional growth. Strategy 3: Implement the comprehensive classifications and compensations study to attract and retain quality employees.
Strategy 5: Integrate diversity, equity and inclusion principles into employee development and training.
Goal E: Support Public Safety
Strategy 3: Build Fire Station No. 12 in the Platinum Triangle. Strategy 4: Fully implement the public safety real-time crime center.
Goal F: Promote Economic Development and Tourism
Strategy 1: Explore opportunities to maximize the benefits of the 2026 World Cup and the 2028 Olympics.
Strategy 2: Address the future of Angel Stadium and the surrounding property. Strategy 5: Create and implement an economic development strategic plan. Strategy 9: Explore options to modify the Anaheim Tourism Improvement District.
The city has made meaningful progress and/or completed a significant number of strategies in the first year of strategic plan implementation. A few of the highlights are listed below:
Launched an interdepartmental “Quality of Life” Task Force to address impacts of homelessness; and, implemented pro-active code enforcement on commercial corridors. (Goal B, Strategy 1 and Strategy 9)
Created the Anaheim Housing Trust; adopted an Inclusionary Housing ordinance; and created a grant-funded Livability Lab in the Housing and Community Development Department to explore and develop housing affordability tools and programs. (Goal B, Strategy 2)
Strategic Plan Anaheim 2024-2034 – Progress Report
May 13, 2025
Completed the Anaheim Youth & Families and Older Adults Needs Assessment Report. (Goal B, Strategy 4)
Increased staffing levels to enhance older adult programs and services at various locations. (Goal C, Strategy 1)
Continued Rebuild Beach improvement and beautification projects, including completion of the relinquishment process with Caltrans; undergrounding of utility lines; and installation of new landscape improvements in medians. (Goal C, Strategy 4) Completed Phase 1 of the comprehensive Classifications and Compensation program. (Goal D, Strategy 3)
Began construction of Fire Station 12 in the Platinum Triangle (Goal E, Strategy 3) Expanded capabilities of the Real Time Crime Center (RTCC) at the Anaheim Police Department. (Goal E, Strategy 4)
Supported efforts to bring Olympic volleyball to the Honda Center as part of LA28; and formed a 2026 World Cup and 2028 Olympics working group to coordinate promotional and tourism opportunities for both events. (Goal F, Strategy 1) Conducted educational briefings with City Council and Angels Baseball regarding the Surplus Land Act process. (Goal F, Strategy 2)
Completed State Audit recommendations regarding the Anaheim Tourism Improvement District; and continued discussions with stakeholders regarding modernization strategies. (Goal F, Strategy 9)
In the upcoming year, staff will continue to focus on completing and implementing Year 1-2 strategies. A preview of notable work efforts and milestones are as follows:
Conduct Council workshops regarding 1) potential new funding sources/revenue to maintain and enhance services, and 2) creation of a plan for the responsible use of Lease Payment Measurement Revenues. (LPMR) (Goal A, Strategy 1 and Strategy 4) Create Anaheim Housing Trust guidelines for Council consideration. (Goal B, Strategy 2) Launch a new Community Calendar with District-specific communication capabilities to expand community engagement and outreach. (Goal B, Strategy 5) Expand the successful grant-funded Anaheim Collaborative Court: Evaluating Strategies and Solutions (ACCESS) program. (Goal B, Strategy 9)
Evaluate potential locations for a senior center. (Goal C, Strategy 1) Perform a facilities assessment study and begin master planning efforts for new civic center buildings, including city hall, public safety center, library, community center and parking. (Goal C, Strategy 4)
Complete Resort-area pedestrian study; and evaluate preferred technologies for the east/west mobility connector between major attractions. (Goal C, Strategy 5) Complete Phase 2 of the Classifications and Compensations Study; and begin first phase of implementation. (Goal D, Strategy 3)
Complete Phase 2 of Angel Stadium Assessment; and develop a plan for Council consideration to address the future of the Angel Stadium property. (Goal F, Strategy 2) Complete and begin implementation of an Economic Development Strategic Plan. (Goal F, Strategy 5)
Develop recommendations for the modernization of the Anaheim Tourism Improvement District (ATID) and bring to Council for consideration. (Goal F, Strategy 9) Strategic Plan Anaheim 2024-2034 – Progress Report
May 13, 2025
The strategic plan is intended to be a living document that can be adjusted based on current needs and priorities. Since its adoption, staff have identified strategic priorities that were not captured in the strategic plan. Staff recommends that Council consider adding the following strategies to identify and track progress on these items:
Goal Potential Strategies Timing
C: Invest in Infrastructure Strategy 15: Conduct project feasibility studies and pursue additional funding
opportunities for the OC River Walk
project.
3-5 Years
C: Invest in Infrastructure Strategy 16: Explore the feasibility of creating a city-led transit agency.
1-2 Years
F: Promote Economic
Development and Tourism
Strategy 11: Develop a work plan for
“Anaheim Resort 2.0” strategies, including
evaluation of existing specific plans and
public realm plans.
3-5 Years
In addition, staff recommends amending the timing associated with existing Goal C, Strategy 2:
“Conduct a feasibility study for a sports complex facility with indoor and outdoor spaces to support sports and sports tourism” from “Year 1-2” to “Year 3-5”. The feasibility of this strategy is dependent on forthcoming discussions related to future city revenues.
IMPACT ON BUDGET:
The Strategic Plan covers a span of 10 years and prioritizes certain strategies/projects throughout this duration with varying budget implications. As specific initiatives are considered, the items will be brought before the Council for approval and the budget impact will be addressed at that time. There is no budgetary impact associated with reviewing the annual progress report.
Respectfully submitted,
Ted White
Deputy City Manager
Attachment:
1. Strategic Plan Anaheim 2024-2034