200 S. Anaheim Blvd.
Suite #733
Anaheim, CA 92805
Tel: (714) 765-5165
Fax: (714) 765-5164
www.anaheim.net
CITY COUNCIL AGENDA REPORT
City of Anaheim
CITY MANAGER’S OFFICE
DATE: OCTOBER 13, 2026
FROM: CITY MANAGER’S OFFICE
SUBJECT: ANAHEIM RESORT 2.0 VISION AND BIG IDEAS REPORT ATTACHMENT (Y/N): YES ITEM # 19
GOVERNMENT CODE § 84308 APPLIES: NO
RECOMMENDATION:
That the City Council, receive and file the Anaheim Resort 2.0 Vision and Big Ideas Report providing a framework for future policy initiatives and projects within the Anaheim Resort and, as desired, provide direction to staff.
DISCUSSION:
In May 2025, Councilmembers Meeks, Maahs, and Campos-Kurtz formed an ad hoc committee to further policy discussions for the Anaheim Resort 2.0 initiative, focusing on the growth of the Anaheim Resort and its connection to the Platinum Triangle. At its subsequent meeting, the ad hoc committee recommended the city retain a professional urban design firm to facilitate stakeholder workshops to help generate new and bold ideas around growth and development, mobility, branding, and placemaking in the Anaheim Resort. On March 3, 2026, City Council approved an agreement with Gehl Studios Inc. to provide the above listed services and develop a summary report.
Over the past several months, Gehl Studios and city staff facilitated a series of stakeholder workshops, Council ad hoc committee meetings, and a resort community meeting to generate and receive feedback on ideas and concepts. These meetings resulted in the development of the attached Anaheim Resort 2.0 Vision and Big Ideas report that provides a framework for future policy discussions on strategies, concepts and potential projects intended to catalyze the on-going growth and evolution of the resort.
The report identifies four aspirational themes: create memorable social spaces; make movement safe, easy, and enjoyable; catalyze private reinvestment; and broaden the resort’s appeal and offer more to explore. These aspirations are reflected in six big ideas/strategies that illustrate opportunities to bring the vision to life over time. The strategies are as follows:
Anaheim Resort 2.0 Vision and Big Ideas Report
October 13, 2026
Harbor/Katella Landmark Intersection: This strategy would reimagine the Resort’s core intersection as an iconic public space that improves the pedestrian experience and strengthens the Resort’s visual identity. Potential improvements include enhanced corner plazas, distinctive paving, high-visibility crosswalks, and pedestrian-friendly signal timing, as well as iconic public art, lighting, shade structures, and landscaping. The Greenway: The Greenway strategy focuses on the opportunity to change existing Southern California Edison powerline easements along the west side of Harbor Boulevard and the north side of Disney Way, east of Harbor Boulevard, from underutilized landscape areas into inviting, people-oriented corridors that provide relief from sidewalk crowding and create opportunities for rest, play, and interaction. Elements may include seating, interactive play, lighting, and art to make the journey more engaging and enjoyable for visitors. Resort Ribbon: The Resort Ribbon strategy would expand the Resort’s pedestrian network with the addition of a connected, partially elevated pathway to give visitors greater choice, capacity, and flexibility in how they move between destinations. Opportunities to develop the Resort Ribbon would namely occur in collaboration with Disney as part of future development of the Toy Story parking lot.
East-West Transit Connector: The East-West Transit Connector strategy emphasizes the importance and priority of a high-frequency transit connection between The Anaheim Resort and the Platinum Triangle. The strategy identifies key considerations for the design and operation of a future East-West Connector, including frictionless connection, an enjoyable arrival and waiting experience, and a choice of vehicle (mode) that makes transit feel like a ride.
Public Realm Playbook: This Public Realm Playbook strategy would develop an updated toolkit for the Resort’s public realm to create a safer, more comfortable, and more enjoyable environment designed for pedestrians. Examples include improved intersection crossings, consistent shade, pedestrian-scale lighting, wayfinding, and thoughtfully placed amenities such as water fountains.
Unlocking Development: The Unlocking Development strategy focuses on reducing regulatory, financial, and physical barriers to private reinvestment in the Resort. Near-term opportunities include better leveraging existing zoning incentives, parking reductions, shared parking allowances, density provisions, and the City’s streamlined entitlement process. The strategy recommends an update to the Anaheim Resort Specific Plan to modernize development standards, including maximum rooms/acre allowances where market conditions may warrant increased densities. In addition, the strategy also suggests the evaluation of potential tools such as density and air-rights transfers, and/or the use of targeted incentives and public-private partnerships to unlock reinvestment of constrained or underutilized properties. Together, the proposed strategies are intended to create a development environment that encourages new investment.
The strategies and concepts outlined in the report are intended to illustrate initiatives for future policy exploration. Further discussion regarding feasibility, cost, design and engineering, and operations and maintenance are required before implementation of the strategies. The report also Anaheim Resort 2.0 Vision and Big Ideas Report
October 13, 2026
includes an implementation framework that outlines suggested near-term, mid-term, and long-range actions.
Next Steps:
The East-West Transit Connector strategy is currently moving forward. For consideration on the Council agenda this evening is an agreement with Trifiletti Consulting for consulting and advisory services for this project.
Staff believes the “Unlocking Development” strategy is a priority to encourage growth and investment in the Resort. At the direction of Council, staff would develop a scope of work and services needed to update the specific plan and associated environmental documents. A professional services agreement would be considered by Council for funding at a future date. Also, at the direction of Council, staff could develop a scope of work for professional services to evaluate potential financial tools and/or incentives that could be considered by Council to catalyze investment in the Resort.
Lastly, a reasonable next step could include the further feasibility evaluation and development of design standards for various components of the Public Realm Playbook, Greenway, and Harbor/Katella Landmark Intersection strategies. With Council direction, staff would begin development a potential scope of work for future Council consideration.
IMPACT ON BUDGET:
This report will have no direct impact on the General Fund. Capital and/or operational funding requirements needed to implement strategies identified in this report will be considered as part of future funding requests.
Respectfully submitted,
Ted White
Deputy City Manager
Attachment:
1. Draft Anaheim Resort 2.0 Vision and Big Ideas Report