Disneyland is not merely a theme park; it is Anaheim’s economic heartbeat. For nearly seven decades, it has driven the city’s hotels, restaurants, and small businesses while shaping the cultural and economic identity of our community. Yet as City Hall revisits proposals such as a gate tax on theme park admissions, Anaheim stands at a defining moment: How do we ensure that our city’s prosperity is shared equitably while preserving the partnership that has sustained it for generations?
As an Anaheim resident and public servant, I have seen firsthand how economic decisions ripple through neighborhoods. I have served on the city’s Housing and Economic Development Commission, where we look closely at the balance between growth, inclusion, and accountability. I believe that the strength of a city lies in its ability to uplift every resident and build a foundation that supports all families, businesses, and workers. The conversation about Disney, taxation, and community investment is not only about economics; it is also about responsibility, fairness, and the kind of legacy we want to leave for those who will inherit Anaheim.
Few institutions have contributed as profoundly to Anaheim’s wellbeing as Disneyland Resort. A study conducted by economists at California State University, Fullerton’s Woods Center for Economic Analysis and Forecasting found that Disneyland Resort generates approximately 8.5 billion dollars in regional economic activity each year and supports roughly 78,000 jobs across Southern California (Puri, Fleissig, & Popp, 2019). The city’s transient occupancy tax (TOT), derived largely from hotels surrounding the Resort, accounts for nearly half of Anaheim’s general fund. These revenues sustain essential public services, from libraries and parks to public safety and community development programs throughout the city.
Beyond measurable impacts, Disney has invested in Anaheim’s civic fabric through partnerships with schools, nonprofits, and sustainability initiatives. These efforts have helped many families access new opportunities and have strengthened the city’s reputation as a destination for both visitors and residents. Yet, we cannot overlook the disparities that remain. Working-class families and small business owners often live at the margins of Anaheim’s prosperity, seeing the benefits of the city’s growth without always sharing fully in its rewards.
This is where leadership must rise to meet the moment. Anaheim’s recent history, marked by corruption investigations and public mistrust, has revealed an urgent need for transparency and integrity in decision-making. When we discuss the potential of a gate tax, it cannot be reduced to a question of dollars and cents. It is also a test of civic values, of whether we have learned to engage residents honestly and whether we are willing to make choices that reflect shared responsibility rather than political convenience.
Supporters of a gate tax argue that a modest levy on theme park admissions could diversify city revenue and create a more stable funding stream for essential services. Critics warn that it could discourage tourism, suppress visitor spending, or strain the delicate partnership that has underpinned Anaheim’s economy for decades. Both perspectives deserve respect. But what matters most is that any decision be rooted in fact, not fear, and in public engagement rather than private negotiation.
Before moving forward, Anaheim should commission an independent, data-driven economic impact study and make it available for full community review. That process should not be confined to City Hall. Neighborhood councils, small-business associations, and community organizations should all have a voice in shaping the discussion. We should also explore complementary measures such as community-benefit agreements, sustainability investments, and workforce-housing funds that channel resort-generated revenue back into local quality of life.
As someone who has dedicated my career to public service, I often think about what kind of city my daughter, and one day my future grandchildren, will inherit. Every family in Anaheim wants the same thing: to live in a community where effort is rewarded, neighborhoods are safe, and opportunity is accessible. I want my children to grow up in a city where the prosperity of Disneyland reaches beyond the resort corridor, touching the lives of the people who make this community thrive.
For me, that vision is deeply personal. My identity as an American who believes in service, fairness, and community has shaped how I view Anaheim’s path forward. When I walk through this city, from the resort district to the historic core, I see families from every background contributing to its growth and vitality. Their hopes, labor, and pride are the foundation of Anaheim’s success. The policies we design must honor that diversity and ensure that economic opportunity feels tangible in every household.
The fortunes of Disney and Anaheim are inseparable. Pretending otherwise, whether through uncritical support or unnecessary antagonism, benefits no one. What will best serve residents is a renewed partnership grounded in transparency, accountability, and equity, a partnership that measures success not by profit margins alone but by the wellbeing of the people who live here.
If Anaheim can meet this moment with honesty and collaboration, the question before us will not be whether to impose a gate tax. It will be whether we can open a different kind of gate, one that leads to shared trust, generational prosperity, and a future where the benefits of Anaheim’s magic reach every resident who calls this city home.
Gabriel Dima-Smith is a veteran who serves on Anaheim’s Housing and Economic Development Commission. He is a lifelong advocate for civic integrity and community partnership, committed to advancing transparent governance and sustainable local development for future generations.
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