City Council
Ec
onomic Development Subcommittee Agenda
70 N. First Street, Campbell, California
Thursday, December 15, 2022, 9:00 a.m.
NOTE: To protect our constituents, City officials, and City staff, the City requests all members of the public follow the guidance of the California Dep artment of Health Services', and the County of Santa Clara Health Officer Order, to help control the spread of COVID-19. Additional information regarding COVID-19 is available on the City's website at www.campbellca.gov.
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his Special Meeting of t he Economic Development Subcommittee will be conducted in person as well as telecommunication and is compliant with provisions of the Brown Act.
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hose members of the public wishing to participate virtually can access the meeting at:
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ttps://campbellca-gov.zoom.us/j/88612290785?pwd=RHBWV2dxN0hvSW1EUHRZSUhHTm95QT09 Meet
ing ID: 886 1229 0785 Dial by location: 1 669 900 6833 Passcode: 531266
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embers of the public may attend this meeting in person at Campbell City Hall.
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ublic comment will also be accepted via email at [email protected] prior to the meeting. Please indicate in the subject line “FOR PUBLIC COM MENT.” Written comments received by 2:00 p.m. on the day of the meeting will be p osted on the website and distri buted to the Economic Subcommittee before the meeting.
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video recording w ill be available on the C ity YouTube Channel at:
https://www.youtube.com/user/CityofCampbell following the meeting.
SPECIAL MEETING OF THE ECONOMIC SUBCOMMITTEE
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hursday, December 15, 2022, 9:00 a.m.
Ralph Doetsch Conference Room – 70 N. First Street
CALL TO ORDER
PUBLIC COMMENT
UNF
INISHED BUSINESS
Consultant Proposal for Economic Development Strategy and Update to City’s Economic Development Plan*
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DJOURN
* I
ndicates an attachment to this agenda.
To: Economic Development Sub-committee Date: December 15, 2022 From: Leslie Parks, Economic Development Manager
Subject: Consultant Proposal for Economic Development Strategy and Update to City’s Economic Development Plan
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n June 7, 2022, City Council authorized the issuance of a Request for Proposal s (RFP) for consultant services to support implementation of the short -term Economic Development Strategy and a comprehensive update to the City's Economic Development Plan and authorize d the City Manager to execute a contract with the selected service provider in an amount not to exceed $200,000. The June 7, 2022, Council report acknowledged that the selected consultant would be reviewed with the Council’s Economic Development Subcommittee for consideration and direction before contract execution.
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n RFP was issued on September 16, 2022. Proposals were received from the following firms:
1. C
habin Concepts
2. Strategic Economics
3. Kosmont Company
4. HdL Econ Solutions
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n evaluation panel comprised of the Assistant City Manager, the Directors of Community Development and Finance, the Economic Development Manager, an Administrative Analyst, and the Economic Vitality Manager from the City Mountain View, reviewed the four proposals. Based on an evaluation of the completeness of the proposals, which included format and structure, relevant experienc e, understanding of goals and objectives, and the firm’s ability to complete the required deliverables outlined in the scope of services, two firms (Chabin Concepts and Strategic Economics) were selected and invited for an interview on December 5, 2022.
The pa
nel evaluated the two firms through the interview primarily on the following criteria:
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team of experts with the experience to address the three major components of the short- and long-term strategies and the branding and marketing plan; T
he team’s approach demonstrated an understanding of the City’s economy and its key challenges and opportunities;
City of Campbell MEMORANDUM
Economic Development Division
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he ability to help staff take the City’s economic development program to the next level in terms of assisting all businesses in the City with building resilience and recovery from the ongoing economic consequences of the pandemic; T
he ability to add value to the economic development program with practical recommendations and solutions (including ideas, resources, tools, relevant best practices};
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ased on the above criteria the panel selected Chabin Concepts, located in Chico, California. Chabin’s services focus only on economic development in comparison to other firms that have a planning or economic background The firm has developed economic development and marketing strategies and action plans for a range of small and medium size cities like Campbell, including Fairfield, Benicia, and Dublin.
Recently Chabin developed a business recovery plan for the City of Vacaville that provided actions, tools, and resources to help businesses achieve sustainability during the pandemic.
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habin’s team provides the range of relevant experience necessary to deliver all the required components of the strategy and more. The team includes • A retail expert who has experience working with cities in the region on retail plans and mixed-use development and as a broker, who understands the retail market at the transactional level which will help with addressing vacancy in City’s retail sector.
• A marketing and branding firm with experience creating campaigns for cities and regions.
• A planning firm with experience evaluating and mapping opportunity sites in a city.
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habin’s proposal is budgeted at $200,000 the amount approved by the City Council. Staff estimates the strategy will take a minimum of eight months to twelve months to complete. Development of the strategy will include meetings with the City Council, the Economic Development sub-committee and an Advisory Committee as well as outreach to the businesses, the development community, and residents.
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taff has completed reference checks for Chabin Concepts and the three sub- contractor firms who are part of the team. All references were positive in terms of meeting client expectations, providing a plan that aligns with and meets the needs of the community, staying on budget and on schedule.
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EXT STEPS
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nce a contract is executed with Chabin, staff will begin the strategy process with a kick-off meeting with the consulting team to confirm a tentative schedule for meetings with the sub-committee, Council and Planning Commission; identify potential focus groups and a list of businesses, real estate community and other stakeholders for interviews; followed by a tour of the City to introduce key economic sectors. The first phase of the consultant’s work is primarily focused on research, data gathering, assessing the business environment and other information gathering. The first meetings with Council and sub-committee will occur at the beginning of phase two to present initial findings, establish priorities, goals and objectives needed to update the 2017 economic development plan. There will also be a branding work session for the advisory committee and Council. Staff will provide updates to the sub-committee as work progresses.
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TTACHMENT
(a) Copy of Request for Proposal
(b) Copy of Chabin Concepts Proposal
REQUEST FOR PROPOSALS
(RFP)
[Economic Development Consultant
Services]
RFP Release Date
September 16, 2022
Proposal Submittal Deadline
October 7, 2022
5:00 PM
City of Campbell
Attn: City Clerk’s Office
70 North First Street
Campbell, CA 95008
(408) 866-2117
[email protected]
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REQUEST FOR PROPOSALS
Economic Development Strategy &
Long-Term Economic Development Plan
The City is issuing this Request for Proposals (“RFP”) for consultant services to support the City with the following tasks (a) implementation of a short-term Economic Development Strategy to fill commercial vacancies and (b) provide a comprehensive update to the City’s Economic Development Plan for a cost not to exceed $200,000.
Consultants are solely responsible for ensuring proposals are received by the City on or before the submittal deadline. Proposals must be received via email no later than October 7, 2022 at 5:00 PM by the City Clerk’s Office at [email protected].
Submit an electronic signed copy of the Consultant ’s formal proposal submittal including fee proposal in PDF file format with file titled as follows: RFP Project Name – Consultant Name.
Failure to comply with the requirements set forth in this RFP may result in disqualification. Proposals and/or modifications received after the hour and date specified above will not be accepted. Submitted proposals may be withdrawn at any time prior to the submission time specified in this RFP, provided notification is received in writing before the submittal deadline. No handwritten notations or corrections will be allowed. The responding Consultant is solely responsible for all costs related to the preparation of the proposal.
The City reserves the right to reject all proposals and to waive any minor informalities or irregularities contained in any proposal. Acceptance of any proposal submitted pursuant to this RFP shall not constitute any implied intent to enter a contract.
The executed contract, if any, will be made with the Consultant who, in the City’s sole discretion, is best able to perform the required services in a manner most beneficial to the City. Please submit all inquiries to the City’s Economic Development Consultant, Leslie Parks, at [email protected] by the Request for Clarifications due date listed below.
Project Schedule
Below is a desired schedule for initiation of this project; however, dates may be subject to change and adjusted as necessary.
RFP Issued September 16
Bidder’s Conference September 23
Proposal Submittal Deadline October 7
Proposal Evaluations by Campbell Completed October 21 In person / video Interviews (conducted at City’s discretion) Week of October 24 Contract Executed by City Manager November 4
Background
The City of Campbell is in the West Valley area of Santa Clara County and encompasses 6.35 square miles. The City was founded in 1887 and incorporated in 1952 as a general law city. As of May 2021, the City’s population was 42, 221. Campbell operates under a Coun cil/Manager form of government and is organized into six departments - City Administration, Recreation and Community -3-
Services, Finance, Community Development, Police, and Public Works. Fire services are provided by contract with the Santa Clara County Fire Department. The City provides library, animal control, solid waste collection and recycling , and storm water management services via Joint Powers Agreements (JPA’s).
Objective
The intent of this Request for Proposals is a long-term strategy to update the City of Campbell’s 2017 Economic Development Plan, align and support the goals and policies of the City’s new 2040 General Plan and develop a short-term strategy focused on filling vacant commercial and industrial spaces.
A brand development strategy for implementation is also requested with recommendations for marketing materials, tools, and resources (no production of materials is required; only concepts).
The City will make available any and all materials and data at their disposal to support data gathering and research required in the RFP.
The City is looking to the consultant to ensure there is broad and sufficient public engagement and an input/feedback communication loop with key business and community stakeholders including the City Council, Economic Development Sub-Committee, and the Business Advisory Committee.
The Economic Development Element’s Goals
• Foster strong economic growth and local employment opportunities • Facilitate business retention and expansion to create jobs and revenue • Facilitate expansion and retention of businesses and industries that diversify the City’s economic base and jobs
• Strengthen economic base by investing in capital improvements that help make Campbell a competitive business location
• Encourage new development and redevelopment in key areas to provide high quality locations for existing and new businesses
• Sustain Downtown as the heart of Campbell’s cultural and civic life and a place where residents, workers and visitors can experience Campbell’s heritage, vibrancy, and vitality
Bidder’s Conference
Please note a meeting will be held on September 23, 2022, at 11AM to answer any questions consultants may have about the RFP process. The City will provide answers to the questions received following the Conference. No further questions will be taken after this meeting. If you wish to participate in the Bidder’s Conference, please email Leslie Parks at [email protected] and a link to the Zoom meeting will be sent to you.
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The scope of work outlined below illustrates the specific services requested.
Scope of Services
Project tasks shall include, but are not necessarily limited to, the following described below.
If the firm believes additional tasks are warranted, they must be clearly identified in the firm’s proposal. Firms responding to this RFP shall be prepared to begin services no later than November 4, 2022. The project consists of furnishing all labor, materials, supervision, and travel necessary to complete the tasks outlined below.
The short- and long-term strategies will update the City’s Economic Development Plan and will be a two-part effort that includes data analysis, stakeholder engagement, a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats), and also creation of a cohesive vision and branding document for Campbell that defines the vision of the City. The result is a comprehensive overall strategy aligned with the new General Plan that provides short and long-term economic development strategies. The branding strategy will be based on the vision of the City that will support the implementation of the short- and long-term strategies.
The consultant selected would perform the following services under the direction of the City Manager or designee : update the previous economic development plan (the overall guiding document) that includes a short-term strategy focused on commercial and industrial assessment and a branding com ponent – all of which can be implemented by City staff. The consultant is not providing implementation services.
1. Long Term Strategy: Comprehensive Update to the City’s Economic Development Plan • Evaluation and update of existing plan
• Market conditions
• Quantitative analysis including, but not be limited to analysis of sales tax, transient occupancy tax and business license tax revenues.
• Economic indicators and demographics
• Economic sectors with growth potential (e.g., expansion of advance manufacturing facilities) that are a fit for Campbell
• Regional economy context
• Qualitative analysis including, but not be limited location advantages and barriers to retaining and growing businesses.
2. Short-Term Commercial and Industrial Economic Development Strategy: Assess retail, office, and industrial vacancies and opportunities.
• Review current market conditions for commercial and industrial space in the City. • Identify current vacant commercial and industrial spaces available in Campbell including square footag e, and barriers to leasing; if possible, include name of owner/property manager/broker and contact information . Note: The City’s web page has a map of available business properties, but this is not a complete or accurate list. The consultant will need to explore other sources to develop a more accurate inventory. The City has no other list of properties.
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• Complete a formal sales tax leakage analysis to identify which product and service needs are not being met within Campbell with detail on types of retail and geographic distribution/data (Note: The City will provide the previous sales tax leakage analysis.
The City will make the most recent sales tax data available to the selected consultant.) • Conduct initial market analysis for preferred businesses
• Identify spaces that may be locations for the types of retailers/services identified in sales tax leakage gap analysis
• Identify regional and national chains that provide the services/goods identified in the leakage analysis that may be a fit for Campbell
• Identify and consider any other uses that are currently filling retail vacancies
• Identify existing and new emerging businesses or clusters that may be a fit for Campbell
• Identify what marketing materials are needed to support promotion of vacancies
3. Visioning and Branding:
• Identify and develop branding that conveys Campbell’s uniqueness among the region and the assets it offers to existing and new businesses, as well as any new and developing industries
• Identify and develop branding strategy that conveys Campbell’s tourism assets that makes it a destination for business and/or leisure travelers • Develop branding and recommend marketing materials on Campbell’s strengths, assets, and opportunities
• Consultant to solicit City Council direction on vision and branding as part of stakeholder review process
4. Outreach and Engagement: In consultation with City staff, convene the following committees.
The consultant can recommend the number of meetings, interviews, or other communication options as long as community and business outreach is achieved. The format may be a combination of in-person and virtual meetings as appropriate. • An advisory committee comprised of City business owners, property owners, and other community stakeholders to provide comment and feedback on findings and recommendations. The Advisory Committee can include a representative from the Campbell Chamber of Commerce and Downtown Campbell Business Association • Progress meetings as needed with the City Council Economic Development Sub - Committee (comprised of two council members)
• Presentation to Planning Commission on findings and draft recommendations • An outside panel of economic development staff from cities in the region who can advise and review findings and recommendations
• City Council Meetings: Up to three meetings, on visioning, findings, and draft recommendations. Meetings may also include a presentation to the Planning Commission.
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6. Key Elements of the Plan
• Long-term strategy
• Short-term strategy for all for addressing commercial vacancies • Branding strategy
• Findings and relevant recommendations that include economic development tools, programs, and best practices for implementation of the strategy • Relevant metrics to measure progress
7. Council Adoption –Consultants should be able to complete a draft of the three reports in eight to ten months allowing for holidays and any unforeseen circumstances. The strategies with findings and recommendations are expected to be adopted by Council twelve months after the award of the contract.
General
The Consultant may recommend other tasks that it deems appropriate to achieve the objectives set forth in this RFP.
Public Records
All proposals submitted in response to this RFP become the property of the City. Information in the proposal, unless specified as trade protected, may be subject to public review. Any information contained in the proposal that is proprietary must be clearly designated. Marking the entire proposal as proprietary will be neither accepted nor honored. Proprietary information submitted in response to this RFP will be handled in accordance with the California Public Records Act.
Right to Cancel and Amend
The City reserves the right to cancel, for any or no reason, in part or in its entirety, this RFP, including but not limited to selection schedule, submittal date, and submittal requirements.
If the City cancels or revises the RFP, all Consultants will be notified in writing.
Additional Information
The City reserves the right to request additional information and/or clarification from any or all Consultants.
Conflict of Interest
Selected consultant covenants that the company, its officers, employees and/or agents presently have no interest, and shall not acquire any interest, direct or indirect, financial or otherwise, which would conflict in any manner or degree with the performance of the services requested herein by the City. Consultant further covenants that, in the performance of any contract or agreement resulting from this RFP, no subcontractor or person having such an interest shall be employed. Consultant certifies that to the best of Consultant’s knowledge, no one who has or will have any financial interest under any contract or agreement resulting from this RFP is an officer or employee of the City.
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Release of Public Information
Consultants who respond to this RFP who wish to release information to the public regarding selection, contract award or data provided by the City must receive prior written approval from the City before disclosing such information to the public.
Non-Assignment
If a contract is awarded, the selected Consultant shall neither assign, nor delegate, in part or in whole, any duties without the prior written consent of the City which shall not be unreasonably withheld.
Collusion
Each Consultant certifies that the company, its officers, employees and/or agents are not a party to any collusive action, fraud, or any action that may be in violation of the Sherman Antitrust Act. The Consultant certifies that the company, its officers, employees and/or agents have not offered or received any kickbacks or inducements from any other bidding Consultant, supplier, manufacturer, or subcontractor in connection with the proposal and that the company, its officers, employees and/or agents have not conferred on any public employee having official responsibility for this procurement transaction any payment, loan, subscription, advance, deposit of money, services, or anything of more than nominal value. Any or all bids shall be rejected if there is any reason to believe collusion exists among the bidding Consultants.
Debarment
By submitting a proposal, the Consultant certifies that the company is not currently debarred from submitting proposals and/or bids for contracts issued by any City or political subdivision or agency of the State of California, and that it is not an agent of a person or entity that is currently debarred from submitting proposals and/or bids for contracts issued by any City or political subdivision or agency of the State of California.
Equal Employment Opportunity Compliance
The selected Consultant shall not discriminate against any employee or applicant for employment because of race, creed, color, or national origin. The Consultant shall ensure that all employees and applicants for employment shall be treated with equality in all aspects of employment processes including, but not limited to, hiring, transfer, promotion, training, compensation and termination, regardless of their race, creed, color, sex, national origin, age, or physical handicap.
Right to Audit
The selected Consultant shall maintain such financial records and other records as may be prescribed by the City or by applicable federal and state laws, rules, and regulations. The selected Consultant shall retain these records for a period of three years after final payment, or until they are audited by the City, whichever event occurs first. These records shall be made available during the term of the contract or service agreement and the subsequent three-year period for examination, transcription, and audit by the City or its designees.
RFP Deliverables
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The Consultant shall be responsible for preparing an effective, clear, and concise proposal. The City is requesting an electronic copy of the proposal in PDF format emailed to [email protected] The proposal shall be organized by clearly labeled sections. Proposals must contain at a minimum the following information:
1. Format for Proposal: To facilitate the review of responses, all responses are required to adhere to the following requirements regarding their proposal. The City strongly encourages respondents to ensure that RFP submissions are succinct and clearly organized.
If the proposal is not in this format or does not include all the listed items, it may be deemed nonresponsive. For ease of handling, all responses are to be provided in a standard 8 ½” x 11” portrait layout in PDF format.
a. Title Page showing the request for proposals subject; the firm’s name; the name, address, email address and telephone number of the contact person; and the date of the proposal.
b. Table of Contents identifying the submitted materials by section and page number.
c. Detailed Proposal following the order as set forth below and clearly label each section.
2. Letter of Interest: Please provide a letter expressing the Consultant’s interest which includes:
a. A statement describing why your firm is qualified to provide the services and perform the work required in a responsive manner.
b. A description of the anticipated interaction between the Consultant and City staff. c. Identification of the Project Manager and main point of contact.
3. Project Understanding and Approach: Please include a statement demonstrating your understanding of the proposed scope of services. Economic development strategies and plans are comprehensive documents with specific recommendations and actions for improving and managing a community’s economy that need to be completed and implemented within specific time periods. Describe your approach to meeting these requirements in a timely and thorough manner while also containing costs. What processes, methodologies and technologies do you employ? Describe what information you would expect the City to supply.
4. Relevant Experience: Please describe your firm’s past performance in providing similar services to other municipalities. Provide references from at least three (3) California municipalities that your firm is currently providing, or has provided within the last three (3) years. Address your firm’s record of meeting schedules and controlling costs.
5. Project Manager / Key Staff: Please include information about the specific relevant experience for the proposed Project Manager and all other applicable staff. Please submit -9-
resumes only for those individuals that will be assigned to the City of Campbell.
6. Conflict of Interest Statement: The firm shall disclose any financial, business, or other relationship with the City that may have an impact upon the outcome of this contract. Particular attention should be paid to compliance with Government Code section 1090. See “Conflict of Interest” on page 7 of this RFP for reference.
7. Comments on or Requested Changes to Contract: The City’s standard Consultant Services Agreement is included as Attachment 1 to this Request for Proposals. The proposing firm shall identify any objections to and/or request changes to the standard contract language in this section.
8. Fee Schedule: Include a fee schedule for all personnel assigned for this project.
Existing Information and Resources
The following documents and resources are provided to assist with the information gathering process following execution of the contract with the selected consultant:
Existing Information
• Current General Plan (Adopted 2001)
• Area Plans and Guidelines
• Pruneyard MUP
• Draft General Plan 2040
• 2017 Economic Development Plan
• Economic Development Programs
Additional Resources
• Available Properties
• CampbellCA.gov
• Board & Commissions
• Economic Development Division
• General Plan Map
• General Plan Update Website
• GIS Map
• City Council
• City Manager’s Office
• Community Demographics
• Community Development Department
• Finance Department
• Municipal Code
• Objective Standards
• Permits Application Center
• Zoning Code
• Zoning Map
Term of Contract
The initial contract term shall commence upon execution of the contract by the City and shall be for a twelve (12) month period. The contract includ es the option for two additional (6) six-month renewal periods in the event additional consulting services are requested by the City, for a total potential contract term of up to two (2) years.
Extension of Contract
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At the end of the initial twelve (12) month term, the City of Campbell, at its sole discretion may elect to extend the contract for two (2) additional six-month terms. The City may extend the contract for a total of one year, pending additional services ar e requested by the City and satisfactory performance under the original contract. Contractual costs shall be equal to the June-to-June San Francisco-Oakland-San Jose Consumer Price Index-All Urban (CPI) in an amount not to exceed five percent (5%) but not lower than three percent (3%), upon execution of each contract renewal.
Evaluation of Proposals and Selection Process
Evaluation of the proposals will be made by City Council Members, the City Manager, Community Development Director, Finance Director and Economic Development Specialist and other City staff as deemed appropriate by the City Manager or designee. This evaluation team, in accordance with the criteria listed below, will evaluate all proposals received as specified. The City team members, in applying the major criteria to the proposals, may consider additional criteria beyond those listed.
During the evaluation period, the team may elect to interview some or all of the proposing firms.
The final selection will be the firm wh ich, in the City’s opinion, is the most responsive and responsible, meets the City’s requirements in providing this service, and is in the City's best interest.
The City maintains the sole and exclusive right to evaluate the merits of the proposals receiv ed.
Consultants will be objectively evaluated based on their responses to the project scope outlined in the RFP. The written proposal should clearly demonstrate how the firm could best satisfy the City’s requirements. Proposals will be evaluated on the following criteria:
No. Written Evaluation Criteria Point Value
1 Completeness of Response Pass/Fail
2 Qualifications & Experience 30
3 Organization & Approach 20
4 Scope of Services to be Provided 20
5 References 25
6 Local Presence 5
7 Conflict of Interest Statement Pass/Fail
Subtotal: 100
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ATTACHMENT 1
CITY OF CAMPBELL
CONSULTANT SERVICES AGREEMENT
This Agreement is entered into at Campbell, California on the day of , 2022, by and between the CITY OF CAMPBELL (hereinafter referred to as "City") and (hereinafter referred to as "Consultant").
WHEREAS, City desires to obtain a consultant to prepare a short-term Economic Development Strategy to fill commercial vacancies and update the City’s Economic Development Plan and short- term strategy to reduce leakage for a cost not to exceed $200,000; and
WHEREAS, Consultant represents that it has the expertise, means, and ability to prepare and revise and make recommendations throughout the entire preparation process;
NOW, THEREFORE, in consideration of each other's mutual promises, Consultant and City agree as follows:
1. DUTIES OF CONSULTANT
1.1 Consultant agrees to perform services as set forth in Exhibit A - Scope of Services1, attached hereto and incorporated herein by reference, and which shall be interpreted together and in harmony with this Agreement. In the event of any conflict between Exhibit A and this Agreement, this Agreement shall govern, control, and take precedence.
1.2 Consultant’s project manager will meet with the City’s project coordinator prior to commencement of the project to establish a clear understanding of the working relationships, authorities, and management philosophy of City as it relates to this Agreement.
1.3 Consultant, working with the City, will gather available existing information concerning the project, and shall review documents as necessary for compliance with the project’s objectives.
1.4 In performance of this Agreement by Consultant, time will be of the essence.
1.5 Notwithstanding Section 1.4, Consultant shall not be responsible for delay caused by activities or factors beyond Consul tant’s reasonable control, including delays or by reason of strikes, work slow-downs or stoppages, or acts of God.
1.6 Consultant agrees to perform this Agreement in accordance with the highest degree of skill and expertise exercised by members of Consultant’s profession working on similar projects under similar circumstances.
1 Scope of Services, project schedule and consultant fee schedule to be included in Exhibit A following consultant selection
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1.7 Consultant shall cooperate in good faith with City in all aspects of the performance of this Agreement.
1.8 In the course of the performance of this Agreement, Consultant shall act in the City’s best interest as it relates to the project.
1.9 All activities of Consultant, its employees, subcontractors and/or agents will be carried out in compliance with all applicable federal, state, and local laws and regulations.
1.10 The designated project manager for Consultant shall be .
The Consultant’s project manager shall have all the necessary authority to direct technical and professional work within the scope of the Agreement and shall serve as the principal poi nt of contact with the City and the City’s project coordinator. The authorized principal of Consultant executing this Agreement for the Consultant shall have authority to make decisions regarding changes in services, termination and other matters related to the performance of this agreement on behalf of Consultant.
1.11 The Consultant (and its employees, agents, representatives, and subconsultants), in the performance of this Agreement, shall act in an independent capacity and not as officers or officials or employees or agents of the City. The City shall not direct the work and means for accomplishment of the services and work to be performed hereunder. The City, however, retains the right to require that work performed by Consultant meet specific standards consistent with the requirements of this Agreement without regard to the manner and means of accomplishment thereof. Subcontractors shall assume all of the rights, obligations and liabilities, applicable to it as an independent contractor hereunder. Consultant represents and warrants that it (i) is fully experienced and properly qualified to perform the class of work and services provided for herein, (ii) has the financial capability and shall finance its own operations required for the performance of the work and services and (iii) is properly equipped and organized to perform the work and services in a competent, timely and proper manner in accordance with the requirements of this Agreement.
Consultant agrees to comply with AB5, codified at Labor Code section 2750.3, and shall indemnify, defend and hold harmless the City, its officers, officials, directors, agents representatives, volunteers, and employees against any claim or liability, including attorneys’ fees and costs, arising in any manner related to this Agreement that an employee, agent or others under Consultant’s supervision or control was misclassified.
1.12 This Agreement contains provisions that permit mutually acceptable changes in the scope, character or complexity of the work if such changes become desirable or necessary as the work progresses. Adjustments to the basis of payment and to the time for performance of the work, if any, shall be established by a written contract amendment (approved and executed by the City) to accommodate the changes in work.
2. DUTIES OF CITY
2.1 City shall furnish to Consultant all available and pertinent data and information requested by Consultant to facilitate the preparation of the documents called for in this Agreement.
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provided that Consultant shall provide City prompt written notice of a ny known defects in such data and information.
2.2 City shall provide contract administration services. City shall notify Consultant of required administrative procedures and shall name representatives, if any, authorized to act in its behalf.
2.3 City shall review documents submitted by Consultant and shall render decisions pertaining thereto as promptly as reasonably possible.
3. COMPENSATION
3.1 For the full performance of the services described herein by Consultant, City agrees to compensate Consultant for all services and direct costs associated with the performance of the project in an amount not to exceed $200,000, as follows:
a. Once each month, Consultant shall submit for payment by City, an itemized invoice for services performed during the previous billing period. The invoice shall describe the service s rendered and the title of the item of work and shall list labor hours by personnel classification. Said invoice shall be based on all labor and direct expense charges made for work performed on the project. Labor charges shall be in accordance with the f ee schedule found in Exhibit A of this Agreement. City shall pay Consultant for services rendered and approved by the City within 30 days from the date the itemized invoice is received by the City, subject to the maximum not to exceed amount specified above and the City’s right to object.
b. Direct costs are those outside costs incurred on or directly for the project and substantiated with invoices for the charges. Direct expenses include printing, reproduction, and delivery charges.
3.2 If Consultant incurs other costs which are not specifically covered by the terms of this Agreement, but which are necessary for performance of Consultant’s duties, City may approve payment for said costs if authorized in writing by the City in advance.
3.3 City may order changes in the scope or character of services in writing, including decreasing the amount of Consultant’s services. In the event that the work is decreased, Consultant is entitled to full compensation for all services performed and expenses incurred prior to receipt of notice of change. Under no conditions shall Consultant make any changes to the work, either as additions or deductions, without the prior written order of the City. In the event, that the City determines that a change to the work or services from that specified in this Agreement is required, the contract time and/or actual costs reimbursable by the City for the project may be adjusted by contract amendment or change order to accommodate the changed work. The maximum not to exceed total amount specified in this Article 3 (Compensation) shall not be exceeded, unless authorized by written contract amendment or change order, approved and executed by the City.
Consultant shall obtain prior written approval for a revised fee schedule f rom the City before exceeding such fee schedule. Only City’s authorized representative(s) is authorized to approve changes to this Agreement on behalf of City.
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3.4 In no event, will the Consultant be reimbursed for any costs or expenses at any rates that exceed the rates for set forth in the fee schedule found in Exhibit A.
3.5 Consultant agrees that the payments to Consultant specified in this Article 3 (Compensation) will constitute full and complete compensation for all obligations assumed by Consultant under this Agreement. Where conflicts regarding compensation may occur, the provisions of this section apply.
4. SUBCONSULTANTS
4.1 Consultant may not subcontract any services required under this Agreement without the prior written consent of the City.
4.2 Consultant shall be responsible to City for the performance of any and all subconsultants who perform work under this contract, and any acts of negligence or misconduct on their part. Consultant is solely responsible for all payments due to subconsultants.
4.3 Consultant shall require and verify that all subcontractors maintain insurance meeting all of the requirements stated herein, including naming the City of Campbell, its officers, officials, directors, agents’ representatives, volunteers, and employees as additional insureds. Any modification to the insurance requirements for subcontractors must be agreed to by the City in writing.
4.4 If at any time, the City determines any subcontractor is incompetent or unqualified, Consultant will be notified and will be expected to immediately cancel the subcontract.
5. OWNERSHIP OF DOCUMENTS AND MATERIALS
All original drawings, documents, data, materials, photographs, negatives and other work products prepared by the Consultant and/or its subconsultants in the performance of the services encompassed in this Agreement (whether in printed or electronic format) (“project -related documents and materials”) shall be the property of the City and may be used on this project without the consent of the Consultant or its s ubcontractors. City acknowledges that such drawings, documents, and other items are instruments of professional services intended for use only on the subject project. Consultant agrees that all copyrights which arise from creation of the Project- related documents and materials pursuant to this Agreement shall be vested in the City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of the City.
Any and all project-related documents and materia ls including draft documents and materials related to this Agreement shall be confidential, not to be used by the Consultant on other projects or disclosed to any third party, except by agreement in writing by the City, or except as otherwise provided herein or applicable laws. Upon the completion or termination of this Agreement for any reason, the City shall be entitled to receive, and Consultant shall promptly provide to the City upon request, all finished and unfinished project-related documents and materials, produced or gathered -15-
by or on behalf of Consultant that are in Consultant’s possession, custody or control. Consultant may retain copies of said documents and materials for its files. In the event of termination, any dispute regarding compensation or damages shall not hinder, prevent, or otherwise impact the City’s right to promptly receive and use such documents and materials which are the sole and exclusive property of the City.
6. TERMINATION
6.1 Notwithstanding any other provision of this Agreement, City may terminate this Agreement at any time, with or without cause, in its sole discretion, by giving notice in writing to Consultant not less than 14 calendar days prior to an effective termination date. In the event of such termination, Consultant shall have the right and obligation to immediately assemble the work then in progress for the purpose of completing the work and turning over all materials and documents to City.
6.2 In the event of such termination, Consultant shall be compensated for all work and services performed to the point of termination in accordance with the payment provisions set forth in Section 3.1, unless the termination is for cause, in which event Consultant need be compensated only to the extent required by law.
6.3 Upon notice of termination by City, the Consultant will immediately act to not incur any additional obligations, costs or expenses, except as may be reasonably necessary to terminate its activities. All finished or unfinished work or documents procured or produced under the Agreement will become property of the City upon the termination date. In the event of Consultant’s failure to perform pursuant to the Agreement, the City reserves the right to obtain services elsewhere and Consultan t will be liable for the difference between the prices set forth in the terminated Agreement and the actual cost to the City. Termination of the Agreement pursuant to this paragraph shall not relieve the Consultant of any liability to City for additional costs, expenses, or damages sustained by City due to failure of the Consultant to perform pursuant to the Agreement. City may withhold any payments to Consultant for the purpose of set off until such time as the exact amount of damages due City from Consult ant is determined. After the effective date of termination, Consultant will have no further claims against the City under the Agreement.
No other compensation will be payable for anticipated profit on unperformed services.
7. AUDIT AND INSPECTION
Consultant shall permit authorized representatives of City to inspect and audit all data and records relating to its performance under this Agreement for a period of three years following acceptance of the final study.
8. EQUAL EMPLOYMENT OPPORTUNITY
Consultant agrees to refrain from discriminatory employment practices on the basis of race, religious creed, color, sex, national origin, handicap, sexual orientation, marital status, medical condition, disability, ancestry, organizational affiliation, military or veteran status, or -16-
any other consideration made unlawful by local, State or Federal law, of any employee of, or applicant for employment with, such Consultant or subcontractor. City requires Consultant to comply with all applicable Federal and State and local equal employment opportunity laws and regulations.
9. INSURANCE AND INDEMNIFICATION
9.1 With respect to any professional services provided by Consultant , the Consultant agrees to indemnify, and hold harmless the City, its officers, and employees to the fullest extent allowed by law from any and all claims, actions, causes of action, damages, liabilities and losses, that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, except for any claims, actions , causes of action, losses, damages or liabilities proximately caused by the sole negligence or willful misconduct of City. City shall not be liable for acts of Consultant in performing services d escribed herein. Notwithstanding anything in this paragraph to the contrary, any defense costs charged to the consultant under this paragraph shall not exceed the consultant proportionate percentage of fault, except:
a. That in the event one or more defendants is unable to pay its share of defense costs due to bankruptcy or dissolution of the business, the consultant shall meet and confer with the other parties regarding unpaid defense costs in good faith effort to agree on the allocation of those costs amongst the parties; and
b. Where a project-specific general liability policy ensures all project participants for general liability exposures on a primary basis and also covers all consultant for their legal liability arising out of their professional services on a primary basis, then there shall be no limitation on the consultant 's duty to provide a defense and cover the City's cost of defense.
With respect to all matters other than those covered by the foregoing paragraph, Consultant agrees to indemnify, defend (with counsel reasonably satisfactory to the City) and hold harmless the City, its officers, officials, directors, agents representatives, volunteers, and employees to the fullest extent allowed by law from and against any and all claims, actions, causes of action, losses, damages, liabilities and costs of every nature, including attorneys’ fees and costs (collectively, “Losses”) including but not limited to all claims, actions, cause s of action, losses, damages, liabilities for property damage, bodily injury, or death, and all costs of defending any claim, caused by or arising out of, or alleged to have been caused by or arise out of, in whole or in part, Consultant’s performance under this Agreement, except for any claims, actions, causes of action, losses, damages, costs or liabilities proximately caused by the sole negligence or willful misconduct of City. City shall not be liable for acts of Consultant in performing services described herein.
In no event shall this section be construed to require indemnification by the Consultant to a greater extent than permitted under the public policy of the State of California; and in the event that this contract is subject to California Ci vil Code section 2782(b), the foregoing indemnity provisions shall not apply to any liability for the active negligence of the City. -17-
The defense and indemnity provisions obligations of this Agreement are undertaken in addition to and shall not in any way be limited by the insurance obligations contained in this Agreement. The foregoing indemnity provisions are intended to fully allocate the parties’ risk of liability to third - parties; and there shall be no rights to indemnity or contribution, in law or equity or otherwise between the parties that are not set forth in this section. Consultant waives all rights to subrogation for any matters covered by the provisions of this section. Consultant’s responsibility for such defense and indemnity obligations as set forth in this section shall survive the termination or completion of this Agreement for the full period of time allowed by law.
9.2 Consultant shall maintain insurance conforming to the following specifications to the fullest amou nt allowed by law for a minimum of three (3) years following the termination or completion of this Agreement:
A. Types of Coverage
The policies shall afford the following types of coverage:
1. Commercial General Liability;
2. Automotive;
3. Workers’ Compensation and Employer Liability; and
4. Professional Liability and/or Errors and Omissions
B. Minimum Scope of Insurance
Coverage shall be at least as broad as:
1. For Commercial General Liability: Insurance Services Office (ISO) CGL Form 00 01 11 85; and
2. For Automotive Liability: ISO CA 00 01 06 92 including symbol 1(any auto); and
3. For Workers’ Compensation: insurance as required by the Labor Code of the State of California and Employer's Liability insurance; and
4. For Professional Liability and/or Errors and Omissions: insurance covering negligence committed by or on behalf of Consultant in rendering services to City.
C. Minimum Limits of Insurance
Consultant shall maintain limits no less than:
1. General Liability: $1,000,000 combined single limit per occurrence for -18-
bodily, personal injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.
2. Automobile Liability: $1,000,000 combined single limit per accident for bodily injury and property damage.
3. Workers’ Compensation and Employer's Liability: Workers’ Compensation limits as required by the Labor Code of the State of California and Employer's Liability limits of $1,000,000 per accident. The Worker’s Compensation policy must be endorsed with a waiver of subrogation in favor of the City for all work pe rformed by the Consultant and its employees.
4. Professional Liability and/or Errors and Omissions: $1,000,000 per claim and $2,000,000 in the annual aggregate.
The limits of insurance required in this Agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City (as agreed to in this Agreement) before the City’s own insurance or self - insurance shall be called upon to protect it as a named insured.
D. Deductible and Self-Insured Retention
Any deductibles or self -insured retention must be declared to and approved by the City and shall not reduce the limits of liability. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self -insured retention as resp ects the City, its agents, officers, attorneys, employees, officials and volunteers; or the Consultant shall procure a bond guaranteeing payment of losses related to investigations, claim administration, and defense expenses. Policies containing any self-insured retention provision shall provide or be endorsed to provide that the self- insured retention may be satisfied by either the named insured or the City.
E. Other Insurance Provisions
The policies are to contain, or be endorsed to contain, the following provisions:
1. General Liability and Automobile Liability Coverage:
a. The City, its agents, officers, attorneys, employees, officials and volunteers are to be covered as additional insureds as respects: liability arising out of this Agreement perfor med by or on behalf of the Consultant, products and completed operations of the Consultant, premises owned, occupied or used by the Consultant, or automobiles owned, leased, hired or borrowed by the Consultant. It is a requirement of this Agreement that any available insurance proceeds broader -19-
than or in excess of the specified minimum insurance coverage requirements and/or limits set forth in this Agreement shall be available to the City as an additional insured. Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage limits specified in this Agreement, or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured, whichever is affords greater coverage.
b. The Consultant's insurance coverage shall be primary insurance as respects the City, its agents, officers, attorneys, employees, officials and volunteers.
Any insurance or self -insurance maintained by the City, its agents, officers, attorneys, employees, officials and volunteers shall be excess of the Consultant's insurance and shall not contribute with it.
c. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its agents, officers, attorneys, employees, officials, and volunteers.
d. The Consultant's insurance shall apply separately to each insured against whom claim is made or suit is brought except with respect to the limits of the insurer's liability.
2. Workers’ Comp ensation and Employer’s Liability Coverage: The insurer shall agree to waive all rights of subrogation against the City, its agents, officers, attorneys, employees, officials, and volunteers for losses arising from work performed by the Consultant for the City.
3. All Coverages: Any unintentional failure to comply with reporting provisions of the policies shall not affect coverage provided to the City; and unless otherwise approved by the City, each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled by either party, except after thirty (30) days prior written notice by regular mail has been given to the City, or ten (10) days for cancellation for non- payment of premium.
F. Suspension or Cancellation
If any o f the coverages required by this Agreement should be suspended, voided, cancelled or reduced in coverage during the term of this Agreement, Consultant shall immediately notify City and replace such coverage with another policy meeting the requirements of this Agreement.
G. Subcontractors
Consultant agrees that any and all contracts with subcontractors for performance of any matter under this Agreement shall require the subcontractors to comply with the same indemnity and insurance requirements set forth in this Agreement to the extent that they apply to the scope of the subcontractors’ work. Subcontractors are to be bound to contractor and to City in the same manner -20-
and to the same extent as the Consultant is bound to City under this Agreement. Subcontractors shall further agree to include these same provisions with any sub -subcontractor. A copy of this Agreement will be furnished to the subcontractor on request. The Consultant shall require all subcontractors to provide a valid certificate of insurance and the required endorsements included in the Agreement prior to commencing any work and will provide proof of compliance to the City.
H. Acceptability of Insurers
Without limiting Consultant's indemnification provided hereunder, the policies of insurance listed in Article 9.2 of this Agreement are to be issued by an issuer with a current A.M. Best Rating of A:V and who is authorized to transact business in the State of California, unless otherwise approved by the City.
I. Verification of Coverage
Consultant shall furnish the City with endorsements and certificates of insurance evidencing coverage required by this clause. The certificates for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. The certificates are to be on forms acceptable to the City. Where required by statue, forms approved by the Insurance Commissioner are to be submitted. All certificates are to be received and approved by the City before work commences.
J. Special Risks/Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances and provide notice to Consultant.
10. MISCELLANEOUS
10.1 This Agreement shall be binding on the heirs, executors, assigns and successors of Consultant.
10.2 Neither party may assign this Agreement, or any portion hereof, without the prior written consent of the other.
10.3 This Agreement shall not be construed to alter, affect, or waive any lien or stop notice rights, which Consultant may have for the performance of services pursuant to this Agreement.
10.4 Neither party’s waiver of any term, condition or covenant, or breach of any term, condition or covenant shall be construed as the waiver of any other term, condition or covenant or waiver of the breach of any other term, condition or covenant.
10.5 This Agreement contains the entire Agreement between City and Consultant relating to the project and the provision of services to the project. Any prior agreements, -21-
promises, negotiations, or representations not expressly set forth in this Agreement are of no force or effect. Subsequent modifications to this Agreement shall be in writing and signed by both City and Consultant.
10.6 If any term, condition or covenant of this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions of this Agreement shall be valid and binding on City and Consultant.
10.7 This Agreement shall be governed and construed in accordance with the laws of the State of California.
10.8 All changes or amendments to this Agreement must be in writing and approved by all parties.
10.9 The initial contract term shall commence upon execution of the contract by the City and shall be for a two (2) month period, unless terminated sooner in accordance with the contract.
The City of Campbell at its sole discretion may elect to extend the contract up to two (2) consecutive six-month periods by providing written notice to Consultant not less than thirty (30) days prior to expiration of the original or extended term. The total length of the contract shall not exceed a period of one year. Annual contractual costs shall be equal to the August-to-August San Francisco-Oakland-San Jose Consumer Price Index -All Urban (CPI-U) in an amount not to exceed five percent (5%), but not lower than three percent (3%), annually, on July 1 of each contract renewal if executed.
10.10 Consultant owes the City a duty of undivided loyalty in performing the work and services under this Agreement, including, but not limited to, the obligation to refrain from having economic interests and/or participating in activities that conflict with the City’s interests in respect to the work and/or services and project. The Consultant shall list current clients who may have a financial interest in the outcome of this Agreement. The Consultant hereby certifies that it does not now have, nor shall it acquire any financial or business interest that would conflict with the performance of services under this agreement. Consultant shall not make or participate in making or in any way attempt to use Consultant’s position to influence a governmental decision in which Consultant knows or has reason to know Consultant has a direct or indirect financial interest other than the compensation promised by this Agreement. Consultant will immediately advise the City if Consultant learns of a financial interest of Consultant's during the term of this Agreement.
10.11 City is a public agency subject to the disclosure re quirements of the California Public Records Act (“CPRA”). If Consultant’s proprietary information is contained in documents or information submitted to City, and Consultant claims that such information falls within one or more CPRA exemptions, Consultant must clearly mark such information “Confidential and Proprietary,” and identify the specific lines containing the information. In the event of a request for such information, City will make best efforts to provide notice to Consultant prior to s uch disclosure. If Consultant contends that any documents are exempt from the CPRA and wishes to prevent disclosure, it is required to obtain a protective order, injunctive relief or other appropriate remedy from a court of law in Santa Clara County before the City is required to respond to the -22-
CPRA request. If Consultant fails to obtain such remedy within the time the City is required to respond to the CPRA request, City may disclose the requested information without any liability to Consultant. Consultant further agrees that it shall defend, indemnify and hold City harmless against any claim, action or litigation (including but not limited to all judgments, costs, and attorney’s fees) that may result from denial by City of a CPRA reques t for information arising from any representation, or any action (or inaction), by the Consultant.
10.12 Neither party hereto shall be considered in default in the performance of its obligation hereunder to the extent that the performance of any such obligation is prevented or delayed by an act of God, natural disaster, pandemic, acts of terrorism, war, or other peril, which is beyond the reasonable control of the affected party and without the negligence of the respective Parties. Each party hereto sh all give notice promptly to the other of the nature and extent of any Force Majeure claimed to delay, hinder or prevent performance of the services under this Agreement. Each Party will, however, make all reasonable efforts to remove or eliminate such a cause of delay or default and will, upon the cessation of the cause, diligently pursue performance of its obligations in this Agreement. In the event either party is prevented or delayed in the performance of its respective obligation by reason of such Force Majeure, there may be an equitable adjustment of the schedule and Consultant compensation based on City’s sole discretion.
10.13 Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.
10.14 Consultant warrants that Consultant, its subcontractors and/or agents (if any) has/have complied with any and all federal, state, and local licensing requirements
10.15 Each party acknowledges that it has reviewed this Agreement and that the normal rule of construction to the effect that any ambiguities are to be resolved against the drafting party shall not be employed in the interpretation of this Agreement.
10.16 The signatories to this Agreement warrant and represent that each is authorized to execute this Agreement and that their respective signatures serve to legally obligate their respective representatives, agents, successors and assigns to comply with the provisions of this Agreement.
10.17 This Agreement is entered into, and to be performed in Santa Clara County, California, and any action arising out of or related to this Agreement shall be maintained in a court of appropriate jurisdiction in Santa Clara County, California.
10.18 This Agreement may be executed in counterparts which shall, in the aggregate, be deemed an original but all of which, together, shall constitute one and the same instrument. A scanned, electronic, facsimile or other copy of a party’s sig nature shall be accepted and valid as an original.
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11. NOTICES
Notices required under this Agreement may be delivered by first class mail addressed to the appropriate party at one of the following addresses:
CITY: City of Campbell
Attention: Rob Eastwood
70 North First Street
Campbell, CA 95008
CONSULTANT: _________________________________
Attention: _________________________
[SIGNATURES ON FOLLOWING PAGE]
-24-
Having read and understood the foregoing Agreement, the undersigned parties agree to be bound hereby:
CONSULTANT
By
CITY OF CAMPBELL
By
25 Title Title
Approved as to Form
City Attorney
2550 Lakewest Dr, Ste 10 . Chico . Ca . 95928 . 530.345.0364 . www.chabinconcetps.com
December 1, 2022
City of Campbell
Attention: Leslie Parks, Economic Development Manager
70 North First Street
Campbell, CA 95088
Reference: Conflict of Interest Statement
Chabin Concepts is pleased to subm it the Statement of no conflict of interest on behalf of Chabin Concepts and it s subcontracts Lone Fir Creative (MC2 Design), Urban Scena rios, and Retail Real Estate Resources.
Chabin Concepts, prime consultant for proposed economic development strategy plan, covenants that the company, its officers, employees and/or agents presently have no interest, and shall not acquire any interest, direct or indirect, financial or otherwise, which would conflict in any manner or deg ree with the performance of the services requested herein by the City.
Chabin Concepts further covenants that, in the performance of any contract or agreement resulting from this RFP, no subcontractor or person having such an interest shall be employed. Consult ant certifies that to the best of Consultant’s knowledge, no one who has or will have any financial interest under any contract or agreement resulting from this RFP is an officer or employee of the City.
Respectfully,
Audrey E. Taylor
President & CEO
Chabin Concepts, Inc.
Proposal to
City of Campbell, CA
Short-Term Economic Development Strategy &
Economic Development Plan Update
October 3, 2022
Submitted by:
Chabin Concepts, Inc.
2550 Lakewest Drive, Suite 10
Chico, CA 95928
530.345.0364 | www.chabinconcepts.com
2022 Proposal to City of Campbell | Economic Development Plan Update Table of Contents
Letter of Interest .............................................................................................................................. 1 Project Understanding ..................................................................................................................... 2 Project Approach ............................................................................................................................. 3 Scope of Work .................................................................................................................................. 5 Relevant Experience ....................................................................................................................... 16 Project Manager ............................................................................................................................ 20 Project Team .................................................................................................................................. 21 Project Kick-Off and Management ................................................................................................. 24 Budget and Timeline ...................................................................................................................... 25 Appendix ........................................................................................................................................ 27
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 1 Letter of Interest
October 3, 2022
City of Campbell
City Clerk’s Office Attention: [email protected]
70 North First Street RFP: City of Campbell, Economic Development Plan Update Campbell, CA 95008 Consultant Name: Chabin Concepts, Inc.
The City of Campbell is taking very creative and forward -thinking steps in preparing for the future at a time of change in many communities , including recovery from the past two years of pandemic related shutdowns and disruptions. The City’s 2040 General Plan (Draft) outlines many actions that will enhance and enable progress. This RFP supports key objectives identified in the economic development element, i.e., Action ED-1a “review and update the Economic Development Plan”, the intent of this RFP Our firm, Chabin Concepts, has brought together a multi -disciplinary team to deliver the broad scope of tasks—from data analysis, st akeholder engagement, SWOT assessment to branding and delivering an updated 2017 Economic Development Plan with a short-term action plan focused on filling commercial vacancies to minimize any sales tax revenue decline.
Each team member has experience wor king with both private and public sectors which provides you a unique perspective in understanding market trends, industry decision factors, and best practices in economic development. We have extensive knowledge and experience working for communities in t he Bay Area and California.
We work closely with City staff to ensure our work is aligned with the Council goals and objectives. Our commitment is to deliver an action-oriented strategic work plan with implementation tools that enable staff to execute the plan. Our team includes:
Audrey Taylor, Chabin Concepts, President/CEO (Project Lead)—economic development strategies.
Christine Firstenberg, Retail Real Estate Resources (RRER) —real estate development, retail and mix-use development.
Brian Curtis, Lone Fir Creative—StoryBrand agency.
Thatch Moyle, President, Urban Scenarios—3D visualization, GIS modeling and StoryMaps.
We look forward to the opportunity to work with the City of Campbell in meeting their eco nomic development goals.
Audrey Taylor, President,
[email protected]
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 2 Project Understanding
We understand that the City of Campbell’s project objective is to update the 2017 Economic Development Work Plan which currently consists of five goals and 20 action items. With the overall economic development goal of job creation and robust economic activity the project will include long -term and short-term strategies (full vacancies) and a branding strategy.
The City is also updating their General Plan, 20 40, which will soon be adopte d. Extensive work and community engagement has been involved with the update. The new General Plan identifies goals, policies and actions both in the Land Use and Economic Development elements which will also be used to guide the updated Economic Development Plan.
General Plan 2040 Objective : Proactively plan for and accommodate local and regional growth in a balanced and sustainable manner, with an emphasis on maintaining Campbell’s unique character, charm, and quality of life.
Our strategic planning process, outlined in the Scope of Work, demonstrates how we incorporate the RFP requests for data, sales tax, market and SWOT analyses, stakeholder engagement and the creation of a branding element for Campbell that defines the vision of the City. There will be extensive engagemen t throughout the project with s takeholders and partners to understand the goals and objectives as they relate to the City and its economic future.
The final deliverable will be a forward-thinking, comprehensive, and actionable economic development plan. You will receive 1) a comprehensive update to the City’s current Economic Development Plan, 2) specific actions for short -term implementation to fill vacancies , and 3) all intertwined with recommendations for launching a branding campaign for the City. 2017 Economic Development Vision
The City of Campbell will strive to
enhance its business climate,
providing opportunities for new
commercial, industrial, and smart
growth residential development to
help maintain the characteristics
that define its small-town
atmosphere while improving the
community’s quality of life.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 3 Project Approach
A key to any community’s success is its readiness, capacity and ability to understand the primary economic drivers of emerging, growth and legacy industries. Critical to economic success is the ability to respond to the needs, issues, and opportunities of those sectors and grow the economy from within while being attractive to new sector/business investment.
1. Understand the City’s Economic Drivers
Communities have three distinct markets driving their economy—traded sector, population-driven and visitor-serving markets.
The traded sector consists of those businesses that provide goods and services to customers outside of the region. They export goods and services and import dollars. Typically, they are part of an industry supply chain, a producer or supplier. Businesses in the traded sector provide the highest economic impact to a community.
The population-driven market is made up of businesses that provide goods an d services to residents, e.g., medical care, auto dealerships, groceries, restaurants and retail. Because it is a circulation of the same dollars (earned and spent) in the community , the economic impact of these businesses is much smaller than those in the traded sector, but still very important to the local economy and quality of life. Municipalities are often most interested in this and the visitor sector because these businesses generate sales tax revenue.
The visitor-serving market consists of venues and businesses that attract or serve visitors to the community, e.g., hotels, destination attractions. The size and economic impact of this sector can be less for communities that are not considered a “visitor destination.” When tourism is not a major part of the economy, the visitor can be those travelling to the community for other reasons e.g., business, education or medical care.
Each sector has a unique and key role to play in Campbell’s economic future.
The consulting team will conduct their investigation keeping each economic driver in mind. Our approach is to holistically look at those businesses , sectors, markets and place that drive economic activity.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 4
2. Analyze the Community through the Lens of Business Investment Our work acknowledges the complexities of business investment decisions that include the myriad of metrics that collectively document that a community is right and ready for new and continued investment by business enterprises and development.
Our approach is modeled after a typical business investment decision evaluation—determining what you have that is attractive to businesses, employers, and what is absent or could be improved.
Our approach:
1. Evaluate local and regional demographic, industry, education, regulatory, infrastructure, quality of place, and workforce characteristics to assess the city within the regional market.
2. Visit employment centers (retail, mixed-use office sites, industrial and business parks, downtowns) to document advantages and constraints associated with development, identify properties that are best suited for investment and look to uncover new opportunities.
3. Engage City staff, employers, infrastructure providers, vocational schools, colleges, and universities through interviews and group meetings to document the local and regional business climate , programs, and identify potential gaps.
4. Combine these findings into a competitive SWOT which will serve as the basis of an action -oriented Economic Development Plan with recommendations to improve the City’s competitive position which will ultimately attract investment and create job opportunities.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 5 Scope of Work
Our experience has proven that a three-phase strategic planning process is the most effective to ensure goals, objectives, strategies, and activities are aligned into a cohesive multi-year economic development plan that has community support, a commitment to moving forward and a plan that can be executed by staff and community partners.
The right strategic planning process engages the community and stakeholders in understanding the current situation and helps them define what the future should look like.
As noted in the Project Understanding section, during each of the three strategic planning phases we will be incorporating the objectives of the RFP, General Plan Elements and how the tasks update the Economic Development Plan.
To ensure we have addressed the detailed tasks identified in the RFP, the following sections include a call- out box to the right of each introductory paragraph that notes the tasks addressed in that phase.
I – Where are we now?
Sets the benchmark
and understanding
of challenges and
identifies
opportunities
II – Where do we want to be?
Stakeholders
engage in defining
goals and expected
outcomes are
defined
III – How will we get there?
Strategies are determined and an action
plan is created that includes roles,
responsibilities and performance metrics
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 6 I – Where are we now?
Phase I is the deep dive to understand the
make-up of the community , the economic
base, understand trends, shifts, economic
activities, identify challenges and
opportunities and prepare an analysis to set
a new benchmark.
TASK ACTIONS
Initial Review ▪ Review with staff the objectives, strategies, and implementation of the 2017 Economic Development Plan. Identify what has been completed, what is currently happening, and identify new initiatives or challenges not covered by the plan. Discuss who did implementation (past and current) i.e., staff and/or partners.
▪ The 2017 Economic Development Plan is clear and implementable. Review with staff and with Advisory Council what components should remain and what are priorities in today’s venue.
▪ Obtain contact lists, including, but not limited to: Advisory Committee, Planning Commission, ED Subcommittee, Leading Industries, Top Sales Tax Generators, Chamber and other key organizations, brokers and developers. ▪ Review Base Camp which will be the client/consultant team share repository for documents and interim findings and reports.
Review Items
Identified during
Proposal
Research
Discuss and understand:
▪ City’s economic development team and Business Concierge process and services—who is involved, what are the activities, roles and responsibilities ▪ Review any identified prime opportunities sites for development. ▪ Review properties that will be proposed to convert from an existing use to housing to meet state-mandated RHNA requirements.
▪ Results of the small business survey on the city’s website. ▪ ED Department service fact sheets on the website—programs and services noted as business attraction, recognition, just because and vacant storefront window treatment—how are these used, updated?
RFP Tasks
▪ Review existing Economic Development Plan
▪ Review current conditions, including sales tax, office uses, research and redevelopment uses.
▪ Obtain and update formal sales tax leakage analysis to identify which products and services needs are not being met within Campbell with more detail on sectors and
geographic distribution/data
▪ Assess current vacancy list of commercial spaces available in Campbell
▪ Review tax revenue
▪ Evaluation of existing conditions
▪ SWOT Analysis
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 7 ▪ How does the city work with the technology businesses that are highlighted on website, https://campbellca.gov/1039/Technology-in-Campbell to ensure they stay and grow in
Campbell?
▪ Review traffic to the Economic
Development website page.
Economic Scan ▪ Prepare an Economic Scan that looks at five-year trends of population growth, workforce demographics, educational attainment, industry concentration, and quality of life factors such as data on housing market—those factors that make up the community’s value proposition for business investment.
Tax Revenue ▪ Review all tax revenue—property, sales and use, utility, franchise, business, TOT, supplemental, construction development—and any other tax generated by economic activity (provided by the City to Consultant). ▪ Determine tax revenue generated by employment types for further analysis.
City Tour ▪ The Team will schedule a in-market site tour and meeting either in Phase I or Phase II or both.
▪ Tour economic centers with city staff.
▪ Begin “story mapping” the city and its economic centers. Story Maps are GIS based, web tools that create a visualization of the city’s economic centers— retail, mixed-use, office, industrial, R & D. We will document the centers, featured properties, and link to broker listings and provide this as a tool to the city at the end of the project. View a live sample at https://arcg.is/1LuvzO Sample
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 8 Land Use Policies
and Specific
Plans
▪ Review land use policy and direction, as outlined in the General Plan, to understand potential changes to land use policy accounting for current supply and demand trends (i.e., land conversions to housing).
▪ Review specific plan overlays—Hamilton Avenue and special planning areas— Pruneyard/Creekside District, North of Campbell Avenue (NOCA) District, South of Campbell (SOCA) District, Winchester Blvd Master Plan. ▪ Identify sub-market impacts, positive and negative.
Current
Conditions
▪ Review current conditions of the retail, office, industrial and R & D markets in Campbell. Using commercial real estate brokerage indicators we can evaluate each category of commercial real estate and estimate 1) vacancy rates; 2) size of average occupancy, and 3) categorize retail tenants in the Downtown to determine balance i.e. service, retail, restaurant, or office; using Downtown Campbell https://www.downtowncampbell.com/directory/all ▪ This review and analysis leads to building the asset inventory (and the Story Map) which will guide Phase III how to fill vacancies.
Current
Conditions
Retail
▪ For Retail a sales tax leakage analysis categorized by retail typologies will be prepared. The leakage categories identify the opportunities for retail tenant outreach. (Sales tax report will be provided by the City to consultant, typically provided by the City’s sales tax consultant). Costar vacancy reports are not accurate for retail. RRER’s affiliate retail brokerage company MERR has accurate and current vacancy reports for the Bay Area and can determine the retail vacancy in Campbell.
▪ In addition to analyzing the sales tax report, the Team will use their own retail analysis reports to further identify the retail trends, trade areas within 3-5-7 miles, visits, time stores visited, expenditures within centers by consumers at anchor tenants to better determine the existing trade patterns and identify possible new targets that can fill vacant spaces.
▪ To better understand the market, following the analysis the Team will investigate the vacant spaces to determine why they are vacant—is the space physically obsolete, or does the vacant space have a lease signed and the tenant is going thru the use/building permitting processes? ▪ Understanding the true vacancy allows policy makers to identify the most effective policies for both the Downtown and outlying areas of the City as it relates to retail.
Sample analysis reporting - The graphic on the following page is a report prepared to analyze the demographics for a Marshalls and Kohls.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 9
Current
Conditions
Office
▪ For Office, existing economic conditions are still prevalent, and the post- pandemic “work-from-home” situation is a predicament. Much of the office space may be leased but is not being used. Technically, if a space is leased, although not used, it does not qualify as “vacant” space, as it has a tenant who has legal rights to occupy. Through an evaluation of spaces, we can estimate an “availability” rate which is a more accurate indicator of the strength or weakness of the office market.
Current
Conditions
Industrial
▪ For Industrial/R&D, like office, spaces will be evaluated to better determine the availability rate and understand the types of spaces that are available—old, new, large, small. By properly calculating the availability rate and the type of space, the final product will be a valuable tool for the local brokers to use when representing a tenant.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 10 Competitive
Assessment
▪ The RFP focused heavily on the retail market, most likely because it drives sales tax revenue. As part of a competitive analysis for business investment, we will go beyond the
real estate
product to
include other
factors that
influence the
investment
decision, see
chart to the
right.
Branding – Image
Research
▪ Begin research and perception surveys of Campbells’ image as a place to do business.
Stakeholder
Engagement –
Interviews,
Meetings, Survey
▪ During this phase of the project, we will conduct confidential telephone interviews with key stakeholders (partners, brokers, businesses) to further build an asset inventory, identify potential opportunities, and uncover challenges that must be addressed to make the City attractive for business investment. ▪ We will coordinate interviews with stakeholders with City staff.
Phase I Deliverables:
The strategic planning process Phase I – Where are we now? deliverable is the findings report from which we will begin Phase II – Where do we want to be? The findings report captures the work and analysis prepared in Phase I which is then ranked as Strengths, Weaknesses, Opportunities, Threats (SWOT). The findings report will include:
1. Economic Scan
2. Tax Revenue
3. Property Analysis
4. Competitive Analysis
5. Real Estate: Vacant and Available Properties Portfolio, map and initial phases of the StoryMap.
Not all opportunities will be identified in Phase I. The findings report will be the basis for work sessions with the City’s Advisory Committee where typically other opportunities and challenges come to light.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 11 II – Where do we want to be?
Although there is a vision outlined in both the Economic Development Plan, the General Plan, multiple strategies and action plans (General Plan Economic Development
Element), the findings report (the SWOT) is critical to understanding the key challenges and opportunities
where the City can move forward.
Phase II is also an opportunity to identify priorities – not all activities can be priorities, but some will be standard operating procedures for economic development not special or focused initiatives/campaigns.
TASK ACTIONS
Meetings ▪ The Consulting Team will work with City staff to schedule several meetings with the Advisory Committee, City’s Economic Development Sub-Committee and Council (TBD by City/Consultant). These meetings are critical to setting the path for preparing an Economic Development Plan. Phase II has extensive engagement with stakeholders.
Advisory
Committee
▪ The Team will facilitate an Advisory Committee Work Session to set the stage for an economic development strategic process and implementation of the final plan, including:
o Economic base findings, general plan and economic development element goals and objectives;
o Previous economic development initiatives, priorities and the most FAQ people ask about the city;
o 3 Year vision of what is to be achieved;
o Values and principles;
o Roles – who moves the plan forward; and
o Focus areas
▪ Schedule meetings to review the SWOT and its implications. ▪ Hold a work sessions throughout process to continual define direction and priorities.
Commercial
Brokers
▪ Engage with the commercial brokers who have retail listings in Campbell and review their marketing materials for retail location criteria relevance. RRER’s affiliate, MERR works with commercial brokers daily. They can easily analyze commercial marketing materials to determine if they: a) adhere to the City’s branding; b) create interest from potential tenants; c) convey all the needed information for a tenant to make a location decision.
▪ Afterwards, they can relay positive suggestions for improvement to each commercial brokerage firm if needed.
Chamber of
Commerce
▪ Make presentation to the Chamber of Commerce. As a leading community organization, we will want to identify opportunities for the Chamber to take a role in the engagement and outreach to members and residents.
RFP Tasks
▪ Meetings with Advisory Committee
▪ Meetings with Key Stakeholders
▪ Meetings with Brokers
▪ Visioning and Branding
▪ Data Collection, Resident and Business Input
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 12 ▪ Coordinate with Chamber for possible business survey, if needed.
Outreach ▪ With staff identify other organizations that should be engaged in discussions. ▪ Continue outreach and possible surveys to obtain resident and business input.
Downtown ▪ Meet with Downtown stakeholders to understand the status and management of Downtown based on General Plan Land Use policy, goals for Downtown, implementation of Farmers’ Markets, and community and cultural events.
Opportunity Sites ▪ Review opportunity sites identified by the City and the Advisory Committee and areas identified in General Plan, such as transit-oriented and mixed-use development near the light rail station in Downtown Campbell (LU 5.5) Branding Work
Sessions
▪ During Phase II, we will introduce the branding component. Many cities use tourist-focused, outfacing campaigns or brands. Our goal is to help you create a brand that is oriented towards the future direction of the city. ▪ Facilitate a half-day branding workshop with the Advisory Committee, Economic Development Subcommittee, Council members and other key stakeholders to discover the city’s DNA, brand positioning, values, plans and desired representation.
▪ Based on those insights, and research conducted in Phase I, a guiding document for the brand is created and brought back to the Workshop Group for review.
This review would include a) three mood boards; b) concepts, directions; c) three to five black and white logo concepts; d) color logo concepts; and e) three color scheme options
Phase II Deliverable:
The strategic planning process Phase II – Where do we want to be? consists of many meetings and work sessions with key stakeholders, this is the engagement portion of the project. The intent of these meetings and work sessions is to inform the process and projects. Key deliverables include:
1. Additions to the SWOT—During interviews and meeting s additional strengths, weaknesses, opportunities and threats may be identified that will be added the SWOT report prepared during Phase I.
2. Priorities—From the work sessions with council members and key stakeholders, a key priority list will be created to ensure both the city and the consultant are on the same page with priority actions to be moved forward.
3. Goals and Objectives—An outcome of Phase II will be defining specific goals and objectives which will be used as the foundation for creating and updating the Economic Development Plan.
4. Results of Branding Work Session—The work session results will be shared and will become the base for developing the City of Campbell branding strategy.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 13 III – How will we get there?
Phase III is where all th e pieces begin to come together to create the Economic Development Plan.
With all the analysis and information gathered from
stakeholders and on -site evaluation of properties,
business operations, partnership and priorities, the
Consulting Team will prepare an economic development
plan with a lens for implementation.
The plan will be based on the market opportunities (or
challenges) in each of the City’s economic drivers and will address key actions for attraction, retention, or creation.
TASK ACTIONS
Traded Sector
Market
▪ Review each sub-sector of the traded sector market to understand the dynamics of operations within the region. Based on those dynamics, the plan will outline existing business development strategies to retain and expand businesses. There may be several different industry types within the traded sector market, from advanced manufacturing to technology. Some of the existing businesses will be new, others may be mature, or legacy industries. Having diverse traded sector employers is important to align with the population and workforce characteristics.
▪ Identify key opportunity sites within each economic center; sites may be business park, industrial area, and/or commercial corridors. ▪ Based on the available real estate and the evaluation of regional markets aligned with employment characteristics, target sub-sectors will be identified and strategies to attract those targeted businesses will be outlined. This information will help to fill available property. ▪ The Team will also review available properties and assets to determine if there is market opportunity for new and creative developments.
Local Serving Markets
Retail ▪ Gather location criteria on regional and national chain stores where those tenants might fill a sales tax leakage category for Campbell. ▪ Identify other active tenants that the city might consider service tenants but may want ground floor retail space. Determine if zoning is a prohibiting factor in filling vacant space with service tenants.
▪ List opportunity sites
▪ Work with local listing brokers in the Downtown and throughout the City to identify a merchandising mix for vacant and available spaces.
RFP Tasks
▪ Identify regional and national chains
▪ Identify and consider new and other uses
▪ Prepare branding and messaging
▪ Plan Development
▪ Meeting with Advisory Committee & City
Council Economic Development sub-
Committee
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 14 Downtown
▪ List opportunity sites.
▪ Inventory first floor vacancies, uses, approximate square feet. ▪ Identify best fits-restaurants, specialty retail uses and potential locations. ▪ Prepare strategies to ensure there is a robust and active Downtown with events and markets that draw residents and visitors. This may be dependent on the capacity of chamber or association currently promoting the downtown.
Office
▪ Based on the review of space availability and business mix, identify potential office use categories that could be attracted. ▪ Identify any repurposing of space to encourage entrepreneur development (if capacity and support is available).
Visitor Market
▪ Based on the review and input from stakeholders and participation with the Santa Clara Convention & Visitors Bureau, identify any market potential for more visitor attraction.
▪ Encourage regional attractions and events i.e., the excellent work on maximizing the NFL Playoffs and Super Bowl.
▪ Provide recommendations to enhance visitor experience while in Campbell. ▪ Integrate rich history with other strategies.
Marketing and
Branding
▪ Complete and finalize the branding concepts and guidelines. ▪ Prepare and review with staff and Advisory Committee a Brand Messaging Guide. This is a deck that frames the entire message of your brand, defines all essential communication elements to ensure consistency. ▪ Prepare Brand + Marketing Strategy including an assessment of brand health and marketing performance, an actionable plan of creative concepts, positioning, go-to-market strategies and tactics to be executed over nine to 18 months, and 90-day launch initiatives.
▪ Provide recommendations on marketing campaigns, marketing materials, website and economic development tools.
▪ Prepare and launch StoryMap designed to highlight the various economic centers, opportunity sites and featured properties in Campbell.
Community
Competitiveness
Improvements
▪ Based on the competitive assessment the plan will provide recommendations on improvements, which could include strategies, partnerships, economic development tools and programs that will enhance the competitiveness of Campbell within the regional market.
Measure
economic impact
▪ Working with staff on the implementation plan, key milestones will be identified along with reportable metrics to inform the council and stakeholders on economic development progress. Metrics may be based on statistical data and/or specific goals and actions.
Work Session ▪ Make a presentation to staff and the Advisory Committee. ▪ Address any concerns, additions, or deletion.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 15 Phase III Deliverables:
The strategic planning process Phase III – How we will get there? key deliverables will include:
1. Updated 2023-2028 Economic Development Plan and Implementation Schedule
2. Action plan focused on commercial vacancies
3. Website Story Map of available commercial, office and industrial centers
4. Branding strategy
5. Presentation to City Council
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 16 Relevant Experience
Chabin Concepts and members of the consulting team have provided a variety of economic development services to communities across the nation and the Bay Area. Below are three projects with similar scopes of work.
CITY OF FAIRFIELD
Although a much larger project than the City of Campbell ’s proposed project, the City of Fairfield economic strategy update focused on place development for key economic centers—the Heart of Fairfield (downtown) and the industrial parks. The project included extensive site analysis and industrial sector business interviews. A new brand was created for downtown with related marketing campaigns and plan. Also, an extensive Business Park Story Map and target marketing and business attraction campaign was created. See Appendix or view online.
Contact: Dwayne Dalman, ED Manager, City of Fairfield
707.428.7649 | [email protected]
CITY OF BENICIA
Chabin and its network of partners have been providing the City of Benicia with economic development services since 2011 when we were contracted to help the City realign its economic development efforts.
Identifying the community’s economic drivers was a critical first step. The resulting plan addressed three economic generators—Benicia Industrial Park, Downtown, Tourism and Commercial Centers . A Business Development Action Plan was
prepared, and an aggressive 120-
day launch schedule was adopted
by the City Council . Chabin
continues to work with the City of
Benicia conducting a more in -
depth Industrial Park Market
Study, updating the work plan,
preparing annual report s (the
most recent is included in the
Appendix and viewable online),
and several special projects.
Contact: Mario Giuliani,
Deputy City Manager
City of Benicia
707.746.4289
[email protected]
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 17
CITY OF DUBLIN, CA
Dublin Downtown Vision—RRER worked with a team of c onsultants who were tasked to locate, design, and set up an implementation program for the creation of a downtown in a city where none historically existed. Analysis had to be done as to the correct location of the proposed downtown, along with feasibility of the retail portion of the mixed-use designs that included residential, hotels and retail.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 18 CAÑON CITY, CO MARKET AND INDUSTRY OPPORTUNITIES
Cañon City, the county seat and largest community in Fremont County, Colorado was facing a loss of their historic industries (mining, agriculture, brick manufacturing) and unbalanced economic activity from seasonal tourism. The team partners were selected to 1) identify the best industry candidates for the city’s sites and buildings, 2) offer recommendations for how to address economic and other challenges uncovered, and 3) create a strategic framework to guide city leadership in diversifying and strengthening the local economy. Deliverables included:
▪ Strategies to mitigate structural challenges inhibiting Cañon City from competing for new investment, specifically development-ready real estate, changing demographics, workforce commuting patterns, downtown and Main Street stability, and seasonal tourism and spending patterns ▪ Three-year Action Plan, Launch Schedule, and Implementation Guide ▪ Four investment targets matched to six development sites, actions to achieve market-ready status ▪ Marketing piece for each of the investment targets and development sites (see Appendix) ▪ Introduction to six companies with active projects that are aligned with Canon City assets Contact: Rick Harrmann, Economic Development Manager
City of Canon City, CO
719.276.5279 | [email protected]
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 19
YUBA SUTTER LODGING ASSOCIATION
The Yuba Sutter Lodging Association represents lodging establishments and hotels in Yuba and Sutter Counties in northern California. Not known as destinations, Yuba and Sutter Counties border Sacramento County to the south and Nevada and Placer Counties to the east.
The goal of this project was to increase awareness of the unique assets, character and attributes of the two counties and create campaigns to increase travel and tourism to the area. The project included a new brand, fresh logo, website redesign, compelling content and video media, digital marketing social media management. The results were an amazing 1,943.49% user increase.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 20 Project Manager
CHABIN CONCEPTS, INC.
Chabin is organized with four key staff members and a network of affiliates who have worked together for over 25 years. We use this unique collaborative approach on every project. Our partners bring specific expertise that adds value to our clients’ projects. This network consists of renowned professionals in community and program assessment, site location analysis, rural and urban planning, downtown development, marketing, economic development tools, graphic design, and data analysis.
Chabin will be the lead consultant for the City o f Campbell economic development plan update, responsible for contract administration, project management and deliverables.
Chabin is equipped with the necessary tools to work efficiently, collaboratively and meet established timelines within budget. We will manage the overall project, coordinate the team, provide regular status reports, and handle all administrative duties associated with the project.
CHABIN CONCEPTS, INC. CORPORATE PROFILE
Core Competency Providing realistic, achievable, and measurable actions for strategic plans, creative marketing, and economic development program implementation Core Services Strategic Plans and Implementation Guides for Economic and Workforce Development, Business Attraction, Business Retention, Downtown and Retail Development, and Marketing. We also provide back-office staff assistance for a limited number of economic development departments.
Office Location 2550 Lakewest Drive, Suite 10 | Chico, CA 95928 Contact Audrey Taylor, 530.345.0364 ext. 27
[email protected]
Vicki Doll, 530.345.0364 ext. 26
[email protected]
Employer I.D. Federal 68-0190084 | California 363-3366-4 Incorporated State of California, June 1989
Primary Business Economic development and marketing consulting services Insurance General Liability: $2 MM | Aggregate: $4 MM
Automobile: $1 MM combined single limit
Professional: $2 MM| Aggregate: $2 MM
Workers Compensation
Capacity 2 Economic Development Professionals, 1 Graphic Designer, 1 Comptroller Nondiscrimination
Policy
It is Chabin Concepts’ policy to be fair and equitable in relations with its employees and applicants. Recruitment, hiring, placements, transfers and promotions will be made solely on the basis of individual qualifications for the positions being filled, and all other personnel actions such as compensation, benefits, layoffs, returns from layoffs, family care leave, terminations, education and training, and any other programs are also to be administered regardless of race, color, religion, ancestry, national origin, age (over 40), sex, sexual orientation, marital status, political affiliation, veterans’ status, disabilities (physical and mental), and medical condition (including cancer and HIV status).
Certified Small
Business
Chabin Concepts, Inc. is designated a California Certified Small Business (SB) by the Department of General Services, Supplier # 1736380. Certificate is valid to 11-30-23.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 21 Project Team
The City of Campbell’s RFP for updating the 2017 Economic Development Plan is very broad in nature and requests specific analysis of real estate properties, tax revenues, economic activity in all economic sectors as well as a branding component. To fully accomplish this and provide a valuable and executable economic development plan takes a diverse team of experienced professionals who can integrate their work.
Chabin has been providing such diverse teams to all their client project s for over 30 years. We find by bringing the best people with the right expertise and knowledge of the community and surrounding region we can deliver the type of plan the community can implement and begin seeing immediate results.
The Campbell Team, as listed below, has extensive knowledge and expert ise in the San Jose -Sunnyvale- Santa Clara metro market, experience with traded sector economic development business attraction, retention, expansion and creation , and significant private sector work in implementing economic development plans, location decision and project expansions utilizing various state and local programs.
Chabin president, Audrey Taylor, has served five California Governors in designing and implementing economic and workforce development initiatives and partner Lone Fir Creative is award-winning for their StoryBrand designs.
CHABIN CONCEPTS
2550 Lakewest Drive, Suite 10 | Chico, CA | 530.345.0364 | www.chabinconcepts.com Chabin, an economic development firm, has served national clients since 1989. We have had the privilege of serving over 350 communities including four state-level assignments in California, Washington, Oklahoma, and Oregon. These assignments ranged from strategy and initiative development to back -office economic development services —launching and implementing the plan . We have also assisted clients in receiving $89 million in grant investments and $26.6 million in CalCompetes tax credits awarded to California employers.
RETAIL REAL ESTATE RESOURCES (RRER)
3527 Mt. Diablo Blvd, #487 | Lafayette, CA 94549 | 925.381.8666 | www.retailrealestateresources.com RRER, a specialty real estate development strategy consulting company, focuses on retail and mix -use development, urban retail revitalization and older shopping centers, along with tenant representation, and property representation through their associated brokerage company Metrovation Retail Resources (MERR). With 30 years of experience, RRER’s breadth and depth of knowledge in the retail industry has guided a wide variety of clients —from public agencies to multiple Fortune 500 companies—to many successful real estate holdings and retail ventures throughout California.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 22
LONE FIR CREATIVE
4810 Point Fosdick Drive #67 | Gig Harbor, WA 98335 | 530.518.5572 | www.lonefircreative.com Lone Fir Creative is a brand and marketing firm focused on building brands with performance marketing . MC2 Marketing, located in Chico, CA recently merged with Lone Fir Creative to combine the talents of brand, marketing, and digital to deliver a system of strategy and execution services in a proven sequence to build strong brands and drive sustainable growth.
URBAN SCENARIOS
5806 SE 46th Avenue | Portland, OR 97206 | 503.539.1921 | www.urban-scenarios.com Urban Scenarios was founded by Thatch Moyle to help
decision-makers find new ways to envision solutions , make choices for an equitable, sustainable and resilient future, and communicate the vision. The company focuses on harnessing geospatial “big” data into easy -to- understand models that help all stakeholders understand the impact of policy decisions, assess investment opportunities and envision future growth in cities and regions across the globe.
Project Staff
For the Campbell project, the team consists of the principals of each firm and their key staff who bring years of experiences in different disciplines. The organizational chart below highlight s key project responsibilities for everyone. Team resumes are included in the Appendix.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 23
TEAM MEMBER EXPERTISE
Audrey Taylor
Chabin Concepts
Project Manager
✓ 42 years in marketing, economic and community development ✓ Strategic initiatives and economic development roadmaps ✓ Competitive assessments, positioning and sector strategies ✓ Facilitation and capacity building
Vicki Doll
Chabin Concepts
✓ 36 years in economic development
✓ Competitive and organization assessment
✓ Economic development tools
✓ Industrial and retail strategies and implementation plans ✓ Program and best practices research
Lindy Hoppough
Chabin Concepts
✓ 35 years in economic development
✓ Business-to-business communications, copywriting
✓ Graphic design and publishing
✓ Web content development and usability
Christine Firstenberg
Retail Real Estate
Resources
✓ Development strategist surrounding the land use of retail ✓ Sold over 3.2 million square feet of retail building, leased over 4.6 million square feet of retail space
✓ Action member of Bay Area real estate councils
✓ Provides consultations and strategy development for cities on development, redevelopment and retail revitalization
Samantha Clevenger
Retail Real Estate
Resources
✓ Economic analysis
✓ Property and business research
✓ Mapping and graphic design for marketing promos
Brian Curtis
Lone Fir Creative
✓ 32-year career in helping companies and communities increase revenue through strategy, marketing and messaging
✓ Creativity and solutions-based problem solving are the driving forces behind the growth of his company and the success of engagements Frank Roccio
Lone Fir Creative
Brand Strategist
✓ A brand strategist who approaches projects with the big picture in mind and connects brand vision to the concepts needed to create tangible results
✓ Diverse background in copywriting, content and creative ✓ Brand identity, define positioning, developing messaging strategy and creative campaigns to build brand traction and stimulate business Thatch Moyle, AICP
Urban Scenarios
✓ 20 years of experience in all aspects of land development, due diligence, master planning, feasibility
✓ GIS-supported modeling and analysis and 3D visualization
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 24 Project Kick-Off and Management
As soon as the project contract is executed, we will schedule a kick -off call with the City and project management staff during which we will:
✓ Agree on a schedule for team calls, status updates, and other administrative items. ✓ Confirm availability of recently completed reports, studies, or other relevant materials. ✓ Discuss access to GIS data and contacts.
✓ Set aside potential dates for site visit and discuss our typical agenda. ✓ Begin a list of stakeholders including major emplo yers, workforce development, training and education personnel, elected officials, and community stakeholders that we will contact for telephone interviews prior to the site visit or personal visits while on site. ✓ Discuss scheduling stakeholder interviews, meetings with Advisory Council, Economic Development Sub-Committee and branding work session.
✓ Address any pending local, state, or federal legislation of interest to the region; capital or development projects underway or pending that will impact economic development. ✓ Agree upon a schedule for project status reports to keep the City and other stakeholders apprised of progress.
✓ Discuss c onference calls using Zoom or Google Meets ( whichever preferred ). Calls can be scheduled regularly or as requested to monitor due dates, answer questions, address any problems in meeting project requirements, present interim findings and discuss upcoming tasks.
These calls will allow the project team to achieve consensus and provide an opportunity to refine our work product as the project progresses.
✓ Introduce team to Basecamp, an online, private, workspace Chabin uses for the project team, client, and stakeholders to facilitate information and document sharing, track timelines and action items. Basecamp will become a repository of materials and documents associated with the project.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 25 Budget and Timeline
The Team estimates a six-to-eight-month assignment for the project, dependent on start date (two weeks after contract signing). We anticipate the project will run into the winter holidays which often becomes a challenging time to schedule meetings and outreach. The goal would be to complete by second quarter 2023. The Economic Development Plan will have short -term actions that can be implemented by staff immediately.
Phase & Tasks Budget 1 2 3 4 5 6 7 8
Project coordination, scheduling,
reporting, contract management
$3,000 ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼
Project Kick-Off $1,000 ◼
Phase I – Where are we now? $84,000 ◼ ◼ ◼
Phase II – Where do we want to
be?
$30,000 ◼ ◼
Phase III – How will we get there? $70,000 ◼ ◼ ◼ ◼
Advisory Meetings, Presentation
and Review
◼ ◼ ◼
Presentation to Council ◼
Travel and Administrative Costs $12,000
TOTAL PROJECT BUDGET
(Not to Exceed)
$200,000
BUDGET AND TIMELINE NOTES
Services will be invoiced monthly throughout the term of the project coinciding with the project phases and level of work accomplished during the period.
Project-related direct expenses are included in the proposed budget. Expenses include but are not limited to, copying and printing, packaging materials, telephone, postage, shipping and travel. Budget is planned to accommodate one multi-day trip to the City of Campbell by one or more professionals and three on- site meetings and one council presentation of the final work plan and StoryMap. These all assume overnight stays.
Additional travel requested beyond this scope and agreed upon in meetings, would be billed separately at cost (mileage at IRS designated rate, and related staff hours). Draft reports will be made available for client review electronically in PDF.
Budget provides for one review/comment period and one revision.
One electronic final report will be prepared and emailed in PDF. A thumb drive will be prepared to include the final plan, an Executive Summary, appendix, and other relevant materials. No printed copies will be delivered.
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 26
Staffing Hourly Rates
2022 Proposal to City of Campbell | Economic Development Plan Update | Page 27 Appendix
1. Team Resumes
2. Sample Economic Development Strategy – City of Fairfield
3. Sample Implementation Plan – Canon City
4. Sample Economic Development Annual Report – City of Benicia
5. Sample Retail Development Strategy – City of Dublin
6. Sample Brand Development Results – Yuba Sutter Lodging Association