Agenda — City Council Subcommittee, July 27, 2023

City of Campbell
Economic Development Strategy Update
Economic Development Sub-Committee &
Advisory Committee
Agenda - Phase I Work Session
Thursday, July 27, 2023 - 1:00 p.m.

Orchard City Banquet Hall - 1 W. Campbell Avenue

1:00 1. Call to Order
1:05 2. Introduc�ons/Purpose of Work Session
• Leslie Parks, City of Campbell Economic Development Manager 1:15 –
2:00

3. Phase I - Se�ng baseline for crea�ng strategic ini�a�ves, working paper review
• Chris�ne Firstenberg
• Thatch Moyle
• Audrey Taylor
2:00 –
2:30

4. Phase I - Assets, Challenges, Opportuni�es
• Ranking
BREAK
2:45 –
3:05

5. Phase II – Where do we want to be?
• Review General Plan 2040 Vision & Objec�ves
3:05 –
3:35

6. Phase III – Economic Development Strategy Development • Review Consultant Observa�ons
3:35
3:45

7. Public Comment

8. N
ext Steps
• Brand Story & Messaging Work Session
TRANSMITT AL Economic Development Strategy Update
Phase I-Where are we now? Existing Conditions
The Economic Development Strategy approach
involves three-phases:

Phase I – Where are we now?
Phase II – Where do we want to be?
Phase III – How will we get there? Phase I Working Papers

1. Working Paper – Economic Centers
A web-based tool for visual depiction of key
areas, (Economic Centers) creating economic
impact in Campbell in the form of jobs,
production and revenue to the City. This tool
will remain with the city after the project.

2. Working Papers – Real Estate (commercial,
office and industrial)
City of Campbell Vacancies
City of Campbell Real Estate Market
Conditions

3. Working Paper – Sales Tax Review

4. Working Papers – Marketing
City of Campbell Social Media Presence
City of Campbell Website
City of Campbell Perceptions

5. Working Paper – Economic Scan

6. Working Paper – Assets, Challenges &
Opportunities
These reviews, through an economic development
lens, are documented in Working Papers as
background and reference documents for city staff,
Advisory and Sub-committee information and further
discussion before moving forward. Objective is to
share what the consulting team is observing.

Phase I includes research, document and plan
reviews and listening to stakeholders.

Existing conditions set the baseline from which the
consulting team starts to create the strategic economic development plan.

Phase I, also referred to as
Existing Conditions, focuses
on what generates current
economic activity and the
business environment for
the three economic drivers:
• traded sector,
• population and
• visitor.

WORKING PAPER
Phase I Existing Conditions
Real Estate Vacancies
City of Campbell
Economic Development Strategic Plan
July 17, 2023
Working Papers are prepared for city review of project tasks. Working papers include task findings, opportunities/challenges, possible implications of findings and potential actions that could be taken. Intent is to review with staff to ensure Team is on track and did not miss existing policies, work efforts and/or plans.

Phase I – Existing Conditions
Real Estate Vacancies Overview & Summary
There are many market conditions that
contribute to vacancies in the City of Campbell.

Below is summary and the following pages
showcase the current vacancy rate and relevant
data as of June 2023.

Retail 7% Vacancy Rate is partially due to
physically obsolete spaces or spaces that are too
expensive to bring up to code. Excluding these
types of non-viable spaces, the “real” vacancy
rate is likely closer to 4%-5%, and this would be
considered a very low vacancy (availability) rate.

Office 30% Vacancy Rate is mainly due to the
national work from home trend that will take
time to reverse. This is currently not an
abnormal rate for the San Francisco Bay Area.

Industrial 7.8% Vacancy Rate and Flex R&D 3%
Vacancy Rate are minor and are considered
normal turnover rates in a very healthy market.

Campbell Economic Development Plan 3
Note: Working Paper Vacancies supports the
Economic Centers visual story map.

Commercial Real Estate - Square Footage based on
Parcel Usage
For purposes of determining the vacancy rate by real estate category (Retail, Office, Industrial and R&D) the consulting team calculated the total sq ft of each real estate category that existed in the City.

Vacancy Rate Methodology
• Total commercial real estate (CRE) listings
• Total square footage of Available/Vacant space divided into the total of ALL existing square footage of buildings in each category of commercial real estate - industrial, R & D, office and retail.

Note: The City website has posted a Summary by Land Use, www.campbellca.gov/254/demographics, which calculates total square footage by general plan land use designation and is not intended to be space “vacancy” calculation.

Real Estate Category Total Square Footage Vacancy Rate Retail 2,901,500 7.0%
Office 2,771,075 30.0%
Industrial 2,096,633 7.8%
R & D 810,719 3.0%

CAMPBELL REAL ESTATE VACANCY
5 Overview Real Estate & Real Estate Vacancy
This working paper, Campbell Real Estate Vacancy, is an addendum to the Economic Centers ESRI story map platform with a focus on understanding the overall vacancies by use (retail, office, industrial, flex R&D). This provides a baseline for creating economic development actions to fill vacancies based on the City’s overall land portfolio and available spaces.

Campbell Economic Development Plan 6
Economic Centers Land Portfolio https://tinyurl.com/3wcrt5ce The ESRI storymap platform maps
and further describes the City’s
ten economic centers:

1. Pruneyard

2. Downtown

3. Hamilton Plaza

4. Campbell Shopping Center

5. Kirkwood Plaza

6. San Tomas Plaza

7. Campbell Plaza

8. Hamilton Square

9. Dell Avenue

10. McGlincy
Campbell’s Retail Vacancy
• 5% vacancy is considered, by industry standards, to
be a very healthy retail vacancy percentage.
• Information received from brokers and city sources,
indicates that many of these vacant spaces are in
lease negotiations and/or working their way
through the permitting process. This indicates that
the vacancy, in reality, may be even less than 5%.
• Retail vacancy rates will continue to drop over the
next two years due to increasing demand from local
and regional retail tenants and limited construction
of stand-alone retail centers has declined due to
construction costs.

Retail Vacancy Rate 7%
Total Retail Square Footage Portfolio in Campbell 2,901,500 sq ft Available Retail Space* 163,537 sq ft
2022 Total Retail Sales Tax Generated $7.6 Million
The size of available retail space (163,537 sq ft) varies throughout the city. While most spaces are smaller than 5000 sq ft, there are a few large spaces over 20,000 sq ft.

The largest available space is the former Fry’s building at 70,000 sq ft, which is part retail and part industrial.

If this space were taken out of vacancy equation, the vacancy rate would be just under 5%.

Source: Costar and MMRR, *as of current date June 26, 2023 Campbell’s Office Vacancy
• According to broker sources, the office vacancy rate
in Campbell was high before the pandemic.
• More than 75% of the office vacancy is found in four
buildings/areas: All of these considered Class A.
• Hamilton Plaza Tower I & II (154,712 sq ft)
• The Pruneyard Offices (132,153 sq ft)
• 1700 Dell (new ) (165,984 sq ft)
• Creekside Office Park (177,815 sq ft)
• Lease rates are:
• Class A $59-$63
• Class B $31-$54
• Class C $21-$30
• Even with the surplus of office space, asking rents
are averaging 5.5% above pre-pandemic levels,
although net effective rents are substantially lower.

This suggests that landlords are offering concessions
for tenant signed leases.

Source: CoStar, MMRR
Office Vacancy Rate 30%
Total Office Square Footage Portfolio 2,771,075 sq ft
Available Office Space* 831,322 sq ft

Campbell’s Industrial Vacancy
• Campbell’s industrial spaces generally stay
leased. Strong demand results in spaces
leasing quickly when one becomes available.
• Campbell’s industrial area serves a
regional consumer base.
• The single largest available industrial space is
located at the former Fry’s building which has
both industrial (approximately 70,000 sq ft)
and retail.
• Lease rates are very reasonable for the area
$22/sq ft/yr. to $29/sq ft/yr.
• There is strong demand for this type of
space because of lower rents, location
accessibility, and decreasing availability in
other cities. This type of tenant space turns
over quicker than other types.

Industrial Vacancy Rate 7.8%
Total Industrial Square Footage Portfolio 2,096,633 sq ft Available Industrial Space* 163,537 sq ft
2022 Total Industrial Sales Tax Generated $2.5 Million
Source: MMRR, Hdl 2022 Sales Tax Data, Co-Star
Campbell’s Flex & Research & Development (R&D )Vacancy
• Campbell does not have a large
portfolio of Flex*/R&D spaces within
the city limits.
• What inventory there is seems to lease
up quickly.
• Most of the R & D vacancy seems to be
in the Campbell Technology Park, 695
Campbell Technology Parkway (former
Winchester Drive-In)
• Lease rates range from $33 to $36/sq
ft/year
* Flex space combines elements of both office
space and industrial space, offering a versatile
environment that can accommodate a variety of
uses.

Flex R&D Vacancy Rate 1%
Total Flex R&D Square Footage Portfolio 810,719 sq ft
Available Flex R&D Space* 25,010sq ft
Source: Costar, MMRR
Consultant Observations – Vacancy
Following contains the consultants’ key take-aways that will be considered in the preparation of the Economic Development Strategy:
• Vacancy within the different commercial real estate sectors varies widely. And each sector (category of real estate, i.e. retail, office , industrial, R & D/Flex) will have specific national and local economic trends that affect vacancy.
• Campbell’s commercial real estate vacancies are consistent with other Bay Area cities. • RETAIL:
• Campbell has very few retail vacancies on the market today. There are vacant spaces but the actual reasons for the vacancy reduce the overall concern. If a retail space stays vacant for longer than 6 months, there is probably an issue with the space that include:
1) The space is actually leased and the tenant is proceeding with the permitting process; 2) The space is vacant due to code compliance issues and the owner cannot or chooses not to address code requirements in order to lease it;
3) The space is physically obsolete for retailers in the market today and the building will need to be substantially re-configured to make it leasable (for example the former Fry’s building). • The size of the former Fry’s buildings at 70,623 sq ft, and the Bed Bath and Beyond building at 40,000 sq ft are the largest retail spaces available in Campbell. Their large size increases the retail vacancy rate to 7%. In reality, the actual vacancy rate (excluding these large spaces) is closer to 4- 5%.

July 23, 2023
Campbell Economic Development Plan 11
• OFFICE:
• The office vacancy in Campbell and the Bay Area concerns many public and private stakeholders.

The office vacancy in large, coastal cities (San Francisco, Seattle, Boston, and New York ) ranges from 25%-31%.
• Typically, Class A buildings which were previously leased at the highest rental rates, will have the highest vacancy.
• Smaller, local business tenants might be able to afford space in a Class B or Class C building. • While many vacant office buildings are considered for conversion to multi-family residential, larger buildings are more challenging to convert due to their large floorplates. • The largest office space availability* occurs in Class A space:
1) Pruneyard Tower 1& 2 and Pruneyard Place 132,153 sq ft; 2) Creekside Office Park 177,815 sq ft;
3) 1700 Dell 165,984 sq ft;
4) Hamilton Plaza Office Tower I & II (900 East Avenue Tower II) and 910 East Avenue Tower I) 177,815 sq ft
• The largest office availability in Class B space (most of the available Class B space are small offices spread throughout the City of Campbell)
1) The Cannery -- Water Tower Plaza-- (57,227 sq ft);
2) 307 Orchard City Dr- – (47,975 sq ft);
3) White Oaks Professional Building- (54,935 sq ft);
12 *Source: CoStar June 2023
• INDUSTRIAL:
• The industrial market in Campbell, as in the Bay Area, is quite strong, although there has been a small increase in availability in the last 12 months.
• The single largest available industrial space is located at the former Fry’s site (70,623 sq ft). While part of the building is being leased for retail, another part of the building is being marketed for industrial (60,171 sq ft).
• Other than this one large space, nearly all the other available industrial spaces in Campbell are smaller than 10,000 sq ft. These spaces lease quickly. • FLEX/R & D:
• Flex space is typically space that combines elements of both office space and industrial space, offering a versatile environment that can accommodate a variety of uses. It is used often by innovative tech companies and other start ups. This space is also desired by research and development companies often in the biotech or biomedical fields. • An example of this type of building in Campbell is 747 Camden, in the Campbell Business Center.
• Another example is Campbell Technology Park, with tenants in flex/R & D spaces like Dasher Technologies. Much of the Park, constructed in 1999, has been designated for future housing development.
• This type of space is prevalent in Silicon Valley and competes with space in Campbell. Any new space that is built must have the latest amenities and improvements and be located to major freeways to be more competitive.

July 23, 2023
Campbell Economic Development Plan 13
Prepared by Project Consulting Team:

Audrey Taylor
(530) 345 -0364
www.chabinconcepts.com
Thatch Moyle
(503) 539 -1921
thatch@urban -scenarios.com
Brian Curtis
(530) 893 -4623
[email protected]
Christine Firstenberg
925-381-8666
[email protected]

TRANSMITT AL Economic Development Strategy Update
Phase I-Where are we now? Existing Conditions
The Economic Development Strategy approach
involves three-phases:

Phase I – Where are we now?
Phase II – Where do we want to be?
Phase III – How will we get there? Phase I Working Papers

2. Working Papers – Real Estate (commercial,
office and industrial)
City of Campbell Vacancies
City of Campbell Market Conditions

3. Working Paper – Sales Tax Review

4. Working Papers – Marketing
City of Campbell Social Media Presence
City of Campbell Website
City of Campbell Perceptions

5. Working Paper – Economic Scan

Phase I includes research, document and plan
reviews and listening to stakeholders.

Existing conditions set the baseline from which the
consulting team starts to create the strategic economic development plan.

Phase I, also referred to as
Existing Conditions, focuses
on what generates current
economic activity and the
business environment for
the three economic driver:
• traded sector,
• population and
• visitor.

WORKING PAPER
Phase I Existing Conditions
Market Conditions
City of Campbell
Economic Development Strategic Plan
Date: June 29, 2023
Working Papers are prepared for city review of project tasks. Working papers include task findings, opportunities/challenges, possible implications of findings and potential actions that could be taken. Intent is to review with staff to ensure Team is on track and did not miss existing policies, work efforts and/or plans.

Phase I – Existing Conditions
Market Conditions Summary
The purpose of this working paper is to describe how current market conditions will influence Campbell’s strategic plan implementation. There is emphasis on retail as requested by the city.

Below is summary highlights:
• A consistent stakeholder comment “Campbell is perceived as a quiet, safe community, and a wonderful location to raise a family.”*
• Campbell, a suburb of San Jose with a population of 42,833, is a city smaller in population than surrounding cities but larger than Los Gatos and Saratoga (by 10,000+). • Campbell’s population decreased by two percent 2020-2022, less than San Jose and Saratoga (4%) and Los Gatos (3%).
• Campbell has been rated as one of the best places to live in California. (Niche.com) • Campbell's proximity to Silicon Valley/San Jose has been stated by stakeholders as an advantage for technology and innovation businesses.
• Campbell has a diverse range of industries, many of which serve customers from San Jose and the region.
• Campbell’s availability of commercial real estate may be limited and competition for desirable properties can be high.

Campbell Economic Development Plan 3
*Stakeholder input supported by responses in resident and business survey.

Business Environment Summary
Summarizing information from stakeholder meetings, real estate statistics and general business information:
• Campbell offers a stable, healthy environment to do business. • Campbell, from a location standpoint, is a desirous area for business. • There is demand from retailers and business owners to locate in Campbell, evidenced by low vacancy (reference: Economic Centers & Vacancy Working Papers) • There is a strong and communicative broker network leasing the available commercial real estate spaces. “…most often, available spaces lease up more quickly in Campbell than in many other Bay Area cities*.” • The exception is discount retailers, such as Dollar Stores. Campbell’s deep discount retailers do not fare as well as in other areas. This is likely due to the higher-than-average household income in Campbell. sing Placer AI foot traffic technology, a random review of reports on Campbell’s retail tenants shows most of them in the higher percentile of business activity and sales in the Bay Area. On the adjacent chart, Kohls in Campbell is ranked in the BLUE and Marshalls in Campbell is ranked in the RED * Source: Commercial Real Estate Broker Stakeholder outreach Campbell Economic Development Plan 4
* Source: Commercial Real Estate Broker Stakeholder outreach, Placer AI • Store Performance Rankings. Using Placer AI foot traffic technology, a review of reports on Campbell’s retail tenants shows most of them in the higher percentile of business activity and sales within all of their stores nationwide. On the adjacent chart, Kohl’s in Campbell is ranked in the BLUE (ranking percentile 73% of all Kohl stores in the nation) and Marshalls in Campbell is ranked in the RED (ranking percentile 71% of all Marshalls stores in the nation.)

MARKET DATA
5 Regional Setting
6 Campbell is located in the center of a
large metropolitan region which
allows Campbell businesses an
opportunity to draw from a larger
market within close proximity.

The San Jose-Sunnyvale-Santa Clara
Statistical Metropolitan Area,
referred as the San Jose Metro Area,
has a 2023 Population of 1.8 Million
with a projection of continued
growth.

Source: Macrotrends,United Nationsl World
Population https://tinyurl.com/6phr5dtf
Source: Macrotrends, United Nationsl World Population https://tinyurl.com/6phr5dtf City of Campbell Demographics
Campbell Economic Development Plan 7
Source: 2020 Decennial Census, ACS 2019 5-year estimates 42,833
$130,171
21,744
Single Family Detached
Location – Access and Transportation
The commercial real estate in Campbell
is very well located with easy access off
the local freeways.

Campbell is surrounded by freeways
and State routes.
• Interstate 280 lies to the north,
• State Route 85 to the South;
• State Route 17 and San Tomas
Expressway cut north-south through
the middle of Campbell.

Campbell Economic Development Plan 8

National Retail Trends
Demand for Retail Space Rose After the Pandemic
• Demand for retail space has grown continually since the Pandemic. But very little shopping center space has been built.

This has resulted in a national vacancy rate of 5%-7% across the country for retail space.
• Convenience, flexibility with returns, and innovation is at the top of customer’s minds.
• Nationally and in the Bay Area, there has been a resurgence in leasing activity that has been driven partly by strong demand for smaller spaces as the average footprint leased fell to a new historic low during the year to just over 3,000 square feet. • Total Retail Sales, including online sales, that occurred nationally rose by 19.3% in 2021 over 2019.
• The US Retail Market absorbed 76.5 million square feet in 2020. • National Store closings hit all time low in 2021. There were more store openings than closings across the country in 2022. • Vacancy Rates have continued to go down nationally in 2023 and are expected to continue as such until construction costs decrease.

Source: Misc. news articles including International Council of Shopping Center Research
Source: Miscellaneous news articles including International Council of Shopping Center Research

ESSENTIAL TENANTS THAT GREW DURING COVID
National Retail Trends
Types of tenants where sales grew over the last three years:

BUILDING

MATERIALS
(Home Depot, Lowes)

GENERAL

MERCHANDISERS
(Target, Walmart, Costco)

GROCERY
(Safeway, Whole Foods,
Ranch 99)

NONSTORE
(ONLINE)

RETAILERS

SERVICE FITNESS
Small and Large

EXPERIENTIAL &

ENTERTAINMENT

TENANTS
Bowling, Sports Goods,

RESTAURANTS
National Retail Trends
Types of tenants that were most active in opening stores-last three years:

Example of Trade Area Draw
Campbell Economic Development Plan 12
Using Placer AI foot- traffic analysis, during 2022, 70% of the people that visited Downtown Campbell, came from within a 5-mile radius of the downtown, an indication of the trade area draw.

Source: Placer AI

ECONOMIC CENTERS
13 Economic Centers in Campbell
• Economic Centers - The ESRI storymap platform maps and documents show the City’s ten economic centers:

1. Pruneyard

2. Downtown

3. Hamilton Plaza

4. Campbell Shopping Center

5. Kirkwood Plaza

6. San Tomas Plaza

7. Campbell Plaza

8. Hamilton Square

9. Dell Avenue

10. McGlincy
• https://tinyurl.com/3wcrt5ce
Campbell Economic Development Plan 14
12 3
4 5 6
7 8
9 10
Campbell Retail Market – 2.9 Million Sq Ft
Campbell’s Main Retail Areas:
• The Pruneyard is widely known as a strong retail center with tenants producing high sales volumes. Anchors include Pruneyard Cinemas, Sports Basement, Trader Joes, Marshalls, and many small retailers and restaurants.
• Its neighbor, Hamilton Plaza anchored by Whole Foods, CVS, Ross and Ace Hardware is also known in the real estate community (brokers and expanding retail stores) for high sales volumes and extremely limited vacancies. Currently there is only one small space that is vacant.
• Downtown Campbell is thriving with minimal vacancies. Downtown draws customers from all surrounding cities as a destination.
• Kirkwood Plaza services the western edge of the City and is anchored by Nob Hill Foods, Walgreens and Big 5.
• San Tomas Plaza is anchored by Grocery Outlet and Dollar Tree. • Campbell Shopping Center supports a Safeway and Citibank as anchors, while Campbell Plaza houses the second Safeway in the City on Winchester Blvd. • Lease rates for retail range from $36 to $67 per square foot per year depending on space and location.
• Overall, the perception in the market is Campbell’s retail is strong, and Campbell is a desirable place to locate.

Campbell Economic Development Plan 15
Campbell’s Major Retail Center Locations
For more detailed
information on the
Major Retail
Centers, each center
has been profiled on
ESRI storymap,
referred in this
document as
Economic Centers.

Profiles of each
economic center.

Campbell Economic Centers
Campbell Economic Development Plan 16

Downtown Campbell
• Campbell’s Downtown is well known within its trade market area and draws visitors and customers from the surrounding cities.
• Downtown Campbell has many events that bring people into the Downtown to shop and dine.

The Downtown provides a robust shopping and dining experience. • The Downtown’s weekly Farmers Market draws from a larger than citywide trade area and is a very valuable tool for bringing people into the downtown. • The current roster of downtown merchants provide products which typically cannot be found online (local retailers, restaurants and personal service tenants). • Sales tax volume generated from the Downtown merchants for the calendar year 2022 was $648,282 - strong performance in an area where many of the approximately 158 businesses are non-sales tax generating businesses.

Campbell Economic Development Plan 17
Reference Downtown Campbell Map and Profile in Economic Center, Campbell Downtown, Source: PlacerAI technology. • Downtown is perceived as a place that is somewhat
easy to park.
• The Downtown had 2.4 million “visits” in 2022. The
grocery anchored center, Hamilton Plaza, where
shoppers typically shop weekly had a similar number
of visits. If Downtown was considered a
Neighborhood Shopping Center, it would be in the
top 90% of centers in the State of California.

Campbell Industrial & Flex /R & D Market
Industrial: 2.9 Million SF
Campbell’s industrial vacancy is low at 7.8%* and many
of the spaces are used by smaller service companies like automotive, flooring sales and warehouse rentals.

Many businesses pull sales from cities surrounding
Campbell due to the lack of similar types of
industrial/warehouse product in those surrounding
cities. There seems to be good demand for this type of commercial real estate with very little opportunity to
build more of this type of space in Campbell or the
surrounding cities. Lease rates for this area range from $22/sf/yr. to $29/sf/yr.

Flex/R & D: 810,719 SF
At a 3% vacancy*, Campbells’ Flex R & D spaces are in
high demand. Once a space vacates a new tenant is
quickly found as long as the zoning works for the new
business.

It is likely demand is stronger/larger than the supply, indicating possible development opportunities in the
future, if/when construction costs return to a normal
level and there are available sites. Lease rates range from $33- $36/sf/year.
*Reference: Working Paper Vacancy
Campbell Economic Development Plan 18
Campbell Economic Centers
Major Industrial and Flex Areas
Dell Economic Center
McGlincy Economic Center
Campbell Office Market

Class A vacancies are clustered in the Hamilton-Hwy 17
and one in the Dell Avenue area (ref. Working Paper
Vacancies). Rental rates in Campbell and Silicon Valley have maintained their position above pre-Covid levels.

Despite an increase in available spaces, the requested
rents for high-quality properties have remained stable.

Current asking rents for buildings with comprehensive
services are 5.5% higher than levels seen before the
pandemic.

However, net effective rents, which take into account
incentives and concessions provided by landlords, are
approximately 36% lower than the asking rents,
indicating that landlords are offering more attractive
deals to attract tenants.

Class B vacancies located throughout Campbell (ref
working Paper Vacancies). Direct available square feet remains lower than in Class A. Also, the amount of
sublease space in the Class B category remains
comparatively lower than the higher quality Class A
properties.

Sectors outside of technology, especially professional
services, have shown a greater preference for resuming
operations in office environments therefore creating
stronger demand for this type of space. The lower
rents help this demand also.

Campbell Economic Development Plan 19
Campbell Economic Centers
Major Office Areas – Class A
Highway 17
Hamilton Ave
Highway 17
Winchester Blvd
Lease rates:

Class A $59-$63
Class B $31-$54
Class C $21-$30
Consultant Observations – Market Conditions
Following are consultant’s key take-aways to be considered during the preparation of the Economic Development Strategy:

1. Most of Campbell’s market conditions are well situated for continued prosperity in business and residential attraction.

2. Campbell’s population is growing in diversity.

3. Campbell’s existing businesses seem stable with most having better than average sales and customer patronage.

4. New businesses that want to open in Campbell face challenges though:
• With a limited amount of retail/industrial/or Flex-R & D space available for new businesses, it is hard to find a site that fits a new business perfectly. • Stakeholder comments both from brokers and businesses indicate the zoning/permitting process is challenging to maneuver, costly and time consuming. • Constructions costs in Campbell, as throughout the Bay Area, are very expensive.

5. Campbell has very good ingress/egress from the major freeways surrounding it.

6. Campbell’s Downtown events are very well attended by citizens of Campbell and other communities.

7. Campbell’s Downtown has become known for its high quality restaurants, bars and shops.

8. Campbell has some amazing small businesses that generate very strong sales tax annually.

9. Care needs to be taken to make certain that the downtown, and other high sales production businesses stay in the City’s focus and attention. Making certain the business environment continues to be positive for these groups.

July 23, 2023
Campbell Economic Development Plan 20
Prepared by Project Consulting Team:

TRANSMITTAL Economic Development Strategy Update
Phase I-Where are we now? Existing Conditions
The Economic Development Strategy approach
involves three-phases:

Phase I – Where are we now?
Phase II – Where do we want to be?
Phase III – How will we get there? Phase I Working Papers

2. Working Papers – Real Estate (commercial,
office and industrial)
City of Campbell Vacancies
City of Campbell Real Estate Market
Conditions

3. Working Paper – Sales Tax Review

4. Working Papers – Marketing
City of Campbell Social Media Presence
City of Campbell Website
City of Campbell Perceptions

5. Working Paper – Economic Scan

6. Working Paper – Assets, Challenges &
Opportunities
These reviews, through an economic development
lens, are documented in Working Papers as
background and reference documents for city staff,
Advisory and Sub-committee information and further
discussion before developing strategies. Objective is
to share what the consulting team is observing.

Phase I includes research, document and plan reviews
and listening to stakeholders.

Existing conditions set the baseline from which the
consulting team starts to create the strategic economic development plan.

WORKING PAPER
Phase I Existing Conditions
Sales Tax Review
City of Campbell
Economic Development Strategic Plan
June 20, 2023
Working Papers are prepared for city review of project tasks. Working papers include task findings, opportunities/challenges, possible implications of findings and potential actions that could be taken. Intent is to review with staff to ensure Team is on track and did not miss existing policies, work efforts and/or plans.

Campbell Sales Tax Generation Summary
The purpose for reviewing the City of Campbell’s sales tax generation is:
1) Identify major sources of sales tax contribution and importance of sales to the City’s budget 2) Understand the sales tax contribution by retail sales and other industry sectors 3) Identify high performing economic centers.
• Campbell’s sales tax for calendar year 2022 was $17.8 million including County Pool (included sales tax base 1% and 0.25% Measure O).
• The census reports Campbell’s sales tax per capita for 2022 was $331.42, which is higher than the average for cities in the Bay Area and slightly higher than Santa Clara County at $307 per person. • The total of retail sales tax and business sales tax revenue is the 2nd largest income producing category, after property tax, according to the City of Campbell’s 2022 Budget. • Retail sales represents 55% of all sales tax revenue generated. • Business, industry and construction had a strong recovery from the pandemic, exceeding pre-pandemic levels, although there are categories of businesses that have lagged the recovery. • 48% of sales tax revenue generated is from 25 companies. • Economic centers, areas where there are a cluster of businesses and employment, were segmented through out the city and each was mapped to measure the center’s sales tax generation. The largest economic center sales generators are Dell Avenue (business and industry sales and use tax) and Pruneyard (retail sales).
• To understand the potential impact of identifying commercial sites to be converted tohousing to meet Housing Element requirements, specific sites by address were mapped for retail areas. The areas selected by the city for possible conversion were those with the least financial impact to the city but will still reduce commercial land/buildings over time from the city’s sales tax generation portfolio.

Source: HDL 2022 and US Census Bureau
Campbell Economic Development Plan 3
Recovery – Pre-Pandemic to Post Pandemic Sales
Tax Comparison
The pandemic was a major disruption to residents,
businesses and cities. Many cities' economic base
producers, as measured by sales tax revenue, are
still recovering from this economic shock. In
Campbell almost all the business categories have
returned or exceeded the pre-pandemic levels,
reference Chart 1.

Chart 1 compares sales tax by Major Groups* in
2019, pre-pandemic to 2022, post pandemic.
• The percent change column if a major sales tax
group has recovered its total sales tax revenue post-
pandemic.
• Some major Sales Tax Groups have not fully
recovered and are noted in red.
• Food and drugs likely recovered but there are
spending shifts in categories as consumers changed
buying habits to online.
• Hotels, which is included in major group Restaurant
& Hotels, has lagged nationally, which has affected
the full recovery of this major group.
• Travel and hotels one of the hardest hit business
categories during the pandemic, has started
recovery but still lagging. (Chart 2 TOT Tax).

July 28, 2023 Campbell Economic Development Plan 4
Sales Tax by
Major Group
Yr. End
2019
Yr. End
2022
%
Change
Autos &
Transportation 628,949 680,385 8.18%
Bldg & Construction 1,538,593 1,984,772 29.0%
Business & Industry 1,837,276 2,472,342 34.6%
Food & Drugs 691,175 679,713 -1.66%
Fuel & Service
Stations 1,036,756 1,038,246 0.14%
General Consumer
Goods 1,951,744 1,818,568 -6.82%
Restaurant & Hotels 2,433,724 2,427,012 -0.276%
Transfers &
Unidentified 4,391 8,907 102.85%
* As reported to the City by HdL sales tax consultant for the sales tax base at 1%, adjusted for economic data. Does not include Measure O

0.25% which is reflected in the City’s overall sales tax receipts, page 3. Source: City of Campbell, HdL Sales Tax by Major Group 2019-2022, City of Campbell Finance.

TOT Tax is
indicator for
Hotels/Lodging
Yr. End
2019
Yr. End
2022
%
Change
TOT Tax
4,652,000 3,281,000 -29.5%
CHART 1 – 2019-2022 Sales Tax Revenue Change*
CHART 2 – 2019-2022 TOT Tax Revenue Change
Retail Sales as a Percent of all Sales Tax
Campbell Economic Development Plan 5
• For the Economic Development Strategy Update the city requested a focused review of retail. A review of the percent of sales tax revenue contributed by retail sales is an indicator of the importance of the retail market to Campbell’s economic base.
• Using HdL Sales Tax Data, 2022, four different groups, highlighted in yellow in Chart 2, represent the total contribution of sales tax for retail sales: Food & Drugs, General Consumer Goods, Restaurant & Hotels and County Pool (represent online sales which is shared in the county). • The four categories combined indicate that 55% of all sales tax generated in Campbell are from retail sales.

A 55% ratio indicates a balance of sales tax generated between retail and business, industry and non-retail (commercial services and all other businesses collecting sales tax). Also indicates Campbell is not overly dependent on one industry group but is diverse in their business mix.

CHART 2 Major Industry Group Yr. End 2022
Autos & Transportation 680,385
Bldg & Construction 1,984,772
Business & Industry 2,472,342
Food & Drugs 679,713
Fuel & Service Stations 1,038,246
General Consumer Goods 1,818,568
Restaurant & Hotels 2,427,012
Transfers & Unidentified 8,907
County Pool 2,692,069
State Pool 4,952
Total Retail 7,617,362
Total All Other Groups 6,189,604
All Retail
(inc. Hotel,
not TOT)
55%
All Other
Sales
45%
All Retail Sales Compared to All Other
Sales
Source: HdL Sales Tax Data, 2022, Major Groups

CITY OF CAMPBELL

ECONOMIC CENTERS
6 City of Campbell’s 10 Major Economic Centers
Campbell Economic Development Plan 7
In order to analyze sales tax, the city was segmented into ten “economic centers” defined as specific areas within the city where there are concentrations of employment, production and service that create economic activity for the city. Economic centers are typically significant contributors to overall economic impact as well as the greatest generators of sales tax revenue.

Legend
Orange – Retail Center
Blue – Business & Industry
Sales Tax Generated by Economic Centers
8 As part of the research, with city staff assistance, each of the retail and light manufacturing areas were mapped as economic centers, where the concentration of businesses, employment and sales occur. Segmenting the centers helps to better understand how the businesses in these centers are performing as whole within the city. Using sales tax generated has an indicator for each economic center further helps to understand the economic contribution and dynamics of those businesses located in a center. The ten economic centers are listed in Chart 3 by type of center and level of sales tax generated in calendar year 2022.

CHART 3
Name of Economic Center
Commercial
Retail Sales
Light Mfg
Industrial
2022Sales
Tax Ranking
Dell Avenue X 1
Pruneyard X 2
McGlincy X 3
Downtown X 4
Hamilton Plaza X 5
Campbell Shopping Center X 6
Kirkwood Plaza X 7
San Tomas Plaza X 8
Campbell Plaza X 9
Hamilton Square X 10
Source: City Campbell, HdL 2022 Sales Tax by Economic Center (Geoboundaries by Urban Scenarios & Metrovation Retail Resources Note 1: Each center is unique in size
and mix of business. Sales tax is an
indicator of dynamic business activity
occurring in a center.

Note 2: The Dell & McGlincy economic
centers are home to businesses
considered traded sector, where many
businesses export product or services
outside Campbell and bring dollars
back to the city.

Note 3: The retail-based economic
centers are considered local serving
and visitor driven as they serve both
residents and visitors (people from
outside Campbell).

Note 4: Traded sector drives $2.9M
and the local-serving drives $2.7M in
sales tax, nearly a 50/50 balance.

Sales Tax Generators
• Another economic development indicator, the top
sales tax producers, helps understand specific
business types that are driving sales tax revenue
and the importance of those businesses for
providing jobs and as contributors to overall
economic impact in the city.
• For Campbell 48% of sales tax revenues are
generated by 25 companies, that are a mix of
locally-serving and traded sector businesses Sales
tax represents 29% of the revenue for the city
operating budget.
• Chart 4 lists those 25 companies producing nearly
half of all sales tax in Campbell during CY 2022.
• From a general fund standpoint maintaining these
high producing sales tax generators is important
and should be monitored as they are affected by
the regional, state and national economies.

CHART 4 - TOP 25 SALES TAX PRODUCERS
Amazon MFA Marshall’s
Andros Rostij Ross
Argonaut Window & Door Safeway
Chargepoint Safeway Fuel
Chevron Shell
Dasher Technologies Shell
Economy Lumber Sierra Pacific Turf
Supply
Gardenland Power
Equipment
Sports Basement
Home Depot Sunnyoaks Valero
Imperative Care Swimoutlet
Joe Escobar Diamonds Trace 2
Kohl’s Whole Foods Markets
Luna Mexican Kitchen
July 28, 2023 Campbell Economic Development Plan 9
Source: HDL Tax Data, 2022, Top 25 Sales Tax Producers
Top 25 Sales Tax
Producers
48%
52%
CY 2022 Percentage of Sales Tax
Generated by Top 25 Sales Tax
Producing Businesses 48% of all Sales
Tax Generated
52% All Other Sales
Tax Producers
Combined
Location of Top 25 Sales Tax Companies
for Calendar Year 2022
July 28, 2023 Campbell Economic Development Plan 10

BALANCING LAND USE DECISIONS

COMMERCIAL REAL ESTATE &

HOUSING NEEDS
11 Land Use – Revenue Generation
The City of Campbell’s 6th Cycle Housing
Element provides its housing strategy for
2023-2031, including a Site Inventory and
other documentation identifying areas
that can be converted to housing. This Site
Inventory includes the City’s Regional
Housing Needs Allocation (RHNA) and
must be certified by the California
Department of Housing and Community
Development (HCD) which
July 28, 2023 Campbell Economic Development Plan 12
Different land uses generate tax revenue for cities’ general funds. A good mix of land uses can help maximize revenue opportunities for the city.

The challenge is to maintain a balance between business/industry land uses that generate sales and property tax revenues and the need for more housing.

By state law, cities are required to plan for housing that meets the needs of residents. State laws recognize that there is a state-wide housing shortage.

Source: City of Campbell 6th Cycle Housing Element, H.IV-2 Economic Development Role in Land Use
Conversion
Campbell Economic Development Plan 13
The economic development strategy update required an in-depth look at retail in the city.

The new housing element has identified properties for potential conversion from commercial to housing. From an economic development perspective, if the sites are developed for housing, the following questions can help assess any potential economic impacts:
• Will a sales tax generating use be displaced?
• Can the sales tax generator(s) be relocated elsewhere in the city? • Can commercial spaces that generate sales tax be included in the new residential project?
• Will a property tax increase result from the new residential development that might offset the loss or reduction in sales tax?
The following six retail site areas are examples of the potential conversion from commercial use to housing.

Housing
Element -
Commercial
Real Estate to
Housing
Sites identified for
housing conversion if
property owner
chooses to redevelop:
1) San Tomas Aquino
Area
Campbell Economic Development Plan 14
Sites identified for
housing conversion if
property owner
chooses to redevelop:
2) Hamilton Ave at San
Tomas Expressway
July 28, 2023 Campbell Economic Development Plan 15
Housing
Element -
Commercial
Real Estate to
Housing
Sites identified for
housing conversion if
property owner
chooses to redevelop:
3) North Winchester
Blvd and Hamilton Ave
July 28, 2023 Campbell Economic Development Plan 16
Housing
Element -
Commercial
Real Estate to
Housing
Sites identified for
housing conversion if
property owner
chooses to redevelop:
4) East Hamilton, I-17,
and East Hamilton and
South Bascom
July 28, 2023 Campbell Economic Development Plan 17
Housing
Element -
Commercial
Real Estate to
Housing
Sites identified for
housing conversion if
property owner
chooses to redevelop:
5) Pruneyard, East
Campbell Ave and
South Bascom Ave
July 28, 2023 Campbell Economic Development Plan 18
Housing
Element -
Commercial
Real Estate to
Housing
Sites identified for
housing conversion if
property owner
chooses to redevelop:
6) South Winchester
Blvd and Campbell
Technology Park
July 28, 2023 Campbell Economic Development Plan 19
Housing
Element -
Commercial
Real Estate to
Housing
Consultant Observations – Sales Tax Revenue
Following are the consultants’ key take-aways that will be considered during the preparation of the Economic Development Strategy:

1. Sales tax revenue is important to the city’s operating budget representing nearly 30% for FY 2023-24.

2. All Major Group sales tax generators have recovered from the pandemic disruptions and in some Major Groups exceeded 2019 levels.

3. There is a balance of sales tax (55%) generated by locally-serving (retail) and traded-sector business & industry (45%) indicating a diverse pool of businesses. Any retail vacancy has not resulted in a decrease in retail sales tax revenue.

4. Identifying the city’s economic centers and using sales tax data as indicator shows the strength and importance of the Dell and McGlincy centers as major revenue contributors to the city.

5. The city’s housing element has identified commercial properties that can be converted to housing which may result in economic impacts. If there is a strong sales tax producer(s) at a site under consideration for conversion relocating that use can help sustain tax revenue for the general fund.

Campbell Economic Development Plan 20
Prepared by Project Consulting Team:

Audrey Taylor
(530) 345- 0364
www.chabinconcepts.com
Thatch Moyle
(503) 539- 1921
thatch@urban- scenarios.com
Brian Curtis
(530) 893- 4623
[email protected]
Christine Firstenberg
925-381-8666
[email protected]

TRANSMITTAL Economic Development Strategy Update
Phase I-Where are we now? Existing Conditions
The Economic Development Strategy approach
involves three-phases:

Phase I – Where are we now?
Phase II – Where do we want to be?
Phase III – How will we get there?
Phase I Working Papers

2. Working Papers – Real Estate (commercial,
office and industrial)
City of Campbell Vacancies
City of Campbell Real Estate Market Conditions

3. Working Paper – Sales Tax Review

4. Working Papers – Marketing
City of Campbell Social Media Presence
City of Campbell Website
City of Campbell Perceptions

5. Working Paper – Economic Scan

6. Working Paper – Assets, Challenges &
Opportunities
These reviews, through an economic development
lens, are documented in Working Papers as
background and reference documents for city staff,
Advisory and Sub-committees for further discussion
before moving forward. The Objective is to share
what the consulting team has observed.

Phase I includes research, review of documents and
plans and listening to stakeholders.

Existing conditions set the baseline from which the
consulting team starts to create the strategic economic development plan.

Phase I, also referred to as
Existing Conditions, focuses
on what generates current
economic activity and current
business environment for the
three economic drivers:
• traded sector,
• population and
• visitor.

WORKING PAPER
Phase I Existing Conditions
Social Media Presence
City of Campbell
Economic Development Strategic Plan
July 11, 2023
Working Papers are prepared for city review of project tasks. Working papers include task findings, opportunities/challenges, possible implications of findings and potential actions that could be taken. Intent is to review with staff to ensure Team is on track and did not miss existing policies, work efforts and/or plans.

Phase I – Existing Conditions
Social Media Presence Overview
As part of the Economic Development Strategy update the city requested an economic development marketing strategy. During this phase the consulting team has:
• Reviewed the city’s marketing efforts and channels to fully understand the current social media presence with residents, businesses, visitors and real estate brokers/developers
• Reviewed other organization and private business social media that helps to market Campbell.

Social media accounts were gathered where when using the search words “City of Campbell” could be easily found. Following is a summary of the reviews of each social channel that prominently mentions Campbell including a profile of their followers, likes, and overall messaging and some examples of content placed on those platforms.

This review helps the consulting team evaluate opportunities to enhance social media presence, followers and messaging to target audiences and prepare the marketing strategy.

Note: Accompanying Working Paper is Website Review.
3 Summary – City of Campbell Presence
As of the date of this working paper, the City of Campbell has a presence on several social media platforms, including Facebook, Instagram, Twitter, YouTube, LinkedIn, and Nextdoor:

1. Facebook: The City of Campbell's Facebook page has 3.9K followers. The engagement is relatively low, with around 1-5 likes per post, zero to two comments, and an occasional share. The post frequency is 1-3 per day. The content primarily includes city events, recreation, job opportunities, PSAs, and community outreach opportunities.

2. Instagram: The Instagram account has 3.3K followers and a slightly better engagement than Facebook, with around 98 likes per post, occasionally a post will get 75-100 likes. The post frequency is at least once a day with an occasional 2 per day. The content is similar to that of Facebook.

3. Twitter: The Twitter account has 2K followers with about 0-10 likes per tweet, 0-5 retweets per original tweet. The content includes events, recreation, PSAs, and job opportunities.

4. YouTube: The YouTube channel is primarily being used to showcase city meeting live streams. It has 246 subscribers and 438 videos.

5. LinkedIn: The LinkedIn page has 1,288 followers with an average of about 26 reactions over the last 10 posts and an occasional comment. The post frequency is about 2-3 posts a month. The content includes job opportunities, city council updates, and community programs.

6. Nextdoor: The Nextdoor page has about 1-3 reactions per post with a post frequency of about 1 post a week. The content includes resident surveys, community program information, and community updates.
4 City of Campbell
City of Campbell Social Media Review
The following pages are screen shots of channels reviewed. The objective is to fully understand the presence City of Campbell, whether public or private, has in the marketplace.

City of Campbell - Facebook
Facebook:
https://www.facebook.com/CampbellCalifornia
• Date Created: August 2011
• Followers: 3.9K
• Following: 71
• Engagement: Around 1-5 Likes per post,
zero to two comments, and an occasional
share
• Post Frequency: 1-3 per day
• Reviews: 4.5 stars (20 reviews)
• Headline: Campbell is a delightful
community where tradition and progress
blend successfully.
• Type of Content: City Events, Recreation,
Job Opportunities, PSAs, Community
Outreach Opportunities
6 City of Campbell - Facebook
7 City of Campbell - Instagram
Instagram:
https://www.instagram.com/cityofcampbell/
• Date Created: November 2015
• Followers: 3.2K
• Following: 139
• Engagement: Around 4-15 Likes per
post, occasionally a post will get 75-100
likes
• Post Frequency: Daily with occasional 2
per day
• Hashtag: #MyOrchardCity
• Type of Content: City Events,
Recreation, Job Opportunities, PSAs,
Community Outreach Opportunities
8 City of Campbell - Instagram
9 City of Campbell - Instagram
10 City of Campbell - Twitter
Twitter: https://twitter.com/CityofCampbell
• Date Created: April 2010
• Followers: 2K
• Following: 179
• Engagement: About 0-10 Likes per Tweet, 0-5 retweets per original tweet • Bio: “Official Twitter for the City of Campbell, CA. We are a progressive suburb of Silicon Valley with deep roots in our agricultural history. Est. 1952.” • Type of Content: Events, recreation, PSAs, and job opportunities 11 City of Campbell - Twitter
12 City of Campbell - YouTube
YouTube: https://www.youtube.com/user/CityofCampbell
• Date Created: July 2011
• Subscribers: 246
• Videos: 438
• Type of Content: City Meeting Live Streams
13 City of Campbell - YouTube
14 City of Campbell - LinkedIn
https://www.linkedin.com/company/city-of-campbell-ca/
• Followers: 1,291
• Engagement: An average of about 26 reactions over the last 10 posts and an occasional comment.
• Post Frequency: About 2-3 posts a month.
• Bio: The City of Campbell, centrally located in the Santa Clara Valley, 50 miles south of San Francisco, and bordered by San Jose, Los Gatos, and Saratoga, was founded in 1846 by Benjamin Campbell. It was incorporated as a General Law City in 1952 and has a Council/Manager form of government. City departments, in addition to the City Manager’s Office, include Police, Public Works, Community Development, Finance, and Recreation and Community Services. Campbell is a suburban community with a population of 41,161 and a balance of land uses – commercial, industrial, and quality housing – within its six square miles. • Type of Content: Job opportunities, city council updates, and community programs. 15 City of Campbell - LinkedIn
16 City of Campbell - LinkedIn
17 City of Campbell - LinkedIn
18 City of Campbell - Nextdoor
Nextdoor: https://nextdoor.com/agency-detail/ca/campbell/city-of-campbell • Engagement: About 1-3 reactions per post
• Post Frequency: About 1 post a week.
• Bio: No bio, but a phone number, email, website link, and address are listed. • Type of Content: Resident surveys, community program information, and community updates.
19 City of Campbell - Nextdoor
20 City of Campbell - Nextdoor
21 Campbell Chamber of
Commerce
22 Campbell Chamber of Commerce

Campbell Chamber of Commerce
Website: https://www.campbellchamber.net/
Facebook: https://www.facebook.com/campbellchamber
• Date Created: July 2010
• Followers: 3.2K
• Engagement: 2-7 likes on average, typically 1 comment and share • Post Frequency: 2-3 posts every 3 days
• Reviews: 4.8 stars (30 reviews)
• Headline: “The Campbell Chamber of Commerce is a non-profit organization that promotes the community of Campbell in all its aspects.”
• Type of Content: Event, Business, and Newsletter information Instagram: https://www.instagram.com/campbellchamber/
• Date Created: October 2015
• Followers: 1,736
• Following: 731
• Engagement: Typically around 2-10 likes per post with the occasional post reaching 20-30 likes, around 0-2 comments per post
• Post Frequency: 1 every day occasionally skipping a day • Type of Content: Event and business information
24 25

26 Campbell Downtown Business
Association
27 Campbell Downtown Business Association

Downtown Campbell Business Association
Website: https://www.downtowncampbell.com/
Instagram: https://www.instagram.com/downtowncampbellca/ • Date Created: January 2014
• Followers: 10.8K
• Following: 179
• Engagement: 154 Average for last 10 posts, typically 1-10 comments occasionally a post will have up to 15
• Post Frequency: 2-3 posts per week
• Type of Content: Business highlights, event information, volunteer opportunities 29 Downtown Campbell Business Association
30 Downtown Campbell Business Association
Facebook: https://www.facebook.com/DowntownCampbell
• Date Created: January 2012
• Followers: 15K
• Engagement: Average of 53 likes per post for the last 10 posts, typically 1-5 comments sometimes reaching up to 25, around 1-10 shares per post • Post Frequency: 2-3 posts per week
• Reviews: 4.9 stars (128 Reviews)
• Headline: “Downtown Campbell is a thriving historic district in Silicon Valley with small town charm and big time Eateries, Wine Bars and Pubs, Shopping, and Events” • Type of Content: Business highlights and event information 31 Downtown Campbell Business Association
32 33
Downtown Campbell Business Association
Other Campbell Entities
Campbell Farmers Market . Historical Museum
Ainsley House . Heritage Theater
Pruneyard . Orchard Kitchen
34 Campbell Farmers Market
Website: https://uvfm.org/campbell-sundays/
Facebook: https://www.facebook.com/profile.php?id=100066530920494 • Date Created: April 2019
• Followers: 126
• Engagement: 0-2 likes per post and typically no comments or shares • Last Post: October 2022
• Reviews: No ratings yet
• Headline: “The Campbell Farmers' Market, previously held in Downtown Campbell, is now temporarily located at th” (Consulting Team Note: Headline gets cut off as it has too many characters).
• Type of Content: Fresh foods, updates, and articles
Instagram: https://www.instagram.com/thecampbellfarmersmarket/ (Page no longer active) replacement: https://www.instagram.com/campbellfarmersmarket/ • Date Created: January 2021
• Followers: 194
• Following: 34
• Engagement: 6-14 likes per post, 1 comment on 1 post
• Last Post: January 2021
• Type of Content: social posts, visuals of fruit and vegetables 35 Campbell Farmers Market
36 Campbell Farmers Market
37 Campbell Historical Museum
and Ainsley House Foundation

Campbell Historical Museum
and Ainsley House Foundation
Website: https://www.campbellmuseums.com/
Facebook: https://www.facebook.com/campbellmuseums
• Date Created: March 2011
• Followers: 1.5K
• Engagement: Average 2-7 likes per post, typically 0-2 comments and 1-4 shares • Post Frequency: Every 1-2 days
• Reviews: No reviews on site
• Headline: “We're two history museums in Campbell, CA!” • Type of Content: Historical facts, event updates, museum updates, and job opportunities 39 40

Ainsley House
41 Ainsley House
Instagram: https://www.instagram.com/ainsley.house/
• Date Created: June 2015
• Followers: 481
• Following: 102
• Engagement: Event info posts 1-3 likes per post, event photos anywhere from 20-150 likes per post, 0-2 comments per post
• Post Frequency: 3-4 posts per month
• Type of Content: Event information, event photos, and event videos 42 43

Campbell Historical Museum
44 Campbell Historical Museum and Ainsley House
Foundation Cont.

Instagram: https://www.instagram.com/campbellmuseums/
• Date Created: March 2014
• Followers: 1,212
• Following: 491
• Engagement: Average 1-9 Likes per post, typically 0-1 comments with a post occasionally getting 5
• Post Frequency: 1 post every 1-3 days
• Type of Content: Historical facts, event updates, and museum updates Twitter: https://twitter.com/campbellmuseums
• Date Created: March 2011
• Followers: 476
• Following: 378
• Engagement: 0-1 like per tweet on average, occasionally a tweet will get 1-3 retweets • Post Frequency: 1-2 posts per month
• Bio: “We're two history museums in Campbell, CA aka #TheOrchardCity.” • Type of Content: Event information
45 46
Campbell Historical Museum - IG
The Heritage Theatre
47 The Heritage Theatre
Facebook: https://www.facebook.com/profile.php?id=100057475869136 • Date Created: September 2010
• Followers: 1.9K
• Following: 2
• Engagement: Average of 20 likes per post for last 10 posts, posts typically get 1-5 comments with the occasional post receiving upwards of 30, and most posts are shared 1-4 times
• Post Frequency: About 1 per month
• Reviews: 4.3 starts (288 Reviews)
• Type of Content: Show promotions
48 Posts
49 Pruneyard Shopping Center

The Pruneyard Shopping Center
Website: https://www.thepruneyard.com/
Facebook: https://www.facebook.com/ThePruneyard
• Date Created: October 2014
• Followers: 5.5K
• Engagement: 0-3 likes on average, occasionally a post will receive a couple of comments, no shares in last 15+ posts
• Post Frequency: 1 post every other day on average
• Reviews: No reviews listed
• Headline: “An iconic destination and experience designed to make the everyday extraordinary.” • Type of Content: Business Highlights and promotions
Instagram: https://www.instagram.com/thepruneyard/
• Date Created: January 2018
• Followers: 3,858
• Following: 939
• Engagement: Average of 38 likes for last 10 posts, typically posts will receive 1-3 comments with some reaching 5-10
• Post Frequency: 1 post every other day on average
• Type of Content: Business Highlights and promotions
51 52
The Pruneyard Shopping Center - IG

53 The Pruneyard Shopping Center - IG

The Orchard City Kitchen
Website: https://www.orchardcitykitchen.com/
Facebook: https://www.facebook.com/OrchardCityKitchen
• Date Created: May 2013
• Followers: 8,052
• Engagement: Average of 46 likes per post for last 10 posts • Post Frequency: A couple times a month
• Reviews: 4.1 stars (500 reviews)
• Headline: "Small plates, Big Flavor Dining at it's best. Michelin Starred Chef and Bib Gourmand Award Winning Restaurant, OCK serving the South Bay"
• Type of Content: Articles about restaurant and some food posts Instagram: https://www.instagram.com/orchardcitykitchen/ • Date Created: May 2015
• Followers: 7,236
• Following: 599
• Engagement: Average of 154 likes per post for last 10 posts • Post Frequency: 1-2 posts per week on average
• Type of Content: Food posts and people at restaurant
54 55
The Orchard City Kitchen - IG

56 The Orchard City Kitchen - IG

External Platforms
Trip Advisor
Google
Yelp
Travel Lens
57 Approach
When approaching searches on various platforms, our team uses search terms that would most likely mirror user’s searches. We assume our users are unfamiliar to mildly familiar with the area. Sometimes results of searches bring back results for assets from other areas. This may appear like we are looking at the wrong area, but in fact the results are based on those that end up on a list monitoring and actively using marketing tactics so that their assets get included.

An example of successful return of search for an asset outside your area is The Winchester Mystery House. They have purposefully marketed to cities in proximity to the property so they might be included in a users travel planning while visiting Campbell. 58 TripAdvisor
When googling Things to do in Campbell, the following response came up:

1. Downtown Campbell Farmers’ Market

2. The Pruneyard

3. Ainsley House

4. Heritage Theater

5. Campbell Historical Museum

6. Montebello Road Vintage Wares General Store

7. Elements Massage

8. Golden State Quilting

9. Rendezvous Wine Bar

10.Recycle Bookstore West
59 Website: https://www.tripadvisor.com/Attractions-g32154-Activities- Campbell_California.html
Google
When googling Things to do in Campbell, the following response came up:

1. Winchester Mystery House

2. Heritage Theater

3. Campbell Historical Museum

4. Campbell Farmers’ Market

5. John D Morgan Park

6. Campbell Community Center

7. Santana Row

8. Jack Fischer Park

9. Bottle & Bottega Painting with a Twist

10. Ainsley House
60 Website: https://www.google.com/travel/things-to-do
Yelp
When googling Things to do in Campbell, the following response came up:

1. The Tortoise Home

2. Axe Ventures Axe Throwing

3. Immersive Gamebox

4. Fujitsu Planetarium

5. Miniboss

6. Winchester Mystery House

7. Water Lantern Festival

8. Sunnyvale Golfland USA

9. Fantasy of Lights

10. PurrFect Honey
61 Website:
https://www.yelp.com/search?find_desc=fun+things+to+do&find_loc=Campbell%2C+CA Travel Lens
When googling Things to do in Campbell, the following response came up:

1. Learn Local History at the Ainsley House

2. Relax at the John D. Morgan Park

3. Shop at the Pruneyard Shopping Center

4. See a Movie at the CineLux Plaza Theater

5. Unleash Your Inner Artist at the Art Beat

6. Explore the Campbell Farmers Market

7. Try Recreational Activities at the Jack Fischer Park

8. Spend the Day at Campbell Park

9. Catch a Show at the Heritage Theater

10. Play with Friends at the AFKxp Tech & Game Center

11. Join a Wine Tasting at the Travieso Winery

12. Learn about Glass Making at the Glass Scout Studio

13. Explore New Worlds at the Recycle Bookstore

14. Try the Olive Oil of the Olive Bar

15. Enjoy Girls’ Night at the Bottle & Bottega
62 Website: https://www.travellens.co/best-things-to-do-in-campbell-ca/ Campbell Events Promoted
The following is a list of events that most often come up during searches:
• Downtown Campbell Weekly Farmers' Market (Sundays year round) • Voctave at Campbell Heritage Theatre (3/24)
• 22nd Annual Bunnies and Bonnets Easter Parade (4/8)
• 5th Annual Taste of Campbell (4/15)
• Boogie Music Festival 2023 (5/20 - 5/21)
• Beerwalk (8/5)
• 2023 Fall Wine Walk (9/20)
• 28th Annual Campbell Oktoberfest (10/21 - 10/22)
• Creepy Crawly Halloween Trick-or-Treat (10/29)
• Carol of Lights Celebration (12/2)
63 Consultant Observations
64 Consultant Observations
Following are consultant’s key take-aways to be considered during the preparation of the Economic Development Strategy:
• The accounts with the most significant follower counts are the Downtown Campbell Business Association Facebook and Instagram, with 14K followers on Facebook and 10.4K followers on Instagram.
• From the City of Campbell’s accounts two types of posts receive significant followers and views - the city’s water tower and Los Gatos Trail. There seems to be a high-level of community pride surrounding both of these.
• Strategically planning a posting schedule could help many of these accounts as they post sporadically, sometimes three times a day. Posting multiple times a day can lead to people tuning out the posts since they see so many from the same account. • Searches for Things to Do in Campbell on various sites brought up things to do near or outside of Campbell an indicator for Search Engine Optimization review and updating. • The social channels being used by the City are well designed, need deeper review to understand if there is capacity to optimized for increased engagement. • Instagram has more followers and better engagement than Facebook. • Both are relevant platforms and are being actively used. The audience following is smaller than expected given the relevance of the platforms.
• YouTube which typically has high engagement is primarily being used to showcase council meetings.
65 • Planning does a lot of surveying and outreach as part of their outreach around projects that are moving through the city based on conversation with staff. Mailchimp is used for their outreach efforts to lists that have been developed or acquired.
• There is no centralized CRM being used by economic development or other departments. • Brand and outreach is centered around community focused content. • The Campbell Chamber of Commerce and Downtown Campbell Business Association are strong promoters in the region with solid user base.
• Both organizations benefit from regular engagement and content being delivered to their audiences. • A more coordinated content strategy could help build the digital brand for each organization as they have a shared audience.
• Coordinating efforts with the City could also enhance the overall messaging and engagement while showing all are united in supporting business in the region. • The Campbell Farmers Market is listed on multiple travel sites as a must-visit presence. There maybe opportunity to leverage this weekly event with more social media on city, chamber and downtown association channels. An active campaign utilizing video content on Instagram maybe a strategy to bolster this connection to residents and those outside the area who are interested in what Campbell has to offer. • You Tube channel could be expanded to showcase downtown, businesses, spaces, events working in tandem with other social platforms given video is the most watched content of all digital media. • Recreation Department, Heritage Theatre, Ainsley House and Capital Historical Museum seem to have opportunity to increase the frequency of postings to create a stronger following and eventually grow user base.
66 Prepared by Project Consulting Team:

Audrey Taylor
(530) 345-0364
www.chabinconcepts.com
Christine Firstenberg
925-381-8666
[email protected]
Thatch Moyle
(503) 539-1921
[email protected]
Brian Curtis
(530) 893-4623
[email protected]

TRANSMITTAL Economic Development Strategy Update
Phase I-Where are we now? Existing Conditions
The Economic Development Strategy approach
involves three-phases:

Phase I – Where are we now?
Phase II – Where do we want to be?
Phase III – How will we get there?
Phase I Working Papers

2. Working Papers – Real Estate (commercial,
office and industrial)
City of Campbell Vacancies
City of Campbell Real Estate Market Conditions

3. Working Paper – Sales Tax Review

4. Working Papers – Marketing
City of Campbell Social Media Presence
City of Campbell Website
City of Campbell Perceptions

5. Working Paper – Economic Scan

6. Working Paper – Assets, Challenges &
Opportunities
These reviews, through an economic development
lens, are documented in Working Papers as
background and reference documents for city staff,
Advisory and Sub-committees for further discussion
before moving forward. The Objective is to share
what the consulting team has observed.

Phase I includes research, review of documents and
plans and listening to stakeholders.

Existing conditions set the baseline from which the
consulting team starts to create the strategic economic development plan.

WORKING PAPER:

Phase I Existing Conditions
Website Review
City of Campbell
Economic Development Strategic Plan
June 13, 2023
Working Papers are prepared for city review of project tasks. Working papers include task findings, opportunities/challenges, possible implications of findings and potential actions that could be taken. Intent is to review with staff to ensure Team is on track and did not miss existing policies, work efforts and/or plans.

Phase I – Existing Conditions
Website Review Overview
As part of Phase I Existing Conditions the Consulting Team is reviewing all marketing efforts and marketing channels, including websites which are a major channels for businesses and residence to access city information.

The website review includes a content review, technical review and usage including:
• Content/Structure
• Design/Usability
• Miscellaneous Observations
• Performance
• Mobile Experience
• Search Engine Optimization (SEO)
• ADA Compliance
• Analytics
The review contains numerous screen shots that help to assess the website as it relates to economic development, and the City’s brand story.
3 Website Review Summary
The City website is reviewed with three perspectives in mind:
1) From a user
2) From a site functionality perspectives (content and structure), and 3) From a marketing perspective.

User Perspective Observations: From a user perspective the review points to several opportunities to connect better with the city’s audience, such as,
• Utilizing the space above the fold on the site to connect with various stakeholders, such as, is the emergency text messaging so crucial to take up the amount of space it occupies? • The fold is where the bottom of the screen cuts off the visible area of the website. Everything you see is above the fold.
4 Desktop view – above the fold Laptop view – above the fold • Understanding who the
city’s different audiences
are and creating
engagement with simple
click functionality to the
information increases
usage and visits.
• Connecting through
problem solution language
is one of the most
effective ways to connect
with users and why the
users are coming to the
site. In most cases, 90%
of the audiences are
coming to website
because they have
questions.

Example: City of Berkeley does a good job engaging and leading users with simple solutions based language and navigation with user search tied to a call to action statement. “How can we help you?” This directs the user to engage with your site to get answers. 5 Website Review Summary - continued
Website Review Summary - continued
• The site appears to have old information that should be updated. 6 Website Review Summary - continued
• Pages without content should be removed or hidden from public view. 7 Website Review Summary - continued
• When migrating users to 3rd party pages the sites should be secured with a SSL certificate. Other wise users may not trust the pages where they are being directed. 8 Website Review Summary, cont’d.

Site Functionality Observations:
• Mobile or responsive design should be implemented across all pages. (see more information and screen shots in Section Mobile, page 29) • Many pages displayed on mobile devices are difficult to navigate due to size or layout of content. (Section Mobile, pages 30-33)
• The Search Engine Optimization performance rank low for both desktop and mobile usage. (Section SEO, page 35-39)
• Site needs to be updated to maintain ADA compliance. (Section ADA, page 40) Marketing Observations:

Because the navigation and user experience in finding information is difficult, those visiting the site may get frustrated and leave your pages prior to finding the information needed.

Though this report shows the site needs improvement, there is still an abundance of information on the site for users. If the site were optimized for user experience with design, navigation and content in mind the site would function more efficiently as a useful tool for the user.

The remainder of the report are specific reviews of the website with notes and screen shots. 9 Content/Structure
Insights on content (copy, images, links, etc.) and the architecture of how that content is presented.
10 Content/Structure
Review Methodology:

The structure of a site's content is a crucial part of the Users Experience (UX). The content should be well- organized and have an intuitive flow between pages.

A well-structured website:
• Makes it easy for users to find the information they're looking for and navigate between different pages • Helps to keep users on site longer, which can increase engagement and reduce users leaving the site • Makes it easier for users to complete desired actions, such as filling out a contact form • Improves website's visibility in search engine results pages, leading to more traffic and potential customers
General Comments:
• Re-evaluate the information architecture and prioritize content based on the city's mission and values • Reorganize the economic development section with core content and clear messaging to appeal to potential businesses
• Consider the users' language when presenting information, such as using more common terms instead of jargon
• Consider adding more clear Calls to Action for users to get in touch with the city. The “Form Center” is difficult to find, the link in the footer to the contact form has very poor visibility • https://www.campbellca.gov/FormCenter/Online-Forms-3/Contact-Us-Dropdown-48 The following pages include qualitative observations
about the content structure of the website.
11 Content/Structure (Cont'd)
• Utilize the space where you see “Text Your Zip Code”, referred to as Hero Space, on the homepage with more effective communication. This is the most effective space on the City’s website page.
• Remove arrow buttons as there is only one (1) slide in the carousel. • The “Text Your Zip Code” utilizes a majority of the space above the fold. Possibly there is another way to make it prominent without using so much space. 12 Content/Structure (Cont'd)
• A thorough review of the website should be scheduled at least three times a year to remove old or obsolete information.
• Also, when there is a change of staff a search of the website should be made. 13 Content/Structure (Cont'd)
• Branding does not appear to be consistent when sending users to external pages – different colors, fonts and icons are being used. 14 Content/Structure (Cont'd)
• Navigation items could be condensed or subcategorized to simplify the interface and aid users in finding information
• If all information is necessary, an example of a well-done “mega menu” (multiple categories or subjects) is https://www.cityofsacramento.gov/ • Improve the visibility of important icons and links by removing them from the slideshow/carousel mode
• Considering relocating the quick link icons higher on the homepage for better visibility 15 Content/Structure (Cont'd)
Some pages have no content
• About Campbell, Reserve
• The directory appears to be empty, but after further review a user must click on the search and enter a category to gain results.
• Also referenced are restaurants, bars, cafe’s & sweet treats which are .pdf files that link out to various restaurants and businesses but make the user work too hard to find information.

They are also not ADA compliant and in this format are cumbersome to keep current. It is important to be current and in pdf format the user may be concerned that the information is not up-to-date.
16 Content/Structure (Cont'd)
Interior page menus are not structured intuitively, making them difficult to follow. • For example, clicking on Fire Services from Staff Directory takes you to Home>Departments>Partner Agencies>Fire Services, not Staff Directory>Fire Services 17 Content/Structure Summary
• By organizing information more intuitively and simplifying the navigation, the website can be easier for users to find information and engage with the site. • The City should define clear messaging and prioritize the website structure based on the City’s vision, mission, values and goals.
• Outdated information provides little value to users. Outdated information and data taking up value space and could cause confusion for various audiences. Less is more. 18 Design/Usability
Insights on visual and functional design
19 Design/Usability
● All interior pages use the same banner image and page layout. ○ Creating some variation in the banner image and having a larger page title could help users identify what information they are seeking.
○ Keep the blue highlight on the top of page in the navigation when the user is on that page. For example:
20 Design/Usability (Cont'd)
● Outdated user interfaces
○ Photo Gallery
○ Calendar
○ Search
● Antiquated designs can raise questions about the quality of services and lose customer trust and engagement.
● Button design inconsistencies
○ Consistent design in this area creates user familiarity, clear communication, and professionalism.
21 Design/Usability Summary
Improving the design would increase user trust and engagement by modernizing user interfaces, creating visual diversity with page banner images, utilizing larger page titles, and ensuring consistency in design elements. These enhancements would result in a more visually appealing, user-friendly, and reliable website experience for visitors.

Miscellaneous Observations
• Google Translate has low visibility down in the footer • Favicon does not match the Campbell Logo
• My Account
• This page says, "For a more interactive experience, please sign in." Clarify who the accounts are for, the general public or those who work for the city, and what they can expect from creating an account.
22 Performance
Insights on web page speed and best practices
23 Performance (Desktop)
24 Lighthouse is an evaluation performed by Google Chrome that scores five (5) factors that contribute to Google Rankings and User experience:
1) Performance,
2) Accessibility,
3) Best Practices,
4) SEO, and
5) PWA.

For this review the focus is on the first three (3):
● Performance is judged by how much time it takes the webpage to load. ● Accessibility is judged by how accessible the website is. Especially for users who might require assistive technology.
● Best Practices, a terminology used by website developers, evaluates the website code, functions, and security.

Lighthouse Report (Desktop)
“Good” Scores are in the 90-100 range. Here are the scores for the Homepage:
25 The full report can be viewed: Campbell Lighthouse Report (Desktop) Performance Summary
Evaluating website performance is essential for optimizing the site for user experience and search engine rankings. Good Scores, according to Google, are in the 90-100 range.

The current scores for the homepage indicate room for improvement in all three categories 1) Performance (74),
2) Accessibility (88), and
3) Best Practices (67).

The full report provides recommended solutions for improving these scores. 26 Mobile
Insights on mobile web page performance and
responsive design for small device screens
27 Lighthouse Report (Mobile)
28 “Good” Scores are in the 90-100 range. Here are the scores for the Homepage on a mobile device:

The mobile Lighthouse report indicates room for improvement in mobile features. The full report can be viewed: Campbell Lighthouse Report (Mobile) which also provides methods to enhance the mobile user experience and improve overall usability.

Responsive Design for Mobile Use
Websites with responsive design is
standard practice to ensure that
different device screen sizes can
access all web page content.

Nearly half of all users access the
web with mobile devices, which
should be heavily considered in the
design and functionality of the
website.

The following pages include
qualitative observations about the
mobile view of the website.
29 Responsive Design (Cont'd)
• Photo Gallery - Very confusing to
use; the menu and all other page
navigation disappears
Calendar - Clickable items are all
very small and could be difficult to
navigate
30 Responsive Design (Cont'd)
• Form Center - Forms field line heights are too
small.
• Mobile users navigate by tapping. Clickable
items that are too small can make it difficult or
impossible to click for some users.
31 Responsive Design (Cont'd)
• On interior pages, the menu moves to the
bottom of the page. Consider reordering above
the main content
• Some interior page layouts are too narrow on
mobile resulting in difficult-to-read columns of
text
• https://www.campbellca.gov/1050/Permits-
Center
32 Responsive Design (Cont'd)
• The homepage, when viewed on
tablet-sized screens, overflows in
the social media section.
33 Responsive Design Summary
Website optimization for mobile devices is vital due to the significant number of users accessing the web on mobile devices.

Implementing and maintaining responsive design practices ensures that web page content is accessible across different device (laptops, cellphones, tablets) screen sizes. 34 SEO
Insights on Search Engine Optimization
35 SEO Overview
Search Engine Optimization is the process of making the website more visible and attractive to search engines like Google.

Optimizing the website for SEO increases the chances of attracting more visitors and potential customers.

The following pages on SEO include data collected from Semrush SEO Tools. • The SEO High Priority Issues are considered to be poor practices or erroneous and should be addressed. They can hurt your rankings considerably on search engines. • The SEO Warnings are bad practice that should be addressed but are not causing any major errors.
36 Website Health Overview
37 SEO High Priority Issues
• 3,044 redirect chains and loops
• 2,799 issues with duplicate title tags
• 2,721 pages have duplicate content issues
• 981 pages have duplicate meta descriptions
• 180 internal links are broken
• 94 structured data items are invalid
• 77 pages returned 404 status code
• Robots.txt file has format errors
• Very High Number of pages crawled
SEO Warnings
• 17,380* URLs with a temporary redirect
• 2,594 pages have low text-HTML ratio
• 1,673 pages don't have meta descriptions
• 444 pages don't have an h1 heading
• 174 pages don't have doctype declared
• 48 external links are broken
*This does not mean there are 17,000 pages on your website, but it is speculated that this number is a result of the redirect chains and loops mentioned in High Priority Issues. 38 SEO Summary
Resolving SEO issues is vital for improving search engine rankings, user experience, and compliance with SEO guidelines.

The SEO audit identified critical issues like redirect chains, duplicate tags/content, broken links, and invalid structured data. Warnings include:
• Temporary redirects
• Low text-HTML ratio
• Missing meta descriptions/headers
• Broken external links
Addressing these concerns will boost website performance, visibility in search results, and overall crawl efficiency. Regular audits are advised to identify and resolve SEO issues, ensuring optimal website visibility.
39 ADA Compliance
Web Content Accessibility Guidelines (WCAG) 2.1
40 ADA Compliance
Failure to address accessibility issues can put the
website at risk for accessibility lawsuits.

The site be audited regularly and have issues
addressed, as the website can become out of
compliance during content editing or the creation
of new pages or features.

The following includes some of the issues resulting
in non-compliance:
▪ Sliders/carousels* should not use autoplay
without an option of pausing
▪ All external links (links that take the user to a
new website) should open in a new tab
▪ Only the top level of navigation is navigable by
the keyboard. The tab key should allow a user
to step through every level of the menu.
▪ All clickable elements* should be labeled
appropriately for assistive technology (ie, ARIA
roles and labels)
▪ All images need to have alt attributes*
41 *Technical Definitions
Sliders and carousels are popular design elements for
displaying multiple content items within a limited space, offering an engaging and interactive way to showcase
information, promotions, or featured content on websites.

However, it's important to implement sliders/carousels with accessibility in mind, providing appropriate labels, navigation controls, and alternative content for users who may rely on assistive technologies or have difficulty interacting with dynamic elements.

Example of slider without option of pausing
(https://www.campbellca.gov/175/Bicycle-Pedestrian-
Advisory-Committee)
Clickable elements (ARIA roles and labels)
By using ARIA roles and labels, website developers can ensure that clickable elements (buttons, images, navigation) are more accessible to individuals using assistive technologies. Screen readers can read out the appropriate labels, allowing users to understand the purpose and function of each element, and navigate the website more efficiently.
alt attributes
Purpose of Alt Attributes: Alt attributes serve as textual alternatives to images. They provide a description or
explanation of the image's content, conveying its meaning and context to individuals who are visually impaired and rely on screen readers or other assistive technologies to access web content.

ADA Compliance (Cont'd)
● Foreground Elements should have sufficient contrast with the background ○ For example, buttons, links, and directional arrows need high-contrast colors in relation to the background
○ There are several free tools that can identify what is considered sufficient contrast like WCAG 2.1 by WebAIM Contrast Checker
42 Examples of low contrast:

ADA Compliance Summary
• Addressing these issues is crucial to ensure ADA compliance and avoid potential accessibility lawsuits.
• Regular audits can identify and address new issues, as new content, pages, or features can introduce non-compliance.
• By addressing these issues, the website can provide a more inclusive and accessible experience for all users.
43 Google Analytics
44 Google Analytics Report - 2022
45 Pageviews Unique Time on page Entrances Bounce Rate
Total views 1,025,280 784,434 2:50 465,830 20.63%
Highest ranking interest Pageviews
Recreation 271,226
Planning 95,563
Government 68,374
Public Works/Parks 33,288
Downtown and Events 25,868
Police & Fire 25,646
Alerts 22,169
Recreation Department – highest page views
Planning and government – next highest
page views
Public works/parks, downtown/events, and
Police and Fire third.

Remaining page views miscellaneous site
pages.
* For detailed Analytics reports see files in basecamp
Google Analytics Report – 2023 YTD
46 Pageviews Unique Time on page Entrances Bounce Rate
Total views 416,456 319,219 2:49 191,965 52.01%
Highest ranking interest Pageviews
Recreation 113,357
Planning 27,332
Government 26,075
Public Works/Parks 14,226
Alerts 11,474
Police & Fire 9,711
Downtown and Events 5,615
Recreation Department – Highest page
views
Planning and government – next highest
pageviews
Public works/parks rank third
Alerts 4th and the Police/Fire and
Downtown/events
Remaining pageviews miscellaneous site
pages.
* For detailed Analytics reports see files in basecamp
Prepared by Project Consulting Team:

Audrey Taylor
(530) 345-0364
www.chabinconcepts.com
Christine Firstenberg
925-381-8666
[email protected]
Thatch Moyle
(503) 539-1921
[email protected]
Brian Curtis
(530) 893-4623
[email protected]

TRANSMITTAL Economic Development Strategy Update
Phase I-Where are we now? Existing Conditions
The Economic Development Strategy approach
involves three-phases:

Phase I – Where are we now?
Phase II – Where do we want to be?
Phase III – How will we get there?
Phase I Working Papers

2. Working Papers – Real Estate (commercial,
office and industrial)
City of Campbell Vacancies
City of Campbell Real Estate Market
Conditions

3. Working Paper – Sales Tax Review

4. Working Papers – Marketing
City of Campbell Social Media Presence
City of Campbell Website
City of Campbell Perceptions

5. Working Paper – Economic Scan

Phase I includes research, document and plan
reviews and listening to stakeholders.

Existing conditions set the baseline from which the
consulting team starts to create the strategic economic development plan.

WORKING PAPER
Phase I Existing Conditions
Perceptions
City of Campbell
Economic Development Strategic Plan
July 12, 2023
Working Papers are prepared for city review of project tasks. Working papers include task findings, opportunities/challenges, possible implications of findings and potential actions that could be taken. Intent is to review with staff to ensure Team is on track and did not miss existing policies, work efforts and/or plans.

Purpose of the Working Paper Perceptions
Three stakeholder groups were identified to provide feedback to the consulting groups and project, businesses, residents and real estate brokers. It is important from a marketing and and strategy standpoint to understand the perspectives of diverse, key, stakeholder groups to shape the marketing and branding architecture, and build the brand story and the marketing plan. Feedback was obtained from meetings, interviews and two surveys, resident and business on-line surveys posted on City website promoted by City, Chamber and Downtown Business Association.

1. Businesses play a pivotal role in shaping the economic landscape of any city. By gaining insights into their perceptions, challenges, and aspirations within Campbell, areas are identified where marketing efforts can provide targeted support. This knowledge will facilitate strategies that can retain existing businesses and attract new ones.

2. The residents of Campbell are also integral to the city's vibrancy and community spirit. Their perceptions and experiences significantly influence the overall appeal of the city as a place to live, work, and engage in social and commercial activities. Listening to their feedback, highlights any concerns or areas for improvement. By understanding their desires and values, marketing campaigns can highlight the city's unique attributes and create a strong sense of belonging among residents as well as foster a loyal and supportive community.

3. Real estate brokers, as key influencers in the real estate sector, offer valuable insights into the market dynamics, investment opportunities, and potential development in Campbell. By understanding their perspectives, marketing efforts can be aligned to attract investors, developers, and entrepreneurs who can contribute to the city's economic growth. Promoting the city's advantages and addressing any perceived challenges, helps to position Campbell as an attractive and profitable location for real estate investment and development.

RESIDENTS
Campbell residents participated in a survey, May-June
2023 (full survey accompanies this working paper),
providing insights to their view of Campbell.
4 Resident Survey Overview
How long living in Campbell:
● 60% of the respondents have lived in the
area for 16 years or more, with a range of
16 to 25+ years.
● 26% of the respondents have lived in the
area for 6 to 15 years.
● The remaining percentage represents
residents whohave been in the area for 5
years or less.

Household Size:
● 84% of the respondents have 2 or more
adults living in their households.
● Among the households with adults above
the age of 18 the following was reported :
● 33% reported having one or two
children.
● 2.3% reported having three or more
children.
● The remaining percentage represents
households without adults above the
age of 18.

Employment Status:
● 75% of the respondents who are over the
age of 18 are employed.
● Over 60% of the employed residents work
outside of their homes.
● 48% of those who work from home are
classified as hybrid workers, meaning they
spend some percentage of their work week
in the office.

Work Location:
● 23% of those who work indicated that they
work in businesses within the City of
Campbell.
● The remaining 72% of the residents
responding, commute to jobs located
outside of Campbell. The most frequently
mentioned cities for commuting are:
● San Jose
● Santa Clara
● Sunnyvale
● Cupertino
Education System:
• 74% of the parents surveyed have their
children attending public schools.

Satisfaction with Public Education:
• Among the parents who have children in
school (public schools):
• 87% expressed satisfaction to
happiness with the public education
system.

Frequency of Visiting Downtown Campbell:
• 257 respondents (55.4%) reported visiting
downtown Campbell one or more times per
week.
• 142 respondents (30.6%) reported visiting
1-3 times per month.
• 20 residents (4.3%) reported visiting 1-4
times per year.
• Only 15 respondents (3.2%) reported
almost never visiting downtown Campbell.

Activities in Downtown Campbell:
● The most popular activities for residents
visiting downtown Campbell are dining,
followed by attending farmers markets,
festivals, and events.
● Shopping, walking, visiting the library,
museum, and parks are also mentioned as
activities enjoyed in downtown Campbell.

Housing:
● 51% of respondents felt that there was
sufficient housing in Campbell with a
diverse selection and range of prices.
● When asked if the city needed more
affordable housing (rental or
ownership), 58.7% of respondents
answered yes.

Quality of Life:
● When asked about the quality of life in
Campbell, 87% of respondents
responded ranking a 4-5 with 5 best the
best, indicating a positive perception of
their quality of life.

Online Shopping and Other Retailers:
● When shopping (excluding
groceries), the majority of
respondents (48.2%) shop online.
● Other options for shopping
mentioned by respondents include
Valley Fair, Kirkwood, Downtown
Campbell, the Pruneyard, and
various other retailers.
● The retailers where they shop
include Costco, Target, Westgate,
Home Depot, Safeway, Whole
Foods, Amazon, Walmart, Trader
Joe's, and Lowe's.

Grocery Shopping:
● When asked where they shop for
groceries, 56% of respondents
indicated grocery stores in Campbell
as their preferred choice.

The key takeaways from three open-ended questions focused on positive perceptions.

Question: Why did you choose to
live in Campbell?
• Small town feel
• Community-oriented
• Family connections
• Affordable housing
• Proximity to work
• Good schools
• Safety
• Convenient location
• Downtown and Pruneyard
Question: What do you like best
about Campbell?
• Small town feel
• Location
• Great neighborhoods
• Downtown area
• Weather
• Convenience
• Parks and trails
• Responsive city services
• Cultural and racial diversity
Question: Please share positive aspects of living in
Campbell.
• Sense of safety and security within the community.
• Appreciation for the small-town feel and community
atmosphere.
• Abundance of local events and festivals, keeping
Campbell on the cutting edge of local festivities.
• Availability of diverse dining options and culinary
experiences.
• Access to parks and recreational areas, fostering an
active and healthy lifestyle.
• Proximity to nature, particularly the Creek Trail and its scenic beauty.
• Pride in Campbell's historic significance and annual
history events.
• Appreciation for the shopping options and small
businesses in downtown Campbell.
• Overall cleanliness and well-maintained appearance of the city.
• Positive feedback on the city government's
responsiveness and accessibility.

The key takeaways from two open-ended questions focused around areas that need improvement or cause for concern perceptions.

Question: What do you believe
might be lacking in Campbell?
• More or different shopping
options
• Music or performance venues in
the Downtown
• More community events
• Childcare services
• Art and cultural initiatives
• More activities/programs for
youth
• Affordable housing options
• Improved city leadership and
fairness for small businesses
• Pedestrian access to creek trails
• Enhanced public transportation
options
Question: Please share negative/concerning aspects on
living in Campbell.
• Concerns regarding the rising cost of living, particularly in housing prices.
• Growing issue of homelessness and related challenges
in the community.
• Desire for better enforcement of property maintenance, including yard upkeep and abandoned vehicles.
• Increased crime rates and the need for more
comprehensive strategies to address them.
• Frustration with the state of roads and the need for
road repairs and infrastructure improvements.
• Lack of affordable housing options, making it difficult for middle-class families to find suitable homes.
• Unhappiness with presence of transients and the impact on public spaces, particularly near the creek area.
• Limited diversity in restaurant choices and the desire for a wider range of cuisines.
• Concerns about the vacant storefronts and the need for revitalization in downtown Campbell.
• Perception of overcrowding and potential
overdevelopment, impacting the small-town feel.
9 BUSINESSES
Campbell businesses participated in an online survey between May-June 2023 posted on City website and promoted by City, Chamber and Downtown Business Association. Full survey accompanies this working paper. Businesses also participated in interviews and meetings providing insights on their view of Campbell.
10 Businesses Survey Overview
Business Classifications:

Top classifications reported by the
businesses:
● Retail Trade
● Accommodation and Food Services
● Professional, Scientific and Technical
Services
● Health Care and Social Assistance
● Real Estate, Rental and Leasing,
Construction
Business Duration:
● 22.8% of the businesses have been
operating for 1-5 years.
● 38.7% of the businesses have been
operating for 6-19 years.
● 31.7% of the businesses have been
operating for 20 years or more.

Business Size:
● Over 80% of respondents had 10 or
fewer employees.

Employee Residence:
● 71.6% of employees working at these
businesses lived outside of Campbell.
● Sales Type:
● 75% of the businesses engage in
business-to-customer (B2C) sales.
● 52% of the businesses collect sales tax.

Online Sales:
● 45% of total sales for the businesses are
made through online channels.

Growth Expectations:
● 61% of businesses anticipate growth over the
next 2-3 years.
● 39% of businesses either have uncertain
growth prospects or do not expect any growth
in the near future.

City Engagement and Communication:
● When businesses were asked how they would
connect with the city if they had a problem
involving the city,
○ 38.6% mentioned using the city website
○ 42.9% indicated they would use
▪ Email
▪ Contact planning
▪ Contact city manager
▪ Visit the city
Services business would like to have from the City:
● The top requested services from the city were
related to assistance with permits and
regulatory issues, mentioned by 36.2% of
businesses.
● Technical services for startups and
entrepreneurs were requested by 21.7% of
businesses.

Business Assistance:
● When asked where they would go for business
assistance, 44.3% of businesses stated they
would rely on personal contacts.
● 26.1% of businesses were uncertain about
where to seek assistance.
● Other options mentioned by respondents
included
○ Chamber of Commerce
○ DCBA (Downtown Campbell Business
Association)
○ Accountants
○ SBDC (Small Business Development
Center)
○ The city itself.

Chamber of Commerce and DCBA Membership:
● 58% of businesses surveyed are not currently
members of the Chamber of Commerce or the
DCBA.

The key takeaways from open-ended questions in the survey and in meetings with businesses regarding “Campbell as a place to do business”.

When asked about the factors that would
keep them doing business in Campbell,
respondents cited the following factors:
● 44.5% of businesses mentioned the
strategic location of Campbell as an
important factor.
● 26.3% of businesses highlighted the
customer base as a significant factor.
● 13.7% of businesses emphasized the
importance of safety in their decision to
continue operating in Campbell.

Other comments made during meetings:
• Small town culture
• City accessible to the business
community
• Supportive city and staff
• Police and safety
• Location, proximity to Silicon Valley
• Access and transportation
• Commercial rents still reasonable
• Stable community
• Diversity of businesses
• Developers and tenants can get to
someone one on one – unique to the
city.

Business feedback on areas of concern about doing business in the City of Campbell.
• Homelessness and related issues, increasing homeless population and its impact on their businesses, including safety concerns, harassment of customers and staff, and damage to properties.
• Parking-related problems including limited long-term parking availability, parking spaces being occupied by delivery drivers, parking exemptions given to specific businesses, and parking encroachment by neighboring businesses.
• Permitting and regulatory complexities, businesses expressed permit process complicated, costly, and time-consuming.
• Garbage and recycling services lack of garbage and recycling pickup on Saturdays, despite being expected in the contract, is a significant challenge for businesses generating more waste over the weekend.
• Some business owners have expressed difficulties in obtaining assistance from the city, or guidance and/or proper responses from city authorities regarding issues. • Several reported inadequate cellphone coverage, particularly on the west side of Campbell. • While not a predominant concern, some business owners perceive rental costs in Campbell to be higher compared to other locations.
• Other issues mentioned were California policies, Limitations during festivals and administrative complexities impacting prospective tenants.

BROKERS &

DEVELOPERS
Perceptions from interviews and meetings.
15 • Brokers reported that there is difficulty in getting projects through the planning department.
• Lack of connectivity between departments of the
city. Communication on projects could streamline
processes.
• Past projects have caused brokers and developers
to pull back from City of Campbell as a place to do
business.
• Landlords use the city as an excuse to not allow
improvements to their properties.
• Communication has not been great with developers
and brokers.
• Not a feeling that Campbell is friendly towards
business. If it doesn’t fit into the planning box, the answer is first “No”. But they also commented - it
did not use to be unfriendly.
• Brokers are having to adapt their business interest
to spaces that will not spark AUP or CUP.

Real estate broker and developer feedback.
• Feel that every use needs an
Administrative Use Permit or Conditional
Use Permit
• “Time kills the deal”
• Industrial properties are full and city
has been good to work with.
• Would be helpful to have an
ombudsman to help potential projects
move smoothly through the city.
• City is understaffed. Great people that
work there, working hard, but lack of
capacity causes friction.
• Replace old planning processes with
digital planning for submitting and
reviewing plans
Feedback from businesses and organizations not
located or doing business in Campbell regarding their
perceptions of Campbell.
• Rich history.
• Perceived to be very safe.
• Great community for families.
• Proximity to Silicon Valley is excellent.
• Pruneyard stands out their minds.
• Surrounding area/population shop in Campbell.
• Great location to pull workforce.
• Nice suburb of San Jose….very positive, small town, close in…..not alternative meeting destination, benefits from spill over from a broad draw that San Jose pulls for conventions.
• Proximity to San Jose State.
• Light rail a positive.
• Best known within the region, Silicon Valley, those businesses and individuals further out typically answer “have heard of it, know the basic location and that it has a good reputation as a community”, but not many details – have not investigated for a business location.

Prepared by Project Consulting Team:

Audrey Taylor
(530) 345-0364
www.chabinconcepts.com
Christine Firstenberg
925-381-8666
[email protected]
Thatch Moyle
(503) 539-1921
[email protected]
Brian Curtis
(530) 893-4623
[email protected]

City of Campbell
Economic Development Strategy

Phase I – Existing Conditions - Where are we now?

May-June 2023 – Survey Results
Two surveys conducted to provide feedback from
two City of Campbell stakeholder groups – residents
and businesses.

City of Campbell . Resident Survey . May/June 2023 1 | P a g e

City of Campbell . Resident Survey . May/June 2023 2 | P a g e

City of Campbell . Resident Survey . May/June 2023 3 | P a g e

City of Campbell . Resident Survey . May/June 2023 4 | P a g e

City of Campbell . Resident Survey . May/June 2023 5 | P a g e

City of Campbell . Resident Survey . May/June 2023 6 | P a g e

City of Campbell . Resident Survey . May/June 2023 7 | P a g e

City of Campbell . Resident Survey . May/June 2023 8 | P a g e

City of Campbell . Resident Survey . May/June 2023 9 | P a g e

City of Campbell . Resident Survey . May/June 2023 10 | P a g e

City of Campbell . Resident Survey . May/June 2023 11 | P a g e

City of Campbell . Resident Survey . May/June 2023 12 | P a g e

City of Campbell . Resident Survey . May/June 2023 13 | P a g e

City of Campbell . Resident Survey . May/June 2023 14 | P a g e

City of Campbell . Resident Survey . May/June 2023 15 | P a g e

City of Campbell . Business Survey . May/June 2023 1 | P a g e

As part of Stakeholder Engagement to gather input and feedback from Campbell businesses for the Economic Development strategy a business survey was conducted. The business survey was open for responses from 5/25/2023 - 6/19/2023. The city distributed the survey link through social channels and email lists. The survey link was also sent out by the Chamber of Commerce and the Downtown Business Association to their mailing lists.

A total of 88 responses were received from various business types. The infor mation gathered included business demographics, business operations and open-ended questions regarding the Campbell business climate.

The information gathered from the survey is being used to inform the strategic planning process and will be incorporated in Phase I, Working Papers. Following are responses to survey questions.

Business Classifications Responses
Retail Trade 16
Professional, Scientific, and Technical Services 14
Health Care and Social Assistance 9
Accommodation and Food Services 9
Real Estate and Rental and Leasing 7
Construction 6
Finance and Insurance 3
Beauty 2
Education Services 2
Information 2
Manufacturing 2
Marketing Services 2
Religious 2
Other 12
TOTAL 88

City of Campbell . Business Survey . May/June 2023 2 | P a g e

How long have you been in business in Campbell?

Where is your business located in Campbell?
Campbell Ave 11 Creekside Way 1
Downtown Campbell 11 Dillon Ave 1
E Campbell Ave 9 Budd Avenue 1
Hamilton Ave 8 First Street 1
Pruneyard 6 Friar Way 1
Bascom Ave 6 Los Gatos 1
McGlincy Lane 5 La Vonne Dr 1
Winchester Blvd 4 Lovell Ave 1
Home Office 3 McBain Ave. 1
Sunnyoaks Ave 3 Railway Ave 1
Camden Ave 2 Rincon Ave 1
Dell Avenue 2 Salmar Ave 1
Sharp Ave 1
Third St. 1
W. Campbell Ave 1

City of Campbell . Business Survey . May/June 2023 3 | P a g e

How many employees do you have at your business in Campbell?

What percentage of your employees live in Campbell?

City of Campbell . Business Survey . May/June 2023 4 | P a g e

Does your business collect sales tax?

Are your transactions retail storefront or business to business sales?

Business to Business
Business to Consumer
City of Campbell . Business Survey . May/June 2023 5 | P a g e

What percentage of your sales are from online transactions?

How do you expect your business to perform in the next 2 to 3 years?

City of Campbell . Business Survey . May/June 2023 6 | P a g e

How would you rate the City of Campbell as a place to do business on a scale from 1 - 5, with 5 being the best?

HIGH SATISFACTION RATING
75% of the respondents ranked Campbell
as a good place to do business.

City of Campbell . Business Survey . May/June 2023 7 | P a g e

Do you have any challenges in doing business in the City of Campbell?

What are some of the challenges facing businesses in Campbell? This question was an open-ended question with the following a summary of those responses received the most (actual responses are available in the raw dat a provided to the City) . T he primary challenges mentioned by business owners in Campbell are related to homelessness and its impact on safety and business operations, parking issues, complexities and costs associate d with permits and regulations, inadequate garbage and recycling services, COVID -19 enforcement, communication difficulties, cellular network coverage, rental costs, California policies, and various miscellaneous issues. • Homelessness and related issues: Bu siness owners are frustrated with the increasing homeless population and its impact on their businesses, including safety concerns, harassment of customers and staff, and damage to properties.
• Parking-related problems: Issues include limited long -term park ing availability, parking spaces being occupied by delivery drivers, parking exemptions given to specific businesses, and parking encroachment by neighboring businesses.
• Permitting and regulatory complexities: Business owners find the permit process compli cated, costly, and time -consuming, which discourages prospective tenants and affects business operations.
• Garbage and recycling services: The lack of garbage and recycling pickup on Saturdays, despite being expected in the contract, is a significant challe nge for businesses generating more waste over the weekend.
• COVID-19 enforcement: Enforcement of COVID-19 regulations has been mentioned as a challenge, likely due to the evolving nature of the pandemic and its impact on businesses. • Communication and respon siveness: Some business owners have expressed difficulties in obtaining assistance, guidance, or proper responses from city authorities regarding issues such as dumping, cleaning, and direction on problem-solving.

City of Campbell . Business Survey . May/June 2023 8 | P a g e

• Cellular network coverage: Several busines s owners report inadequate cellphone coverage, particularly on the west side of Campbell.
• Rental costs: While not a predominant concern, some business owners perceive rental costs in Campbell to be higher compared to other locations.
• California policies: A few business owners attribute the challenges of doing business to broader California policies rather than specific issues in Campbell. • Miscellaneous: Other challenges mentioned include limitations during festivals, perception issues impacting job preference, and administrative complexities impacting prospective tenants.

What key factors about Campbell keep you here or would be attractive for other businesses?

Safety factors relates to Campbell as
being a safe place to do business.

City of Campbell . Business Survey . May/June 2023 9 | P a g e

If your business had a problem involving the City, which option would you choose as your first point of contact?

If you needed business assistance (business counseling, financing, marketing/promotions) where would you go?

City of Campbell . Business Survey . May/June 2023 10 | P a g e

What services should be implemented by the City of Campbell?

Preselected responses, based on input from stakeholder interviews, multiple choice, with an option to add any other service that might be desire.

City of Campbell . Business Survey . May/June 2023 11 | P a g e

Do you belong to the Chamber of Commerce or the DCBA? Why or Why Not?

In what other ways do you believe the City could provide assistance to your business?
Based on an open ended question, the key areas most noted where the City could provide assistance to businesses include maintaining a strong police presence, investing in infrastructu re improvements and beautification, fostering a supportive and communicative attitude, streamlining permitting processes, promoting economic development, and providing accessibility and education to businesses. • Enhanced police presence: Several respondents mentioned the importance of maintaining a strong police presence to deter crime and ensure the safety of businesses and customers. This includes increasing police patrols, particularly in areas with high homeless populations. • Infrastructure imp rovements and beautification: The respondents highlighted the need for beautification projects, such as installing pole banners, flower beds, and regular sidewalk pressure washing. These improvements contribute to creating an attractive environment for bus inesses and customers.
• Supportive attitude and improved communication: Business owners expressed a desire for a more supportive and approachable attitude from city employees. They want city officials to be advocates for businesses, provide updates on city developments, and help find solutions to challenges faced by businesses.
• Streamlined processes: Many respondents mentioned the need for improved access to permitting processes and reduced costs and timeframes for securing permits. They suggested reorganizi ng communication, updating the website, and providing clear guidelines on requirements for doing business in the city.
• Economic development: Some respondents suggested filling vacant businesses with new ones to attract more people and generate additional revenue for the city. They also mentioned the need for mentoring services and funding assistance to support small businesses.

Reasons for joining:
● Supportive and helpful local hub
● Advocacy and community involvement
● Marketing and advertising opportunities
● Networking and connections
● Resources and knowledge sharing
Reasons against joining:
● Lack of perceived benefits
● Cost of membership
● Time constraints
● Online or non-local business focus
● Negative past experiences or perceived lack of
impact
City of Campbell . Business Survey . May/June 2023 12 | P a g e

• Accessibility and education: Business owners expressed a desire for better understanding of property taxes and city requirements, a s well as education on how to work productively with the city administration.

The raw survey data sheets are available at the City of Campbell, Economic Development Office.

TRANSMITT AL Economic Development Strategy Update
Phase I-Where are we now? Existing Conditions
The Economic Development Strategy approach
involves three-phases:

Phase I – Where are we now?
Phase II – Where do we want to be?
Phase III – How will we get there?
Phase I Working Papers

2. Working Papers – Real Estate (commercial,
office and industrial)
City of Campbell Vacancies
City of Campbell Real Estate Market
Conditions

3. Working Paper – Sales Tax Review

4. Working Papers – Marketing
City of Campbell Social Media Presence
City of Campbell Website
City of Campbell Perceptions

5. Working Paper – Economic Scan

Phase I includes research, document and plan
reviews and listening to stakeholders.

Existing conditions set the baseline from which the
consulting team starts to create the strategic economic development plan.

WORKING PAPER
Phase I Existing Conditions
Economic Scan
City of Campbell
Economic Development Strategic Plan
June 30, 2023
Working Papers are prepared for city review of project tasks. Working papers include task findings, opportunities/challenges, possible implications of findings and potential actions that could be taken. Intent is to review with staff to ensure Team is on track and did not miss existing policies, work efforts and/or plans.

Summary Overview – Economic Scan
• The economic scan is a point in time look at Campbell’s economy, how the economic drivers are performing, and other socio-economic indicators. The objective is to further identify characteristics of the community and any trends or “red flag” areas of concern.
• For this scan, the starting point is 2019 (pre-pandemic) to 2022 (post-pandemic), as the pandemic disrupted every aspect of a community’s economy.
• The graphic highlights three economic/business drivers in a community – traded sector, population-driven and visitor--serving businesses which intersect and can overlap at different points. • 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, i.e., through manufacturing, processing, technology. This sector creates highest economic impact. • The population-driven market (aka local serving) is made up of businesses that provide goods and services to residents, i.e., medical care, auto dealerships, groceries, restaurants and retail. This driver creates a medium economic impact. However, it typically represents the most businesses in a community, businesses that help define the character of the community and generates sales tax revenue to the city.
• The visitor-serving market consists of venues and businesses that attract or serve visitors to the community, i.e., hotels, destination attractions. The size and economic impact of this sector can be less for communities that are not considered a “visitor destination.” • Using the three market drivers, the economic scan focuses on reviewing the Gross Regional Product (GRP), a monetary measure of the market value of all final goods and services produced in a community, along with related jobs associated with those economic market drivers:
• Recovery in both GRP and jobs has occurred in all three drivers (traded sector, population driven, visitor) exceeding 2019 levels, except in the visitor’s driver where jobs have recovered but not the GRP likely due to a lag in the travel industry return to pre-pandemic levels. • Some recovery trends are “sticking” at post-pandemic levels and should be watched, ref. page 7. • Campbell’s businesses are predominantly small – 95% have fewer than 20 employees and nearly 60% have fewer than five employees (Source: U.S. Census).
• Population in Campbell declined 0.6% annually between 2019-2022 but is projected to start growing in 2024. There was growth in the <19 age bracket and the 60-69 age bracket and a decline in the 20- 29 year-old age bracket.
• Campbell saw an overall increase in the workforce in Campbell which is consistent with national trends.
• According to the Census 2020 Inflow/Outflow Workers Map, 1,094 workers live and work in Campbell, 20,659 commute into Campbell to work and 18,517 commute out from Campbell. Although the data is two years old, it is important in terms of the regional context of employment/jobs in proximity to Campbell.
• This commute data is also supported by the responses received through the business and resident surveys.
4 Note: This review was supported and provided by Dr. Rob Eyler, Economist, Economic Forensics and Analytics, Professor Economics at Sonoma State, visiting scholar University of Bologna and Stanford University. 2019-2022 JOBS & GROSS

REGIONAL PRODUCT RECOVERY

FROM THE PANDEMIC DISRUPTION
5 2019 – 2022 Recovery
6 5,124
20,143
899
5,682
21,089
942
Traded Sector Population Visitor
Jobs Recovery
2019 Jobs 2022 Jobs
$1.3
$3.8
$0.915$1.5
$4.3
$0.104
Traded Sector Population Visitor
GRP Recovery ($B)
2019 GRP 2022 GRP
Source Jobs: Census Bureau, California EDD, EFA
Source GRP: Bureau of Economic Analysis, California EDD, Census Bureau, EFA adjusted for inflation • Job recovery is shown for
each economic driver, using
2019 as a pre-pandemic
benchmark.
• GRP recovery primarily in
traded and population-
driven sectors.
• The visitor sector has yet to
recover, following national
trends. No clear indication
how or when the visitor or
tourism market is expected
to fully recover.

Sticky Pandemic Trends
7 New patterns of
demographics,
communications,
lifestyles.

Population growth
will shift, but not yet
reflected in data.

Households are
trending smaller.

Households seek
low maintenance,
convenience, quality
public amenities,
quality schools.

Shift in emphasis on
suburban growth
and working-from-
home, alternative
work schedules.

Changes in market
for commercial real
estate, particularly
office space and
retail.

Inflation and higher
interest rates.

The pandemic was a major disruption to all economies and has left some “trends” that could last and/or may discontinue but they merit watching.

Remote workers
have decreased
slightly in last year..

Threat of recession
and high mortgage
rates will curb
economic activity.

Traded Sector Drivers
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
Construction Manufacturing
Employment
2019 2020 2021 2022
July 25, 2023
8 $0.0
$200.0
$400.0
$600.0
$800.0
$1,000.0
$1,200.0
$1,400.0
Construction Manufacturing
GRP (millions)
2019 2020 2021 2022
Source Jobs: Census Bureau, California EDD, EFA
Source GRP: Bureau of Economic Analysis, California EDD, Census Bureau, EFA Construction employment gained as home renovation and construction increased after 2020.

Manufacturing productivity slowed, even though employment slightly increased, as production was slower due to supply-chain problems and rising input costs.

As a whole, these drivers have recovered and exceeded 2019 levels.

Population Serving Driver-Employment
0 1,000 2,000 3,000 4,000 5,000
Utilities
Wholesale
Transp. Warehouse
Information
Finance, Insurance
Real Estate
Prof, Scientific, Technical
Management of…
Admin & Support
Education
Health Care, Social Srv
Public Admin
Other Services
2019 2020 2021 2022
July 25, 2023
9 Source: Census Bureau, California EDD, EFA
Population serving, or locally-serving businesses hired and re-hired as the economy re- opened in 2021 and 2022, leading the overall recovery in Campbell’s employment levels.

Population Serving Sector – Gross Regional Product
$0.0 $200.0 $400.0 $600.0 $800.0 $1,000.0 $1,200.0 $1,400.0 $1,600.0 Utilities
Wholesale
Transp. Warehouse
Information
Finance, Insurance
Real Estate
Prof, Scientific, Technical
Management of Companies
Admin & Support
Education
Health Care, Social Srv
Public Admin
Other Services
2019 2020 2021 2022
July 25, 2023
Campbell Economic Development Plan 10
Source: Bureau of Economic Analysis, California EDD, Census Bureau, EFA Professional services (legal, accounting, engineering, architecture) are high value-added industries due to relatively high wages and salaries and stand out more when considering GRP measures.

Slower growth in 2022 reflects continued inflation and thus slower growth in business revenues.

Visitor Serving Driver
0 500
1000
1500
2000
2500
3000
3500
Retail Arts,
Entertainment,
Recreation
Lodging, Food
Service
Employment
2019 2020 2021 2022
July 25, 2023
11 $0.0
$50.0
$100.0
$150.0
$200.0
$250.0
$300.0
$350.0
$400.0
GRP (millions)
2019 2020 2021 2022
Source Jobs: Census Bureau, California EDD, EFA
Source GRP: Bureau of Economic Analysis, California EDD, Census Bureau, EFA The visitor sector has been slower to recover but is likely to beat early recovery forecasts made in 2020 for spending and employment . (By the end of 2023, aggregate recovery should be achieved.) Business travel is where long-term threats exist for a recovery to pre-pandemic benchmarks.

Campbell Business Sizes
<5
Employees,
5-9
Employees,
10-19
Employees,
20-49
Employees,
50-99
Employees,
100+
Employees,
July 25, 2023
12 Source: Census Bureau 2021 Zip Business Patterns, City of Campbell Business License * City of Campbell Business License List, as of April 2023, 3 business are exempt from business license fees. • Tracking the size of businesses in any location is challenging. The 2021 Census Zip Business Patterns is a good indicator of the size of businesses located in Campbell which is consistent with Campbell Business License data as of April 2023 .
• Small businesses clearly account for most of the economic activity in Campbell. • Nearly 95% of Campbell’s business establishments employ fewer than 20 people.

City of Campbell, Business License
April 2023
# of Employees # of Businesses
Exempt Business 3*
0 526
1-10 Employees 2531
11-20 Employees 204
21-49 Employees 120
50-75 Employees 26
76-100 Employees 10
101-150 Employees 14
151-200 Employees 3
201-550 Employees 11
Total Businesses 3448
Population of Campbell
• The City’s population declined each year
from 2019 to 2022; the four-year average
annual decline was 0.6%.
• The steeper decline seen in 2021 is most
likely consistent with the national trend of
exodus from urban areas and higher
populated communities to more rural areas.
• The California Dept. of Finance and Dept. of
Transportation projections expect a slight
increase (1.1%) in population annually from
2024 to 2030 which may be dependent on
housing availability.
• Plan Bay Area 2050 projects a growth in
households between 1-3% annually, 2024 to
2050.
13 43,969
43,886
43,086
42,833
2019 2020 2021 2022
Source: California Department of Finance, CA Dept of Finance, CA Dept of Transportation, Metropolitan Transportation commission Plan Bay Area 2050 Campbell Distribution of Population by Age (2021)
14 0%
5%
10%
15%
20%
25%
<19 y/o 20-29 y/o 30-39 y/o 40-49 y/o 50-59 y/o 60-69 y/o 70+ 2019 2020 2021
Source: Census Bureau ACS 2021 5-Year Estimates, City of Campbell • Median age in the City of
Campbell is 39 which is on
par with the San Jose
Metro Area median age of

38. • There was a decline in
the 20 to 29 age bracket
from 2019 to 2021.
• The slight uptick in the
younger population (<19)
is encouraging as more
people age and leave the
workforce.
• As with most communities
the 60 to 69 age bracket
population increased.

Campbell Population Diversity
15 65%
3%
21%
6% 6%
60%
2%
24%
6% 8%
57%
2%
25%
7% 10%
White Black/African
American
Asian Other race Two or More
Races
2019 2020 2021

49.5% 49.5% 50.1%

50.5% 50.5% 49.9%
2019 2020 2021
Male Female
Source: Census Bureau ACS 2021 5-Year Estimates, City of Campbell • Racial diversity in Asian
and other racial groups
and those reporting as
two or more races – is
increasing.
• The change in ratio of
males and females is
minimal staying relatively
stable at 50/50.

WORKFORCE DATA
16 Campbell’s Workforce & Unemployment
17 2.3%

6.4%

4.4%

2.4%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%
25,600
25,800
26,000
26,200
26,400
26,600
26,800
27,000
2019 2020 2021 2022
Workforce Unemployment Rate
Source: California EDD LMI, Annual Average
• Unlike population, the workforce
increased in 2022.
• There was a post-COVID
unemployment spike in 2020 and
2021 which is consistent with
national unemployment.
• By 2022, the unemployment rate
returned to 2019 level albeit
significant lay-offs in high tech and
biotech sectors.

Campbell Educational Attainment (population 25+ y/o)
18 0.0%

10.0%

20.0%

30.0%

40.0%
Less than High
School
High
School/GED
Some College Associate
degree
Bachelor degree Graduate or
Doctorate
2019 2020 2021
Source: Census Bureau ACS 2021 5-Year Estimates
• The share of population with higher educational degrees is increasing most likely because there are more career opportunities and higher paying jobs for those who graduate from college. • The decline in those with “some college” may be attributed individuals earning higher degrees.

Campbell Talent Pipeline
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
Talent Pipeline 0-19 y/o Prime Workers 20-39 y/o Experienced Workers 40- 59 y/o
Retiring Soon 60-74 y/o
2019 2020 2021
19 Talent Pipeline = source of the future workforce
Prime Workers = recent entrants to the job market
Experienced Workers = institutional knowledge
Retiring Soon = will not be in the labor market much longer Source: Census Bureau ACS 2021 5-Year Estimates, City of Campbell • Slight uptick in the size of population in the Talent Pipeline. • Growth is flat in the primary workforce (Prime Workers and Experienced Workers). • Greatest growth is seen in the Retiring Soon group, which is a national trend.

Flow of Workers – In and Out of Campbell
20 • The Census tracks workforce flow in and
out of cities. This is an indicator of
residents working locally or leaving home
and working outside the boundaries of a
city.
• The latest data is 2020 and shows the
flow of workers in/out of Campbell.
• The data reflects working residents who
are employed in public and private sector
jobs in 2020:
• 21,744 residents of Campbell are
employed.
• Of those, 1,094 live and work in
Campbell, while 20,650 are
commuting into the city for work.
• 18,517 Campbell working residents
are leaving the city for employment in
other cities.
• Mean travel time to work is 26
minutes.*Source: Census Bureau On the Map, 2020 data
*The average commute in Santa Clara County is 29.2 minutes (Census Bureau 2020 data)

SOCIO-ECONOMIC DATA
21 Campbell Housing Units
22 0
4,000
8,000
12,000
16,000
20,000
2019 2020 2021
Occupied Housing Units Vacant Housing Units
0 4,000
8,000
12,000
16,000
20,000
2019 2020 2021
Owner-Occupied Renter-Occupied
• 4.8% increase in number of housing units (2019-2021)
• Consistently half of occupied housing units are renters Source: Census Bureau ACS 5-Year Estimates, City of Campbell Owner-Renter OccupiedOccupied-Vacant Housing Units
Campbell Housing Costs: T o Purchase or Rent
23 $1.114
$1.225
$1.403
$1.548
Dec. 2019 Dec. 2020 Dec. 2021 Dec. 2022
Median Home Price ($000)
$2,901
$2,783
$2,950
$3,085
Dec. 2019 Dec. 2020 Dec. 2021 Dec. 2022
Monthly Rental Prices
• Even during the pandemic, home prices experienced steady growth. • After a dip in 2020 for monthly rental, as of December 2022 rents have returned and surpassed 2019. • The average rent for a one-bedroom apartment in San Jose (same point in time) is $2,752 (rent.com). • The opportunity cost of rising home prices is reduced affordability Source: Zillow Research, EFA; Geography: City of Campbell Campbell Average Household Size
July 25, 2023
24 2.59

2.64 2.52
2019 2020 2021
• The increase in average
household size from 2019 to
2020 is perhaps due to COVID
– young adults or students
moving back home because of
cost, job losses, or other
situations.
• 2021 saw a return to pre-
pandemic levels.

Source: Census Bureau ACS 2021 5-Year Estimates, City of Campbell Campbell Median Household Income
July 25, 2023
25 • Median household income
increased by 6 percent from
2020 to 2021
• Median household income
in Santa Clara County for the
same period is $140,258.
$124,525
$122,644
$130,171
$118,000
$120,000
$122,000
$124,000
$126,000
$128,000
$130,000
$132,000
2019 2020 2021
Median Household Income
Source: Census Bureau ACS 2021 5-Year Estimates
Sources of Income
26 • The median household income is increasing, (see page 25: Median Household Income), although the source of income is shifting.
• The source of income from wages has declined (from 85% in 2019 to 82% in 2021). • Income from retirement and other sources increased an indicator of population aging and accessing retirement funds.

85.3% 83.1% 82.4%

19.3% 20.4% 20.6%

13.4% 14.6% 15.3%

3.9% 4.2% 3.8%1.4% 1.7% 1.6%
2019 2020 2021
Wages Social Security Retirement Supplemental SSI Public Assistance Source: Census Bureau ACS 2021 5-Year Estimates
Prepared by Project Consulting Team:

TRANSMITT AL Economic Development Strategy Update
Phase I-Where are we now? Existing Conditions
The Economic Development Strategy approach
involves three-phases:

Phase I – Where are we now?
Phase II – Where do we want to be?
Phase III – How will we get there?
Phase I Working Papers

2. Working Papers – Real Estate (commercial,
office and industrial)
City of Campbell Vacancies
City of Campbell Real Estate Market
Conditions

3. Working Paper – Sales Tax Review

4. Working Papers – Marketing
City of Campbell Social Media Presence
City of Campbell Website
City of Campbell Perceptions

5. Working Paper – Economic Scan

6. Working Paper – Assets, Challenges &
Opportunities
These reviews, through an economic development
lens, are documented in Working Papers as
background and reference documents for City staff,
Advisory and Sub-committee information and further
discussion before moving forward. Objective is to
share what the consulting team is observing.

The Assets, Challenges and Opportunities will be a
focus of the Phase I Work Session to lead discussion
on priorities for the Economic Development
Strategy aligned with the City’s 2040 Economic
Development Element.

Existing conditions set the baseline from which the
consulting team starts to create the strategic economic development plan.

WORKING PAPER
Phase I Existing Conditions
Assets, Challenges, Opportunities
City of Campbell
Economic Development Strategic Plan
July 20, 2023
Working Papers are prepared for City review of project tasks. Working papers include task findings, opportunities/challenges, possible implications of findings and potential actions that could be taken. Intent is to review with staff to ensure Team is on track and did not miss existing policies, work efforts and/or plans.

Summary
Campbell is a highly desirable
community in which to live, learn, work
and recreate.

It has maintained its small-town feel
while maturing into an attractive,
vibrant, and sustainable City that
celebrates its historical and architectural
heritage and embraces cultural diversity.

Campbell is a healthy community with
quiet and attractive residential
neighborhoods, a thriving downtown,
well maintained infrastructure, excellent
schools and recreational amenities
connected by a seamless network of
trails and paths.

The community is prosperous and
fiscally sound, offering abundant
employment opportunities to its diverse
and creative workforce through a
balanced mix of land uses that capitalize
on employment opportunities in the
Silicon Valley, while maintaining a strong
sense of community identity.

The primary objective for updating the Economic Development Strategic Plan is aligning future economic actions and programs with the City’s vision and general plan while engaging the business community in the refinement and implementation of a program.

The purpose of the Assets, Challenges and Opportunities working paper is to identify, with stakeholder input, the assets that serve as the basis for future opportunities and identify changes in trends, the impacts of disruptions (such as the pandemic) and other challenges that keep Campbell from being economically competitive in the region.

As detailed in the various working
papers, Phase I reviewed the City
from different economic perspectives,
with a focus on the City’s economic
drivers, physical assets (economic
centers, land and buildings) and
economic opportunities. This work
becomes the basis for strategy
development.

The Assets, Challenges & Opportunities matrices are a
culmination of stakeholder input and research themes
identified creating a springboard for the Phase I Work Session that leads to strategy development.

ASSETS
4 Assets
Interviews – Focus
Groups
Surveys - Consultant
Observations
The greatest and most
valued asset is the City
itself:
• Small town feel
• Good place to raise a
family
• Sense of safety
• Location – proximity
to Silicon Valley
Campbell Economic Development Plan 5
Small town feel,
good place to raise
a family
Community-
oriented, quality of
life, sense of place
Sense of safety and
security – safe place
to live
Strong heritage,
cultural, diversity
valued
Proximity in the region
to Silicon Valley –
draws employees and
visitors, close to
customers
Good access to major
transportation routes
Good diversity in the
business mix, 50%
business and
industry, 50% retail
Companies
anticipating growth
2-3 years 61%*
Businesses rank
Campbell as a
good place to do
business*
Most economic drivers
recovered from the
pandemic
disruption** exceeding
2019 levels.
70% of the businesses
are small, less than 10
employees***,
supporting the “small-
town” feel
50% of Campbell
businesses*
operating for more
than 11 years.

Talent pipeline in age
group <19 and 30-39,
is growing and 40-49
age group is steady.

Medium age in line
with region
Growth in
population diversity
Low vacancy rates
in retail and
industrial
Dell and McGlincy
areas very desirable for
small entrepreneurial
businesses
Small niche
entrepreneurial tech
companies are
impactful ( sales tax
producers)
Downtown a key asset
to the City, well visited
and valued, low
vacancy and new
mixed-use projects.

Availability and
access to hiking
trails
Responsive City
services, staff and
police highly valued
Chamber and
Downtown Business
Association good
partners
*Source: Business Survey
**Source: HdL, visitor driver still lagging
but expected to recover by 2024
(national trend)
***Source: US Census, City Business
License

CHALLENGES
6 Challenges
Interviews – Focus
Groups, Surveys -
Consultant Observations
The most prominent
challenge from all groups
was the:

1. Zoning and permitting
complexities
(particularly as it related
to time, cost and speed
to market).

2. Capacity and resources
at the City and partner
organizations limit
proactivity and require
more effort.

3. Limited sites and space
available for commercial
and industrial
investment and
expansion.

Campbell Economic Development Plan 7
Permitting and
zoning
complexities
(time element)
Resources are
strained (human and
financial) City and
partner organizations
Developable land
capacity is
constrained by
physical build out of
community
Recruiting
employees difficult
for business*
Keeping Downtown
vibrant and
refreshed, starting
to wear
Increasing
homeless and
perceived safety
issues*
Parking-related
problems all area of
the City*
Trash and
recycling services*
Limited
commercial &
industrial space
Vacant spaces not
up to code for new
tenants
No developable
vacant site for new
higher profile retail
Flex & R/D space
– very limited
High vacancy rate
office (regional and
national issue)
Limited office
development, soft
market for office
(national-global
trend)
Population growth
slightly declining and
aging (a statewide
trend)
High cost of doing
business and cost of
housing (regional
issue)
Shopping online
vs. locally (48%)**
Childcare
affordability and
availability**
Adequate affordable
housing * **
*Source: Business Survey, Interviews
**Source: Resident Survey

OPPORTUNITIES
8 Opportunities
Interviews - Meetings
Surveys - Consultant
Observations
There are several opportunities
the City can move forward with,
but the outcome is dependent
on available resources
The determination of priority
opportunities should align with
goals in the newly adopted
Economic Development
Element of the General Plan.

Priorities should also address
major challenges identified by
businesses:

1. Zoning & permitting delays
Note: The economic
development advisory &
Subcommittee will prioritize
opportunities at the Jully 27
Work Session.

Campbell Economic Development Plan 9
Streamlining permitting
and zoning- shorten time
delays would be a
competitive advantage
Position and promote the
City’s #1 asset within the
region – a quality
community with a small
town feel.

Focus on existing
business who have
growth potential
Leverage opportunities
with Levi stadium events,
i.e., Superbowl 2026
Support local-small
business (financial &
technical assistance)
Start “live local”
campaign
Downtown strategy to
continually refresh and
support vibrancy
Is a property-based
business improvement
district feasible?
Reuse of a one large
vacant site-former
Fry’s Electronics.

Work closely with
brokers on retail vacant
spaces and mix
Leverage the small growth
set of technology
companies that appear to
be incubated in Campbell
Stem increasing concerns
about homelessness and
safety, a stronger police
presence in all commercial
and business/industry
locations
Leverage DCBA &
Chamber partnership to
serve businesses and
create destinations i.e.,
music, events
Invest in infrastructure
improvements and
beautification, economic
centers
Enhance communications
with businesses

BACKGROUND & DETAILS
10 Phase I Existing Conditions Process
• Phase I defines existing conditions from which the consulting team, with input from City and stakeholders, will create the City’s economic development strategy and implementation plan. • The research covers various economic conditions of the City – including real estate, land use, zoning, plans, availability buildings, demographics, economic indicators, revenue, marketing (delivered as nine working papers.
• The consulting team was on-site to research real estate assets, economic centers (shopping centers, business/industry centers and vacant properties) as well as transportation access and market conditions.
• The second on-site visit expanded on the initial visit with deeper assessment of economic centers including stakeholder meetings with Council, City staff, Chamber of Commerce, Downtown Business Association and the Economic Development Advisory Committee. • With a focus on economic drivers, the City was mapped into Economic Centers, areas where business and employment are concentrated, to understand the dynamics of each economic center. • With the recent adoption of the Housing Element, those commercial real estate properties identified for conversion to housing were also mapped.
• At City’s request, both a resident and business survey were conducted, distributed by the City, Chamber and Downtown Campbell Business Association (Working Paper – Perceptions). • All of information and data gathered culminate in the Assets, Challenges and Opportunities matrices in this Working Paper.
• Given the City has just completed and adopted the 2040 General Plan, which also included community input, many of the Assets, Challenges and Opportunities are similar to those opinions and comments.
11 Guiding Documents
The newly adopted General Plan 2040 vision,
objectives and economic development element are
guiding documents for creating the updated
Economic Development Strategic Plan.

These documents are recent and highlight many
economic development goals, objectives and
actions recently discussed with the community and
Council. The intent during the Phase I Work
Session is to review, prioritize and integrate goals,
objectives and actions with the Economic
Development Strategy.

The following pages highlight excerpts from this
document that directly relate to economic
development.
12 • Vision and Objectives, Pg IN-5
• Economic Development Element Pg ED-1

Vision – General Plan 2040 Role of Economic Development In 2040, Campbell is a highly desirable community
to live, learn, work and recreate.

It has maintained its small-town feel while
maturing into an attractive, vibrant, and
sustainable City that celebrates its historical and
architectural heritage and embraces cultural
diversity.

Campbell is a healthy community with quiet and
attractive residential neighborhoods, a thriving
downtown, well maintained infrastructure,
excellent schools and recreational amenities
connected by a seamless network of trails and
paths.

The community is prosperous and fiscally sound,
offering abundant employment opportunities to
its diverse and creative workforce through a
balanced mix of land uses that capitalize on
employment opportunities in the Silicon Valley,
while maintaining a strong sense of community
identity.

Highlighted words/phrases in Vision
Statement that relate to economic
development work/tasks:

Marketing
Incorporate in Brand Story
Recognize cultural diversity in local
businesses
Maintaining and refreshing downtown
Leverage the greater region
Marketing – community identity – Campbell
DNA
13 Objectives – General Plan 2040 Economic Development Role The following are specific Objectives listed in the General Plan aligned with an economic development role:
#2 Address issues and concerns identified by City residents, businesses, decision-makers, and other stakeholders;
#3 Capitalize on Campbell’s location within the Silicon Valley to provide high tech jobs that enable Campbell to be a
live/work community while maintaining Campbell’s small
town community identity;
#4 Protect and enhance Campbell community character, and sense of community;
#6 Proactively plan for and accommodate local and regional growth in a balanced and sustainable manner, with an
emphasis on maintaining Campbell’s unique character;
#8 Attract and retain businesses and industries that provide high-quality and high-paying jobs;
#11 Support and enhance Campbell’s small business
community to sustain a vibrant City with a strong
downtown core and community identity;
#14 Address emerging transportation, housing, and
employment trends;
#16 Encourage mixed use corridors that promote vibrant
commercial and residential areas.

Permitting & business assistance
Encourage high paying jobs to locate
Marketing – community identity
Marketing – sense of community
Marketing – unique character
Focus on existing businesses
Small business services
Downtown business mix
Marketing – community identity
Watch trends….i.e. office vacancy,
economic indicators with a regional context
Work with existing centers and new
developments – business friendly
14 2040 General Plan
Economic Development Element Goals
Actions listed in Economic
Development Element, 2040
General Plan, pg. ED-1 – ED-
15 Goal ED-1 Economic Development Ensure that the City’s general plan helps sustain a healthy, balanced economy that fosters strong economic growth and quality of life for all residents.
10 Action Items
Goal ED-2 Business Retention, Expansion & Promotion Facilitate retention and expansion of businesses that support the goals and vision of the City, provide employment opportunities for Campbell residents, and help sustain a strong economy.
6 Action Items
Goal ED-3 Business Diversification Attract and Retain companies and industries to Campbell that provide diversity in the City’s economic base and jobs that reduce out-commuting.
6 Action Items
Goal ED-4 Strengthen the economic base of the City through the installation of needed capital improvements that help make Campbell a competitive business location.
7 Action Items
Goal ED-5 Key Corridors Encourage new development in key areas that provide high-quality work locations for existing and new businesses.
6 Action Items
Goal ED-6 Downtown Encourage and support Downtown as the heart of Campbell’s cultural and civic life, and a place where residents, workers, and visitors can share in the heritage, vibrancy, and vitality, of Campbell.
7 Action Items
15 Prepared by Project Consulting Team:

City Council SubcommitteeJuly 27, 2023

City Council Subcommittee
July 27, 2023