Agenda — City Council Subcommittee, March 12, 2024

Economic Development Subcommittee &
Advisory Committee
City of Campbell, 70 N. First St., Campbell, California

This Study Session will be conducted in person and via t elecommunication and is compliant with provisions of the Brown Act.

Those members of the public wishing to provide participate virtually can access the meeting at https://campbellca-gov.zoom.us/j/89150672252?pwd=bndMOE1pWVkxUVRISStOQ1hDKzd0UT09.

Please enter Meeting ID: 891 5067 2252 and Passcode: 872093. Members of the public may also attend this meeting in person at Campbell City Hall.

STUDY SESSION OF THE ECONOMIC DEVELOPMENT SUBCOMMITTEE
Tuesday, March 12, 2024 – 4:15 p.m.

Ralph Doetsch Conference Room
70 N. First Street, Campbell, California

CALL TO ORDER

ROLL CALL

PUBLIC COMMENT

NEW BUSINESS

1. Economic Development Plan
Recommended Action: That the Economic Development Subcommittee r eview and discuss the Draft City of Campbell Economic Development Plan.

ADJOURN

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Execu&ve Summary
The City of Campbell is taking a proac6ve approach to shape its economic future by responding to the a:er -eﬀects of the pandemic which le: commercial spaces vacant and ensuring that opportuni6es and challenges are addressed and align ed with the community’s values and aspira6ons . The Campbell Economic Development Strategy Plan update is a comprehensive document that can help sustain a vibrant, resilient, and diversiﬁed economic future for the City characterized by a strong sense of iden6ty and community – a place where tradi6on and innova6on coexist. The plan lays a founda6on for sustaining a dynamic business environment that enables the City to aIract businesses, workforce talent, and visitors while preserving the City’s cherished small-town character.

Approach
There were three phases for developing the strategy plan. Phase I ( where are we now?) conducted an exis6ng economic and market condi6ons assessment and stakeholder engagement and outreach using focus groups, interviews and business and community surveys . The ﬁndings from Phase I led to Phase II (where do we want to be ?) which determined a list of key assets, challenges and opportuni6es based on exis6ng condi6ons . During Phase II, the City Council provided input on exis6ng condi6ons and assets, challenges, and opportuni6es and the economic development plan framework.

Finally, in Phase III (how will we get there? ), the economic development strategy plan was created. There are three k ey elements of the plan or Pillars described in Sec+on I.

I. Founda6onal -- build a strong economic development founda6on.

II. Collabora6ve -- opportuni6es to collaborate with other departments and partner organiza6ons to broaden economic development ac6vi6es beyond the strong founda6on, posi6on Campbell as a unique des6na6on within Silicon Valley for small business and emerging business start-ups, and con6nue those events and ac6vi6es that create Campbell’s small-town image and charm, and
III. Aspira6onal -- emphasize the importance of placemaking in maintaining and strengthening Campbell’s small -town iden6ty and brand.

Each Pillar has Strategic Ini6a6ves (5) which provide a targeted approach to realizing the vision of a vibrant, sustainable, and economically prosperous City. Sec+on II of the plan is a Tac6cal Roadmap for implementa6on. It is very detailed, outlining the ac6ons and tasks that need to be taken for each Strategic Ini6a6ve. The intent is to provide a plan that ensures consistency and relevance over 6me and that can accommodate changes in the City Council, staﬀ, resources and economic shi:s that occur.

Key Opportuni+es for Campbell’s Economic Growth Based on the community and economic assessment, stakeholder and Council input and Campbell’s strategic posi6on within the Silicon Valley there are unique opportuni6es that become recommenda6ons for ﬁlling vacant spaces and driving economic growth and diversiﬁca6on over the next few years that include: 1) Build Broker Rela6ons & Fill Vacant Spaces with Diverse Businesses – establish strong working rela6onships with the brokers represen6ng vacant spaces on working together to aIract a mix of retail and commercial businesses to enhance diversity of businesses choices, aIrac6ng a broader customer base. Once this rela6onship is built, it will be on-going to con6nually ﬁll spaces as they become vacant and available. 2) Create New Synergy in Dell and McGlincy Areas to AIract Traded Sector and Emerging Businesses - encourages innova6on, diversiﬁca6on, investments, and posi6ons Campbell as a vibrant start up hub. Provides opportunity to recognize Dell and McGlincy areas as a unique district and des6na6on for emerging small and start-up business as well as iden6fy amenity needs in the Dell and McGlincy areas to con6nue to grow and evolve. 3) Implement Placemaking Ini6a6ves Star6ng with Downtown – start with engaging Urban Land Ins6tute in a Technical Assistance Project for Downtown to iden6fy constraints of future business loca6ng in downtown and methods to Downtown to trail network and Pruneyard. Con6nue enhancing the sense of place and Campbell small-town brand image with other underu6lized economic centers, crea6ng invi6ng venues and func6onality that embrace Campbell’s heritage, arts, and culture (this is embodied in Campbell’s General Plan and other planning documents), and which con6nues to diﬀeren6ate Campbell from other ci6es in the Silicon Valley. 4) Support Small Business & Start-Ups – sets in place a dynamic business environment that can adapt to changing economic condi6ons and provide small businesses and start-ups access to technical assistance and funding, a key ac6on to support aIrac6ng emerging industries. 5) Tap into Visitor Market – leverage the trail network, proximity to Levi Stadium and nearby Universi6es, capitalizing on exis6ng assets and leveraging partner resources.

By proac6vely addressing these key economic growth opportuni6es, the City of Campbell, even though a small community, is uniquely posi6oned in Silicon Valley to aIract and retain both emerging and established businesses and the top talent they need to be successful. Implementa6on of the ac6on plan will enable the City to address commercial and industrial space and sustain the tax base needed to support a high quality of life for residents.

TABLE OF CONTENTS
Introduction 1

Section
Project Background 8
Strategic Planning Approach 13
I. Where are we now? 26
II. Where do we want to be? 32
III. How will we get there?
Implementation Recommendations 42

Section II
Strategic Implementation and Tactical Action Plan 46

Pillar I: Foundational 49
Strategic Initiative 1.0 Enhancing Market Opportunities 50 Action 1.1 Changing Business Climate Perceptions 52
Action 1.2 Real Estate Portfolio 56
Action 1.3 Broker Network 60
Action 1.4 Research, Assessment and Analysis

Strategic Initiative 2.0 Building Economic Vitality 63
Action 2.1 Organizational Operations 66
Action 2.2 Businesses – Retail/Commercial 79
Action 2.3 Businesses – Traded Sector 100
Action 2.4 Businesses – Office 112
Action 2.5 Visitor & Hospitality Sector 119

Pillar II: Collaborative 128
Strategic Initiative 3.0 Strengthen & Leverage Resources 129 Action 3.1 City Departments 131
Action 3.2 Chamber of Commerce 132
Action 3.3 Downtown Campbell Business Association 137 Action 3.4 Other Partners 137

Strategic Initiative 4.0 Marketing & Promotions 140
Action 4.1 Economic Development Marketing 141
Pillar III: Aspirational 155
Strategic Initiative 5.0 – Placemaking 157
Action 5.1 Downtown as a Vibrant Hub 159
Action 5.2 Wayfinding & Gateways throughout Campbell 162 Action 5.3 Enhancing Campbell’s Corridors/Connecting Centers 166 Action 5.4 Revitalize Underutilized Commercial Centers 167 Measuring Progress 170
Appendix
Phase I – Working Papers
1) Economic Scan
2) Real Estate – Vacancies
3) Real Estate – Market Conditions
4) Sales Tax Review
5) Marketing – Social Media
6) Marketing – website
7) Marketing – Perceptions, Survey
8) Assets, Challenges, Opportunities

Introduction
Creating a vibrant, resilient, and diversified economic future, characterized by a strong sense of identity and community - a place where tradition and innovation coexist, a nd a dynamic environment attracts businesses, talent, and visitors, all while preserving the City's cherished small-town charm.

Purpose of an Economic Development Strategy
An economic development strategy is an intentional process for engaging stakeholders and creating a roadmap of strategic initiatives aimed at enhancing economic diversification, vitality, and sustainability. Strategic plans are multifaceted to address and achieve objectives that create economic activity and impact including:
▪ Economic Diversification – stabilize the local economy, generate steady growth and employment opportunities.
▪ Attracting Investment – enhance the economic base with diverse businesses creating economic impact.
▪ Strengthen Tax Base – increase city revenues through economic activity. ▪ Support Local Businesses – contributors to the local economy and community identity, assisting through disruptions.
▪ Innovation & Technology – attracting, supporting, and assisting innovative business and creating a hub.
▪ Enhancing Competitiveness – being more attractive to businesses, investors, and talent. ▪ Fostering Community Identity – maintain and enhance those assets valued by community and visitors.
▪ Enhancing Quality of Life – access to amenities, services, and recreational opportunities.

The City of Campbell is taking a proactive approach to shap e its economic future, addressing the after -effects of the pandemic which left commercial spaces vacant, ensuring that opportunities are managed effectively, challenges are addressed and aligned with the community’s values and aspirations.

Key Opportunities for Campbell’s Economic Growth
Based on the community and economic assessment, stakeholder and Council input and Campbell’s strategic position within the Silicon Valley there are unique opportunities to fill vacant spaces,1 drive economic growth and diversification over the next few years:
1) Build Broker Relations & Fill Vacant Spaces with Diverse Businesses – establish strong working relationship s with the brokers representing vacant spaces on working together to attract a mix of retail and commercial businesses to enhance diversity of businesses choices, attracting a broader customer base. Once this relationship is built, it will be on-going to continually fill spaces as they become vacant and available. 2) Create New Synergy in Dell and McGlincy Areas to Attract Traded Sector and Emerging Businesses - encourages innovation, diversification , investments, and positions Campbell as a vibrant start up hub . Provides opportunity to recognize Dell and McGlincy areas as a unique district and destination for emerging small and start -up business as well as identify amenity needs in the Dell and McGlincy areas to continue to grow and evolve.
3) Implement Placemaking Initiatives Starting with Downtown – start with engaging Urban Land Institute in a Technical Assistance Project for Downtown to identify constraints of future business locating in downtown and methods to Downtown to trail network and Pruneyard. Continue enhancing the sense of place and Campbell small-town brand image with other underutilized economic centers, creating inviting venues and functionality that embrace Campbell’s heritage, arts, and culture (this is embodied in Campbell’s General Plan and other planning documents ), and which continues to differentiate Campbell from other cities in the Silicon Valley. 4) Support Small Business & Start -Ups – sets in place a dynamic business environment that can adapt to changing economic conditions and provide small businesses and start-ups access to technical assistance and funding, a key action to support attracting emerging industries.
5) Tap into Visitor Market – leverage the trail network, proximity to Levi Stadium and nearby Universities, capitalizing on existing assets and leveraging partner resources.

1 Filling vacant space was a priority of the Economic Development Plan update.

Campbell’s Economic Development Plan
The Economic Development Plan is meant to help focus economic development efforts to be more strategic and effective in responding to both opportunities and challenges .

The plan highlights the need for organizational capacity, preparedness, and resources for implementation. Strategic initiatives recommendations are organized around three pillars – Foundational, Collaborative and Aspiration.

Pillars: In the economic development plan "Pillars" refer to the fundamental areas around which the strategy is built and organized. These Pillars represent the core principles and key focus areas that guide the planning, decision -making, and implementation efforts within the strategic plan. They are designed to provide a structured approach to achieving the plan's objectives, ensuring a comprehensive and cohesive effort across different initiatives and stakeholders.

Strategic Initiatives: In the economic development plan “ Strategies” refer to targeted, actionable efforts designed to achieve economic objectives that align with the broader goals of the City’s 2040 General Plan, Economic Element, City Council, and stakeholder input to enhancing economic health and sustainability. These strategic initiatives serve as the building blocks of a comprehensive strategy for 1) a proactive approach to overcoming challenges and seizing opportunities and 2) drive outcomes: economic growth, diversification, and resilience.

Economic Development Plan Framework
I. Foundational Pillar
Foundational Pillar r epresents the basic elements of an economic development program structure supporting the core functions of business retention, expansion, and attraction. The Foundational Pillar also includes business climate, maintaining a real estate portfolio to understand vacancies in economic centers, outreach to audiences that influence business decision, such as real estate brokers and communications with existing businesses in commercial, office and i ndustrial sectors. The Foundational Pillar focuses on “filling vacancies” particularly in the retail sector, which was a priority in creating the Economic Development Plan. The Foundational Pillar is the base upon which additional economic development efforts are built, ensuring that the economy has the necessary underpinnings for growth and competitiveness.

Within the Foundational Pillar are two Strategic Initiatives:
1) Strategic Initiative 1.0 Enhancing Market Opportunities includes permit streamlining, communications for changing perceptions, managing real estate vacancy portfolio, establishing a real estate broker network and continuous market and business research.

2) Strategic Initiative 2.0 Building Economic Vitality focuses on the organization operations of the economic development office, actions to fill retail , office, and industrial spaces, envisions recognition of Dell & McGlincy as a district for attracting emerging businesses and start-ups and steps to prepare a Visitor Sector strategy.

II. Collaborative Pillar
Collaborative Pillar emphasizes the importance of partnerships and alliances across various sectors, including public, private, institutions and non -profit organizations.

This approach recognizes that effective economic development requires a cooperative effort, leveraging resources, knowledge, and networks from diverse stakeholders to drive innovation, entrepreneurship, and investment in the community.

Within the Foundational Pillar are two Strategic Initiatives:
1) Strategic Initiative 3.0 Strengthen & Leverage Resources includes potential actions with key entities that would enhance and diversify economic development efforts, strengthen public -private partnerships, encourage broader community engagement as well as expand the potential for accessing various funding sources, including grants, private investments, and joint funding arrangements. Specific actions include supporting small businesses and start-ups with accessing resources and championing a Visitor Strategy.
2) Strategic Initiative 4.0 Marketing & Promotions includes additional economic development marketing beyond the foundational direct business and business influencer marketing and outreach outlined in Foundational initiatives, actions, and tasks (those are a priority for economic development). Marketing tactics included here in Action 4.0 require assistance and support from other departments and units within the City working with the Economic Development Manager to implement including website upgrade, enhance d communications using newsletters, and initiating social media and promotions on local businesses.

III. Aspirational Pillar
Aspirational Pillar focuses on the long -term objectives of the City, particularly in maintaining the unique small -town image and sense of place while encouraging business innovation, sustainability, inclusivity, and quality of life improvements.

Aspirational Pillar is focused on placemaking, which involves Community Development and Planning, with support from Economic Development. Placemaking is embedded in the City’s 2040 General Plan and other existing planning documents. It is emphasis here to inspire ambitious projects and initiatives aimed at transforming the economic landscape which will help in attracting high -value industries, fostering a culture of creativity and continue to create that sense of place and unique community identity.

Within the Aspirational Pillar is one Strategic Initiative:
1) Strategic Initiative 5.0 Placemaking frames placemaking as an initiative that is both visionary and pragmatic in maintaining Campbell’s small -town identity and creating long-term economic sustainability and growth.

The City can maintain and enhance its small -town image and feel, fostering the sense of place and belonging among residents , by implementing “placemaking” initiatives that reflect the community's identity. This contributes to a more vibrant and cohesive environment that reinforces the unique character that residents value. This includes ensuring revitalization of Downtown, connecting economic centers, evaluating feasibility of Property Based Improvement Districts, ( PBID), wayfinding and gateways, Dell & McGlincy as a distinct district and future mixed- use destinations in underutilized centers, opportunities for creating third places.

Each of these pillars serves as a critical component of the strategic plan, providing a clear framework for action and ensuring that efforts are aligned with the overarching economic development objectives. Together, they create a balanced and robust strategy capable of addressing immediate needs while also paving the way for future prosperity.

Strategic Implementation & Tactical Action Plan
Section II of the Economic Development Plan title "Strategic Implementation and Tactical Action Plan ," serves as the comprehensive roadmap for transforming the outlined economic development strategies into tangible outcomes. It meticulously details the actions to be pursued, identifies potential challenges and opportunities, and prescribes actionable tasks for effective implementation.

The following chart overviews the framework of pillars, strategic initiatives, and the tactical actions of the economic development plan.

SECTION I
Strategically updating the economic development plan, in alignment with the City's general plan and engaging
stakeholders and the City Council, ensures growth not only drives economic vitality but also preserves Campbell’s small - town charm.

Project Background
The City of Campbell experienced the disruption and subsequent consequences of the pandemic with many retail and commercial stores closing leaving multiple vacant spaces throughout the City. The City issued a Request for Proposal to update the City’s current 2017 Economic Development Plan with a focus on strategies to fill vacant spaces and to also provide a brand development strategy.

Along with the City’s Economic Development Subcommittee , the City invited stakeholders to participate in an Economic Development Advisory Committee to provide input to the project. The project was conducted in three phases:
1) Where are we now ? Conducting including conditions assessment and stakeholder engagement including, roundtable meetings, individual interviews, business/resident survey s and meetings with the City’s Economic Development Subcommittee, Economic Development Advisory Committee and City Council. 2) Where do we want to be ? Review of existing conditions and findings, stakeholder and business feedback and input from the City Council on direction. 3) How do we get there? Preparation of the Economic Development Plan and the Strategic Implementation & Tactical Action Plan.

The project kick -off commenced on February 21 , 2023, focused on the economic development plan update, and filling vacant spaces . A s the project progressed with stakeholders, the City Economic Development Subcommittee, Economic Development Advisory Committee and City Council input broader initiatives and priorities were identified which have been incorporated in the plan.

The updated Economic Development Plan serves as a roadmap for the City, outlining a structured path toward achieving sustained economic growth, resilience, and prosperity.

The updated Economic Development Plan has two main sections, Section I includes City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 8

project background, approach, strategic plan structure and implementation recommendations and Section II, the tactical actions, and tasks roadmap for implementing the plan. The process and plan update were guided by and is aligned with the City’s 2040 Gen eral Plan and Economic Development Element (see Project Guiding Documents).

The City should not view this plan as a static document but as a starting point to build a solid economic development foundation which is continually revised and amended as market conditions change and the foundation is built. This strategic plan is not merely a document but a guide that identifies where the community is currently, opportunities to position and maintain economic stability for the future, and specific actions and tasks required to get there (Section II). The plan will also prepare the City for new emerging businesses and economic opportunities that may arise.

Project Guiding Documents
Three main documents guided the Economic Development Plan:
1) The new 2040 General Plan adopted April 2023
2) The 2040 Economic Development Element
3) The 2017 Economic Development Plan
2040 General Plan – Vision & Objectives
The City of Campbell's 2040 General Plan vision and objectives highlight several priority themes that are integral to shaping Campbell’s future. The following themes interwoven across the General Plan’s vision and objectives were identified as important guide posts for the economic development plan:
1) Community Identity and Character
▪ Maintaining Small-Town Feel: Both the objectives and vision emphasize preserving Campbell's unique small-town identity while embracing growth and modernization.
▪ Enhancing Community Character and Sense of Community : Protecting and promoting the city's historical, cultural, and architectural heritage was a priority. 2) Economic Development and Employment
▪ High-Quality and High-Paying Jobs: Leveraging Campbell's Silicon Valley location to attract businesses and industries that offer substantial employment opportunities to the local workforce.
▪ Support for Small Businesses : Strengthening the small business community to maintain a vibrant city and downtown core.

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 9

3) Public Services and Infrastructure
▪ Safety and Vibrancy : Ensuring the community remains safe and vibrant through efficient public services and well-maintained infrastructure. ▪ Fiscal Sustainability: Maintaining fiscal health to continue providing high -quality services to residents and businesses.
4) Recreation, Education, and Wellness
▪ Recreational Amenities and Education : Supporting a healthy community with excellent schools, recreational amenities, and a network of trails and paths. ▪ Wellness and Quality of Life : Fostering a community that supports the well -being of its residents, encouraging a balanced lifestyle.
5) Integration and Inclusivity
▪ Embracing Cultural Diversity : Creating an inclusive community that celebrates diversity and offers opportunities for all residents.
▪ Mixed-Use Development : Encouraging mixed -use corridors that integrate commercial and residential areas, enhancing the vibrancy and livability of the community.

These themes collectively form a vision of Campbell as a community that values its heritage and character while proactively planning for sustainable growth and embracing opportunities for innovation and diversification.
2040 General Plan Economic Development Element and 2017 Economic Development Plan
The 2040 General Plan Economic Element adopted April 2023 includes six goals and forty- three actions. The 2017 Economic Development Plan included eight objectives and twenty-two actions. The themes of the Economic Goals, Objectives and Actions outlined in the City of Campbell's Economic Development Element and the 2017 Economic Development Plan focused on fostering a robust and diverse economy that enhances the quality of life for its residents while maintaining and enhancing the City's unique character:
1) Sustain a Healthy and Balanced Economy
▪ Alignment and Coordination : Ensuring economic development efforts are in harmony with land use policies and regional and state economic initiatives. ▪ Community and Stakeholder Engagement : Actively involving local businesses, organizations, and residents in economic development planning and decision - making.

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 10

▪ Resource Allocation : Committing resources and funding towards economic development initiatives, training, and best practices.
▪ Community Identity: Maintaining the small-town image and feel for Campbell to distinguish it within the larger region.
▪ Partnerships: Collaborating with local and regional partners to promote business growth and job creation.
2) Business Retention, Expansion, and Promotion
▪ Streamlining Processes : Making development and permitting processes more predictable and business friendly.
▪ Economic Tools and Incentives : Offering technical assistance, incentives, and support for businesses to expand or locate in Campbell. ▪ Local Economy Support: Encouraging the purchase of local goods and services to retain spending within the community.
▪ Zoning and Regulation Adjustments : Revising regulations to facilitate job growth and meet the city's economic goals.
3) Business Diversification
▪ Economic Base Diversification: Attracting a variety of businesses and industries to create a diversified economic base.
▪ Efficient Use of Industrial Land : Encouraging higher employment densities and discouraging low-intensity uses of large sites.
▪ Retail Demand and Revitalization : Addressing retail leakage and encouraging revitalization of shopping centers for optimal retail visibility and function. 4) Downtown
▪ Business Diversity and Support : Attracting and supporting a mix of retail, commercial, and office businesses.
▪ Infrastructure and Accessibility: Upgrading infrastructure and improving access to make downtown more navigable and connected.
▪ Collaboration and Partnerships: Building partnerships between the City, businesses, and community groups to drive revitalization.
▪ Regulatory Improvements: Streamlining processes to facilitate business growth and development downtown.

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 11

Across these themes are goals and objectives to create a supportive environment for businesses, streamlining processes for growth and development and engaging with the community and stakeholders.

These themes along with the General Plan themes , City Council and stakeholder input guided the process of preparing the updated Economic Development Plan. Included in Appendix is 2040 General Plan Economic Development Element Guide 1 which lists the strategic initiatives and actions aligned with 2040 General Plan.

1 Appendix 2040 General Plan Economic Development Element Guide 1 City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 12

Strategic Planning Approach
A three-step process designed to guide strategic discussion and planning was used to engage stakeholders and the City Council in the process of developing the plan. Anchored in the fundamental questions of "Where are we now?" "Where do we want to be?" and "How will we get there?" this methodology offers a comprehensive framework for informed decision-making and strategic planning.

The strategic planning approach focused on identifying critical issues and opportunities while safeguarding Campbell’s cherished small -town feel and unique sense of place, as prioritized by the City Council and stakeholders.

I – Where are we now?
The first task in Phase I is an in -depth multi -faceted assessment of the City ’s existing conditions identifying baseline data and assessing current situations and conditions to prepare an economic development plan that addresses the concerns of the City. 1) Existing Conditions Assessments & Working Papers
The process layers multiple assessments. Each assessment is a stand -alone assessment of a key economic development factor in the City of Campbell’s existing conditions. Each assessment builds the existing conditions analysis identifying initial assets, challenges, and opportunities.

Each assessment is documented as a Working Paper, which are separate reports, which were reviewed with the City’s Economic Development Subcommittee and Advisory Committee to set the baseline for the Economic Development Plan update.

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 13

Eight Working Papers 2 were prepared and an ERSI-GIS web tool created to record and visualizes each economic center in the City of Campbell:
1) Economic Scan
2) Real Estate – Vacancies
Real Estate Portfolio - Economic Centers & Downtown Economic Centers and Downtown Campbell
3) Real Estate - Market Conditions
4) Sales Tax Review
5) Marketing - Social Media
6) Marketing - Website
7) Marketing - Perception, Supplemental Working Paper Surveys 8) Assets, Challenges & Opportunities
The existing conditions assessment starts with the City’s economic drivers and the conditions that affect the economic prosperity environment. ▪ City of Campbell Economic Drivers . The analysis
focuses on those businesses and industries that
contribute to the City of Campbell’s economy with jobs
(employment) and the production of goods and services
that create economic activity ( gross regional product - GRP) identified in three intersecting and overlapping
market sectors:

The Trade Sector (also referred to as goods producing)
where goods and services are produced and sold
outside the City and region. As of year-end 2022:

Employment: 5,682
Gross Regional Product: $1.5 Billion

Population Driven (also referred to as local serving) where economic activity is created primarily by local residents buying goods and services from local businesses, such as restaurants, grocery stores, retail stores, medical services including government. As of year-end 2022:

Employment: 21,089
Gross Regional Product: $4.3 Billion

2 The eight Working Papers are included in Appendix.

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 14

Visitor Potential (also referred to as visitor serving) includes the economic activity that is estimated to be generated from “visitors” to Campbell.3 As of year-end 2022:

Employment: 942
Gross Regional Product: $104.0 Million
With the economic driver data, the existing
conditions assessment were prepared and
presented in documents called Working Papers4:
▪ Economic Scan . Campbell's economic
landscape is characterized by the resilience of
small businesses and a recovery in sales tax
from the pandemic ; however, current global,
national, and regional trends could affect that
recovery trend as well as future economic
activity in the City.
▪ Vacancies and Market Highlights . One of
the priorities of the economic plan is to fill
vacancies. Working with the City’s sales tax
auditing firm, key areas of the City were mapped
into Economic Centers to determine which centers
were contributing significant sales tax revenue and
which could be under-performing. The Real Estate
Portfolio (web tool) 5 mapped the economic
centers including vacancies in each center6.

Vacancy rates in Campbell were not out of the
norm for the region at the time of the economic
scan ( July 2023) with office space having the
largest vacancy which is a national trend. Even
with vacancies, availability of commercial real
estate in Campbell is limited, leading to

3 Visitor Potential Employment & GRP Source: calculated by Dr. Robert Eyler from Dean Runyan travel-related jobs and GRP for Santa Clara County, a statewide recognized source. 4 Appendix Phase I Existing Conditions Working Papers
5 Campbell Real Estate Portfolio https://storymaps.arcgis.com/stories/64e23545ee454f0c823a0a59718b49a0 6 Campbell Real Estate Portfolio web tool vacancies inputted were as of Nov 2023. The web tool will be provided to the City for website and use by Economic Development, Community Development and Planning. Updating should be scheduled quarterly.

Assessment Layers

Economic Centers Mapped
Dell & McGlincy
Pruneyard
Downtown
Hamilton Plaza
Hamilton Corridor
Campbell Shopping Center
Kirkwood Plaza
San Tomas Plaza
Campbell Plaza
Hamilton Square
City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 15

heightened competition for desirable properties (except office) in a City that is “built out.” Note: Vacancy rates will change, often quickly, depending on the current national and regional economic environment.7
Retail/Commercial. The market's draw extends beyond City borders, attracting businesses and consumers from surrounding communities. Because Campbell serves a broader consumer base than just Campbell, a retail (“unmet demand”) analysis for Campbell shows an oversupply in almost all categories (a good thing) and the unmet local demand is limited to only a few categories which are provided for by stores nearby but not located in Campbell . The Unmet/Over Supplied Demand 8 chart and details are included in Section II, Strategic Initiative 2.0 Enhancing Economic Vitality, Action 2.2.5 which highlights those retail/service categories that have:
1) Unmet Demand - analysis of consumer spending, consumer needs and preferences that the demand by residents is not being fully met by existing businesses. These unmet demands are likely filled by stores and businesses in proximity or online shopping sources. There are four unmet demand categories: groceries and other foods, meals and nonalcoholic drinks, alcoholic drinks at establishments, lumber, and other building materials.
2) Over-Supply Demand - a surplus of certain products, services and offerings in a local area exceeding the demand from local consumers, indicating that consumers from other communities are shopping and purchasing in these local stores.

Industrial: The areas zoned for manufacturing and production ( light industrial, research and development (R&D), flex) are mostly located in the Dell and McGlincy areas. These areas are economic centers that are significant contributors to the City’s sales tax. The vacancy rate for industrial was 7.8% and 3.0% (July 2023). A real estate broker for properties in the Dell and McGlincy areas shared the low vacancy rate because spaces that become available are usually leased immediately.

Note: As with retail, the national and regional economy can affect the demand for space for goods-producing businesses and affect economic activity and space needs of businesses.9

7 January 2024 for current interest rates and national economy has shifted the economy which has resulted in mergers, consolidations and a “pull-back” in investment and expenditures for space, causing an increase in vacancy in retail and industrial, and the continued high vacancy in office.
8 Source: Placer AI Retail Analysis.
9 February 2024, unconfirmed data but real estate brokers representing the Dell & McGlincy area estimated the vacancy current at 13-14% due to tenant consolidations – moving Campbell facilities to other locations where the business may City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 16

▪ Sales Tax Review. The City's sales tax landscape is characterized by a strong reliance on retail and the county pool (sales tax shared with other cities), which showed notable growth in business and industry contributions since the pandemic and a significant revenue contribution from the Top 25 Sales Tax Producers (businesses). ▪ Social Media & Website . The assessment of the City's digital presence revealed mixed opinions. While users commented on the challenges of navigating the website expressing difficulties, a contrasting sentiment/opinion emerged consistently praising the small-town feel and unique sense of place that defines the City. The City’s social media platforms are effective in their messaging particularly around safe community which was consistently noted.
2) Stakeholder Engagement
Outreach and engagement involved active participation from diverse stakeholders, including businesses, real estate brokers, developers, and partners (such as the Chamber of Commerce, and Downtown Campbell Business Association) , City departments and external businesses and organizations, all contributed insights in interviews, group meetings, roundtable meeting.

In addition to meetings and interviews, an online survey was conducted with Campbell residents and businesses, which was promoted by the City and the Chamber. Below is an overview of themes of each audience:10
Campbell Residents: Overall, the survey reflected residents values Campbell’s small- town charm, community feel, and quality of life amenities while expressing concerns about affordability, safety, and the need for enhanced cultural and recreational opportunities. Themes included:
1) Reasons for Choosing to Live in Campbell
▪ Community and Lifestyle: Small town feel, community-oriented atmosphere, and family connections are cherished.
▪ Practical Considerations: Affordable housing, proximity to work, and good schools are key factors.
▪ Safety and Location: Safety and a convenient location, including attractions like Downtown and Pruneyard, are significant.

have surplus space and business cut-backs which are occurring nationally, such as Google which have a ripple effect to supplier businesses. Construction, which is a strong sector in Campbell, is also experiencing cutbacks. 10 Survey and business input is included in Working Paper Marketing Perceptions.

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2) Positive Aspects of Living in Campbell
▪ Community and Environment: The small-town feel, great neighborhoods, and community atmosphere are highly valued.
▪ Amenities and Services: Parks, trails, responsive city services, and the downtown area contribute to the quality of life.
▪ Diversity and Climate: Cultural and racial diversity, along with favorable weather, enhances the living experience.
3) Aspects Lacking in Campbell
▪ Cultural and Recreational Facilities: There is a desire for more shopping options, music/performance venues, and community events. ▪ Services and Housing: Needs include more childcare services, affordable housing options, and activities for youth.
▪ Infrastructure and Governance: Improved pedestrian access to trails, and enhanced public transportation are requested.
4) Negative/Concerning Aspects of Living in Campbell
▪ Economic and Social Issues: Rising cost of living, homelessness, and limited affordable housing are pressing concerns.
▪ Safety and Maintenance: Crime rates, road conditions, and property maintenance need more attention.
▪ Community and Infrastructure: Concerns about overdevelopment, the impact of transients, and the desire for more diverse dining options were noted.

Campbell Businesses: In summary, while there is a positive outlook on growth and appreciation for the supportive community and strategic location, businesses also express a need for clearer guidance and support from the City, especially in navigating regulatory landscapes and accessing resources for growth and development.

Response themes included:
1) Growth Expectations
▪ Optimism and Uncertainty: A majority (61%) of businesses anticipate growth, while 39% face uncertain growth prospects or do not expect growth, highlighting a mix of optimism and caution within the business community. 2) City Engagement and Communication
▪ Preferred Communication Channels: Businesses prefer to connect with the City through the website (38.6%) and direct communication methods like email, contacting planning or the city manager, and visiting city offices (42.9%), indicating the need for accessible and varied channels of communication. 3) Services Businesses Would Like from the City
City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 18

▪ Assistance with Permits and Regulatory Issues: The most requested service (36.2%) involves help navigating permits and regulations, a common challenge for businesses.
▪ Support for Startups and Entrepreneurs: Technical services for startups (21.7%) are also in demand, reflecting the entrepreneurial spirit and the need for support in early business stages.
4) Business Assistance
▪ Sources of Assistance: Personal contacts are the primary source of business assistance (44.3%), showing the importance of networks. However, a significant proportion (26.1%) are uncertain about where to seek help, pointing to a need for better information and resources.
▪ Utilization of Business Associations: Many businesses are not members of the Chamber of Commerce or the Downtown Campbell Business Association (58%), suggesting potential untapped resources for business support and community engagement.
5) Factors for Doing Business in Campbell
▪ Key Factors for Business Operations: Strategic location (44.5%), customer base (26.3%), and safety (13.7%) are crucial factors that businesses consider for continuing operations in Campbell.
▪ Additional Positive Aspects: Comments highlighted the small -town culture, supportive City staff, reasonable commercial rents, and the diversity of businesses as positive aspects of doing business in Campbell. 6) General Observations
▪ Community and Support: The survey responses underscore a community that values its strategic location, supportive environment, and safety. The feedback also suggests areas for improvement, particularly in providing more targeted assistance to businesses, e nhancing communication channels, and addressing concerns about growth and regulatory challenges.

Real Estate Brokers, Developers & Influencers: The response collectively suggests a need for improvement in how the City of Campbell engages with brokers and developers, including streamlining the planning and permitting process, enhancing communication and inter-departmental coordination, and adopting modern technologies for regulatory process management. Themes included:
1) Planning and Regulatory Challenges
▪ Planning Department: Brokers and developers face hurdles in getting projects approved, pointing to inefficiencies or complexities within the planning process. ▪ Permitting Process: There is a perception that nearly every use case requires an Administrative Use Permit (AUP) or Conditional Use Permit (CUP), which City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 19

complicates and delays a project’s timeline (note this for the most part has been remedied but is still a perception).
2) Communication and Connectivity Issues
▪ Inter-departmental Communication: This audience felt there was a lack of communication connectivity between City departments which leads to inefficiencies in handling projects, suggesting a need for better internal coordination.
▪ Poor Communication with Stakeholders: Communication between the city and developers/brokers is perceived as inadequate, contributing to a sense of frustration and misunderstanding.
3) Business Environment Perception
▪ Perceived Unfriendliness: The sentiment that Campbell is not friendly towards business, particularly when projects do not fit neatly into existing planning frameworks, discourages engagement and investment. A common opinion expressed by brokers, property managers and owners are the planning department’s response is always “no.”
▪ Change in Attitude: Notably, there is a recognition that the City was not always perceived as unfriendly, suggesting a deterioration in the business climate or in stakeholder relations over time.
4) Operational and Strategic Suggestions
▪ Need for an Ombudsman: The suggestion to introduce an ombudsman role to facilitate project s during the application review process indicates a desire for a more streamlined and supportive approach from the City. ▪ Digital Transformation: There is a call to replace outdated planning processes with digital methods for submitting and reviewing plans, aiming to increase efficiency and reduce delays.
▪ Staffing and Capacity: Concerns about the City being understaffed, with existing staff appreciated for their efforts, highlights the need for increased capacity to handle the workload and improve service delivery.
5) Specific Observations
▪ Industrial Property Success: A positive note is that industrial properties are usually occupied, and the City has been cooperative in this sector, suggesting that the issues may be more acute in other areas of development. ▪ Landlord Issues: Some landlords reportedly use the City's regulations as an excuse to deny funding of improvements, indicating a possible misunderstanding or misuse of City policies in landlord-tenant negotiations.

External Businesses and Organizations: Responses collectively paint Campbell as a desirable place for both living and business, with its safe, family -friendly environment, City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 20

strategic location near Silicon Valley and San Jose, and good infrastructure. The City's positive reputation within the region, along with specific assets like the Pruneyard, contribute to its attractiveness to businesses and the broader community. 1) Community and Safety
▪ Rich History and Safety: Campbell is perceived as a City with a rich history and is considered very safe, making it an attractive place for families and businesses. ▪ Family-Friendly Community: The City is recognized as a great community for families, suggesting a high quality of life and supportive environment for raising children.
2) Strategic Location
▪ Proximity to Silicon Valley: Its excellent proximity to Silicon Valley is a significant advantage, making it an attractive location for businesses looking to tap into the innovation and economic dynamism of the region.
▪ Workforce and Shopping: Campbell's location allows businesses to easily pull from the surrounding area's workforce and benefits from the local population shopping within the city, enhancing the local economy.
3) Infrastructure and Accessibility
▪ Transportation: The light rail is mentioned positively, indicating good public transportation options that enhance connectivity and accessibility. ▪ Proximity to San Jose and San Jose State University: Proximity to San Jose, San Jose State University and Santa Clara University adds to the City’s appeal, benefiting from the broader draw of San Jose ’s and Santa Clara’s conventions, events, and educational and cultural resources.
4) Business Perception and Regional Standing
▪ Pruneyard as a Landmark: The Pruneyard is highlighted as a standout feature in people's minds, suggesting it is a key asset in the city's commercial and social landscape.
▪ Regional Recognition: Campbell is best known within the Silicon Valley region as having a good reputation as a community, though individuals and businesses further out may not have detailed knowledge about it as a business location. 5) General Observations
▪ Spillover Benefits from San Jose: The City benefits from being close to San Jose, not just geographically but also in terms of economic and social spillover, including conventions and events that draw people to the area.
▪ Desirable Suburban Quality: Campbell is described in positive terms as a small town that is closely integrated with the urban fabric of San Jose, making it a desirable suburban location with its distinct identity and advantages.

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Using stakeholder input the Assets, Challenges and Opportunities were identified. A work session was held with the City Economic Development Subcommittee and the Economic Development Advisory Committee to review and refine the Assets, Challenges and Opportunities list.
3) Assets, Challenges & Opportunities

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4) Watch List
In the dynamic landscape of economic development, it is imperative for a city to maintain a vigilant eye on the trends and businesses contributing sales tax revenues.

The most recent HdL Sales Tax data comparing sales tax contributed by major industry group, from current Third Quarter 2023 to Third Quarter 2022 indicates a major slowdown in key industry groups , which is an important performance indictor to watch.

Chart 1 Sales Tax Data Quarterly 2023 to 2022 Comparison

The current national and regional economic landscape is marked by both challenges and opportunities. Global shifts, technological advancements, and economic uncertainties require a focused approach to economic development. The following considerations should be kept in mind as the City implements economic development efforts over the next few years:
▪ Remote work dynamics will continue ; attention is needed to address the implication of these remote work trends on office space demand and how it may or may not affect the economic landscape.

3Q 23 Compared to 3Q22
Source: HdL 12.22.23
Major Industry Group 3Q23 3Q22 % Change
Business & Industry 535,929 1,260,008 -57.5
State & County Pool 502,867 835,273 -39.8
General Consumer Goods 393,60 433,207 -9.1
Building & Construction 497,718 528,983 -5.9
Food & Drugs 161,123 165,034 -2.4
Autos & Transportation 181,406 184,879 -1.9
Fuel & Service Stations 294,022 289,967 1.4
Restaurant & Hotels 682,963 640,404 6.6
Transfers & Unidentified 3,324 455 631.4
Total 3,252,963 4,338,199 -25.0
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▪ Consumer behavior shifts, consumer preferences and online shopping trends will require evaluating innovative retail models and digital marketing approaches to enhance the local shopping experience.
▪ Collaboration amidst uncertainty , particularly economic uncertainty, forging strong partnerships with local and regional stakeholders will assist in enhancing the impact of economic development efforts.

The major decline in Business & Industry Category (Chart 2 Sales Tax Data 3Q 2023 – 3Q 2022) is likely caused by the current economic slowdown, national fiscal policies (primarily interest rates) and businesses taking a conservative approach with the decline in demand for services, products, and supplies. A ripple effect of business consolidation could lead to an increase in space vacancies.

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II – Where do we want to be?
Phase II of the Strategic Plan Approach, Where do we want to be? involved a study session with the City Council , held on December 5 , 2023, to receive input on developing the Economic Development Plan and Roadmap.

For the study session, Assets, Opportunities and Challenges reviewed by the Economic Development Subcommittee and the Economic Development Advisory Committee and the draft economic development plan framework with potential actions structured around three pillars was presented to the City Council:

Pillar I Foundational focused on the basic elements of an economic development program structure supporting the core functions of business retention, expansion, and attraction. Actions to address business climate, maintaining a real estate portfolio to understand vacancies in economic centers, outreach to audiences that influence business decision s, and stronger communications with existing businesses in commercial, office and industrial sectors. The Foundational Pillar also addresses the actions and tasks needed for “filling vacancies” in the retail and industrial sector, which was a priority in updating the Economic Development Plan.

Pillar II Collaborative emphasized the opportunity of partnerships and alliances across various sectors, including public, private, institutions and non-profit organizations, to leverage limited resources . Included in collaborative were opportunities to enhance small business and start -up assistance, leverage opportunities around events at Levi Stadium and other major venues and continue to build Campbell’s organic and experiential image through Downtown Campbell Business Association and marketing focused on changing perceptions, upgrading the City website, and increasing use of social media.

Pillar III Aspirational included actions and projects around “placemaking” to maintain Campbell’s unique small-town image and sense of place and to be attractive to talent for a workforce pipeline for future years. Also utilize an Urban Land Institute Technical Assistance Team specifically for Downtown and explore the formation of a Property Based Improvement District to assist with any infrastructure improvements and maintenance in the Downtown . Placemaking is embedded in the City’s 2040 General Plan and other existing planning documents and is emphasized in this strategy plan to reinforce and inspire projects and initiatives aimed at maintaining Campbell’s identity through creative placemaking throughout the City.

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Council Input and Feedback
The Council provided the following feedback on assets, challenges, and opportunities as well as input on exploring specific business and economic opportunities. All feedback has been integrated into Section II, Strategic Implementation and Tactical Action Plan in the appropriate strategic initiative and actions. It is also highlighted at the end of strategic initiative/action as Council Inquiry: Exploring Opportunity for Growth and Development and referenced below.
1) Assets, Challenges & Opportunities
▪ Assets, add open space and parks, hiking trails, etc. ▪ Opportunities, add
- Support growth of small tech companies, i.e., EV, electric and renewable energy sources.
- Leverage visitor opportunities from Levi Stadium events - Build relationships with strategic partners, such as, VTA, PG&E ▪ Reference: Section I, Strategic Planning Approach, Assets, Challenges & Opportunities

2) Visitor Sector and Market Opportunity
▪ Visitors – address how to provide context, assistance, and information to those planning and working on venues and events.
▪ Opportunities to attract hotels along the creek as a draw connecting to the trail network.
▪ Promote outdoor space, parks, natural resources, open space etc. ▪ Reference: Section II, Strategic Implementation & Tactical Action Plan, Strategic Initiative 2.0, Action 2.5 Visitor Sector and Strategic Initiative 3.0, Action 3.2.3 Visitor Strategy

3) Vacancies
▪ What can be done about the high vacancies in the Campbell Technology Park? ▪ Reference: Section II, Strategic Implementation & Tactical Action Plan, Strategic Initiative 2.0, Action 2.4, Council Inquiry: Exploring Opportunity for Growth and Development

4) Market Conditions
▪ Establish Ombudsman/business champion – to help businesses with the process of starting up and working with the City and other agencies. ▪ Reference: Section II , Strategic Implementation & Tactical Action Plan, Strategic Initiative 2.0, Action 2.1.2, Staffing
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5) Small Business  Add how to leverage and connect with the Small Business Administration, promoting Campbell as an oasis for new business.  Reference: Section II, Strategic Implementation & Tactical Action Plan, Strategic Initiative 3.0, Action 3.2.2 Promoting Small Business & Entrepreneurship.  Consider bike rental companies as a niche, particularly near the trails.  Consider how the growing interest in fitness and fitness studios might be a niche along with other outdoor activities.  Reference: Section II, Strategic Implementation & Tactical Action Plan, Strategic Initiative 2.0, Action 2.2, Council Inquiry: Exploring Opportunity for Growth and Development 6) Placemaking  Add Gateways to enhance entry areas into and around Campbell from the freeway.  Reference: Section II, Strategic Implementation & Tactical Action Plan, Strategic Initiative 5.0, Action 5.2  Add expanding and promoting smaller events that occur in the City.  Add reviving the past vibrant music scene Downtown Campbell was known for.  Reference: Section II, Strategic Implementation & Tactical Action Plan, Strategic Initiative 2.0, Action 2.5 and Strategic Initiative 3.0, Action 3.2.3 In addition to the feedback above, there were three pivotal questions posed on preserving Campbell’s small-town charm: 1. What is going to keep us from being like every other city? 2. How do we maintain our small-town charm? 3. What has made us so great? These questions transcend traditional economic development paradigms, delving more into the essence of what makes Campbell truly unique as a place to live. Actions for preserving and maintaining small-town identity and sense of place go beyond an economic development plan to a forward-thinking and holistic approach embodied in City planning. To answer the questions, concepts and practices used by other cities to maintain or create their sense of place are provided. Note: The concepts and practices presented are embodied in the City’s new 2040 General Plan and Multi-Family Development Design Standards, both of which guide planning efforts for the City’s future and help sustain the City’s unique small-town character. There are General Plan references for Questions #1 and #2which specially concern planning.

1.010 Purpose: The Multi-Family Development & Design Standards (MFDDS) set forth the standards for neighborhood design and building form, implementing the City's various area plans, and the land use designations established by the General Plan. The standards contained in this document reflect the community's vision for implementing the intent of the Campbell General Plan to facilitate housing production and specifically infill housing production, through development that reinforces the highly valued character and scale of Campbell's centers, neighborhoods, and corridors. The standards also support the desire to retain the City’s unique small-town character and scale of development.

Council Pivotal Ques6on 1: What is going to keep Campbell from being like every other city? Concepts & Prac6ces Used in Crea6ng Sense of Place Reference: These concepts and prac'ces are embodied in the City’s 2040 General Plan and Mul'-Family Design Standards. The path to staying unique lies in the blend of cultural richness, community engagement, careful planning, and a commitment to inclusive growth. Weaving “third spaces” within developments can enhance the sense of community ﬁZng a small-town character.  Architectural harmony with the community. Designs of shopping centers should complement the exis'ng small-town aesthe'c. Use materials, colors, and styles that blend with the local character.  A]en'on to the scale and propor'on of buildings, op'ng for buildings that are in propor'on to the surrounding environment.  Pedestrian-friendly spaces with well-maintained sidewalks, crosswalks, and pedestrian zones. Encourage walkability to create a more in'mate and community-oriented shopping experience.  Public spaces with sea'ng areas, benches, and greenery. Create invi'ng plazas or squares where people can gather, relax, and socialize.  Landscaping and greenery incorporated into the design. Plant trees, ﬂowers, and shrubs to soaen the visual impact of the development and add a touch of nature.  Local art and public art installa'ons reﬂect the community's culture and crea'vity. Ar's'c elements can contribute to a unique and visually appealing atmosphere,  Facades with varia'on to avoid a monotonous appearance. Incorporate architectural elements that provide visual interest and break up the massing of the buildings.  Mixed-use spaces that combine retail with other uses like oﬃce spaces or residen'al units. This creates a more dynamic and diverse environment.  Spaces within the shopping center for community gatherings. This could include a central square, event areas, or a community stage for performances and events. Reference: General Plan Policy or Ac'on GOAL LU-2: Ensure that new development is compa'ble with exis'ng development in order to maintain a high quality of life for Campbell residents. Policy LU-2.5 Promote new development and addi'ons that are designed to maintain and support the exis'ng character and development pa]ern of the surrounding neighborhood, especially in historic neighborhoods and neighborhoods with consistent design characteris'cs. Ac'on LU-2.a Through the development review and permit process, screen development proposals for land use compa'bility, including conformance with exis'ng development or neighborhoods.

Goal CD-1 Strengthen Campbell’s iden'ty and sense of place through quality design and cohesive neighborhoods. Policy CD-1.1 Recognize that the city is composed of residen'al, industrial and commercial neighborhoods, each with its own individual character; and allow change consistent with reinforcing posi've neighborhood values, while protec'ng the integrity of the city’s neighborhoods. Policy CD-1.3 Through implementa'on of the city’s design review process, encourage crea've, high-quality, innova've, and dis'nc've architectural and site designs that help create unique, vibrant places. Policy CD-1.6 Preserve, rehabilitate or restore the city’s historic buildings, landmarks, districts and cultural resources and retain the architectural integrity of established building pa]erns within historic residen'al neighborhoods to preserve the cultural heritage of the community. Policy CD-1.8 Require property owners to maintain structures and landscaping to high standards related to design, health, and safety. Ac'on CD-1.b Adopt and apply objec've standards for all residen'al projects that respect and build upon Campbell’s unique character and dis'nc've neighborhoods. Ac'on CD-1.c Adopt and apply design guidelines for non-residen'al and mixed-use development. The guidelines should address architecture, size and scale of structures, the ver'cal and horizontal mixing of uses, building materials and colors, landscaping, site planning, and similar development subjects. Goal CD-3 Promote strong and iden'ﬁable City boundaries that provide a sense of arrival into the City and its districts to reinforce Campbell’s unique character and small town image. Policy CD-3.2 Support strong and iden'ﬁable City boundaries that provide a sense of arrival into the City and its gateways to reinforce Campbell’s unique character and small-town image. Policy CD-3.4 Anchor gateway intersec'ons with landmark buildings that incorporate iconic architectural design and that are oriented to face and frame the corners of intersec'ons. Goal LU-4 Provide for a diversiﬁed mix of strong retail centers, service commercial ac'vi'es, manufacturing enterprises, and high-paying employment opportuni'es that contribute to Campbell’s economic well-being. Ac'on LU-4.c Develop guidelines for Industrial designated land uses, including a provision that allows higher FARs for larger parcels that encourage research and development uses in the Dell and McGlincy neighborhoods.

Goal LU-8 Promote the con'nued evolu'on of the Pruneyard/Creekside District as an ac've mixed-use area with a range of commercial, oﬃce, residen'al, entertainment, and recrea'onal uses func'oning as a community and regional focal point. Policy LU-8.1 Preserve and enhance the unique character and economic viability of the Pruneyard shopping center, including new residen'al development that complements and supports the shopping center.

Council Pivotal Ques6on 2: How do we maintain Campbell’s small-town charm? Concepts & Prac6ces Used in Maintaining Community Iden6ty Reference: These concepts and prac'ces were used during the prepara'on of the City’s 2040 General Plan process and are occurring in the City of Campbell. Maintaining a small-town feeling in a community surrounded by urban ci'es can be challenging but is certainly achievable with strategic planning and community involvement. Preserve the unique characteris'cs that deﬁne the community's iden'ty. This may include historical buildings, landmarks, and cultural tradi'ons.  Community engagement in planning processes and decision-making. Encourage residents to par'cipate in discussions about development, ameni'es, and changes to ensure their voices are heard  Consider developments that blend with the exis'ng architecture and landscape, avoiding overly dense or incompa'ble projects.  Support and promote local businesses to maintain a dis'nct community character. Encourage entrepreneurship and locally owned establishments.  Walkable and bike-friendly infrastructure, streets and public spaces that encourage pedestrian ac'vity, fostering a sense of community and connec'on.  Green spaces and parks within the community, areas providing residents with places to gather, relax, and enjoy nature, contribu'ng to the small-town atmosphere.  Community events and tradi'ons that celebrate the town's history and cultural heritage. These events create a sense of community and pride.  Vibrant local arts and culture scene, local ar'sts, galleries, and cultural events that contribute to a unique community iden'ty. Reference: General Plan Policy or Ac'on Goal LU-5 Maintain and enhance Downtown Campbell as a vibrant, community-oriented district that serves as the retail, entertainment, civic, and cultural hub of the city. Policy LU-5.3 Encourage farmers’ markets, community, and cultural events in the Downtown commercial area that provide alterna've shopping opportuni'es and community interac'on. Goal CD-3 Promote strong and iden'ﬁable City boundaries that provide a sense of arrival into the City and its districts to reinforce Campbell’s unique character and small town image. Policy CD-3.2 Support strong and iden'ﬁable City boundaries that provide a sense of arrival into the City and its gateways to reinforce Campbell’s unique character and small-town image.

Council Pivotal Ques6on 3: What has made us so great? Possibly a rhetorical ques'on, but one that points to Campbell’s heritage and years of leadership to maintain its rich history. Stakeholder feedback and the City’s General Plan point to factors that likely contributed to Campbell’s maintaining a sense of place and small-town iden'ty:  Honoring and incorpora'ng community’s agricultural heritage.  Integra'ng innova'on and progress while maintaining a dis'nct iden'ty through planning.  Welcoming storefronts, friendly exchanges on the streets, and sense of belonging.  Embracing diversity and inclusivity, variety of cultures, perspec'ves that coexist harmoniously.  Ample green spaces, parks, trails speak to a community’s commitment to balance.  Recogni'on as a safe and clean community for its residents.  A commitment to preserving the quali'es that make the community a genuinely beau'ful place to live, work, and thrive. The Council’s input and ques'ons, and the invaluable insights from stakeholders have been integrated into the structure of the Economic Development Plan and incorporated in Sec'on II, Strategic Implementa'on and Tac'cal Ac'on Plan.

III – How do we get there?
To drive economic development in Campbell, the plan focuses on a series of strategic initiatives and actions, organized within the Pillar framework presented to Council (see Pillar Chart):

Pillar I Foundational – building a strong economic development foundation ( Reference General Plan, Economic Development Element, Goal ED-1).

Pillar II Collaborative – collaborating with partners to leverage resources and opportunities (Reference General Plan, Economic Development Element, Goal ED-1, ED-2).

Pillar III Aspirational – focus on placemaking to maintain Campbell’s small-town image and distinct character (Reference General Plan, Economic Development Element, Goal ED- 1, ED-3).

The Strategic Initiatives within the Pillar Framework represent intentional, objective - driven actions that, when implemented effectively, address key challenges, manage a strategic economic development program which will maximize opportunities and contribute to economic growth.

Strategic Initiatives

1.0 Enhancing Market Opportunities are essential efforts to building a solid economic development foundation. Actions are aimed at transforming perceptions, cataloging the City's real estate portfolio (vacancies), establishing trust with the real estate broker network, and continually researching the dynamic Silicon Valley market to identify both new and existing market opportunities.

2.0 Building Economic Vitality is the core to a solid economic development foundation that has a consistent work effort to fill vacancies, support business retention, expansion, and attraction projects to diversify the economy 11, support emerging business growth, and enhance the Dell and McGlincy economic centers as unique districts to attract traded sectors businesses. Actions involve optimizing organizational operations, working with businesses and real estate brokers to fill r etail/commercial space, identifying constraints that will keep businesses from locating or expanding, such as recent regulations on trash, implementing solutions and communicating with key audiences.

Retail/Commercial Vacancies. Filling retail and commercial spaces not only adds to the shopping diversity of the City, but it also contributes to sales tax revenue. Challenging

11 Aligned with 2040 General Plan Economic Development Element Goal ED-3 Business Diversification.

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for Campbell, based on a Placer A.i12 analysis, Campbell is overall supplied in most retail categories which is an indication of a regional market serving residents beyond Campbell.

The categories with unmet demand are likely stores adjacent to Campbell serving the market:
1) Category Groceries
2) Other Food Off Premises
3) Deli Type “Food to Go”
4) Meals and Non-alcoholic Off Premises
5) Alcoholic Drink Establishments
6) Lumber and Other Building Materials
Included in Strategic Initiative 2.0, Action 2.2 is a Target List of Retail Businesses Matched to Existing Space Currently Available in Campbell.

Traded Sector Businesses. Traded sector businesses, also referred to as good producing, are major economic drivers in Campbell. They may or may not be sales tax generators depending on the specific business operations. Based on the economic scan 13 analysis Campbell has a niche and strength in the following traded industry sectors and should target these sectors to expand or fill vacant spaces which would continue to create the industry clustering that is currently present:
1) Professional, Scientific and Technical Services – 2022 GRP14 $1.3 Billion 2) Manufacturing and Advanced Manufacturing – 2022 GRP $1.0 Billion 3) Information Technology & Services – 2022 GRP $492.0 Million 4) Construction Supplies & Services – 2022 GRP $423.0 Million (this sector has best potential for sales tax generation)
Included in Strategic Initiative 2.0, Action 2.3 is a Target List of Traded Sector Industries Subsectors for the four target industry sectors.

Campbell is also well positioned to attract Emerging Industries; these are typically businesses developing new technologies and inn ovations in the start -up stage, such as electric vehicle parts and accessories. Dell and McGlincy areas are a perfect fit for these types of emerging businesses. Included in Strategic Initiative 2.0, Action 2.3 is a Target List of Emerging Industries Subsectors that fit Campbell.

12 Section II, Strategic Initiative 2.0, Action 2.2 Placer AI Analysis of Unmet Demand/Oversupplied Categories 13 Working Paper Economic Scan
14 Annual Gross Regional Product (GRP)
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Traded Sector Caveat: These industry sector targets are “best fits” for Dell and McGlincy areas. Dell and McGlincy areas should be evaluated for any improvements needed to make these areas more attractive to these sectors. Strategic Initiative 2.0, Action 2.3 Traded Sector identifies an opportunity to recognize the Dell and McGlincy areas as unique districts. Attraction efforts would entail targeted marketing promoting specific spaces vs. broad marketing tactics.

3.0 Strengthening & Leveraging Resources aims at maximizing resources through enhanced public-private partnerships including collaboration and coordination with City departments and local organizations. Included in this initiative are tactical steps to position Campbell as a small business hub providing access to resources for small businesses and start -ups, creating an entrepreneur cultural starting with youth , and preparation of a Visitor Strategy to strengthen the opportunity to leverage Campbell’s proximity to Levi Stadium and other venues , regional events, and activities, and two universities.

4.0 Messaging & Promotions is an extensive roadmap of marketing tactics beyond economic development communications. This initiative includes upgrading the City’ s website, sample communications and marketing concepts to increase awareness with audiences beyond business, sample local business features, and promoting Campbell assets such as the trail network.

5.0 Creating Placemaking Economics focuses on maintaining the City small town charm through placemaking - vibrant, attractive spaces that draw people and businesses, way finding, gateway and “third” spaces. Two key actions are D owntown placemaking engaging Urban Land Institute in a Technical Assistance Project and recognizing Dell and McGlincy areas as unique districts through placemaking actions.

Each initiative and action are detailed further in Section II, Strategic Implementation and Tactical Action Plan, ensuring a focused and actionable roadmap for Campbell's economic development. This approach emphasizes strategic initiatives and actions as the drivers of change, leveraging the City's assets and opportunities for sustainable growth.

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 34

Alignment of Economic Development Plan with 2040 General Plan The Strategic Initiatives recommended in the updated Campbell Economic Development Plan are closely aligned with the goals and actions outlined in Campbell's 2040 General Plan, Economic Development Element and the 2017 Economic Development Plan:

Strategic Initiative 1.0: Enhancing Market Opportunities Changing Perceptions & Real Estate Portfolio : These actions align with the Economic Development Element's focus on reviewing and updating as necessary zoning and other development regulations Campbell (ED -2.a) and leveraging real estate to attract businesses (2017 EDP-1.2, EDP-1.3). By changing perceptions and showcasing Campbell's marketable real estate, the city can attract diverse businesses that contribute to economic vitality.

Broker Network & Research : These efforts support the ED Element by building relationships with key influencers and understanding market dynamics, which is crucial for identifying new opportunities and aligning development efforts with market needs.

Strategic Initiative 2.0: Building Economic Vitality
Diverse Business Support: Actions aimed at supporting retail/commercial, traded sectors, and office businesses align with the Economic Development Element’s goal to diversify the economic base (ED-3) and support local businesses ( ED-1.e, ED-2.b, ED-2.c, ED-2.f).

Visitor Sector: Enhancing the visitor sector complements efforts to promote local spending and tourism (ED-6, EDP-7.1), thereby contributing to the city's economic vitality and broader marketability.

Strategic Initiative 3.0: Strengthen & Leverage Resources Collaboration with Local Entities : Actions focusing on collaboration with other city departments, the Chamber of Commerce, Downtown Campbell Business Association, and other partners embody the collaborative pillar by leveraging partnerships to enhance economic development efforts, consistent with fostering public -private partnerships outlined in the Economic Development Element (ED-1.c, ED 1.j, ED 1.k, ED-1.h, ED-6.B).

Strategic Initiative 4.0: Messaging & Promotions
Enhancing Marketing Tactics : This initiative aligns with the Economic Development Element’s focus on developing and marketing Campbell as a unique place with unique assets and opportunities (ED-1.g, ED-1.i), as well as partnering with local organizations for joint marketing efforts (ED-1.j). Effective messaging and promotions can elevate the City's profile as an attractive place for businesses, talent, shoppers, and visitors.

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 35

Strategic Initiative 5.0: Creating Placemaking Economics Downtown as a Vibrant Hub: Actions to renew and connect Downtown to other economic centers and assets (ED-6, ED-6.a, ED-6.g).

Investment in Public Spaces & Placemaking Strategies: These actions directly support the Economic Development Element’s aspirations for creating a vibrant, family -friendly community (ED -4, ED -5) by enhancing spaces and implementing wayfinding and gateways as placemaking strategies. This initiative fosters a sense of place and community identity.

The strategic initiatives outlined in the updated Campbell Economic Development Plan are intricately connected to the Economic Development Element, focusing on enhancing market opportunities, building economic vitality, strengthening, and leveraging resources, promoting the city, and creating vibrant spaces. Together, these initiatives and the corresponding actions provide a comprehensive roadmap for achieving sustainable economic growth, enhancing the quality of life, and ensuring the long-term prosperity of the Campbell.

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 36

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 37

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 38

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 39

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 40

City of Campbell Economic Development Plan - February 2024 - SECTION I - Page 41 Implementation Recommendations
Embarking on the journey of economic development is an
endeavor that transcends static outcomes; it is a dynamic and ongoing process that evolves with the changing needs of Campbell. It involves forging partnerships, embracing
adaptability, and weaving together the diverse threads that make Campbell unique and vibrant.

The three pillars of the plan Foundational,
Collaborative and Aspirational are g rounded in
comprehensive assessments, enriched by active
stakeholder engagement, and shaped by the
invaluable input from the City Council.

Implementing the economic development plan
demands a thoughtful and purposeful approach,
grounded in a realistic timeframe. Such a strategic
investment of time and resources is essential to
maximize the return on investment and foster
sustainable growth.

Section II, the Strategic Implementation and
Tactical Action Plan has been designed to be flexible
in its approach, as it acknowledges the evolving needs
of Campbell.

The Tactical Action Plan outlines the five Strategic
Initiatives for achieving economic growth and new
market opportunities while preserving Campbell’s
small-town identity. Each initiative has tactical actions and tasks to serve as a roadmap for implementation.

Strategic Initiative & Action Recommendations
Year One

1. Foundational
Solidify the economic development program with
consistent work efforts.

Initiative Action
1) Change perceptions through zoning & permitting
streamlining and communications.

1.0 1.1
2) Address retail vacancies, initiate actions to fill spaces and address key issues that may constrain locations,
such as, regulatory requirements on trash enclosures.

2.0 2.2
3) Address industry sector vacancies, including
assessment of Dell and McGlincy areas for needed
improvements and matching space availability to
targets.

2.0 2.3
4) Initiate economic development communications with
businesses, property owners and managers,
developers, and real estate brokers.

2.0 2.1

2. Placemaking
Align General Plan priority for Downtown.

1) Downtown – apply to Urban Land Institution for a
Technical Assistance Program (ULI-TAP).

5.0 5.1
2) Evaluate the feasibility of a Property-based
Improvement District (PBID) for Downtown.

5.0 5.1
3) Evaluate interest of creating Dell and McGlincy as a unique Silicon Alley District, targeting emerging
industries.

5.0 5.3

3. Collaborative
Maintain and strengthen Campbell’s distinct small-town
image and brand through experiences.

1) Support and enhance events in Downtown. 3.0 3.3
2) Begin discussions to leverage Levi Stadium and other venue events for benefit of Campbell businesses.

3.0 2.5, 3.2
3) Upgrade City website. 4.0 4.1.2

Year Two

1. Foundational Initiative Action
1) Continue streamlining, communications and retail
attraction (as needed).

1.0, 2.0 1.1, 2.1,

2.2 2) Continue traded sector diversification targeting key industries and positioning for emerging industries.

2.0 2.3

2. Collaborative
1) Begin supporting Small Business and Start Up access to resources and position within Silicon Valley as a
start-up hub.

3.0 3.2
2) Prepare visitor strategy
3) Launch marketing tactics beyond the economic
development audience.

Year Three

1. Foundational Initiative Action
1) Continue all actions started in Year 1 & 2. 1.0, 2.0 2) If the market has improved, focus on filling office space.

2.0 2.4

2. Collaborative
1) Launch visitor strategy 3.0 3.2
2) Continuing marketing tactics and promotions of
existing businesses.

4.0 3. Placemaking
1) Focus on implementing recommendations from ULI
TAP for Downtown.

5.0 5.1
2) Investigate opportunities and funding mechanism for
gateways.

5.0 5.2

SECTION II
In the dynamic landscape of strategic planning, where ideas and concepts take form, lies the critical juncture of
implementation—a phase where strategies transform from
concepts into actionable initiatives.

Strategic Implementation and Tactical
Action Plan
Section II is the economic development tactical action plan, a comprehensive roadmap focused on implementation through a multi-faceted approach grounded in the three core pillars: Foundational, Collaborative, and Aspirational.

Section II outlines a series of strategic initiatives aimed at operational efficiencies, enhancing market opportunities, filling spaces, and building economic vitality, strengthening and leveraging resources, amplifying marketing, messaging, and promotions, and creating placemaking economics that enrich the community , renew vitality and attract investment.

The purpose of Section II is to detail the specific actions and tasks required to bring these strategies to life, ensuring that each initiative is executed with precision and effectiveness.

By laying out a clear path for implementation, this serves as a guide for City officials, stakeholders, and partners, marking a co mmitment to sustainable growth, collaboration and revitalization while maintaining Campbell’s small -town image, propelling Campbell towards a prosperous future.

Tactical Action Plan layout includes:

Pillar Chapters. Each of the three P illars, Foundational, Collaborative and Aspirational, are prepared as separate chapters, standalone actions plan that include the strategic initiatives for that pillar and then the tactical actions and tasks to implement the actions.

These guide implementation efforts.

Strategic Initiatives . Strategic initiatives within each Pillar are specific projects or programs designed to achieve the initiative’s objectives. These initiatives are actionable paths forward, devised to address identified needs, opportunities, or challenges in ord er to stimulate economic growth and enhance competitiveness.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 46

Included with each Strategic Initiative narratives is a call out titled “Challenges” which is a short summary of the challenges identified during the assessment phase and plan development that could hinder economic development for this initiative if not addressed.

Also included as a callout titled “City Response” is a short summary of proposed actions and solutions designed to overcome these challenges. Th ese summaries serve as reminders during implementation of obstacles and approaches – the why this initiative is important within the overall strategic framework. This approach addresses immediate issues but also lays down a pathway for sustainable growth and improvement.

Actions & Tasks . Each strategic initiative has several actions that outline the practical steps or interventions that translate the plan’s strategies into tangible outcomes, intended as a guide for strategic implementation.

Council Inquiry: Exploring Opportunities for Growth and Development . At the City Council’s December 5 Study Session, Council members provided input and expressed interest in specific assets, opportunities, and businesses. The input has been incorporated in the tactical actions of the related initiatives. To ensure during implementation that input is recorded, the input is highlighted at the end of the strategic initiative to highlight the Council’s specific interest in the action.

Chart 1 Pillars, Strategic Initiatives, Actions summarizes the structure and content of the tactical plan.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 47 Chart 1 – Pillars, Strategic Initiatives, Actions
Pillar I: Foundational
Strategic Initiative 1.0 Enhancing Market Opportunities Action 1.1 Changing Business Climate Perceptions
Action 1.2 Real Estate Portfolio
Action 1.3 Broker Network
Action 1.4 Research, Assessment and Analysis
Strategic Initiative 2.0 Building Economic Vitality
Action 2.1 Organizational Operations
Action 2.2 Businesses – Retail/Commercial
Action 2.3 Businesses – Traded Sector
Action 2.4 Businesses – Office
Action 2.5 Visitor & Hospitality Sector
Pillar II: Collaborative
Strategic Initiative 3.0 Strengthen & Leverage Resources Action 3.1 City Departments
Action 3.2 Chamber of Commerce
Action 3.3 Downtown Campbell Business Association
Action 3.4 Other Partners
Strategic Initiative 4.0 Marketing & Promotions
Action 4.1 Economic Development Marketing
Pillar III: Aspirational
Strategic Initiative 5.0 – Placemaking
Action 5.1 Downtown as a Vibrant Hub
Action 5.2 Wayfinding & Gateways throughout Campbell
Action 5.3 Recognize Dell-McGlincy as a District
Action 5.4 Enhancing Campbell’s Corridors/Connecting Centers Action 5.5 Revitalize Underutilized Commercial Centers
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 48 Implementing an economic development plan requires a focused approach by a city’s economic development unit on the fundamentals of economic development – creating market opportunities and enhancing economic vitality - generating economic wealth in the form of tax revenue to the city and economic impact for the community.

The actions and tasks included in Pillar 1 Foundational are just that - the foundation, i.e., actions and tasks that need to be in place and that are critical for achieving economic growth for the city. The foundational activities typically performed by a city’s economic development unit are not in place in Campbell and need to be established as a first step to building a strong economic development unit and program.

Pillar I Foundational Initiatives, Actions and Tasks, are intended to provide clarity of the interdependencies between different economic development tasks and their contribution to overall success.

Two Strategic Initiatives are included in Pillar 1: Foundational

1. Enhancing Market Opportunities which includes continuing to address Zoning and Permitting. This should be a priority for the city. By improving and reducing the time for a business to locate in a building will e nhance Campbell’s competitive advantage – and will be an incentive for businesses to locate in Campbell. It will also continue to change the current perception held by businesses, brokers, and developers that Campbell is a difficult place to do business . Other tasks that support the Enhancing Market Opportunities objective include maintaining and monitoring a real estate portfolio to identify ready vacant space that can be filled, establishing a strong broker network and continuous research to understand market shifts and opportunities.

2. Building Economic Vitality includes details for organizational operations, tasks for implementing tactics to fill vacancies in retail, office and industrial spaces, identification of future industry investment and opportunities and actions to build a strategy for the visitors’ sector.

Establishing and implementing a strong foundational economic development program will lead to stronger economic risk management, economic growth and investment while improving the overall vitality of the city. Regular reassessment and adaptation to changing circumstances will be crucial for ongoing success . Once the foundation is solidified, other actions and tasks that leverage the foundation can be implemented to achieve broader objectives.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 49 Strategic Initiative 1.0 is focused on those actions that create strategic implementation advantage for Campbell. There are four actions to enhance market opportunities to better support filling vacancies and the growth and expansion of existing and new businesses. Each action has strategic tactics for Enhancing Market Opportunities that will:
1) Address challenges faced by the City of Campbell (as noted in Challenges), and 2) Positioning the City of Campbell for continued new investment.

Enhancing Market Opportunities is an ongoing process that requires coordination, adaptability, and a focus on strategic objectives of creating market and economic opportunities.

CHALLENGE
As identified in stakeholder and broker meetings and discussions with the City’s Planning Commission, the City of Campbell has a perceived reputation as a difficult place to do business because of zoning and permitting issues. The Community Development Department, assisted by the Planning Commission, has made headway in changing zoning and permitting regulations to be more streamlined. However, there is still more to do in streamlining processes as well as changing perceptions.

Although an objective is to fill vacancies, the City has a limited portfolio of ready -to-market spaces. Because of the negative “doing business in Campbell” perception the relationships with commercial and industrial brokers and property managers have been less than positive and will require rebuilding.

CITY RESPONSE
The City should:
▪ Continue t he ongoing effort by the Community Development Department, the Planning Commission and the Economic Development Manager to streamline zoning and permitting and shorten timelines for business to locate in the City which will enhance the City’s competitiveness in the market for new and expanding businesses. ▪ Launch the Campbell Economic Development economic center and real estate vacancy web tool1, (referred to as the Real Estate Portfolio), maintain the portfolio and promote to the broker network, businesses, and managers of the City’s economic centers. 1 During Phase I of the Economic Development Plan, Campbell’s economic centers were mapped in an GIS ESRI web tool. Vacancies can be posted by Economic Center , City’s Economic Centers can be promoted on City’s website featuring centers, spaces, and businesses. The tool also assists City staff with understanding the location and sizes of vacancies within any Economic Center.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 50 ▪ The commercial properties that have housing overlay designa tion (City’s Housing Element) could be added to the portfolio and promoted to housing developers. ▪ Engage in direct communications with brokers to build a strong network, and individual relationships, to further enhance market opportunities.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 51 During Phase I of the Economic Development Plan engagement process with stakeholders and local businesses, the number one issue brought up was zoning, permitting and delays in opening a business.1 The City’s 2040 General Plan and Economic Development Element Goals/Actions2 also identified the need for zoning and permitting streamlining . Because of this feedback it has been added to the Economic Development Plan as a priority action.

Executing this action will be helpful in changing the negative perception of doing business in Campbell, particularly with real estate brokers, developers, and existing businesses.

Prior to the beginning of the Economic Development Plan process, the City’s Community Development Department had begun the zoning review process. They deleted the requirement for businesses to obtain a use permit for every change of use in a building, (i.e., if a dress store located in a space previously occupied by a cellular phone dealer, the dress store would have had to get a use permit). In addition, staff have prepared zoning amendments, for continued regulatory reform , scheduled to be presented to the City Council for adoption Q1 2024. These significant actions to correct the zoning and permitting challenges have already started to change the business perceptions for Campbell. The process is extensive and cumbersome and there are still additional opportunities to streamline the process.

CHALLENGES
Community Development is continuing to work on streamlining zoning and permitting:
▪ Conditional use permits are still required for many of the businesses interested in opening stores in Campbell.
▪ New business models and uses that previously did not exist in Campbell’s zoning code, are now interested in locating in Campbell. These unlisted uses require City staff to make a determination as to how to categorize the business within the zoning code . This determination often results in the business needing a conditional use permit or possibly not being allowed at all. ▪ Current perceptions believe that the timing/process is so cumbersome in Campbell that businesses or their representative will choose to consider other locations, outside of Campbell, where the process is shorter with less risk. This results in missed opportunities for Campbell.
1 Campbell Working Paper: Assets, Challenges, Opportunities (FINAL) 2 Note: The 2040 General Plan, ED 2.a to ED 3.b references: “ Review, and update as necessary, zoning and other development regulations and application review and permitting process…aimed at spurring job growth and economic development…”
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 52

CITY RESPONSE
Overall objectives for addressing the challenges should include:
▪ Have shorter and more streamlined processes for all new businesses and development projects, but especially businesses that generate tax revenues to the City.
▪ Coordinate discussions between the City departments (led by the Economic Development Manager) as to what zoning categories new business applicants would be placed in and keeping track of how many of them require CUPs. ▪ The City’s Planning Commission and Community Development Department can be champions of this effort by showcasing that the City understands the needs of businesses.

The action steps below all focus on removing real or perceived barriers and time delays to approve uses and permits for new or expanding businesses filling empty commercial spaces. These actions, once known by key audiences, will help increase inquiries about business locations in Campbell . Eventually, the actions will also reduce staff time for processing use/building permits and create a more efficient use of time for the Planning Commission and staff.

1.1.1 Engagement of Planning Commission as Champion
During the Economic Development Plan engagement process, the Planning Commission expressed concern with the number of uses requiring a Conditional Use Permit (CUP) that were coming before them , most of which were non - controversial uses. The Planning Commission Ad-Hoc Sub-committee initiated discussions with the Economic Development Plan Team during Phase I to review their concerns. These CUP reviews required extensive time of planners when the planning department was understaffed. The Planning Commission Ad-Hoc Sub- committee was tasked with identifying ways the number of CUPs could be reduced with an objective of a shortened timeline for potential new businesses and time savings for staff and the Commission.3
On December 5, 2023, the Council held a study session to review and provide feedback on recommendations from the Planning Commission’s Ad-Hoc Advisory Sub-committee for proposed amendments to the Campbell Municipal Code related to the permissibility of land uses in commercial, office, and industrial zoning districts. These recommendations were intended to support business expansions,

3 Phase I Working Paper Assets, Challenges, Opportunities, Working Paper Supplemental Challenge – Zoning & Permitting July 2023
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 53

which was an objective identified during the preparation of the City’s updated Economic Development Plan. This has started a process of revising the zoning code that should continue. Below are additional actions that can be taken:
▪ The Planning Commission should continue to review all uses listed in the zoning regulations that require a CUP and determine if a CUP should be required for those uses or be permitted by right within the appropriate zones. ▪ Economic Development staff can facilitate annual discussions with the Planning Commission and commercial real estate brokers to understand better the new uses that may seek locations in Campbell (some uses may not be addressed in the current zoning) and the constraints that requiring a CUP presents for those businesses.

1.1.2 Balance Timelines for Commercial & Housing Application Processing The overhaul of this zoning/permitting process should be a priority. T he time needed to process a CUP for a commercial business competes with staff time needed to process new housing applications. State law now mandates that housing applications be given priority in terms of process, requiring specific time thresholds for planning staff’s processing of housing applications.

This State mandate takes priority over commercial applications, delaying the filling of commercial vacancies. A process should be put in place that might balance this timeline more evenly, such as assigning one planner as a single point of contact to provide information about commercial permits.

1.1.3 Prepare and Update Zoning Regulations to Align with New Commercial Uses.

Planning staff need clear guidance from Economic Development staff, Planning Commission and Council on which changes they feel are needed to accommodate new uses, especially for new retail4. Retail operations have changed over the last seven years, producing uses that did not exist previously because of online shopping.

Example: The new uses are most often service or active uses that require human interaction, versus stores selling goods that could be purchased online.

An example of a new active use is dog training. This new use teaches people how to train their dogs and does not technically fit into any current zoning category. It often is put into a veterinary category, which

4 Appendix 1.1.3 List of Commercial Uses/Zoning July 2023 – An initial list of commercial uses (those more active in the current market) is included for the Economic Development Manager to watch and work with Community Development on potential zone/permitting process streamlining.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 54 requires a long and costly permitting process even though the use is less complicated.

Example: Currently a bike rental business is not called out in the zoning code.

With all new bike rental stores offering e-bikes, City staff might require them to be categorized under “Motor Vehicle Rentals.” If so, this use would only be allowed in General Commercial, and no other zoning.

Some Bay Area city councils authorize their planning staff to submit zoning changes in bulk twice a year, for city council approval or denial. This “in bulk” process allows many code changes to be submitted for approval at once. This allows for an ongoing “clean up” process of the zoning document.

There should be annual updates for the Planning staff (by the Economic Development Staff) on business trends and how that affects zoning , business community feedback on regulatory pain points, and any best practices known in regulatory reform.

At the very least, there should be annual updates to the code to address changes in uses and business operations.

Example: A llowing retailer flexibility for a “ back room ” to accommodate the preparation of bulk mail shipments of their products.

1.1.4 Sales Tax Generators
Planning Staff should coordinate with the Economic Development Manager and Finance Director to understand which businesses in the City produce the highest sales/use taxes and what those businesses’ location requirements are. Planning staff should notify Economic Development of any conflicts in the zoning code for new uses that could generate significant tax revenue for the City.

1.1.5 Marketing Streamlining Permit Process
To change perceptions of “doing business” in Campbell, marketing will be needed.

Tactical suggestions are outlined in Strategic Initiative 2.0 , Action 2.1 Organizational Operations and in Strategic Initiative 4.0, Action 4.1 Economic Development Marketing, Tactic 4.1.1 Key Campaign Theme.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 55 Action 1.2 Real Estate Portfolio
Campbell’s real estate portfolio is a diverse inventory of property types - retail, office, and industrial - spread across Campbell each with varying market readiness. For Campbell, an initial web-based real estate portfolio listing showing space availability was created (called the Campbell Economic Centers Portfolio) during Phase I with additional data and information added in Phase III which is being delivered with the final Economic Development Plan for the City’s use.

A successful real estate portfolio in a city is one that is actively managed by the Economic Development Manager. It should be diverse but also dynamic, with the ability to reassess and adjust based on changes in the economic environment and market conditions. A diverse portfolio has a balanced mix of retail, office and industrial properties which align with the types of businesses and new investment the City wants to expand and attract.

Campbell’s real estate portfolio should also include those commercial properties designated in the Housing Element with zoning overlays for housing.

Why is a portfolio important? In a landlocked city like Campbell with limited areas for growth and expansion, a well-maintained real estate portfolio is critical for the Economic Development Manager to know what property is available, what is not moving and what might be at risk of sitting vacant. The Campbell Economic Centers Portfolio is also designed to provide the Economic Development Manager with the ability to measure the centers’ performance as it relates to sales tax revenue, especially if a center begins to show a decrease in sales tax on a quarter-b y-quarter or year-by-year basis. The Economic Development Manager can then “red flag” the center for further investigation.

The portfolio can be used to monitor economic centers and specific retail, industrial, flex and office properties to determine if there is an emerging cluster of synergistic businesses developing in a center. Monitoring enables the Economic Development Manager to have data and trends to take appropriate action in 1) addressing issues and opportunities and 2) in marketing spaces.

What is the Campbell Economic Centers Portfolio? The portfolio is a GIS based web tool 1 which was created by the Consulting Team, documenting all eleven Campbell economic centers, and identifying vacant properties that were listed on the market for lease (as November 2023). The objective was to provide the Economic Development Manager with a web-based mapping tool that visually depicts each center, maps the location and broker listings for vacancies and summarizes HdL (the City’s sales tax auditing firm) sales tax data that reflects the performance of each center (as it relates to sales tax generation). 1 Campbell Economic Center Portfolio, ERSI Storymap web based tool, https://storymaps.arcgis.com/stories/64e23545ee454f0c823a0a59718b49a0 City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 56 Map 1 – City of Campbell Economic Centers highlight eight retail-based centers that are contiguous geographic areas that cover multiple buildings and tenants.

Map 1 – City of Campbell Economic Centers
Including the large Fry’s Building vacancy, the retail economic centers and Downtown Campbell have vacancies in the 7% range2 (considered a low vacancy rate for retail). The industrial area vacancy rate is also 7% with the Flex/R&D space s approaching vacancies in the 3% range . Note: the Campbell Technology Park , located in McGlincy, is part of Flex/R&D vacancy which is in the 3% range, however, this property is in flux with the Technology Park being designated in the Housing Element for future housing (see Strategic Initiative 2.0 Building Economic Vitality, Action 2.4 Office, Parking Lot). 2 Working Paper, Real Estate, July 2023.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 57

CHALLENGE
There is an ongoing challenge in tracking and understanding the various vacancies in all categories – retail, commercial, services, office, research, and development and industrial and it is important for the Economic Manager to know the key vacancies that have opportunity to be filled . The current resource used for identifying vacancies is CoStar, a subscription service, however, it does not provide a complete listing of all properties and is often dated up to three to six months old.

The objective is for the Economic Development Manager to know those vacancies that are market-ready (vacancies that can be filled) and maintain a portfolio available to the public with links to listed properties.

The Economic Centers web tool was created as a Real Estate Portfolio3 for the Economic Development Manager to understand the various marketable vacancies, their location, and surroundings, as well as update the Portfolio quarterly with new vacancies identified by CoStar, Real Estate Brokers, or other sources.

CITY RESPONSE
The actions for the Real Estate Portfolio are closely tied with Action 1.3, Brokers Network, and the deeper analysis in Action 2.2.2 regarding Retail/Commercial vacancies.

The Real Estate Portfolio has three purposes:
1) Create a system/process to maintain a portfolio that informs the E conomic Development Manager of vacancies that are market-ready (can be filled), 2) Maintain a visual tool highlighting all the economic centers, and available properties as appropriate, on the City’s website accessible to the public which would link interested parties to representatives of those vacant properties, and 3) Provide a tool to benchmark and track economic progress at the various economic centers.

3 Campbell’s economic centers were mapped in a GIS ESRI web tool called StoryMap. This web tool highlights all of Campbell’s economic centers and vacancies within those centers are posted (November 2023). This tool is ready for use by the Economic Development Manager to track vacancies in the Economic Centers and to post on the City website for public.

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1.2.1 Campbell Real Estate Portfolio
The Economic Development Manager should utilize the Campbell Real Estate Portfolio (Portfolio) as the key tool to manag e and promot e ready-to-market properties; to track potential conversion of retail/commercial and industrial uses to housing; and to benchmark performance. There is a current inventory in the Portfolio4. The database can be downloaded in any format (Excel, GIS, Word document, Google).

1.2.2 Outreach to Economic Center Property Managers and Owners The Economic Development Manager could use the Portfolio to meet with center property managers and/or owners review ing upcoming changes in tenancy, proposed improvements, and/or any challenges. The tool could also be used in meetings with commercial real estate brokers to update the status of vacancies the broker has listed in a center.

1.2.3 Post the Real Estate Portfolio Map to Economic Development Webpage The Portfolio should be a link on the economic development webpage. Vacancies should be updated quarterly when notified by a broker. It is important to keep the data current otherwise visitors will not trust the information posted.

1.2.4 Tracking and Monitoring Economic Center Performance Indicators HdL, the city’s sales tax consultant, provided 2022 sales tax generated by each economic center based on GIS boundaries provided for each center’s footprint.

HdL should be asked to continue to provide sales tax data for each economic center.

This will ensure accurate tracking of center performance and provid e an economic benchmark for each center to maximize their potential.

1.2.5 Add Key Data and Information to the Real Estate Portfolio The Housing Overlay properties from the Regional Housing Needs Allocation (RHNA) should be identified on the Real Estate Portfolio (web tool) as many of the designations are existing retail centers.

4 Portfolio Database, November 2023.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 59

Action 1.3 Broker Network
During stakeholder outreach in Phase I, meetings were held with commercial real estate (CRE) brokers.1 These brokers represented property owners/buildings, and tenants in the various categories of commercial real estate, Retail, Industrial/Flex/R & D, and Office.

These CRE brokers can be considered part of the economic driver support system, as most of the tax producing businesses that locate in Campbell have interacted with one of these CRE brokers prior to locating in Campbell. These brokers are key stakeholders in expanding and attracting businesses to fill vacant space in Campbell.

Maintaining good relations with commercial real estate brokers enhances the City’s ability to gather information, identify opportunities, and facilitate the growth of the local economy. It strengthens the overall economic development strategy by leveraging the expertise and connections of the commercial real estate community.

CHALLENGE
Because commercial real estate brokers and City staff typically look at the real estate market differently, it is challenging to establish and continue ongoing communication with commercial real estate brokers. Commercial real estate brokers are transaction oriented. They see the world based on one transaction at a time and the commission generated from that transaction. If they do not believe a city staff person can be of help on a transaction, they often do not want to “waste” time on such communication or spending time in that city. Strong relationships with the brokers and developers are built on reliable information and trust.

CITY RESPONSE
The Economic Development Manager can be the key link to building one -on-one relationships with brokers doing business in Campbell. This promotes collaboration and assistance for the City. The Economic Development Manager is the perfect ombudsman to identify opportunities and advise on the support the City may be able to provide the new business owner.

1 Phase I Working Paper, Real Estate July 2023
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 60

1.3.1 Importance of Strong CRE Broker Relations
Good relations with commercial real estate brokers are a collaboration tactic which can be mutually beneficial and contribute to the success of economic development initiatives. Commercial real estate brokers bring many benefits to economic development and cities:
 Market Insight and Information. Commercial real estate brokers have valuable insights into local market trends, property values, and development opportunities.

Establishing good relations with them allows Economic Development Manager to tap into this knowledge, helping to identify strategic locations for development projects and business expansions.
 Understanding Market Demand. Commercial real estate brokers have firsthand knowledge of tenants and market demand for various types of properties. The Economic Development Manager can use this information to align development and leasing plans with the needs of the community and potential investors.  Streamlining the Development Process. Commercial real estate brokers often help navigate the regulatory and permitting processes involved in property development and leasing for their tenants. The Economic Development Manager working closely with brokers and can help to streamline these processes, reducing barriers to development and leasing, and encouraging investment within the City.  Facilitating Business Expansion. When existing businesses in the community are looking to expand or relocate, often they contact a Commercial real estate broker who can play a vital role in helping them find appropriate spaces. The Economic Development Manager does not want a strong local business to relocate out of the city, so working closely with brokers to understand the needs of the local businesses, especially when that business is getting close to outgrowing their current spaces, is critical.
 Networking Opportunities. Commercial real estate brokers are well-connected within the business community. Good relationships open doors to networking opportunities, allowing the Economic Development Manager to connect with potential investors, developers, and businesses interested in the area.

1.3.2 Building Trust
Specific tactics are included in S trategic Initiative 2.0 Building Economic Vitality ,
Action 2.2, including communications and outreach. However, given the current perception held by brokers doing business in Campbell, the brokers will need to be shown that changes have occurred in the Zoning & Permitting (Strategic Initiative

1.0, Creating Market Opportunities, Action 1.1). This will take extensive outreach and meetings as well as engaging their input on the updated streamlining process.

As noted in Action 1.3, Task 1.3.1 commercial real estate brokers have enormous influence on business decisions, they have earned the trust of their client usually following their recommendations. The City/Economic Development Manager must instill that same trust with the commercial real estate broker.

1.3.3 Annual Commercial Real Estate Brokers Breakfast
Once a year the Economic Development Manager should host a commercial real estate broker breakfast. At this breakfast, the Economic Development Manager and Community Development Director can share updates on development s that are occurring, and zoning changes in the City and at the same time gather information from this key stakeholder group feedback on regulatory standards, new uses where the zoning/permitting could challenge a location and best practices in planning and permitting that could be occurring in other communities (Action 1.1, Task 1.1.4) Allow time at breakfast for broker presentations of listed buildings in Campbell (no more than 5 minutes each presentation).

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 62

Action 1.4 Research, Assessments and Analysis
Research is a foundational activity for economic development, enabling informed decisions, identifying opportunities, and creating actions that lead to sustainable economic growth and community prosperity.

It is important for the Economic Development Manager to have accurate and up-to-date information about the local economy, market trends, and community needs. Much of this initial research has been provided in the working papers with this Economic Development Plan, but it must be maintained. Continuous research, as a process of economic development management, will help to:
1) Continue to identify emerging and target industries in changing market. 2) Determine areas where the City can gain competitive advantage. 3) Identify potential new markets and opportunities for development and investment.

Research will also keep the City aware of opportunities that can strengthen and expand its economy and, in turn, sustain quality of life for its residents.

1.4.1 Identify Emerging & Target Industries (this research is tied to Strategic Initiative

2.0 Building Economic Vitality, Action 2.3 Traded Sector) Silicon Valley’s history is notable for the continuous development and successful commercialization of new technologies. However, increasingly other regions in the world are doing the same. Tracking emerging industry or technology is critical for economic development. However constant shifts, transitions, and disruptions in the global economy are unintended consequences that affect technology innovation and advancement and create challenges for knowing how businesses and communities prepare for new opportunities. 1.2
Predicting the “next new thing ” with certainty is difficult to determine . Flexibility, speed, adaptability, and creativity are important attributes and competitive assets for any business and community wanting a role in the development of a transformative technology or idea. On the demand side, businesses will still need physical space for incubation and access to top talent . On the supply side,

1 Start-Up Grind was founded in 2010 to convene entrepreneurs around the challenges of launching a new company. There are now chapters, events (virtual and in-person) and workshops in cities throughout the world. According to Start-up Grind, nine emerging innovations that may change the world include: 1) Artificial Intelligence 2) Autonomous Driving 3) Reusable Rockets 4) Virtual Reality and Augmented Reality 5) Rapid Adaptation of Renewable Energy 6) Large Scale Desalination 7) Ridiculously Fast Internet 8) Online DNA Analysis 9) Immune System Engineering; see https://www.startupgrind.com/blog/9-innovations-that- could-become-the-next-big-thing/

2 McKinsey Generative AI, 2023. McKinsey provides research reports on markets, the economy, technology, productivity, etc. which are available at no cost.

communities must have the right location assets—infrastructure, communications, physical space, workforce, as well as a business climate that is adaptable, flexible, responsive, and supportive.

1.4.2 Areas Where the City Can Gain Competitive Advantage. For Campbell to continue to gain competitive advantage continual research must be done. An example is the mobility of workers and workplace efficiencies continually transforming how work is done which reduces the demand for physical space work.

Example: One of the City’s competitive advantages is people (talent) located in Campbell and those attracted to Campbell as a quality community with sense of place. One of business’ top location factors is the proximity of talent because of the current worker shortage. A worker shift experienced by the pandemic was an increased acceptance of remote work. Knowledge work can be done anywhere if the talent and communication infrastructure is available. Having talent located in Campbell is an advantage. This is highlighted in Pillar III, Aspirational, Placemaking, placemaking maintains that sense of place.

1.4.3 Potential Market Sector Shifts and Investments. Market sector shifts need to be continually research ed as they can affect how programs are managed and implemented such as:
▪ Shifts in population, income distribution, consumer patterns and consumers preferences affect the retail commercial sectors . The current shift has been to more “experienced” based retail , this shift can result in sales tax revenue being reduced.
▪ Emerging industries identified as potential traded sector businesses for Campbell, automation, robotics, and AI require workers with skills, competencies, and applied knowledge. Competition for workers with these skills will intensify as these emerging businesses grow. Maintaining the talent pipeline living in Campbell will be important.
▪ The City Council identified the visitor sector as a potential initiative which will require research, analysis, and engagement of public -private partners (see Strategic Initiative 2.0 Building Economic Vitality , Action 2.4, Visitors & Hospitality).

Industry research should be a continual process for economic development to be aware of the potential shifts that could be occurring.

1.4.4 Sources & Monitoring . As part of implementation, monitoring trends and performance is recommended . This is a key activity where the E conomic Development Manager will need to identify specific indicators for monitoring and scheduling dates for reporting. (such as quarterly, bi-annually).

Resources for research are varied and diverse including public sources, trade journals, industry specific data and local business publications, the E conomic Development Manager will be creating their own list, but general research sources will include:
• Real Estate Market Reports
• Local and Regional Business Journals
• Industry Associations
• State & Federal Data sources, i.e., Census Bureau, Bureau of Labor Statistics, Department of Finance
• Labor Market Data
• State Agencies
• Regulatory Updates
• National and State Chambers
• Educational Institutions
• Publicly Available Financial Reports
• Social Media and Online Platforms
• Sales Tax Data (coordinated with Finance Director)
In addition, t he Economic Development Manager may want to gather specific or local data and may find conducting surveys, either independently or in collaboration with local partners, such as Chamber of Commerce, can help gather targeted information directly from businesses, residents, and stakeholders.

Economic development consultants or the City’s Finance Department can provide financial analysis and economic impact assessments.

“Building Economic Vitality" describes the City’s strategic actions, usually led by the Economic Development Manager, to reduce risks of economic downtown and City revenue decline s. These efforts include forging relationships and build ing trust with businesses and business investment influencers.

Building economic vitality is a long -term proposition that requires focused economic development actions and resources. By strengthening and empowering economic development in the City, the actions in this initiative will allow the Economic Development Manager to focus on business, lead initiatives, build alliances, address key challenges, and access resources for collective impact.

CHALLENGE
Campbell faces two challenges that could affect near term economic growth in the City:
▪ As indicated in Strategic Initiative 1.0 Campbell has had a reputation as a place difficult to do business1. Campbell has made excellent headway in changing zoning and permitting to be much more business-friendly and expedient. These changes need to be communicated to key businesses and brokers to prove the City is “open for business” and sensitive to business needs.
▪ Cities are heavily dependent on sales tax revenue to fund critical services. All cities took a hit during the pandemic with significant decline in sales tax revenue which appeared to be coming back in 2023. However, the national and regional economy continues to shift causing disruption for many companies. There continue to be ripple effects on local communities as businesses decide to close, consolidate, merge, or move. During these times businesses are at their highest risk of deciding to
leave a community which can be a loss of revenue to the City. Currently the Silicon Valley businesses such as Google, Amazon, Microsoft, Meta are projected to continue lay-offs through 2024, which can affect local businesses. 1 The City of Campbell is not alone with businesses and business influencers perceiving a city is difficult to work in, many cities in the Silicon Valley face that perception which is often due to regulatory issues out of the city’s control.

The objective is to mitigate the perception as much as possible with taking strategic steps to create a “business- friendly” environment.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 63

CITY RESPONSE
Implement focused outreach and assistance to existing businesses, building strong relationships with the real estate broker community to fill vacant spaces and create economic growth:
▪ Reduce risk of tax revenue decline to City.
▪ Encourage new investments which create economic impact, multiplier affects and sales tax revenue.
▪ Retain and diversify business mix.
▪ Position the City to be attractive to diverse emerging businesses, especially retail and technology start-ups.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 64

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 65 Action 2.1 Organizational Operations

2.1.1 Role of Economic Development . The Economic Development Manager's role is multifaceted, requiring a combination of strategic planning, relationship building, risk management, understanding the needs of business, and execution skills to drive sustainable economic growth.
1) Economic Development within the City should be clearly defined has a business- facing department with an annual work plan that is communicated with other departments who are able to help and support in achieving the objective of the Economic Development Plan.
2) Economic Development is business -audience focused, implementing targeted programs:
▪ Business Outreach Program to retain and expand existing businesses:
- Major sales tax generators, annually
- Existing businesses in all sectors - retail, office, traded sector and visitor ▪ Building Relationships with companies and individuals that influence expansions and new business locations:
- Economic centers managers/owners as geographic areas of economic impact
- Building and property managers/owners
- Real estate brokers
▪ Promoting Doing Business in Campbell to existing, new businesses and business networks:
- Highlight business is a priority in Campbell
- Share changes to streamline zoning and permitting
- Feature space availability
3) Economic Development also facilitates business expansion, locations, navigating City departments and accessing business resources. Some cities have used Business Ombuds person as the position title to further promote the ir City is business friendly. The position serves as a vital conduit between City administration and businesses with inquiries and questions.

2.1.2 Community Development Department : As noted in Action 1.1 , Economic Development coordinate s with Community Development on specific business changes and/or needs. Annually update Community Development on retail shifts and trends, office market changes and demands, tracking of emerging and new innovative businesses, business models and industry shifts in the traded sector market, feedback from existing business and economic centers on community and regulatory challenges, as well as regulatory reforms being implemented in other cities that could continually enhance streamlining zoning and permitting process.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 66

2.1.3 Finance Department. It is important for the Economic Development Manager to work closely with the Finance Director particularly on business licenses, sales tax, and transient occupancy tax to track tax revenue from the economic centers, business categories and specific businesses.
1) Sales tax data. Information at the business level is confidential. The Economic Development Manager should schedule monthly meetings/reviews with the Finance Director to review data.
2) Sales tax tracking . To get accurate current sales tax data on Campbell’s Economic Centers 2 the City requested HdL to provide the data based on the geographic footprints of each Economic Center. Recommend that the City request HdL to provide this information quarterly along with all other reports so it can be tracked, analyzed, and actions initiated by the Economic Development Manager , using the initial data as the baseline to measure changes.
3) Business licenses. New applications for business licenses should be sent to the Economic Development Manager to add to the customer relations management system and welcome the businesses to Campbell.

2.1.4 Tools & Resources. To be efficient and effective in implementing the economic development initiatives, the economic development programs need the following tools (see Appendix 2.1.4 – Economic Development Tools for additional details3). 1) Customer Relations Management System (CRM)
2) Newsletter Email
3) Dedicated Zoom or Teams Account for confidential meetings with businesses 4) LinkedIn Account

2.1.5 Economic Centers Real Estate Portfolio4. Delivered with this Economic Development Plan is a web-based GIS-ERSI Story Map. This tool was used to map all of Campbell’s economic centers, nine commercial and two industrial centers.

The purpose was to profile each center as well as assess each center’s performance based on sales tax generation and identified vac ancies. This tool will remain with the City.
▪ The Economic Development Manager should use the tool to maintain a portfolio of each center and vacancies within those centers.

2 Working Paper – Sales Tax Review July 2023
3 Appendix 2.1.4 Economic Development Tools
4 Campbell Economic Centers web based tool profiling all commercial and industrial centers in Campbell, https://storymaps.arcgis.com/stories/64e23545ee454f0c823a0a59718b49a0 City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 67 ▪ Update the vacancies quarterly and update center information annually. 5 ▪ The Campbell Real Estate Portfolio tool should be linked to the Economic Development page within the City website.
▪ Identify “featured” properties that can be added as a tab on the tool for promotion.
▪ Key market potential data and videos of businesses can be added.

2.1.6 Target Audience Communications. To ensure effective communication s and build relationships, it is important to establish a regular and balanced schedule for diverse types of communications . The Economic Development Manager should schedule and maintain a communications strategy using Mailchimp (the City’s email platform), direct emails (through the CRM), and key networking venues. 1) Doing Business In Campbell Newsletter (Mailchimp)
The Economic Development Manager should focus on sending a quarterly newsletter to engage and inform the economic development target audiences (businesses, developers, brokers, venture capital firms ) effectively. The newsletter will consist of 3 or 4 main topics:
5 Properties Listing Updated November 2023.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 68 Rezoning and Permitting: The first main
point should shed light on the City's
efforts to simplify the process of
rezoning and permitting highlighting
the easy of starting or expand ing in
Campbell.

New Tools and Projects : The second
point should highlight either a new
business tool or a significant project the
City is currently engaged in. This section
will provide insights into how these
initiatives will shape the future of
Campbell.

Available Space and Business Updates :

The third point should focus on
available spaces or showcase
businesses that have recently relocated
to or expanded in Campbell. This
highlights opportunities for growth and
development within the City.
"You Asked" Series : This section should
feature a "You Asked" series, which
could revolve around an Economic
Center or a local business. The purpose
is to spotlight key assets available for
lease or repurposing in Campbell. It will
include links to Real Estate Portfolio ,
relevant data, and contact information
for those interested in further
exploration. Additionally, provide a link
for users to submit questions for the
upcoming newsletter, promoting
engagement and interaction.

By structuring the newsletter in this
way, the Economic Development
Manager can effectively communicate
key developments in Campbell,
showcase available opportunities, and
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 69

encourage active participation from the audience, contributing to changing the perception of the City as an attractive place to do business. 2) Direct Email Communications
▪ Direct email to the target audience is more personalized. The objective of emails is to maintain consistent visibility. Plan a regular email schedule to keep the audience engaged and informed about key information. Keep it short – can be as simple as “just checking to see if your listing” is current on our Real Estate Portfolio.
▪ Using the customer relations management system the Economic Development Manager can segment an email list to a specific audience, different business sector – retail, office, industrial, brokers, developers and venture capital firms.
▪ The direct email can be single purpose just to keep Campbell’s name in front of them or specific. Direct mail is an excellent way to send a video tour of a new building on the market, or a City project. ▪ Direct email is also a great tool to ask for responses to short surveys or ask for specific input, such as a type of retail expanding in the market. 2) Key Networking Venues
▪ Utilize LinkedIn to reach a professional audience, showcasing properties that are ideal for various business types. Regular posts will highlight various aspects of the available properties, such as location benefits, infrastructure, and development potential. These posts can link back to the Real Estate Portfolio for an immersive and informative experience.
▪ Actively participate in real estate and business networking events, using these opportunities to promote Campbell’s assets.
▪ Host webinars and virtual tours of key properties using the Real Estate Platform. Invite potential investors, developers, and brokers to these sessions where they can get a detailed view of the properties and ask questions in real-time.
3) Personalized Outreach and Relationship Building. The most effective, but also most time-consuming outreach effort is the face-to-face direct engagement. There are two types of face -to-face activities that create strong connections . Attending network venues, where there is an opportunity to meet with the target audience and those organized and scheduled by the Economic Development Manager. • Schedule face-to-face meetings for direct engagement. • Host networking events to facilitate discussions and collaborations.

These both require preplanning, scheduling, and follow-up with target audiences.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 70 Filling retail vacancies in the various economic centers in the City including strip centers, neighborhood centers, and regionally serving retail was a priority for creating the economic development plan. During Phase I, Assessment of Real Estate and Vacancies1, the retail vacancy rate was 7% which is considered a low vacancy rate for retail. However, as recovery from the pandemic continues and the national, regional, and local retail markets continue to shift , and increased regulations affecting business operations challenges continue to affect how vacancies can be filled within the retail marketplace.

CHALLENGES
Over the last seven years, (2016-2023), brick-and-mortar retail upheavals have occurred in national, regional, and local markets caused by m ore retail shopping moving online and brick and mortar stores closing. While strong retail demand returned post-pandemic, there also occurred a shift in the types of businesses replacing and utilizing typical retail space. The current demand is for more “experience oriented” businesses which sometimes require different physical layouts of space.

Campbell could face the following challenges in filling retail spaces:
• Supply/Demand Shift. Limited portfolio of available and ready-to-market space for the market demand/shift.
• Marketable Spaces. Retail spaces could be vacant but not marketable, limiting the space availability further (Chart 1-Types of Vacancies and Action 2.2.2). • Commercial Properties Transitioning to Housing . To increase housing , the State passed zoning regulations which added housing overlays to commercially zoned properties. When these properties are redeveloped, it will decrease the retail and commercial spaces throughout Campbell.
• Conditional Use Permits. Conditional use permits are still required for many retail uses in Campbell, which could delay store openings by nearly a year after a lease is signed.
• Campbell Retail Supply, Demand, Leakage. Campbell has a retail sales surplus2 with few categories indicating a retail demand (also referred to as leakage). Lack of retail demand will challenge recruit ing new retailers; prospective retailers seek areas where there is an unmet demand (Action 2.5.5).
1 Working Paper, Real Estate July 2023
2 Chart Campbell Retail Supply & Demand, Source: Placer ai, Retail Supply & Demand Source, January 2024 City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 79

CITY RESPONSE
The City’s response to dealing with the challenges of the retail market should be very strategic in approach, including:
▪ Understanding the retail/commercial real estate portfolio at a deep level. ▪ Building relations with retail brokers, both locally and regionally, especially those representing tenants.
▪ Focusing on Campbell’s economic centers and existing retail/commercial businesses to identify opportunities for expansion and diversification. ▪ Initiating and maintaining strong communications with retail businesses, property managers, developers, and brokers to change the current negative perceptions regarding Doing Business in Campbell as it relates to permitting. ▪ Continuing to make changes to zoning and permitting started in 2 023 by the Community Development Department/Planning, Planning Commission and approved by Council.

The Action Tasks that follow focus on market -ready property inventory, utilizing the broker network, continuing the process of streamlining permitting and zoning for retail, existing business outreach and matching target uses to space availability and marketing.

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2.2.1 Creating and Maintaining a Quality Contact List
A well-curated Customer Relations Management (CRM) database of businesses and contacts, updated frequently, will be a tool to not only build relations but to efficiently manage contacts, transactions, communications, and outreach. ▪ Populating Customer Relations Management (CRM) database . Key contacts to be entered and coded into the CRM:
o Real Estate B rokers - Bay Area based brokers representing national and regional retail/commercial tenants. Local firms such as Econic (Campbell), Retail West, Metrovation Retail, and Lockehouse Retail Group may assist in providing key contacts and introductions.
o Economic Center property managers and owners.
o Existing retail/commercial businesses (owners and managers). o Key sales tax generator businesses and if appropriate their internal real estate management.
o Over time, populate and code new businesses or potential retail targets that the City wants to attract.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 81 o NOTE: Building a quality CRM takes continual inputting and updating. Do not expect to have this done quickly. It takes years to accumulate all the information and keep it current.

2.2.2 Creating a Retail Ready-to-Market Inventory
Campbell’s Economic Center Real Estate Portfolio3 currently provides an inventory of available spaces listed by brokers (as of November 2023). This serves as a tool for the E conomic Development Manager to maintain an inventory and market available sites.

However, there needs to be a deeper dive into all the vacancies to determine the status and type of vacancies before an accurate and refined list of “market-ready” spaces is available for use. This is called the “Ready-to-Market Inventory.” There are six types of vacancies that render a space not market ready, (reference Chart 1 Types of Vacancies ). To have an effective program filling spaces , each available space needs to be categorized (market ready or not market ready) so the Economic Development Manager focuses on only those spaces that have the potential to be filled or cause the fewest delays for a potential user. 3 Campbell Economic Center Real Estate Portfolio is a web based ESRI tool provided to the city describing each Economic Center in the City and listing vacant properties in any of the economic centers (as of November 2023).

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 82 City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 83

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 84

1) Creating Initial Inventory
▪ This inventory matrix is a working document for the Economic Development Manager to understand the ready-to-market spaces by each Economic Center.
▪ Starting with existing vacant properties posted to Campbell’s Economic Centers Real Estate Portfolio, create an inventory matrix to document this deep investigation of properties, space sizes, uses and type of vacancy. ▪ Contact brokers to identify any new listings that have not been posted to the Economic Center s Real Estate Portfolio and use CoStar for creating a baseline inventory. (CoStar is a City subscription database of properties listed by brokers, property managers and property owners.) ▪ Begin classifying each vacant space by vacancy category to identify those that are most “market-ready” (Chart 1, Types of Vacancies). In addition, it is important to understand which vacancies are the most impactful vacancies (largest and most visible).
▪ The Economic Development Manager may have knowledge of the reason for each vacancy but if not, the Economic Development Manager could take the opportunity to reach out to each Economic Center property manager or property broker to find out why the spaces are vacant. In addition, questions could be asked about the space challenges or even potential uses . Those who lease the space best understand the circumstances and conditions of the space, which will help the Economic Development Manager categorize and prioritize the spaces for leasing opportunities.
▪ The inventory matrix should include the types of vacancies (Chart 1). As the Economic Development Manager reviews each vacancy , time should be taken to understand why the vacancy exists, and the reason should be noted on the matrix.

2) Maintaining Inventory, Update Economic Centers Real Estate Portfolio Once a quarter, the Economic Development Manager should:
▪ Refresh the vacancy inventory of each Economic Center in the City. ▪ Connect with brokers on new listings.
▪ Obtain a CoStar report.
▪ Visit the economic centers for a visual inventory.
▪ With the updated vacancies, update the Campbell Economic Center s Real Estate Portfolio on the city website.
▪ Identify key properties that may have potential to match uses.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 85 3) Broker Assistance
Brokers representing different properties (Listing Brokers) and diverse types of retail tenants (Tenant Representation Brokers) are the best sources of current data on the market . The Listing Broker understands the viability of specific spaces and the market potential. Building the broker network (Action 1.3) will be invaluable when the Economic Development Manager needs to get “boots on the ground” information for filling spaces.
4) Physically Obsolete Building Inventory
Those spaces and properties that fall into the Physically Obsolete Building category typically cannot be leased until they are upgraded. Possible steps to help resolve these property issues include:
▪ Investigate what other cities are doing (grants, Main St reet funds, etc.) to help property owners bring their buildings up to code.
▪ Until the Economic Development Manager has determined the reason a property owner is not getting a space leased, the problem cannot be resolved.
5) Transitioning Commercial to Housing
In 2023 there was a new State law passed that allows all commercially zoned properties to be developed with housing if certain criteria are met . This will have the effect of reducing the overall retail/commercial space in Campbell. ▪ When preparing the Ready -to-Market inventory of retail properties, t he Economic Development Manager, should flag properties that have been designated in the Housing Element for potential transition into housing, (Chart 1 -Redevelop into Housing )4 This should be done to get a clear understanding of what Ready -to-Market retail properties could be redeveloped into housing
▪ If Campbell’s zoning requires ground floor retail on a commercial site, it is likely that less retail will be planned and built. This net reduction of retail space could also affect sales tax revenue for the City. To help mitigate this reduction the following actions could be taken:
o The Economic Development Manager should collaborate closely with Planning to ensure the proposed mixed use housing projects with ground floor retail space are designed and constructed using the specifications of national and regional retail standards. 4 Housing overlay maps are included in Working Paper, Real Estate, also available from Campbell Planning Department.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 86

o The E conomic Development Manager should coordinate with the Community Development Department to further identify properties with owners interested in redeveloping their properties into multi -family housing and be involved in the early discussions of development. 6) Reporting Vacancies to Council
Using the vacancy inventory the Economic Development Manager should:
▪ Report quarterly on the status and types of vacancies as well as the status of current outreach and spaces being filled.5
▪ Utilize the Campbell Economic Centers Real Estate Portfolio and Story Map as a visual tool and resource to showcase new properties and new businesses locating in a center.

2.2.3 Zoning and Conditional Use Permits as it relates to Retail Many businesses trying to open in Campbell in the past (using the previous zoning code) concluded Campbell was a difficult city to obtain use and building permits for interior tenant improvement s. The past zoning required tenants that were different from the previous use to obtain a use permit before applying for a building permit. This requirement caused confusion and time delays.

While the City did away with this requirement in mid -2023, there are still perceptions in the marketplace that it will take longer for a retail tenant to open in Campbell than in other surrounding cities.

However, there are still uses in Campbell that will continue to need a CUP. The time requirement and costs of these conditional use permits are causing tenants long tenant delays in opening their stores. To assist retailers interested in expanding or opening, the Economic Development Manager should:
1) Become familiar with the current zoning documents to understand what uses require CUPs, and in what zones.
2) The Economic Development, in an ombudsman/assistance role , should be prepared to describe to a potential business the requirement s, process and timeline for CUPs and be able to make suggestions on how to streamline the process.
3) Review with the Community Development Director the retail uses that require CUPs to determine if any can be revised to a shorter Administrative Conditional Use Permit or Permitted status. This will help to fill vacancies quicker.

5 Working Paper – Real Estate July 2023 provides data of vacancy as of June 2023, this would be baseline. This should be reference when updating retail space vacancy rates.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 87

2.2.4 Prioritize Sales Tax Generators and Schedule Appropriate Business Calls In addition to filling vacancies, an economic development objective is to maintain and increase sales tax revenues generated by business in the City’s economic centers.
1) Working with the City Finance department, track sales tax revenues for the major retailers on a quarterly basis to determine the health of such retailers. 2) Understand the current Campbell tenants generating the highest sales/use tax revenue for the City (sale tax contributors).6
3) Outreach, whether in person or by phone, to the highest sales/use tax generators at least once a year to understand how their business did for that year and what expectations are for the next year. This might best be done at the beginning of the fiscal year.
4) Meet with property managers or owners of the City’s major retail centers (Pruneyard, Hamilton Plaza, Campbell Plaza, Kirkwood Plaza, Downtown, San Tomas Plaza, Campbell Plaza) at a minimum once a year. Ask centers managers about issues in their centers. Ask about any positive changes/opportunities occurring in their centers.
5) It will be difficult to personally visit every retailer/commercial business in Campbell every year. Therefore, different methods to connect with businesses include:
o Schedule and host a “coffee/tea get together ” with the retail center managers once a year.
o Have the center manager i nvite all that center’s businesses to a meeting each year.
o Ask the businesses about their operations, the market, and any needs and opportunities.
o Send a Campbell Retail/Commercial newsletter at least twice a year. o Use a newsletter to host a survey for businesses to respond to key questions, such as how the business is doing, potential problems or any opportunities.

Include contact information for questions/issues.

6 Source: City Finance Department maintains list, 2022-23 List included in Working Paper – Sales Tax City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 88

2.2.5 Match Targeted Uses to Available Spaces
According to retail sources,7 there are only three categories with unmet demand in Campbell8 Retail – Groceries, Retail – Building Materials & Supplies and Services – Restaurants (family style and restaurants with bar service) Chart 1 Unmet / Oversupplied Retail and Service Categories

7 Placer ai is the major retail source calculating retail supply and demand 8 Source: Placer.ai, Data Run December 2023, 3-5-7 miles radius of Downtown Campbell.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 89

Note: These reports indicate points in time using demographic and sales data and may often not completely reflect the actual market but are good indicators. However, it is important for the Economic Development Manager to do research on categories that show unmet demand.

Retail Vacancy – Business Tenant Targets
See List 1 – Retail Vacancy – Business Tenant Targets which overviews the types of space requirements needed for Unmet Deman d Categories. Also included in List 1 – Retail Vacancy is a current ( First Quarter 2024) matching of available on the market space to current active tenant uses. Note: these spaces have not been evaluated for market-readiness, which should be done before marketing or business targeting.

Continued Research and Execute
1) Identify specific retailers in Campbell that fall into these categories schedule meetings to determine if there is opportunity for expansion and current marketing trends.
2) Do research online for other similar retail tenants and emerging tenants. See Research Examples.
4) Identify size/spaces requirements for these retailers, and their preferred types of locations. Check vacancies in the Portfolio and outreach to listing brokers to determine any other or upcoming vacancies.
5) Use the economic development professional network (Silicon Valley Economic Development Alliance) to ask what types of tenants they see in their cities that are thriving and contributing to their sales tax base.
6) Utilize the International Council of Shopping Centers to access updated information on retailers and industry trends.
7) As part of continued research, work with the above resources to update annual data on unmet demand.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 90

LIST 1 - RETAIL VACANCY – BUSINESS TENANT TARGETS
Retail/Commercial Vacancies. Filling retail and commercial spaces not only adds to the shopping diversity of the City, but it also contributes to sales tax revenue.

Unmet Demand Business Categories
Challenging for Campbell, based on a Placer A.i9 analysis, Campbell is overall supplied in most retail categories which is an indication of a regional market serving residents beyond Campbell. The categories with unmet demand may be served by stores adjacent to Campbell serving the market:

To target attracting store(s) in these unmet categories the first step would be to identify building spaces that would may fit a potential retail user assuming that user is seeking new space, examples:
1) Groceries. Grocery stores require larger spaces, depending on the user. In Campbell there is currently one 15,000 square foot space and one 25,000 square foot space. 10 The 15,000 could possibly be used for grocery store. Currently Grocery Outlet is the only grocery store of that size that is active in the market. The space would need to be evaluated with the real estate broker representative or property owner before marketing or approaching a potential business about a location. 2) Other Food Off Premises: References convenience stores, or smaller deli type food vendors that prepare “food to go”. A convenience store could take a space similar to the former Denny’s, or another stand-alone space in the range of 3,400 square feet. 3) Deli Type “Food to Go”: Spaces could be in line, contiguous to neighboring tenants, under a single roof, or a frontage space that is in a straight line with other stores. The typical space size is 1500 -2500 square feet which Campbell has several of those size spaces.
4) Meals and Non -alcoholic Off Premises : Typically means “prepared food to go”. That concept does exist but is currently not active unless attached to a grocery store. 5) Alcoholic Drink Establishments: This use is excellent for Downtown however there are currently no spaces downtown being actively marketed on LoopNet or Costar. 6) Lumber and Other Building Materials : This use needs larger spaces like Home Depot and requires large truck access. There currently are no spaces available in Campbell.

9 Section II, Strategic Initiative 2.0, Action 2.2 Placer AI Analysis of Unmet Demand/Oversupplied Categories 10 Space available, 15,000 and 25,000 square feet, as of February 2024.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 91 Current (2024) Potential Active Tenant Use Target Matched to Campbell Spaces Currently on the Market
Targeting retail businesses, different than targeting industrial and other uses, is best approach by matching space vacancies to retail uses. Retail businesses typically have a size range that best fits a category of retail. Below are the current (as of first quarter 2024) retail space available matched to retail categories that are currently active in the market:
1) 970 W. Hamilton-4, 650 sf available. This stand-alone building would be of high interest to quick serve restaurants, with or without a drive thru, fitness tenant and/or salon suite tenant 2) 515 E. Hamilton -15,000 sf and 25,000 sf available . A large fitness tenant is the most likely target for the 25k space. Pet supplies, entertainment (Kids Empire, Tipsy Put), salon suite, all are categories that range in the 15k sizes, but all are rent sensitive. 3) 423 E Hamilton-3,348 sf available. Because of the size, this is best suited to medical office, real estate office, some type of service office tenant. 4) 130 E Hamilton -Gateway Square-3,632 sf available . This center has a medical office, fitness, and restaurant, Fed Ex store along with the Walgreens drug store. The space will be challenging to demise smaller due to depth. At this size with a fitness business already located in the center, the best opportunity would be a local restaurant tenant, or a national fast- food tenant that agrees to go here with no drive-through. 5) 1581 W Campbell Ave -shop spaces and a 24,000-sf anchor space. This size anchor typically would attract either large fitness or grocery . The shop spaces would most likely attract food service tenants.
6) 2591 S. Bascom Ave -1,137 sf available . An inline small space like this would attract a nail salon, or knitting store, or small independent service tenant. 7) 2360 S. Bascom Ave-1,500 sf available. The location of this space makes it hard to lease. The best possible categories would be small studio (dance, martial arts), possible food. 8) 2060 S. Bascom Ave -5,358 sf available -former Dennys . This space could target medical offices, possible breakfast restaurants, other food tenant. 9) 2050 S Bascom Ave-1,100 sf available. Former dry cleaner space. Any tenant would need to check environmental issues. Categories of possible tenants would be dance, martial arts, knitting, possible housewares.
10) 1875 S Bascom Ave-The Pruneyard. There is 250,000 sf of retail in this center. Currently there is 4,515 sf available for lease on the ground floor within three small spaces, two of which cannot accommodate food. Food tenants are the most likely to pay the higher rent/nets for this location but cannot be accommodated due to utility shortages. Many retail tenant categories are in the center (often with exclusives as the only tenant of its category). Most likely tenants will be small, mom/pops. Possibly crafts, or small personal services tenants.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 92

2.2.6 Implement Marketing to Attract New Retail Businesses To address the challenge of changing perceptions of doing business in Campbell the Economic Development Manager should send newsletters to all businesses and market influencers. Also schedule personal meetings with individuals representing vacant spaces. Key messaging is “ Campbell is changing the doing business in the City environment. Other key tactics supporting this initiative include:
1) Website
▪ Add a page to the City’s website on the Retail/Commercial market in Campbell.
▪ Connect the Campbell Economic Centers Real Estate Portfolio to the website and update it at least quarterly. Make certain the portfolio links to broker flyers for vacant properties.
▪ Feature economic centers, properties, and businesses. ▪ As projects are completed post “success” case studies. ▪ Feature zoning and permitting changes that shorten the time a tenant takes to get open for business in Campbell.
2) Partner Organizations
▪ Ensure organizations such as the Chamber of Commerce and the Downtown Campbell Business Association are included in the newsletters. ▪ Work with these organizations to ensure they are updated on all information regarding new retail/commercial business es locating or expanding in Campbell.
▪ Ask these partner organizations to refer potential new businesses to the Economic Development Manager so he/she can help with the permitting process.
3) City Inquiries
▪ Create a process with City Hall to refer all inquiries to the Economic Development Manager.
▪ Create an internal process to make sure the Economic Development Manager is notified if any business is inquiring and applying for permits so that the Economic Development Manager can input contact information into the CRM system.
4) Marketing to Target Users
▪ Prepare packets identifying specific spaces that would fit the target user. ▪ Send (by mail or email) packets to the target user with a copy to their respective brokers, if any.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 93

▪ Schedule meetings at their offices.
▪ Attending ICSC regional marketing events and schedule appointments with desired retail targets that attend.
▪ Options – Many cities retain consulting firms that assist a city with matching spaces to target users (that may be looking for space), handl ing outreach and/or appointment setting to meet target businesses and represent the city (or attend with the City) at ICSC events where they can connect and network with target users.

COUNCIL INQUIRY Exploring Opportunities for Growth & Development At the December 5, 2023, Study Session, the City Council provided input and comment on two specific types of businesses they felt should be attracted to Campbell - – Fitness and Bike Rentals.

1. FITNESS
Fitness is currently a highly active tenant category in commercial space allocation. It is a commercial/retail category that requires an in person visit; therefore, it is immune to online shopping from a retailer’s perspective. In Campbell, the Council has noticed many different fitness businesses in the City. Whether these tenants are large (Fitness 19) or small (Orangetheory) there could be a fitness and health theme to promote.

The fitness image could be built upon as a marketing tactic (noted in 4.0 Marketing & Promotions). However, as a retail target, there are no indicators of additional demand for more fitness operators. Note: fitness operators contribute little economic impact (especially sales tax revenue).

If the City pursues a fitness theme, the Los Gatos Creek Trail should be added as a key amenity for residents and visitors on the City’s website. The Los Gatos Creek Trail is not currently being marketed and it is not clear which department would handle the marketing.

Possible Action Steps:
• This theme w ould be st fit with the Visitor Strategy recommendation ( Strategic Initiative 2.0, Action 2.5) partnering with organizations that can launch and manage marketing and promotions to the visitor market.
• Include the fitness theme on City website (Strategic Initiative 4.0, Parking Lot). • Collaborate with outdoor focused non -profit groups to leverage marketing opportunities (Strategic Initiative 2.0 & 4.0).

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 94

2. BIKE RENTALS
A bike rental store was mentioned as a logical type of business that should be located in Campbell, particularly if located near the Los Gatos Creek Trail.

Initial research indicates the economics of operating a bike rental store is not likely to be profitable in Campbell without a high level of subsidy. Most bike rental agencies are in high traffic, high visitor locations like Lake Tahoe.

A viable option might be to partner with one of the hotels located near the Los Gatos Creek Trail, for a bike rental service to operate within the hotel (to reduce overhead for the bike rental service ) during the summer months. This service can be available to other hotels in the City.

Possible Action Steps: Include the action in the recommended Visitors Strategy. In the short term, engage hotels about potential interest in such a venture. The City’s own Parks & Recreation Department might be interested in a venture with pop-up venues during special events around the trail.

Additional audience personas, profiles and marketing tactics are included in the Brand Story Strategy, a separate document.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 95 RESEARCH EXAMPLE – FILLING SPACES, SALES TAX GENERATION

BUSINESSES
Recruiting businesses that generate California sales tax is a strategic approach to enhance municipal revenue. For Campbell the process could focus on business types that not only contribute to sales tax revenue but also align with the community's character and local demand. Following are sample business targets with the caveat that the City must have available sites/spaces that meet the location requirements of these businesses:

1. Restaurants and Eateries
Full-service restaurants, cafes, and specialty food outlets, including those offering dine-in options where meals are taxable, can be significant contributors to the local economy and sales tax.

2. Consumer Electronics and Appliances Stores
These stores cater to the ongoing demand for the latest technology products and household appliances, which are subject to sales tax and have high transaction values.

3. Automotive Dealerships
The sale of vehicles, parts, and services is a major source of sales tax revenue. Targeting both new and used car dealerships can be lucrative ( Assuming there was a qualified site/location in the City, these are highly sought after by cities.)

4. Furniture and Home Decor Stores
Large-ticket items like furniture contribute significantly to sales tax revenues. Including specialty stores that sell home decor can attract a diverse customer base looking to invest in home improvement.

5. Sporting Goods and Recreation Stores
Stores selling outdoor and sports equipment, bicycles, and fitness gear can capitalize on California's active lifestyle, contributing to sales tax while promoting health and wellness.

6. Health and Beauty Stores
Pharmacies, beauty supply stores, and wellness shops selling taxable goods such as cosmetics and personal care products can draw regular foot traffic and generate consistent sales tax revenue.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 96

7. Specialty Retailers
Stores focusing on niche markets, such as outdoor gear for camping and hiking, craft supplies, or specialty foods and beverages (like wine and craft beer shops), can differentiate Campbell's retail landscape from neighboring areas.

8. E-Commerce Fulfillment Centers
While not traditional retail, having e -commerce businesses with physical fulfillment centers in Campbell can contribute to sales tax revenue, given California's rules on online sales and use tax.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 97 RESEARCH EXAMPLE – FILLING SPACES, MATCHING SPACES TO

POTENTIAL USES
A main objective of the Economic Plan is to fill vacant spaces in the commercial Economic Centers. In addition to targeting sale tax generation businesses for vacant spaces , another approach is to match spaces with potential uses that add to the diversification of the economic center(s) and Campbell.

Below is a sample of matching space to potential uses. Once uses are identified then there is a second review to determine if there is potential market demand , and whether the specific use meets the zoning regulations and whether there may be any other potential restrictions. Note this type of matching should only be conducted on buildings that are market ready.

Building Scenario : 5,000 square feet, 14 -18’ clear height, zoned commercial, street frontage, easy access. Several business concepts could thrive in such a space (assuming the zoning allows):

1. Fitness Center or Gym: High ceilings are ideal for gym equipment, climbing walls, and other fitness activities.

2. Restaurant or Brewpub: Ample space for kitchen equipment, dining area, and a bar.

High ceilings can create a spacious atmosphere for patrons.

3. Art Gallery or Museum: High ceilings are perfect for displaying large pieces of art or installations.

4. Boutique Market or Grocery Store: Specialty food markets or boutique grocery stores can utilize the space for a variety of displays and aisles.

5. Co-Working Space: With the rise of remote work, a co-working space could cater to freelancers, startups, and professionals looking for office amenities.

6. Event Venue: The space can be used for events, weddings, or conferences, taking advantage of the high ceilings for decor and acoustics.

7. Furniture or Home Decor Store: The square footage and ceiling height are great for displaying large furniture sets and home decor items.

8. Children's Indoor Play Area or Family Entertainment Center: Can accommodate play structures, arcade games, and party rooms.

9. Educational Center or Workshop Space: For classes, workshops, or seminars that require substantial space for participants and equipment.

10. Event Venue: Could be converted the building into a versatile event venue for corporate events, weddings, art shows, and other gatherings. The industrial aesthetic City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 98 can be a unique selling point, and the space can be designed to be highly adaptable to different event needs.

11. Virtual Reality Arcade or eSports Arena: A cutting-edge entertainment venue focusing on virtual reality experiences or eSports competitions. This could include VR gaming stations, VR escape rooms, and areas for hosting eSports tournaments, tapping into the growing market for digital entertainment.

12. Tech Hub or Showroom: For technology companies to display products, host demos, or provide educational experiences about their offerings.

Other potential uses for a space this size, which are ideal heavy commercial or industrial but could add to the diversi ty and new interest/consumers for the economic centers as a place, are:

13. Artisan Food Production Facility: Capitalize on the national artisan and local food movement by setting up a facility that houses multiple small -scale food producers, such as craft breweries, specialty cheese makers, or gourmet chocolate manufacturers. The space could include shared kitchen facilities, a tasting room, and retail space.

14. Sustainable Manufacturing or Upcycling Facility : Locating a business that specializes in upcycling materials is a popular trend. This could range from furniture made from reclaimed materials to eco -friendly fashion production, appealing to growing consumer interest in sustainability.

1. Automotive Customization and Restoration Workshop: The space size is conducive to a high-end automotive customization and restoration workshop could also be a viable option. This could cater to enthusiasts looking to customize or restore classic and luxury vehicles.

2. Maker Space or DIY Workshop 1: Maker spaces or Do It Yourself (DYI) workshops where individuals can access tools, equipment, and space to work on projects ranging from woodworking and metalworking to electronics and robotics are popular (however they typically require subsidies to operate . (Some educational institutions such as a Community College offer space and training off campus) . Workshops, classes, and membership options can provide revenue streams.

Filling the space would depend on market demand, investment capacity, and the vision of the entrepreneur or business.
1 Makerspaces and DIY Workshops are unique spaces that can be private sponsored, in collaboration with universities or community colleague and often require funding subsidies from the public sector.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 99 Balancing retaining and expanding existing traded sector businesses with the attraction of new small business manufacturers, green and energy (EV) businesses, and innovative enterprises is essential for fostering economic resilience, job creation, innovation, and environmental sustainability for the City.

Most traded sector businesses in Campbell are in the Dell and McGlincy areas which are desirable locations for many small-medium size manufacturers and service providers – there are usually few vacancies in either area. These businesses, as a sector, are also significant tax generators for the City.

CHALLENGE
The vacancy rate in the Dell -McGlincy area in previous years has been exceptionally low, however, this year 2024 vacancies have increased which is consistent with the market trend and which is reflected in the decline of business & industry sales tax between 2022-2023 (Section I, Watch List). The challenges will be:
▪ Retaining the existing legacy industries that generate economic impact and contribute sales tax revenue,
▪ Addressing challenges those businesses are experiencing and ▪ Tracking business growth to identify businesses that may be ripe for acquisition, consolidation or have outgrown the available space in Campbell.

An additional challenge will be maintaining unique affordable space for small new start- up businesses. The City has no other industrial or business park space or land to expand or attract new businesses.

CITY RESPONSE
The businesses located in the Dell -McGlincy area s generated the second highest volume overall of sales tax revenue for the City. The Economic Development Manager should initiate both consistent communication and personal outreach with these businesses as their ombudsman for issues and opportunities.

The City should have a strong “Existing Business Program” including communications, outreach, and service (addressing needs). Taking care of existing businesses not only assists with creating competitive advantage, but it is also the best marketing tool for attracting emerging and innovative businesses promoting the City’s identity and character as a place to locate a business.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 100

2.3.1 Customer Relations Management (CRM) Database. Owner/manager contact information for all businesses located in Dell-McGlincy area should be entered in the CRM.

Classify businesses in CRM for easy segmenting for promotions . T he Economic Development Manager should define the classification that works best for tracking. The following could be used:

LEGACY Those businesses with historic strengths that hold potential for growth (new technologies/innovations) but could face less market demand or regulatory changes that shift the market.

LEADING Those that are currently robust and growing with potential for future growth and wealth creation.

EMERGING Those businesses that hold great potential to diversify the local economy and fuel innovation (small business and entrepreneurs).

SUPPORTING Those business that are integral in providing goods and services (supply chain) to these growth businesses.

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2.3.2 Map businesses. Identify and map the location of all businesses located in the Dell-McGlincy areas by street. This would be a natural addition to the Real Estate Portfolio.

2.3.3 Key Businesses. Initiate outreach with the top ten key businesses as ranked by number of employees and sales tax generation.
1) Introduce the purpose of the Campbell Existing Business Program (also referred to as Business Retention / Expansion Program (BRE).
2) Ask questions about their business – how they are doing after COVID, how was 2023, what does 2024 look like and what new plans do they have in the future? (such as, selling, new CEO being brought in, etc.)
3) Ask questions about the current location – what is working, what may not be working?
4) Ask questions around the use of technology in their businesses – are there technologies that could make the business more efficient, profitable, scalable (operations, sales, production, communications) and are there suppliers or customers that may be looking to expand and need space. 5) Ask questions related to response s received during 2023 business survey – business challenges in recruiting employees, un housed, vandalism, trash, and recycling services.
6) Ask questions about additional space needs for the future. 7) Ask three additional questions (if time available):
▪ Would they participate/lead invite other businesses in Dell-McGlincy area to business roundtables focused on “doing business” and the health of the industrial areas?
▪ What would be their reaction if Dell-McGlincy areas were recognized as unique industrial districts in Campbell with a district name and creating gateways to distinguish these areas of legacy and emerging industries? (This task is linked to 2.3.5)
▪ What other businesses should City staff be meeting with?

2.3.4 Circle Back with Responses . It is important to circle back with these key businesses within two weeks on any questions or issues they had and how their participation could be used to outreach to other businesses.

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2.3.5 Recognize Dell-McGlincy as a District. Dell-McGlincy has an existing reputation as a location for small, start-up businesses. This area could be Campbell’s anchor as a “small business hub.”
As part of Placemaking 1, recognize these industrial areas as a unique and distinct district in Campbell:
▪ Consider renaming the district something like Silicon Alley. ▪ Consider creating distinctive gateways that mark the transition into the industrial area.
▪ Consider architectural elements, signage, wayfinding and/or public art to make bold and memorable statements.
▪ Consider creative lighting designs to enhance the nighttime aesthetics of the industrial area.
▪ Address issues identified by businesses in the district and implement opportunities to enhance the district:
o Challenges shared by stakeholders include trash and recycling, safety, homelessness, parking, recruiting employees, limited flex & R/D space. o Opportunities to add amenities to the district include places to eat, sit down, walk-in or food trucks; small walk-in medical.
▪ Promote and recognize the districts’ legacy businesses, the district’s organic small-business start -up incubation ecosystem and celebrate the heritage of these area which could foster community pride and attract customers to the businesses (and other emerging industries/businesses).
▪ Depending on the interest of the key businesses in Dell -McGlincy areas, using their response as bell -weather of all businesses, decide whether to move forward in recognizing these two areas as a unique district. ▪ If the businesses and property owners want improvements or marketing of the district, they could consider forming a Property Based Improvement District (PBID, see Pillar III, Strategic Initiative 5.0).

Transitioning and recognizing the Dell -McGlincy area as an industrial-oriented small business district focused on diverse sectors from technology, manufacturing and emerging industries to creative industries and food production will create a hub of innovation, collaboration, and economic growth, providing infrastructure, support, and a sense of community for small businesses.

1 Pillar III Aspirational, Strategic Initiative 5.0.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 103

2.3.6 Communications.

Effective communication fosters
collaboration, supports economic
growth, and ensures that the needs and
concerns of industrial businesses are
understood and addressed.
▪ To open communications with
businesses in Dell-McGlincy district
start with a survey to identify
challenges the businesses may be
experiencing (areas already
identified – workforce,
homelessness, trash, and recycling
services).
▪ With information from the survey
launch a newsletter specifically for
businesses in the Dell-McGlincy
district.
▪ Feature and showcase businesses in
the district on the Economic
Development web page.
▪ Promote success stories on all
media platforms.
▪ Organize networking events that
connect businesses with each other
and with potential partners.

2.3.7 Host Roundtables. Facilitate industry-
specific roundtable discussions to
encourage collaboration and
knowledge-sharing.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 104

2.3.8 Trade Sector Target Industries
Campbell’s Dell and McGlincy are valued areas in the Silicon Valley for manufacturing and light industrial businesses. This area offers the opportunity to build on traded sector industries where Campbell has a strength in production:
1) Professional, Scientific and Technical Services – 2022 GRP $1.3 Billion 2) Manufacturing and Advanced Manufacturing – 2022 GRP $1.0 Billion 3) Information Technology & Services – 2022 GRP $492.0 Million 4) Construction Supplies & Services – 2022 GRP $423.0 Million (this sector has best potential for sales tax generation)
See Traded Sector & Emerging Industry Target List

2.3.9 Emerging Business Attraction
Due to the limited space availability for locating new businesses, the Economic Development Manager should focus efforts on retaining and expanding existing businesses. However , the Economic Development Manager should understand what new industries and businesses are emerging and understand their business and space requirements (Action 1.4 Research). The following five emerging industries are “Targets” for Campbell (assuming there is potential matching space – these are fits for typical spaces in the Dell-McGlincy district and some could even locate in office space depending on cost model for the business):
1) Artificial Intelligence and Machine Learning
2) Robotics and Automation
3) Virtual and Augmented Reality
4) Autonomous Vehicles and Transportation
5) E-commerce and Online Marketplaces
See Traded Sector & Emerging Industry Target List
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 105

LIST 2 - TRADED SECTOR TARGET LIST
Traded Primary Sector & Subsector List
This target list represents industries where Campbell has existing strengthens to create industry clustering by expanding, attracting and diversify the clusters.

1. The Professional, Scientific, and Technical Services Sector encompasses a broad range of industries, reflecting the region's diverse and innovative economic landscape. Key subsectors within this category include:
▪ Information Technology Services includes companies that provide information technology (IT) consulting, data processing, cloud computing services, and software development. Silicon Valley is renowned for its cutting -edge IT solutions and services.
▪ Engineering Services includes companies providing engineering services, including civil, mechanical, electrical, and environmental engineering, and play a crucial role in supporting technology product development. • Software Development and Programming includes companies specializing in creating, maintaining, and publishing software across various platforms, including enterprise solutions, mobile applications, and cloud-based services.

2. The Information Sector encompasses a broad range of segments that reflect technological innovation and digital economy. These subsectors include:
▪ Software and Mobile App Development includes companies that develop, market, and distribute software products, including operating systems, applications, and databases.
▪ Data Processing, Hosting, and Related Services include companies that provide infrastructure for hosting, data processing services, and cloud computing services.
▪ Telecommunications includes providers of voice and data services, internet service providers (ISPs), and companies offering wireless and satellite communications.
▪ Social Media and Networking Platforms are companies that operate platforms for social networking, content sharing, and community building online. ▪ Computer Systems Design and Related Services includes businesses that offer IT consulting, systems integration, and custom computer programming services.

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▪ Cybersecurity and Data Protection include businesses specializing in securing computer systems, networks, and data from cyber threats, as well as providing services related to data privacy and compliance with regulatory standards. ▪ Big Data Analytics includes companies focused on analyzing large volumes of data to extract insights, trends, and patterns, aiding decision-making processes in businesses and organizations.

3. The Manufacturing & Advanced Manufacturing sector is characterized by the integration of innovative technologies and processes to improve products and manufacturing operations. The industry subsectors are diverse. ▪ Electronic Components and Equipment companies produce sophisticated electronic components, including printed circuit boards (PCBs), sensors, connectors, and displays used in a wide range of industries from consumer electronics to automotive and aerospace.
▪ Medical Devices and Equipment includes the design and manufacture of medical technology products, such as diagnostic equipment, surgical instruments, wearable health devices, and other medical electronics that incorporate advanced manufacturing techniques.
▪ Clean Technology and Energy Systems are companies focused on the production of clean energy equipment, such as solar panels, wind turbines, and battery storage systems, utilizing advanced materials and manufacturing processes.
▪ 3D Printing and Additive Manufacturing are businesses that utilize 3D printing technologies to create components and products for various industries, including aerospace, healthcare, and consumer goods, allowing for rapid prototyping and custom manufacturing.
▪ Advanced Materials are companies involved in the development and production of advanced materials, such as composites, high-performance alloys, and nanomaterials, which are critical for various high-tech manufacturing applications.
▪ Computer and Peripheral Equipment Manufacturing include companies manufacturing computers, servers, and related peripherals. ▪ Industrial Machinery and Automation Equipment Manufacturing includes companies producing machinery and equipment used in various manufacturing processes, including robotics and automation solutions that enhance productivity and efficiency.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 107

4. The Construction Supplier Sector is included as Campbell has a niche strength in the sector and suppliers have the highest likelihood of creating sales tax for the City.

The Construction Supplier Sector is an essential part of the construction industry's ecosystem, ensuring that contractors and builders have access to high-quality materials, equipment, and services. Campbell has a small niche in this sector and could target suppliers matched to spaces. There are a diverse range of suppliers:
▪ Building Materials Suppliers
▪ Construction Equipment Suppliers
▪ Electrical and Plumbing Supplies
▪ HVAC Systems Suppliers
▪ Finishing Materials Suppliers
▪ Landscaping Suppliers
▪ Safety Equipment Suppliers
▪ Specialty Suppliers

LIST 3 – EMERGING BUSINESS TARGET LIST
Emerging businesses are companies typically in the initial stages of their development, often characterized by rapid growth and innovation. These companies are typically in the process of moving from a startup phase to becoming established market players.

They are defined by their novel approaches to products, services, markets, or technologies, and they often fill new or underserved niches.

There are five emerging industries targets that fit Campbell particularly in the Dell and McGlincy areas. However, s ome depending on their stage of development and particularly operations/functions could locate in office space depending on cost model for the business.
1) Artificial Intelligence and Machine Learning: Companies are developing AI - driven applications, algorithms, and technologies across various industries. Silicon Valley is in the forefront of these advancements and new business formations. 2) Robotics and Automation: Companies are developing robotic systems for manufacturing, logistics, healthcare, and other applications. Automation technologies are reshaping industries and improving efficiency.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 108

3) Virtual and Augmented Reality : V irtual reality (VR) and augmented reality (AR) technologies find applications in gaming, education, healthcare, and enterprise solutions.
4) Autonomous Vehicles and Transportation: Development of autonomous and electric vehicles (AV -EV) is growing, companies are working on self -driving car technology, as well as solutions for autonomous drones and other modes of transportation. There are already a few EV technology businesses in the Dell Avenue area.
5) E-commerce and Online Marketplaces: Companies in this sector focus on creating innovative platforms for online retail, digital marketplaces, and logistics solutions (not warehousing).

2.3.10 Marketing to Traded Sector & Emerging Targets
The Economic Development Manager should “soft” market to these emerging industries, and others as identified, utiliz ing the newsletter focused on traded sector businesses. With frequent distribution of the newsletter to existing businesses, ensuring there is at least one article on emerging industries, awareness will be generated that Campbell is an excellent location for emerging industries.

Key Marketing Vehicles: Newsletter and LinkedIn
Target Audiences: Emerging Industries List, Brokers, Venture Capital and Angel Investor Firms, Trade Associations.

Business Case : Prepare a value proposition
package for inquiries focusing on Why Campbell
versus any other location highlighting the
benefits of locating in Campbell or the Dell -
McGlincy District.

Direct Marketing : Utilizing a Campbell
Business Case, schedule personal meetings with
industrial brokers, venture capitalist firms (focus
on clean tech and small emerging business) to
present Campbell interest in attracting these
types of businesses.

Value Proposition Factors for
New Business Locations
▪ Labor Availability
▪ Available Skilled Labor
▪ Space Availability
▪ Broadband
▪ Highway Accessibility
▪ Expedited Permitting
▪ Training Programs
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 109

COUNCIL INQUIRY Exploring Opportunities for Growth & Development At the December 5, 2023 , Council Study Session the City Council expressed interest in the opportunities for businesses in electric vehicles, clean tech, electric and renewable energy sources.

Electric Vehicles, Renewable Energy Sources, Zero Emission Based Industries The specific industry type was identified by the Council and is included in the emerging industry fit for Campbell (See Task 2.3.8, this section).

The push towards zero -emission and sustainable industries has been a growing global trend, driven by environmental concerns, regulatory changes, and increasing awareness of climate change by private and public sector. There will continue to be new emerging technologies and businesses due to this trend.

The electric vehicle (EV) market is expanding and diversifying in various EV technology, parts, and accessories, each with specific needs depending on the stage of business, production process and market opportunity:
▪ Battery Technology & Manufacturing
▪ Charging Infrastructure
▪ Electric Drive Components
▪ Vehicle Conversion Kits
▪ Software and Connectivity
▪ Parts and Accessories
▪ Energy Storage Solutions
▪ Vehicle-to-Grid
▪ Materials and Component Suppliers
▪ Second-Life Applications for EV
Batteries
Attracting and supporting businesses with a focus on zero-emission, whether creating or implementing new technologies, should involve c ollaboration between the public and private sectors, regarding opportunities, regulations, and policy frameworks. Creating a thriving ecosystem of green businesses is an initiative with multiple facets of opportunities and challenges that would need to be mapped.
1) City Readiness for Emerging Business Opportunities
The following may help strengthen the City’s readiness for being in the path of emerging industries creating new and innovative technologies and products:
▪ For the City, the Dell and McGlincy economic centers are unique assets in the region for new business start -ups and emerging tech firms that need space to develop and commercialize new ideas. A range of space could be maintained in these centers to support businesses through various stages of growth. Because these areas are developed, the City should be ready to facilitate redevelopment City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 110 and modifications of existing buildings. (links to Action 2.3 Traded Sector, Dell - McGlincy as a District).
▪ The EV industry is highly regulated as well as other emerging businesses requiring assistance with market strategy development, regulatory compliance, intellectual property protection and funding. Having a person or entity which can proactively assist these business es access this type of assistance ( technology development, labs, counseling, legal, funding, which is available through various organizations in Santa Clara County) would add to the City’s competitive advantage for emerging industries to consider Campbell (Strategic Initiative 3.0, Action 3.2). ▪ Staying updated on industry developments and policy changes will be important (Action 1.4).

Additional audience personas, profiles and marketing tactics are included in the Brand Story Strategy for these emerging businesses (a separate document).

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 111

Nationally the office market has not recovered from the pandemic . T his is due to employees wanting to continue “work ing from home .” While most companies are requiring employees to be back in the office three days a week, the lack of a five-day-a- week office occupancy has reduced the overall amount of space needed for most companies. Most companies are still working out their optimum space needs. F rom all current indications this office trend of high vacancy rate s will continue for the next few years.

CHALLENGE
As of June of 2023, office vacancies (combined Class A, B and C ) in Campbell hit a 30% vacancy . The potential reuse of office space is still being evaluated throughout the country but has proven to be challenging and often financially unfeasible. Current City zoning and/or general plan land use designations may also limit potential reuse opportunities, all of which will need to be investigated. .

CITY RESPONSE
Because the office vacancy is a national -global trend beyond the control of property owners and managers, t here are also limited solutions for the City. The suggestions include:
▪ Focus economic development outreach work on identifying office properties, owners, and representatives.
▪ Understand the nature and reason for vacant office inventory. ▪ Outreach to owners, property managers and brokers regarding any reuse opportunities.

The challenge will remain that any office change will take an enormous amount of investment from the property owner to effect the change that will make the space more competitive in the office leasing environment.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 112

2.4.1 CRM Database. Enter the CRM database, the names and contact information for owners, managers and brokers representing the key office vacancies in the buildings listed below: (vacancies as of April 2023)
▪ Hamilton Plaza Tower I & II,
▪ The Pruneyard Offices,
▪ 1700 Dell (new),
▪ Creekside Office Park.

As other office spaces are vacated their appropriate information should be entered into the CRM system.

2.4.2 Class B & C Office Space – Housing Potential. Class B and C office space is the easiest to convert to residential, based on the floor size of the building, age of the buildings and location of such office space1.
1) Working with Community Development and Housing, prepare a detailed comparison of the updated Housing Element, and the locations of vacant Class B and C office spaces.
2) If a parcel is designated for housing per the updated Housing Element and there is a vacant Class B or Class C building on it, the Community Development Department, the Housing Manager, and the Economic Development Manager could meet with the building owners to discuss possible conversion.

1 Source: Tom Cox, founder, and partner TCA Associates- a mixed use architecture firm in Oakland City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 113

2.4.3 Physically Obsolete Office Buildings . Over 75% of the office vacancies in Campbell are located within the four Class A buildings listed above. A determination needs to be made as to whether any of these Class A buildings have become obsolete based on what today’s office tenant demands for amenities. Those that appear to fall into the obsolescence category should be identified for future redevelopment as an office but with upgraded amenities, or for a different use, housing.
1) Collaborating with brokers, managers and/or owners, determine the reasons for the high vacancies in each building.
o Is there an obsolescence issue because building needs improvements? o Are spaces vacant due to the general malaise of the market? o What are the owners plans for finding tenants or reusing the building? 2) Determine the obsolescence of the buildings with the highest vacancies. o Work with property owners and or property managers to identify sites with an obsolescence issue.
o After identifying the sites with obsolescence, prioritize the sites that are in opportunity zones.
o Work with the City’s building department and the property owners/managers to identify and cost (if possible) the items that need code updates.
3) Is it financially feasible for the property owner to upgrade their property? o In many cases, the property owner has no ability to fund the needed code or amenities updates. If this is the case, it needs to be noted in the Economic Development Manager’s CRM database.
o The Economic Development Manager should look at what other cities in the state are doing to find ways to fund needed building upgrades. Once a list of options has been determined, the Economic Development Manager should present the information to the Community Development Department to determine if any are possible for Campbell.

2.4.4 Broker Outreach.
1) Work with the listing brokers of the all the office buildings ready for new tenants to stay apprised of office tenant interest. The better located office buildings (relative to the freeway interchanges and mass transit) are more attractive to regional tech, venture capital and other Silicon Valley uses so it is key to form close knit relationships with the listing brokers and property owners/managers.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 114

2) Promote all the vacant office buildings to local tenant -representing brokers .

Being aware of the types of tenants and what they are looking for in a building will allow the Economic Development Manager to be effective in their outreach by forming a beneficial relationship with both listing and tenant representing office brokers. These relationships will more than likely produce beneficial outcomes for the City.

2.4.5 Reuse Options being Tested in the Market.

There are a variety of conversion concepts that are being explored across the country. Below is a brief list and summary of types of conversion. One or m ore of these concepts could be utilized to help convert some of Campbell’s office buildings.

Based on the location and type of office building some types of conversion may be more plausible and financially feasible than others.
▪ Co-Working Spaces. While this might have been an option in previous years after the pandemic, with the filing of bankruptcy for WeWork, this conversion option holds less potential due to the massive number of spaces already in the trade area. But analysis should be given to determine if there is a need in Campbell.
▪ Mixed Use Developments . Deleting the second floor in an office building, creating a higher-than-normal ground floor ceiling, reduces the vacant space and offers a retail space that is more desirable and leasable (although it does reduce the leasable square feet so an owner would only agree to this if they had tried all other leasing steps). In most office corridors in Campbell, mixed-use zoning has been approved, although a property owner will need to check with the City to see what is allowed.
▪ Boutique Hotels. Especially in Campbell’s prime locations, office buildings can be transformed into boutique hotels or even short -term rental spaces for platforms like Airbnb.
▪ Educational Institutions . Repurposing office spaces for schools, colleges or training centers is an option, if the zoning allows. After checking with the City regarding the zoning, an owner could investigate leasing to educational institutions, although the lease rates will be lower than what the office building was able to rent prior to the pandemic.
o Health and Wellness Centers. There is a strong demand from “soft” retail uses like yoga studios, wellness centers, and sometimes even fitness (depending upon the type) for 2 nd or 3 rd level office buildings. Sometimes office buildings can provide the parking that these types of uses need . Retail centers often have City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 115

exclusives that disallow this type of use due to parking restrictions required by anchor tenants.
o Data Centers. With the increasing demand for cloud storage and digital services, a property owner should investigate the possibility of adding the infrastructure needed to support data centers in high demand.
o Urban Farms . Innovative agricultural businesses can turn office space into indoor farms using hydroponic or aquaponic systems. This type of use should be examined for feasibility.
o Medical Facilities . As healthcare services continue to decentralize, office buildings can be repurposed into outpatient clients, diagnostic centers, or other medical facilities. Contacting a broker who specializes in medical office tenants can help an owner undertake the feasibility analysis.
o Event Venues . Open spaces with high ceilings, or top floors with views (Pruneyard Towers) can be converted into event spaces for corporate events/weddings or other gatherings, especially when there are nearby amenities (like at the Pruneyard) to access before or after the event.

2.4.6 Reuse Feasibility & Plan . When identifying reuse opportunities, it is important to remain aware of the expensive cost it will take to convert a space into another use.

Property owners and tenants may be apprehensive to convert their space as a result.

If the C ity were highly interested in filling vacancies, whether it be through conversion or simply finding a tenant, typically an incentive (such as reducing fees) could be offered.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 116 To aid this, the City could be proactive and select two or three key buildings and have a Reuse Feasibility commissioned in partnership with the owner or developer to determine the best alternative use. Fiscal analysis must be done for each separate site to determine its possibility for conversion. If there were a feasible alternative use further conversations should follow.

Calgary, Alberta (Canada) AgriPlay Ventures
transformed part of an underutilized office space in
Calgary Tower Center into one of Canada’s largest
indoor urban farms earlier this year…office spaces
already provide an ideal environment for growing
food, since they are already air conditioned, heated
and well ventilated. Not many modifications have to
be made to the buildings themselves.

AgriPlay provides hardware that uses artificial
intelligence to convert and install custom, plug -and-
play modular growth systems. Its scalable installation
model was designed specifically to fit into existing
office real estate spaces, and it doesn’t requi re prior knowledge of farming. When executed correctly,
vertical farming can yield as much produce as
traditional farming methods in urban areas and
smaller space. Additionally, vertical farmers gain the
added benefit of consistent, year -round production
without the uncertainties of climate or pests, all while utilizing 90 percent less energy and 98 percent less
water than a transitional farm.”
Example:

Repurposing Office
Space for Agriculture
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 117 COUNCIL INQUIRY: Exploring Opportunities for Growth & Development Campbell Technology Park
At the December 5, 2023, Council Study Session the City Council expressed interest in the status of the Campbell Technology Park which currently has high vacancy.

The industrial/R&D space in Campbell has a relatively low vacancy rate. This property, Campbell Technology Park, is zoned i ndustrial/R&D but has more of an office configuration than industrial. Property findings:
1) Location Deterrent. The location is not as convenient as other business park locations, as a number of turns from any freeway exit are required and it is not conducive to truck traffic.
2) Housing Overlay Designation. A large portion of the site i s designated as future housing in the Housing Element. The property currently has a housing application submitted indicating an intent for a change of use.

Additional audience personas, profiles and marketing tactics are included in the Brand Story Strategy, a separate document.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 118

At the December 5, 2023, City Council Study Session, the Council expressed interest in tourism and the Visitor Market. Not known as a destination, Campbell has assets, attributes, events, and performances that attract visitors from other communities, such as the Farmers’ Market and Oktoberfest. Campbell could also leverage other events, such as major events at Levi Stadium , to attract visitors. Showcasing Campbell’s small town community spirit and passion could attract a visitor market that wants to be immersed in everything that makes Campbell and the people that live there feel special.

CHALLENGE
Visitor attraction requires a dynamic and multifaceted management approach.

Currently there is no dedicated visitor’s bureau, center, manager, or strategy. Current visitor attraction is organic through various organization promotions, not a purposeful plan.

CITY RESPONSE
Before e mbarking on a visitor attraction program, a Visitor & Hospitality Strategy should be created . Campbell has assets, attributes and several entities that could/should engage in the preparation of a strategy and collaborate to cohesively launch and manage such a strategy.1

The following outlines a process for organizing and preparing a Visitor & Hospitality Strategy and is intricately linked with Pillar II Collaborative, Strategic Initiative 3.0 Strengthen & Leverage Capacity & Resources.

2.5.1 Engage Stakeholders. Several entities are already involved in visitor marketing including the City with Parks & Recreation Department, Downtown Campbell Business Association, Chamber of Commerce, and other entities in the arts, outdoors, transportation and education. It is important to engage the hotels in forming a group that will be preparing a strategy. Start with roundtables to begin the conversation on the opportunity of growing the visitor market.

1 At December 5, 2023 Study Session Council expressed interest in enhancing opportunities in the Visitor Sector.

Preparing a visitor strategy as part of the economic development was beyond the scope of this plan which is focused on economic development efforts – retail, office and traded sector. Preparing a Visitor & Hospitality Strategy is recommended in this section and includes actions and tactics to engage those key stakeholders in creating a specific and separate strategy focused on the visitor market.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 119

2.5.2 Identify a Champion. Identify an organization, entity, department, or agency that is willing to be the Champion to move this initiative forward, organizing and calling meetings and setting milestones for the stakeholders to accomplish.

2.5.3 Prepare a Visitor Assets Inventory. List and evaluate the existing assets, what is the current draw/usage and what is the potential growth and target audience for marketing and attracting (Chart 1 Starting a Campbell Visitor Asset List).

Chart 1 – Starting a Campbell Visitor Asset List
Parks
Ainsley Park
Campbell Park
Campbell Dog Park
Community Garden
Edith Morley Park
Gomes Park
Hacienda / Winchester Percolation
Ponds
Hyde Park
Jack Fischer Park
John D. Morgan Park
Los Gatos Creek County Dog Park
Orchard City Green
Stojanovich Family Park
Virginia Park
Museums
Heritage Museum
Ainsley House
Trails
Los Gatos Creek Trail
Camden loop
Camden Ponds
Downtown Campbell Camden loop
Farmers market Loop
Campbell Park Trail (3 miles)
Campbell Community Center (managed by
Rec Department)
All-weather track (lit at night)
Football stadium and bleachers
Fitness zone
Skate park.
4 tennis courts (lit at night)
3 handball courts (lit at night)
Various meeting rooms and gyms
Fitness center
Year-round heated pool
Picnic table (no BBQs)
Events City
Farmers Market (operated by 3rd
party vendor)
Chamber of Commerce
Boogie Campbell Music Festival
Campbell Oktoberfest
Oktoberfest Fun Run/Walk
Recreation Dept
Valentine Fun Run/Walk
DCBA
First Friday Street entertainment
Second Saturday Street Entertainment + Pop-
up Shopping
Annual Bunnies and Bonnets Easter Parade
Spring Wine Walk in Downtown Campbell
Fall Wine Walk in Downtown Campbell
Historic Downtown Car Show
Creepy Crawly Halloween Trick-or-Treat
Carol of Lights Celebration in Campbell
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 120

Entertainment, Dining, Shopping
Heritage Theatre
Music events
Live performances
Dance performances
Pruneyard
Cinema
Restaurants
Bars
Retail
Services
Downtown
Dining
Retail
Retail Areas
Downtown
Pruneyard
Hamilton Plaza
Kirkwood Plaza
San Tomas Plaza
Campbell Plaza
Places to visit / experience
Montebello Road Vintage Wares General
Store
The Mosaic Gardens
Travieso Winery
The Olive Bar
Bottle & Botega

Important to include assets outside of Campbell that can be leveraged for Campbell to grow the visitor market, such as Levi Stadium and public transportation.

2.5.4 Preparing a Strategy . A visitor strategy could be prepared by a consultant with visitor/tourism experience or completed by a Visitor Task Force or the Champion engaging stakeholders. Elements of a Visitor Strategy include:

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 121

1) Visitor Infrastructure (facilities,
accommodations, transportation)
2) Assets (local attraction, events, cultural
and outdoor experiences)
3) Leveraged Assets (outside city)
4) Current Market Usage
5) New Attractions (build market)
6) Destination Marketing (marketing plan
utilizing online and offline channels)
7) Visitor Services (information centers and
online resources to provide helpful
information to the visitor)
8) Hospitality Training (training programs
to enhance customer service)
9) Public Safety & Cleanliness
10) Collaborations with Local Businesses
11) Community Involvement (to build
support)
The California Office of Tourism2, Silicon
Valley Central Chamber & Visitors Bureau
and the San Jose Convention & Visitor
Bureau could be excellent resources for
assisting in developing a visitor strategy.

2.5.5 Tourism Business Improvement Districts
(TBID). Tourism Business Improvement District s (TBID) are a way to fund destination marketing programs. A TBID is t ypically run by local businesses that collaborate and invest collectively to support the growth and development of their visitor attraction efforts. TBID are similar to Property Business Improvement Districts (PBID) formed under California’s Property and Business Improvement District Law of 1994. Most TBID are funded through hotels who add 1 -2% to the

2 Visit California, Regional Strategic Tourism Plans, https://industry.visitcalifornia.com/partner- opportunities/programs/regional-planning

Create a variety of activities and
events to draw diverse visitors

Kickstarting A Flow of Tourists
▪ Culture & Arts
▪ Music Festival
▪ Sporting Event
▪ Film Festival
▪ Vintage Car Show
▪ Performances
▪ Food Festivals
Not-So-Typical Events
▪ Art in Unusual Spaces
▪ Human Foosball Tournament
▪ Escape Room Challenge
▪ Underground Film Festival
▪ Dance Party Flash Mob
▪ Trashion Show
▪ Silent Disco
▪ Retro Game Night
▪ Zombie Beer Walk
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 122 Transient Occupancy Tax (TOT). This may not be an option for Campbell as the TOT is currently at 12%, 2% higher than San Jose, and with less hotels in Campbell, but stakeholders may be interested in investigating.

2.5.6 Website. For visitor promotion the website is critical. Currently on the City’s website there is no page dedicated to visitors coming to Campbell. The page needs to be attractive to visitors to visually see the exciting places and experiences they could have in Campbell – enticing photos and be filled with helpful content of why they should visit and experience Campbell.

2.5.7 Marketing. As part of strategy development, a marketing plan should be created.

In this Economic Development Plan, Pillar II Collaborative, Strategic Initiative 4.0, Parking Lot - Audiences Beyond Economic Development there are several marketing suggestions for the Visitor Audience and the Fitness & Outdoor Enthusiast.

Additional ideas for promoting Campbell to both potential and current visitors include:
1) Digital and Physical Marketing Tactics:
• Social Media Channels:

Leverage platforms like Instagram, Facebook, and Nextdoor to showcase Campbell's attractions and events.
• Dedicated Section on City Website:

Create a visitor-focused area on the website, providing essential information, highlights, and updates.
• Public Relations Efforts:

Limited yet strategic PR efforts can help in getting featured in travel blogs, local news, and tourism websites.
• Electronic Billboards and Monument Signs:

Consider using electronic billboards at City gateways to dynamically display current events and attractions. City would need to work with CBS or other billboard companies to install and lease media space. This can be a cost- effective way to leverage messaging to incoming traffic and potential visitors that can see messaging on major traffic routes.
• Improved Wayfinding Signage:

Enhance signage throughout the City to guide visitors to various attractions and areas seamlessly. See Pillar III, Aspirational, Placemaking Wayfinding. 2) Content Ideas for Promotion:
• Experience Our Unique Trails:

Highlight the scenic beauty and accessibility of Campbell's outdoor trails.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 123 • Dog-Friendly City:

Promote the city's pet-friendly spaces and amenities.
• The Pruneyard, Downtown and Unique shopping centers across Campbell:

Showcase the shopping, dining, and cultural experiences available in these areas.
• Events by Chamber, DCBA, and Rec Department:

Highlight events hosted downtown, in the Pruneyard and venues like the Heritage Theatre.
• Recreational Opportunities:

Emphasize 'Fit City' initiatives and outdoor activities available in Campbell. • Renowned Farmers Market:

Feature the popular Farmers Market, a significant draw for locals and visitors alike.
• Revitalize Music in Campbell
Showcase and promote all music related events, venues, pop up events, downtown concert to build upon what was once one of Campbells top billings.

2.5.8 Hotels. The 2040 General Plan, Economic Development Element ED-5.b action objective is to identify possible sites for new hotels, particularly at sites near the freeway co rridors and transportation. The best opportunities may be “reuse” of an existing building that can be configured to a boutique hotel where parking could be minimized and project could be fast- tracked.

A new hotel would require 1.5 -2.0 acres which could be a pad in a n old center where a building is demolished and re built. Currently the hotel market and financing for hotels is difficult. Occupancy levels in Campbell over the last few years have been 60 -65%. The transient occupancy tax (TOT) has continued to lag since the pandemic.

COUNCIL INQUIRY Exploring Opportunities for Growth &
Development
At the December 5, 2023, Study Session, the City Council provided input on the importance of the Los Gatos Creek Trail as an asset and amenity.

The trail and the trail system should be incorporated into the Visitor & Hospitality Strategy and be a key element to promote. The trail is not currently promoted by the City and is not on the City’s website (except to download a map) – it is not promoted as an asset for City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 124 visitors or residents. 3 As part of the County Trails Master Plan, it appears (from the website) that a lead is needed to promote this asset for Campbell.

Additional recommendations for trail promotion and fitness enthusiasts are included in Pillar I, Foundational, Strategic Initiative 2.0, Action 2.2 Retail and in Pillar II Collaborative, Strategic Initiative 4.0, Parking Lot - Audiences Beyond Economic Development.

Additional audience personas, profiles and marketing tactics are included in the Brand Story Strategy, a separate document.
3 February 2024, during a City meeting with a Dell Avenue business, the company’s senior staff noted their use and appreciation of the Los Gatos Creek Trail.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 125 VISITOR STRATEGY SPECIFIC EVENTS EXAMPLE - SUPER BOWL 2026

Plan a multifaceted strategy that highlights unique offerings and convenience. Strategies and actions that could be considered:

1. Develop Comprehensive Event Packages
▪ Bundled Offers: Create packages that include hotel stays, dinner reservations, and special events in Campbell. Collaborate with local businesses to offer discounts or special promotions.
▪ Tailgating Experiences: Partner with local venues and parking areas to offer pre- booked tailgating spots, including amenities like catering services from local restaurants or food trucks.

2. Enhance Local Transportation and Accessibility
▪ Rail Transportation Promotions: Work with Santa Clara Valley Transportation Authority to offer discounted or special Super Bowl rail passes for the duration of the event, ensuring easy access to and from Campbell.
▪ Local Shuttle Services: If there are local shuttle services businesses, establish dedicated shuttle services between Campbell, Levi's Stadium, and key transportation hubs to facilitate easy movement for visitors.

3. Leverage Digital Marketing and Social Media
▪ Targeted Advertising: Use social media and online advertising to target potential Super Bowl goers, showcasing Campbell’s offerings and event packages. ▪ Engaging Content: Share engaging content about Campbell's attractions, dining, and events, including testimonials from previous visitors and highlights of the city’s preparations for the Super Bowl.

4. Capitalize on Local Attractions
▪ Promote Local Events: Organize and promote local events leading up to and during the Super Bowl, such as live music, cultural festivals, or sports-related activities, to attract visitors.
▪ Highlight Dining and Shopping: Market Campbell’s dining scene and shopping areas as ideal destinations for Super Bowl goers looking for unique experiences outside the game.

5. Collaborate with Hotels and Restaurants
▪ Special Offers: Encourage hotels and restaurants to create special offers for Super Bowl goers, such as themed dinners, welcome packages, and extended happy hours.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 126 ▪ Availability and Booking: Ensure that there is clear information about hotel room availability and easy booking options for visitors planning their trip.

6. Community Engagement and Volunteer Programs
▪ Volunteer Ambassadors: Train local volunteers as ambassadors to provide information, assistance, and a warm welcome to visitors, enhancing their overall experience.
▪ Community Decor and Spirit: Encourage the community to decorate and show support for the Super Bowl, creating a festive and welcoming atmosphere.

7. Partnerships and Sponsorships
▪ Event Sponsorships: Seek sponsorships or partnerships with brands and companies involved in the Super Bowl, to co-host events or promotions. ▪ Leverage Local Businesses: Work with local businesses for cross-promotion opportunities, such as souvenir shops offering Super Bowl memorabilia.

8. Test Run
▪ Test the strategies during the 2024-25 season for special games, rivals or other events.

By implementing strategies such as these, the City of Campbell can position itself as a vibrant, accessible destination for Super Bowl 2026 goers, enhancing their experience while driving local economic benefits.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 127 Pillar II Collaborative actions and tasks focus on initiatives that support economic development activities in Pillar I but require collaboration with and support from other departments and entities to effectively implement.

Pillar II Collaborative Initiatives, actions and tasks, although important and add dimension to the economic development efforts, the Economic Development Unit does not, at this time, have the capacity or resources to achieve launching and managing these initiatives.

There are City departments and other organizations, entities, agencies that could collaborate and take lead on one of more of these initiatives, assuming they had the capacity and resources, to achieve shared objectives around these initiatives.

The two strategic initiatives in Pillar II Collaborative incorporate market opportunities as well as projects the City Council expressed interest in at the December 5, 2023, Study Session.

1. Strengthen & Leverage Resources includes potential actions with key entities that would enhance and diversify economic development efforts, strengthen public -private partnerships, encourage broader community engagement as well as expand the potential for accessing various funding sources, including grants, private investments, and joint funding arrangements.

2. Marketing & Promotions includes additional economic development marketing beyond the foundational direct business and business influencer marketing and outreach outlined in Foundational initiatives, actions, and tasks (those are a priority for economic development). Marketing tactics included here in Action 4.0 require assistance and support from other departments and units within the City working with the Economic Development Manager.

Collaborating with entities , organizations, agencies outside the City is a strategic approach that empowers the City to pool resources, expertise, and networks, fostering a more robust and sustainable economic development program which will result in creating a stronger economic impact and increasing revenues for the City.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 128

The City of Campbell has great resources within the various City departments and with entities, organizations, and agencies, both non -profit, public, and private, where collaborating on initiatives leverages expertise and resources while achieving shared objectives.

By engaging external entities in the implementation and management of economic development efforts not only are partnerships strengthened and resources leveraged, but opportunities are not missed due to lack of capacity. There are also compelling reasons why external entities would want to partner with the City on economic development initiatives. Effective collaborations with a shared roadmap can be mutually beneficial, supporting the economic growth and prosperity of both the entity and the City.

CHALLENGE
Departments and outside entities, organizations and agencies may also have limited capacity and resources to participate in initiatives without some additional funding and/or human resources, such as:
▪ City staff focusing on City marketing, social media and website could assist , if time is available, with broader marketing than the focused efforts of the Economic Development Manager (linked to changing perceptions, communicating with residents and businesses and broader market about the City of Campbell). ▪ The Council expressed the trail network as a unique asset which currently is not promoted but potentially could be incorporated within City’s Park & Recreation Department marketing (linked to assets, quality community and visitor strategy). ▪ Chambers of Commerce can play a pivotal role in a community as the point of contact for start -up, small business assistance and access to resources as well as visitor center (linked to visitor strategy development). ▪ Events have a profound impact on the image of a community, shaping perceptions both internally among residents and externally among visitors, potential investors, and broader audiences. Campbell’s events, mostly those of the Downtown Campbell Business Association and the Chamber, were highlighted through stakeholders’ meetings as assets. The challenge may be how these events – or new events – can be sustainable in the future.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 129

CITY RESPONSE
Leveraging resources and capacity for economic development initiatives with other City Departments, organizations, and entities, should start with individual informational meetings on the purpose of the Strategic Initiatives and specific actions where there are common mission goals and benefits. These should review the purpose, objective and expected outcomes and the importance of each entity’s contribution and the potential impact of working together.

These meetings would move to actionable steps, resources needed, roles, responsibilities, and timelines.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 130

The following outlines opportunities where the City can strengthen collaborations with City departments, entities, organizations, and agencies to enhance and expand economic development efforts in areas where the City has limited capacity to implement and manage.

3.1 City Departments. Economic development is part of everyone’s role within a city directly or indirectly. It is important to have a sense of collective ownership of the City’s economic growth.
▪ The Economic Development Manager could form a cross -functional team including community development, planning, communications, and finance to meet once a month for updates, information sharing, coordinate efforts, identify areas to enhance competitiveness and share insights.
▪ Share with departments and front-line staff that early notification to the Economic Development Manager of business inquiries – such as, business licenses, inquiries on permitting, calls for services – will help activate and give creditability to the ombudsman role.
▪ Economic Development should support to Community Development by identifying specific commercial challenges in opening a business in Campbell, new emerging uses for commercial spaces, and types of business desired to create forward thinking actions that could create competitive advantage for Campbell.
o This task is tied closely to “creating business friendly, streamlined processes.” This may require hiring a consultant to focus on a list of commercial uses with an identified list of challenges encountered in Campbell when expanding or locating. With that information Community Development and Planning could identify actions needed to resolve those issues. This task should also identify new and emerging businesses compatible with Campbell and recommend visionary changes to make Campbell more competitiv e.

This is a policy item.
▪ The support of those handling social media and City website would enhance and broaden economic development messaging.
▪ The Finance Department should s hare updated business license data to ensure the Economic Develop ment Manager has current existing businesses contact information.
▪ Notify the Economic Development Manager when new business licenses are applied for and issued and when new businesses contact a department ▪ Scheduled meetings with Finance Department to track and monitor sales and property tax revenue, economic centers, and specific businesses.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 131

3.2 Chamber of Commerce
The Chamber of Commerce (Chamber) is a great resource for the City and businesses within the City. The Chamber, as a non-profit representing business, is in the perfect position to showcase and assist Campbell’s predominantly small business community. However, the Chamber also has limited resources and staff to implement and manage new initiatives. Discussions should be held to find ways the Chamber can lead efforts which benefit the chamber, businesses, and the City.

3.2.1 Tools & Resources. The Chamber could enhance available tools and resources to assist the business es with marketing and promoting their products and services to the community and broader audiences:
▪ A tool created during the pandemic encourages and helps communities support local businesses. Support – Local brings together neighborhood shopping with an online tool, sort of a local Esty. It is an easy tool to set up for marketing local business products, entrepreneurs, local makers, and businesses. The work is getting the local businesses to participate . The Chamber could work with existing businesses to populate the tool. For examples, see https://support-local.com/about/.1
▪ Resources4Business is also another adaptive tool that can be integrated on the Chamber’s website but is maintained by Resources4Business.info to keep the website updated and robust.
https://www.resources4business.info/

1 Support – Local on -line web -based tool is currently used in several states and the following cities in California: Mountain View, Chico, and Vacaville.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 132

▪ Creating collaboration with the Silicon Valley Small Business Development Center (SBDC) could leverage the Chamber ’s connection with businesses.

The SBDC network is funded by the State of California to serve regional areas. The SBDC, like other organizations, were not as active with outreach and workshops during the pandemic but are quickly returning to assisting with one-on-one counseling and key workshops. The Silicon Valley SBDC has partnership with Small Business Administration ( SBA), San Jose Stat e University Research Foundation (which could be leveraged providing access for emerging businesses) as well as venture funds. Chamber would need to meet with the Silicon Valley SBDC to see how Campbell businesses and a partnership with Chamber can be best facilitated. https://www.svsbdc.org/
▪ The Chamber could also collaborate with the Peninsula, San Jose Renaissance Entrepreneurship Center (www.rencenter.org), serving all of Santa Clara County to engage the organization in work with start -ups offering, access to funding, legal assistance, and market access.

3.2.2 Promoting Small Business & Entrepreneurship . The Chamber is in the perfect position to support and advocate for small business and entrepreneurship.

Campbell’s businesses are mainly small businesses, but the City has the distinction of also having long-standing successful small businesses, with most starting in Campbell and staying. Theme: Plant Your Business Roots Here.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 133

The Chamber could leverage their Executive Director’s experience to teach entrepreneurship. Programs targeted for young entrepreneurs in Campbell could be initiated which would grow future entrepreneurs and businesses. The objective would be start with something simple and easy to implement:
1) Lemonade Day is a national day about teaching kids – through action – about entrepreneurship. It is an experiential program teaching youth to start, own and operate the ir very own lemonade stand which the community gets behind annually to support. Possibly the City’s Park & Recreation Department could also participate in implementing and managing this program . https://lemonadeday.org/

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 134

2) To continue focusing on entrepreneurship for Campbell’s youth a more extensive program such as https://www.campbizsmart.org/ to inspire young entrepreneurs, is a program with which the current Chamber Executive Director has experience.

3.2.3 Visitor Sector. Chambers are well positioned to manage visitor strategies and serve as visitor centers. The Chamber could take the lead in implementing Strategic Initiative 2.0 Building Economic Vitality, Action: 2.5 Visitor & Hospitality.

The Chamber has had an interest in bringing back a music scene in the Downtown, which is also an interest of the City. Creating a music scene could be incorporated in the visitor strategy.

The Chamber could launch a project to start engaging and connecting the community, residents, and businesses around Campbell’s unique and distinctive assets that should be showcased to the community and visitors.

Engaging & Connecting Community

Program: "Capture Campbell: A Celebration of Local Talent and Businesses" Objective: To engage and showcase local artisans, photographers, videographers, and businesses through a creative contest that highlights the vibrant culture, food, art, and events in Campbell.

Outcome: Let visitors know about the remarkable things that make Campbell an incredible place.

Contest Themes:
● Gastronomic Delights: Capturing the essence of local cuisine and restaurants. ● Artistic Expressions: Featuring local art, craft, and cultural artifacts. ● Musical Rhythms: Showcasing local music scenes, from street performers to concerts.
● Market Days: Highlighting the vibrancy of farmers' markets and local trade. ● Community Events: Documenting community gatherings, festivals, and celebrations.
● Outdoor Adventure: Highlight all the great running, hiking, biking trails. Parks and recreation areas.
● Pet Portraits: Who has the best looking, funniest, most loyal pet on the planet.... or just Campbell
Contest Categories:
● Photography Contest
● Videography Contest (30-second videos)
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 135 Participation Criteria:
● Open to all residents and artisans.
● Participants must be amateurs or semi-professionals in photography or videography.
● Content must be original and shot within the Campbell area.

Prizes:
● 1st Prize: Gift certificates from top local restaurants and businesses. ● 2nd Prize: Smaller denomination gift certificates.
● 3rd Prize: Promotional items from the Chamber and participating businesses. ● People’s Choice Award: Special recognition and a feature on the Chamber’s website.

Promotion:
● Social Media Campaigns: Utilizing platforms like Instagram, Facebook, and Twitter for contest announcements and updates.
● Local Media Partnerships: Engaging local newspapers, radio stations, and TV channels for wider coverage.
● Collaboration with Schools and Universities: To encourage participation among students.
● Email Newsletters: Regular updates to Chamber members and community subscribers.
● Flyers and Posters: In strategic locations like community centers, libraries, and participating businesses.

Submission Guidelines:
● Submission via a dedicated online portal on the Chamber’s website. ● Clear labeling of category and theme for each submission. ● Brief description or story behind each submission.

Judging Criteria:
● Creativity and originality.
● Relevance to the chosen theme.
● Technical proficiency.

Rights and Usage:
● Participants retain ownership of their work but grant the Chamber and the City rights to use the images/videos for promotional purposes, with credit to the creators.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 136

3.3 Downtown Campbell Business Association (DCBA). DCBA, a volunteer non-profit focused on promoting Downtown, is a valuable resource for the City and economic development. DCBA has a great social media platform marketing Downtown which has more followers than any other Campbell social media channel. DCBA also produces various events that attract several thousand residents and visitors to downtown. This social media exposure and the
events are key in creating Campbell’s positive
organic and experiential image.

In addition to building a positive experiential
image, the events create significant impact. On
average, the events produced by DCBA
generate between $500,000 to $750,000 in
direct and indirect economic impact 2 for the
community.

3.3.1 Social media marketing and the events are
important for continuing to build
Campbell’s experiential image and drawing visitors. It is key to maintaining Campbell’s small town feel and character. This should not be lost. Always a t risk with a fully volunteer association is their ability to continue to produce quality events and maintain a social presence. Assistance in creating long-term sustainability of these events would be beneficial.

3.3.2 Downtown is one of Campbell’s key assets. Downtown was the number one asset mention ed during interviews and business surveys – it is an iconic landmark. Ensuring that the Downtown remains vibrant and continually refreshed involves a combination of strategic planning, community engagement, and adaptive management. Pillar III, Aspirational, Action 5.1.1 recommends using Urban Land Institute for a Technical Assistance Program to assess Downtown and recommend placemaking opportunities to ensure Downtown is continually refreshed as a unique destination.

3.4 Other Partners. Collaboration between City and various agencies, including utilities, transportation, and service providers, is crucial for effective planning, development, creating competitive advantage, removing, or mitigating challenges and overall community well-being.

3.4.1 Build collaborative working relationships. Schedule regular meetings with City representatives from utilities, transportation, and service providers to discuss

2 Economic Impact Model, Dr. Robert Eyler, Economist
Event Economic Impact of
DCBA Events
Each DCBA event generates on
average between $500,000 to
$750,000 in direct and indirect
economic impact. A total
annual economic impact of $1.7
Million to $3.5 Million for the
Campbell community.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 137

ongoing and upcoming projects, share updates, and identify areas for collaboration.

COUNCIL INQUIRY Exploring Opportunities for Growth & Development At the December 5, 2023 , Council Study Session the City Council expressed interest in reviving its musical heritage. Below is a multifaceted approach which could be done in partnership with the Chamber of Commerce. The approach leverages local talent, venues, and cultural enthusiasm.

Recreating a vibrant music scene in Campbell would involve a multifaceted approach that leverages local talent, venues, and cultural enthusiasm:

1. Community Engagement and Research
- Conduct surveys or community meetings to gauge interest in different music genres and types of events. Understanding what the community wants can guide planning efforts.
- Identify local musicians, bands, and music educators who can become the backbone of the revived music scene.

2. Partnership Development
- Collaborate with local businesses, schools, the Chamber of Commerce, and the Campbell Downtown Business Association to support and sponsor music events. - Partner with local venues, restaurants, cafes, and bars to host live music nights, offering promotions and incentives if necessary to encourage participation.

3. Event Planning and Promotion
- Organize a signature music festival or event that can serve as a launchpad for the music scene. Consider an annual, seasonal, or monthly music event that draws both local and regional audiences.
- Promote events through local media, social media, and community newsletters to build anticipation and attendance.

4. Music Education and Youth Engagement
- Collaborate with schools and music teachers to support music education and create opportunities for young musicians to perform and engage with the community.
- Organize workshops, masterclasses, and music camps to nurture local talent and foster a love for music among young residents.

5. Creating Performance Opportunities
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 138

- Establish regular music nights or open mic events at local venues to provide consistent performance opportunities for local artists. - Consider pedestrianizing certain areas or utilizing public parks and spaces for outdoor concerts and performances, especially during warmer months.

6. Fostering a Music Community
- Create an online platform or social media groups for Campbell’s music community to share events, collaborate, and communicate.
- Encourage the formation of music collectives or cooperatives that can advocate for local artists and negotiate better opportunities for performances and events.

7. Incentivizing Local Businesses
- Encourage local businesses to support the music scene through sponsorships, hosting events, or hiring musicians for special occasions.

8. Leveraging Local Media
- Work with local newspapers, radio stations, and online media to feature local music events, artist profiles, and music-related news.
- Create a dedicated music event calendar that is easily accessible to the public and regularly updated.

9. Sustainability and Growth
- Evaluate the impact of music events and initiatives through feedback surveys and community input to continuously adapt and improve the music scene. - Consider establishing a music council or committee within city government or the chamber of commerce dedicated to sustaining and growing Campbell's music scene.

10. Building a Unique Identity
- Develop a unique brand or identity for Campbell’s music scene that reflects its history, culture, and aspirations. This can help in marketing efforts and create a sense of pride and ownership among residents.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 139 Strategic Initiative 4.0 –Marketing & Promotions
Economic development marketing can help showcase the City's business -friendly environment, its small business roots, and entrepreneurs creating legacy businesses and generating new and innovative ideas as well as promote Campbell small town character and charm.

CHALLENGE
The Economic Development Unit of the City of Campbell has limited staff which should be dedicated to the actions and tasks outlined in Strategic Initiatives 1.0 and 2.0.

The Economic Development Manager should focus outreach efforts on key audiences – brokers, existing business es and target businesses, those audiences with potential investment or expansion projects that fill vacancies and create economic impact.

The Economic Development Manager needs support for additional economic development marketing, promotions and research beyond direct communication and outreach with decision -makers. The Economic Development Manager currently does not have time to implement a broader audience scope of marketing and promotion.

CITY OPPORTUNITY
The City, in the future, could broaden the narrow economic development focus to other audiences and leverage marketing and promotions in collaboration with other City departments and organizations, such as City Manager’s Office, Community Development Department, Chamber of Commerce, Downtown Campbell B usiness Association, and other non -profits. Implementing “ broader audience” campaigns would require expanded effort, capa city and resources however collaborating on marketing messages and campaigns can be a strategic and efficient approach, even with limited resources.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 140 There is a need for support marketing while the Economic Development Manager is focused on direct contact marketing and outreach with key decisions makers. Small, easy to implement marketing tactics to a broader business -oriented audience could be implemented by either support staff or another department to leverage key economic development messages. The Economic Development Manager will need help to manage a consistent campaign or maintenance of the web page. However, it is needed to change perceptions of Campbell as a place to do business.

Graphic 1: Campbell Marketing Roadmap

4.1.1 Key Campaign Theme
The first year the City should be promoting the work completed and the continuing efforts to streamline the zoning and permitting process to reduce the time it takes for a business to obtain a permit and open for business. One of Campbell’s key challenges was the perception, real or perceived, that it is a difficult place to do business in a city with a lengthy permitting process. Campbell needs to change the perception.

This can only be done by telling the story, retelling the story, and proving through real case studies changes have been implemented. Emphasis business is important City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 141 to the City will help in r ebuilding trust with the business community, including existing businesses, brokers, and developers.

Recommend a message tagline such as Streamlined for Success (Sample Streamlined for Success).

Sample
Streamlined for
Success
Promotion
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 142

4.1.2 Marketing Tactics – Website & Social Media
Assuming there is marketing support to assist (such as the communications department, or a consultant) in managing a campaign, the Economic Development Manager with communications should create a yearly outbound schedule of messages for digital and social campaigns.

Appendix: Marketing Best Practices Handbook1 on social media, email marketing and web content is provided to help guide campaigns and link to a sample Google calendar which can be used to build out content for week, month, quarter, or year. 1) City Website & Economic Development Page
• The City’s website needs an update 2. If there are internal staff resources available, they should look at the overall City website and do a redesign. • Update the economic development section of the website to a “Doing Business in Campbell ” page with the following wireframe (pages) 3

Web Page Content
Home Page ▪ Why doing business in Campbell is great
▪ Featured properties
About Campbell

▪ Ombudsman services
▪ Contact info for Economic Development Manager
▪ Connect with Campbell - Inquiry form – allows business to ask questions of the Economic Development Manager
or other departments. Can be a smart form that directs
questions to the right department.

Starting a Business

Resources - links
▪ Planning/Permitting (Link to their own section)
▪ Zoning (Link to their own section)
▪ Building
▪ Public Works
▪ Community Development
▪ Chamber of Commerce
▪ Small Business Development Center
▪ Business licenses
Campbell Real Estate
Portfolio
▪ Paragraph on the Portfolio & Economic Centers purpose of tool
▪ Link to the web tool Story Map (ESRI GIS Map Tool)
▪ Economic Centers & Available Properties
▪ Add videos for more engaging content – specific centers, tools, renovations.

1 Appendix Marketing Best Practices Handbook, Sample Campbell Calendar, http://tinyurl.com/yc6bc96a 2 Working Paper Website Review July 2023
3 Appendix Sample website page layout
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 143 Business Sectors

▪ Retail – overview of the retail market4
▪ Office – office scene -why Campbell is unique location ▪ Industrial/manufacturing –how to join innovative
entrepreneurs.
▪ Business Cases5
▪ Videos- interviews with businesses, let them tell their story.

Campbell Business Blog ▪ Regular updates highlighting business, permitting, and zoning successes, listed properties, legislation. Events, news and trends in the industry sectors, retail, and
business industry trends.

Frequently Asked
Questions
▪ Page on frequently asked questions about doing
business in Campbell, license, market information, space availability, permitting.

Newsletter • Place to s ign up for the Economic Development Newsletter – Business First.

Social Platforms • Encourage businesses to follow the City on its social platforms.

4 Sample Location and Space Flyers that could be posted to website. But should be in the Portfolio, http://tinyurl.com/ym3vv2ww.
5 Business Case Sample
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 144

Sample Economic
Development Website
Page Layout – Home
Page, Internal Pages
City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 145

2) Social Media Tactics6
A communications staff person manages several of the City’s social media platforms. The Economic Development Manager should utilize these social media platforms to extend the economic development messaging to the City’s broader audience.
• Working together prepare a yearly schedule of postings (minimum once a month). Content ideas:
• Updates on Permitting/Zoning
• Testimonials from brokers
• Listed property updates
• Industry news
• Stories from local businesses that have successfully worked with the City (business stories)
• Featured business
• Boost Posting
• Social media posts can be “boosted” expanding the reach of the post beyond the organic audience to new demographics matching content being posted. There is normally a fee to boost posting. • Newsletters
• Ensure there is a good list of existing businesses in all categories. • The Economic Development Manager should purchase business lists, as needed, to broaden the reach to retail, business categories or entrepreneurs. Also a dd contact information about businesses in the Customer Relations Management system (CRM ) so the audiences receive the benefit of the posts.
• Encourage readers to follow the City’s social platforms. 3) Press Releases
Press releases are a strategic and widely recognized method for cities to disseminate information, control the narrative, and engage with the media and the public. Press releases will also create community engagement, demonstrate transparency, and reach a broader audience. The media exposure through news articles, television segments and online publications can help in changing the perception of Campbell and creating the small town, business -friendly image desired.

6 Working Paper Social Media July 2023, Best Practices Guide City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 146

Sample Business Story

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 147

4.1.3 Marketing to Audiences Beyond Economic Development7 The importance of communicating to audiences outside of economic development was expressed at the December 5 C ouncil Study Session . There were three audiences specifically mentioned:
▪ Community (Residents)
▪ Visitors
▪ Fitness and Outdoor Enthusiasts
Broader audience m arketing efforts would not involve economic development’s targeted messaging but rather highlight things such as:
▪ Quality of life, amenities, and unique features that make the City an attractive place, which could help retain existing residents and attract new talent, contributing to a skilled and diverse workforce. ▪ Cultural offerings, community events, and recreational opportunities which could contribute to community development and fostering a sense of pride among residents.
▪ Safety, education, and community spirit promotion all help create that sense of place.

If the City C ouncil decides Broader Audience Messaging is a priority to be implemented, the tactics below may be helpful. It should be noted it would take time and resources to fully implement one or all these campaign(s) outlines.

Effective marketing would involve tailoring messages to each audience, emphasizing the specific benefits and opportunities that would resonate with them. It is possible to s tart with one idea, build upon information gathered from the community, prepare a content strategy and then implementation can be developed over time.
1) Email Mayor’s Newsletter
Creating an email newsletter is an effective way to regularly communicate with the community. (see sample)
Content Planning: Plan the content for each section of the newsletter:
7 Additional audience personas, profiles and marketing tactics are included in the Brand Story Strategy, a separate document.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 148 A Word from Our Mayor: Mayor's vision for the City, including outdoor, parks, trails, gateway improvements and beautification efforts . On-going messages from the Mayor, offering insights and updates.
▪ Biking, hiking, running, and walking trails in the City. ▪ Open spaces and parks
▪ A dog friendly City, dog parks, dogs around town
▪ Fit Campbell - how fitness fits into Campbell’s lifestyle ▪ Keeping the Small town feel through effective design of the downtown, neighborhoods and business parks around the City and all outdoor spaces.

Permit Us to Improve : Updates on permitting improvements, recent successes, and upcoming changes.

Around the City: Informative segments like "Things You Didn't Know About Campbell," enriching residents' understanding and pride in their City. ▪ Stories highlighting the quality of life in Campbell, featuring resident testimonials or experiences.
▪ Stories on local businesses, encouraging residents to shop locally and support their community.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 149 Sample8 Mayor’s
Newsletter
Target Audience:

Community
8 Sample Mayor’s Newsletter – all text used in sample is provided only to visualize format and placement.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 150

2) Community Surveys
Conducting community surveys is a terrific way to engage residents and help the City understand what is important to those that live in Campbell.

Key areas to explore in the survey could include “What is unique about Campbell, that people refer to our small-town feel, are you feeling safe , and how do you distinguish Campbell from other Bay Area cities ?” The survey should ask questions to uncover Campbell's 'best-kept secrets' - those unique aspects that residents cherish but may not be widely known. These ‘best-kept secrets’ about the City can then be shared with the residents as well as your visitor audience.
3) Digital Campaign for Resident Engagement
The City’s communications staff are already doing a great job-sharing information about the City. If time were available, a resident focused digital campaign could help reinforce their connection to the City. Campaigns can utilize social media, local online forums, and other digital platforms to share stories, updates, and interactive content that celebrates the City's small town feel and community spirit.

These should be short content bites based on the survey results and content developed for the newsletter. A shortform campaign content strategy will provide an opportunity to leverage content into a multi-channel approach.

This tactical effort aims to foster a deeper sense of community among residents, promote local businesses and amenities, and reinforce the unique qualities that make Campbell a special place to live and work.

By using a mix of surveys, newsletters, digital content, and web presence, the City can effectively engage with its residents , and enhance their appreciation and understanding of Campbell and build upon that sense of place and community pride.

Marketing Campbell to visitors requires a dynamic and multifaceted approach .

Currently there is no dedicated visitor’s bureau, center, or manager . Before embarking on visitor marketing, a Visitor Strategy should be created (Action 3.2).

However, there are short -term tactics that could be implemented through a collaboration with the Chamber of Commerce, City’s Park & Recreation City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 151 Department, and communications staff. Following are content ideas for promoting Campbell to both potential and current visitors:
1) Collaboration
Engage the above organizations in participating collaboratively to spread the word. They each can provide valuable insights and resources for reaching out to visitors. Utilize their expertise and platforms to manage and disseminate information across various social channels and websites. 2) Digital and Social Marketing Tactics:
▪ Social Media Channels: Leverage platforms like Instagram, Facebook, and Nextdoor to showcase Campbell's attractions and events. ▪ Dedicated Section on City Website: Create a visitor -focused area on the website, providing essential information, highlights, and updates.

Web Highlights Content
Welcome Visitors • Include a video
• Things to do and enjoy
Entertainment • Music in Campbell
• Events
• Rail station
• Valley Event (convenience to getting to other events) Shopping & Dining

• Shopping Areas
• Restaurants
• Parking
• Rail Station
Walking, Runing, Hiking & Biking • Trails
• Why Los Gatos Trail (is that the name of the best trail) • Map on the website (not link out)
History • Campbell’s Roots
• Places to visit
▪ Public Relations Efforts: Limited yet strategic public relations efforts can help in getting featured in travel blogs, local news, and tourism websites. ▪ Content Ideas for Promotion:
o Experience Our Unique Trails: Highlight the scenic beauty and accessibility of Campbell's outdoor trails.
o Dog-Friendly City: Promote the City's pet-friendly spaces and amenities. o The Pruneyard, Downtown and Unique shopping centers across Campbell:

Highlight the shopping, dining, and cultural experiences available in these areas.
o Events by Chamber, DCBA, and Rec reation Department: Highlight events hosted downtown, in the Pruneyard and venues like the Heritage Theatre.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 152

o Renowned Farmers Market: Feature the popular, best in the Silicon Valley Farmer’s Market, a significant draw for locals and visitors alike. o Revitalize Music in Campbell : Showcase and promote all music related events, venues, pop up events, downtown concert to build upon what was once one of Campbells top billings.

The City of Campbell possesses valuable resources that align with the interests of fitness and outdoor enthusiasts. Currently the outdoors and trails are not promoted even on the City’s website to this audience, there is only referenced the County-wide Master Plan and link to a map where the trail can be accessed. There is a link to the bike path but in another section on the website. 1) Marketing Message Concepts to Connect with Fitness and Outdoor Enthusiasts:
• "Explore Campbell's Trails": Promote the City's hiking and biking trails with stunning visuals and maps.
• "Fitness in the Park": Organize free outdoor fitness classes in City parks. • "Healthy Eating, Campbell Style": Highlight healthy dining options at local restaurants.
• "Adventure Awaits": Showcase nearby outdoor adventures like trail runs, bike races or fun runs.
• "Community Fitness Challenge": Launch a City-wide fitness challenge with prizes for participation.
• "Pet-Friendly Adventures in Campbell": Encourage fitness and outdoor enthusiasts to explore Campbell's parks and trails with their furry companions. Promote pet -friendly parks, hiking trails, and cafes with outdoor seating where people can enjoy a meal or coffee with their pets. 2) Marketing
• Social Media Advertising : Utilize platforms like Facebook, Instagram, Nextdoor and YouTube to target fitness and outdoor enthusiasts with visually appealing content.
• Local Event Sponsorship: Sponsor or participate in local fitness and outdoor events to engage directly with the community. Events on the trails and parks can be extremely effective in bolstering visitors and residents to engage outside and in the City’s retail areas.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 153 • Collaborate with local Crossfit Gyms: Create the “Campbell CrossFit games.” • Outdoor Billboards: Place billboards near popular outdoor areas or fitness centers to capture the attention of enthusiasts.
• Email Marketing: Send newsletters highlighting upcoming fitness and outdoor events and promotions.
3) Website
▪ Add a page on the City website either with Visitor or with Recreation. ▪ Los Gatos Creek Trail Add video and pictures of people enjoying the many trails, parks, and outdoor areas. Video and photos tell a fantastic story and when paired with your YouTube channel, your organic audience potential grows exponentially.
o Have a contest for local videographers and photographers to capture people and pets enjoying the outdoor experience. Partner with local businesses and get gift certificates as prizes for entries. The City would retain all footage and photos to use in marketing. This is a creative way to leverage the local community talent pool.
▪ Content Marketing : Create a blog or video series featuring local outdoor activities and fitness tips on your City's website under the "Things to Do" section.
▪ Recreational Opportunities : Emphasize 'Fit City' initiatives and outdoor activities available in Campbell. Create a robust, things to do section that is searchable.

Additional audience personas, profiles and marketing tactics are included in the Brand Story Strategy and the Marketing Best Practices Guide, separate documents

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 154

What is unique about Campbell, given its location as a bedroom community to a mega - region, has been its ability to maintain a “small town image and feel”. Embodied in the City’s 2040 General Plan and expressed by the City Council during the December 5th, 2023, Economic Development Plan Study S ession was the importance of maintaining and enhancing the small-town image and “sense of place”.

Pillar III Aspirational frames placemaking as a n initiative that is both visionary and pragmatic in maintaining Campbell ’s small-town identity and creating long -term economic sustainability and growth.

This initiative is Community Development and Planning where Economic Development supports from the business perspective, but important in creating place and destinations desired by residents, consumers, visitors and businesses.

Placemaking has been a term used mainly to engage arts and culture in design but is now recognized as a tool to impact the physical built environment for both public and private projects.1
As an overarching idea and a hands-on approach for improving a neighborhood, city, or region, placemaking inspires people to collectively reimagine and reinvent spaces:
▪ Strengthens the connection between people and the places they share. ▪ Facilitates creative patterns of use - physical, cultural, and social identities that define a place and support its ongoing evolution.
▪ Emphasize a collaborative process maximizing shared value.

Successful creative placemaking highlights unique community characteristics. Projects can focus on connecting local history with the present, bringing cultural influences into the spotlight, and identifying creative ways to connect “places”.

While the creative placemaking process results in changes to physical spaces, it is also an opportunity to build relationships between diverse partners and to build positive change.

A key element in the creative placemaking process is to have stakeholders, public and private, engaged early in the process. This provides an opportunity to look at community

1 Urbanland Institute, Perceived Benefits of Creative Placemaking

objectives, aspirations , and challenges in an inclusive manner. It builds connections between people and places by encouraging collaboration and visualization.

Physical placemaking plans
should enhance
connectivity, promote the
small-town feel, lean into
the City’s heritage, and
encourage community
engagement to create a
cohesive and welcoming
sense of place.

Communities with a strong
sense of place and
belonging are those that
attract talent – a key factor
for businesses seeking new
locations.

CHALLENGE
Physical placemaking initiatives are beyond economic development and align more with Community Development and Planning. A community development department can lay the foundation for successful physical placemaking initiatives by identifying a target area, starting with a small -scale project that can demonstrate the impact of placemaking.

Aspirational placemaking that leans into maintaining and enhancing the City of Campbell’s small -town identity, honoring it heritage , and creating that sense of “quality” place has not previously been planned for and there may not be the capacity or resources to start such a physical planning initiative.

OPPORTUNITY
Placemaking can be an opportunity for future planning. Placemaking initiatives can serve as a powerful tool to achieve the City’s vision by addressing various aspects of development, including physical design, social dynamics, economic vitality, and sustainability. When carefully planned and implemented, placemaking contributes to the overall livability and success of a city.

Strategic Initiative 5.0 – Placemaking
Over the course of the last 10 -20 years, placemaking has become a critical tool for planners, architects, and public officials to attract people and investment dollars t o a geographically defined area. Professional affiliations like the Project for Public Spaces (PPS), PlacemakingX (an offshoot of PPS), Congress for New Urbanism (CNU), and the National Endowment of the Arts promote placemaking through a collaborative process to transform spaces.

Although physical development is at the center of the concept, i t goes beyond the physical attributes of a place and encompasses the intangible qualities that give a location its distinctive character and identity, including:
• The connections shaped by personal experience s, memories, and the general ambiance of the place.
• Significance of heritage , traditions, a nd cultural practices contributing to the identity and character of a location.
• The way people interact with each other in a specific location and the social bonds formed within the community.
• The natural features, architecture, and design contribute to a sense of place.

Elements like streetscaping, wayfinding, window and façade treatments and building massing all come into play with physical placemaking particularly if It feels genuine and authentic.

The following applications are potential opportunities for the City of Campbell to consider embarking on physical placemaking to enhance the City’s position within Silicon Valley as a unique community with a small-town feel and sense of place.

A vibrant downtown is a dynamic and multifaceted hub that contributes to the economic, social, cultural, and sometimes recreational well-being of a community. It plays a central role in shaping the overall character , livability, and image of a city . Downtown and Pruneyard are both identified by Campbell stakeholders as icons in Campbell that create a positive experiential image for the city.

However, like any district, downtown consistently needs to be maintained and refreshed to create that experiential image that is so important to Campbell’s character.

Also overtime many regulatory issues begin to constrain the types of businesses that can be located in the downtown as well as infrastructure needs, both un ground and a bove ground, need to be addressed to not constrain business and economic activity.

The City’s existing document, Downtown Development Plan & Standards2 provides a vision for Downtown Campbell and a framework for physical development, business development and preservation of the Historic Downtown. The study area is from the Pruneyard Shopping Center to the Community Center. This is one of the most significant areas in the City.

The plan identifies a vision for Downtown Campbell reinforcing its place as a central hub for community activity, cultural and civic events, and a vibrant central business district.

Downtown Campbell is unique because of its small-town, historic character. Furthering its growth while keeping its heritage intact is best accomplished through partnership s between the City and its stakeholders.

2 Downtown Campbell Development Plan & Standards, prepared by Campbell Redevelopment Agency, Community Development Department, Public Works Departments, Oct 3, 2006, updated Feb 18, 2020.

Map 1 Campbell Downtown Development Plan – Boundary Map The study area identified in the plan ( Map 1 above ) extends west to east from the Community Center through Downtown to the Pruneyard. A key placemaking initiative should connect Downtown to Pruneyard, creating a corridor to promote Campbell’s

community image as a unique, walkable third space. The East Campbell Avenue Master Plan, approved in 2007, focuses on the corridor between Downtown and Pruneyard. The master plan makes recommendations for street and frontage improvements, gateway signage and development standards and design guidelines to continue the look and scale of downtown further east to Pruneyard (Figure 1)
Figure 1 Corridor Vision Concept, East Campbell Avenue Master Plan 2007

5.1.1 Bring in Experts, Engage Stakeholders
All downtowns need to review and refresh their spaces to keep attracting visitors and shoppers . The City’s Downtown Development Plan was first adopted in October 2006 and amended in February 2020. With the economic shifts that have occurred since 2020 with the pandemic and the more recent national economic shifts the time is right for an update which could be done as a separate review/report as an addendum to ensure as downtown moves forward it is strategic in its process to current trends and opportunities as well as addressing issues that might constrain businesses locating in the Downtown. This review is best done with “outside, experienced eyes”. Recommend considering engaging the Urban Land Institute San Francisco’s Technical Assistance for Communities (TA4C) Program.

The ULI-San Francisco Chapter offers a Technical Assistance Program (TAP) to cities throughout the Bay Area from San Francisco to Morgan Hill. TAPs provide expert, multidisciplinary advice to local government, public agencies, and non -profit organizations seeking vision and opportunities to enhance spaces.

The strength of these TAPs is the cross-section of expert panelists who have an interest in sharing their expertise as non-biased third parties that will examine issues from multiple perspectives to produce recommendations and an implementation strategy that is based on sound information, community realties, and best practices.

Engaging such a team could lead to a creative and innovative plan and implementation guide for connecting Downtown and the Pruneyard.

5.1.2 Property-Based Improvement Districts (PBIDs)
A Property and Business Improvement District (PBID) is a tool available to property and business owners to improve a downtown or other commercial area. It is a public-private partnership organized for the improvement of a specific geographic area.

In California, PBIDs are formed pursuant to the Property and Business Improvement District Law of 1994, California Streets & Highway Code Section 36600 -36604. A PBID is a special benefit assessment district designed to raise funds within a specific geographic area. Funds may be raised through a special assessment of real property, businesses, or a combination of both, and are used to provide supplemental services beyond those provided by the City. Eligible funding activities of a PBID include:
▪ Infrastructure – below and above ground
▪ Clean & Safe – concerns for safety and maintaining cleanliness, ambassadors ▪ Regulatory and Permitting Challenges – local, county and state ▪ Transportation and Parking
▪ Economic Vitality – business attrition, marketing, funding events ▪ Beautification – green spaces, landscaping, facades and public areas The formation of a Property Business Improvement District ( PBID) is complex and must be approved by at least 50% of the property owners agreeing to the property tax assessment formula and a management plan. All funds generated by the assessment district are reinvested in the specific area for the benefit of the assessed properties.

URBAN LAND INSTITUTE
ULI San Francisco’s Technical Assistance for Communities (TA4C) committee offers a range of technical advice, educational resources, and professional development opportunities to help cities, counties, public agencies, and communities enhance their underst anding of the processes and advance the development of more sustainable and vibrant communities.

If the City, property owners and businesses wish to pursue a joint BID or PBID, they should engage consultant assistance experienced in forming PBIDs.3 Unique signage is not only directional but is art and helps to create distinct and interesting visuals adding to the sense of place. The City of Campbell could increase wayfinding and gateways to signal a sense of arrival to a destination or district. Signs need to be functional and properly located, while also being aesthetically pleasing and reflect the City’s character. Gateways can be used to promote destinations not just arrivals to the City of Campbell (5.2.2) and showcase specific districts, commercial center s, industrial areas, or landmarks.

5.2.1 Distinctive Signage
Signage is a versatile tool that plays a vital role in shaping the identity, safety, and overall positive community experience felt by residents and visitors alike. Signs could be e nhanced throughout the City to guide visitors to various attractions , districts and areas seamlessly. Critical that signs, monuments and banners are clear and sized appropriately for the audience to read in a vehicle, bicycle or walking.

Figure 2: Existing Campbell signage at west entrance to downtown

3 KLIFinance, Kristin Lowell, Roseville, CA. 916.786.9686 [email protected]

5.2.2 Gateways Create a Sense of Arrival
The City of Campbell is framed by highways —State Route 17 through the central north-south core, Highway 280 running east -west to the north, the San Tomas Expressway and the Lawrence Expressway further to the west. As a land -locked community with limited na tural landmarks, it is critical to create wayfinding and arrival elements to let visitors know they have arrived in Campbell.

Designing a gateway or a landscape element off a freeway interchange that creates a sense of uniqueness that honors the small-town feel requires thoughtful planning and an understanding of the local character. Signs and monuments at city gateways and other key districts or landmarks can showcase a certain vernacular or element of heritage (Fig 4 Samples).

Not all gateways have to monuments and built, the City could c onsider using billboards or electronic billboards at gateways to dynamically display current events and attractions. These could also be built with a theme to not appear as a billboard.

Figure 3: Examples of quality signage and monuments at gateways

Figure 4: Gateway Opportunities at Campbell Boundaries

Figure 5: Sample gateway sign concept proposed for Highway 17 Overpass (East Campbell Ave Master Plan)

Dell-McGlincy areas are addressed in Action 2.3 Traded Sector. This industrial area of Campbell is unique and has a reputation as a location for small start -up businesses.

The area has a diversity of businesses, new start-up, and long -standing mature businesses in different business sectors. This economic center is the city’s second largest sales tax generator.

Although there are few vacancies in the area which often don’t stay on the market for any length of time, the location and spaces are a good fit with a diversity of emerging businesses.

The area could be upgraded with gateways and wayfinding as well as amenities desired by the businesses located in the area, named something like Silicon Alley as a place and coupled with access to small business/entrepreneur services would attract the attention of emerging innovative businesses in diverse fields. (See Action 2.3 for more details).

As noted in Section 5.1, the Campbell Avenue Corridor connect ing Downtown to Pruneyard is a key opportunity that could be the focus of streetscaping and improvements to connect two critical nodes of the community.

The idea of enhancing corridors across the City should be promoted, especially considering that the commercial centers are connected by central corridors — Hamilton Avenue and Campbell Avenue as east -west corridors and Winchester Boulevard and South Bascom Avenue as north-south corridors.

The City recently issued an RFP for a Hamilton Avenue Precise Plan. The stated goal is to facilitate the transition of the Hamilton Avenue area into a vibrant, transit - oriented, mixed -use district with safe and convenient multi -modal connectivity.

Understanding that this is a larger effort requiring amended code language a nd capital improvement expenditures, the City could earmark funding for future corridor enhancement in the form of precise plans or capital improvement funds for Campbell Avenue, Winchester Boulevard and South Bascom Avenue.

Figure 6: Campbell's Corridors

5.5 Revitalize Underutilized Commercial Centers

5.5.1 Engaging Center Owners in Envisioning Mixed-Use Destinations While a majority of the City’s commercial shopping centers and strip retail centers are large well-maintained centers, there are opportunities to rethink and redevelop centers as thriving mixed-use destinations and areas to create third spaces for cultural activities such as music.

As part of placemaking, collaboration of Economic Development, Community Development and Planning, could be forward thinking about revisioning underutilized commercial centers to mixed-use destinations. Economic Development could engage property owners interested in revitalizing their spaces to meeting to discuss opportunities to enhance the centers through placemaking.

These centers could be master planned to change the layout of the center, with commercial or mixed-use buildings pushed to the street frontage, creating courtyards and enclosed areas behind the street -fronting buildings. Also, as most of these centers are located along existing transit corridors, there is the opportunity for more dense transit-oriented development.

Most existing commercial centers range from eight to fifteen acres, allowing for significant redevelopment opportunities. As a point of comparison, the Los Gatos North 40 Specific Plan is a mixed-use development just south of Campbell encompassing 44 acres that allows for a maximum of 270 residential units and just over 500,000 square feet of commercial uses. The plan requires 30% open space, design elements that reflect the orchard heritage of the properties, as well as bicycle and pedestrian paths and linkage to the local network. The vision for North 40 is reflective of Campbell’s shared vision—a celebration of the City’s history, agricultural heritage, and small-town character.

Figure 7: North 40 Rendering (provided by Grosvenor- Property Americas) 5.5.2 Creating “Third Places” Third places are defined as specific areas or districts that are distinct from the home (first place) and the workplace (second place). Third places allow people to gather to interact, socialize, and engage in activities outside their primary responsibilities. Examples of third places include coffee shops, parks, libraries, community centers, bookstores, and bars. While many of these third places already exist across Campbell, there are opportunities in existing centers or underutilized properties to create these third place amenities. Based on feedback heard from stakeholders, there may be opportunities for music venues, restaurants, bars, pickleball courts, etc. These “Third Place” concepts could be introduced to center property owners as potential in the center (5.4.1 above).

Case Study 1 – Third Places: Rainey Street in Austin Creating and fostering "third places" contributes to the social, cultural, and economic vitality of the community while embracing a community’s identity and sense of belonging.

Case Study in Third Places: Rainey Street in Austin Rainey Street, located a few blocks from the Colorado River in Austin, Texas, originally was given little attention—almost like an alleyway, sitting between a few houses. Several entrepreneurs started assembling and adaptively reusing the old houses, turning them into restaurants and small businesses, and installing picnic tables and lights for patrons. It grew organically through word of mouth and created a place brand on its own. Today, the street has grown into its own unique district and spurred housing developments. It is one of the most frequently visited areas in Austin.

Measuring Progress
Economic indicators should be measured on an annual basis to track progress and economic vitality. An annual economic indicator chart or dashboard can provide key data for informed decision-making, assist in facilitating strategic planning, and identify areas of adjustment needed to respond to dynamic market conditions. Campbell’s benchmark data for measuring economic indicators is included in the Working Paper Economic Scan prepared in Phase I.

City of Campbell Economic Development Plan - February 2024 - SECTION II - Page 170 Appendix

1. Phase I Existing Conditions Working Papers (8)
1) Economic Scan
2) Real Estate – Vacancies
3) Real Estate - Market Conditions
4) Sales Tax Review
5) Marketing - Social Media
6) Marketing - Website
7) Marketing - Perception, Supplemental Working Paper Surveys 8) Assets, Challenges & Opportunities

2. Alignment of 2040 General Plan, Economic Development Element to Economic Development Plan

3. Action 1.1.3 List of Commercial Uses-Zoning July 2023

4. Action 2.1.4 Economic Development Tools

5. Strategic Initiative 4.0 – Marketing Best Practices Guide

6. Strategic Initiative 5.0 - Property-based Business Improvement District Overview City of Campbell Economic Development Plan - February 2024 - APPENDIX - Page 171

City Council SubcommitteeMarch 12, 2024

City Council Subcommittee
March 12, 2024