STRATEGIC
INITIATIVE 5.0
PLACEMAKING
ACTION
5.5 ACTION
5.1 ACTION
5.2 ACTION
5.3 ACTION
5.4 FIGURE 9: STRATEGIC INITIATIVE 5 (OVERVIEW)
FIGURE 9
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IMPLEMENTATION
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 grounded 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 5.0
PLACEMAKING
STRATEGIC
INITIATIVE 1.0
ENHANCE MARKET
OPPORTUNITIES
STRATEGIC
INITIATIVE 2.0
BUILDING
ECONOMIC
VITALITY
STRATEGIC
INITIATIVE 3.0
STRENGTHEN
& LEVERAGE
RESOURCES
STRATEGIC
INITIATIVE 4.0
MARKETING &
PROMOTIONS
PILLARS
COLLABORATIVE
II
FOUNDATIONAL
I
ASPIRATIONAL
III
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Recommendations
TABLE 2: YEARLY RECOMMENDATIONS (3 YEARS)
YEAR 1
1. FOUNDATIONAL INITIATIVE ACTION
Solidify the economic development program
with consistent work efforts.
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 INITIATIVE ACTION
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 district, targeting emerging industries.
5.0 5.3
3. COLLABORATIVE INITIATIVE ACTION
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
Table 2
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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
3. COLLABORATIVE INITIATIVE ACTION
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 2.0 2.5
3. Launch marketing tactics beyond the economic
development audience.
4.0 4.1.3
YEAR 3
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 INITIATIVE ACTION
1. Launch visitor strategy 3.0 3.2
2. Continuing marketing tactics and promotions of
existing businesses.
4.0 3. PLACEMAKING INITIATIVE ACTION
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
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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 commitment 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 Pillars, 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 order to stimulate economic growth and enhance competitiveness.
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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. These 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.
Table 3: Pillars, Strategic Initiatives, Actions summarizes the structure and content of the tactical plan.
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Attachment: Economic Development Plan (2024 Economic Development Plan) TABLE 3: 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
Action 5.4 Enhancing Campbell’s Corridors/Connecting Centers Action 5.5 Revitalize Underutilized Commercial Centers
Table 3
COLLABORATIVE
II
FOUNDATIONAL
I
ASPIRATIONAL
III
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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 enhance 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.
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Enhancing Market Opportunities
Strategic Initiative 1.0 is focused on those actions that create strategic 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).
2. Position 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. 17 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 cen- ters, spaces, and businesses. The tool also assists City staff with understanding the location and sizes of vacancies within any Economic Center.
footnote 17
CHALLENGES
As identified in stakeholder and broker meetings and discussions with the City’s Planning Commis- sion, 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 City Council and Planning Commission, has made headway in changing zoning and permitting regula - tions 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 the ongoing effort by the Community Development Department, the Planning Com - mission and the City Council to streamline zoning and permitting and shorten timelines for busi- ness 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 tool,17 (referred to as the Real Estate Portfolio), maintain the portfolio and promote to the bro - ker network, businesses, and managers of the City’s economic centers. ■ The commercial properties that have housing overlay designation (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 rela - tionships, to further enhance market opportunities.
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CHANGING BUSINESS CLIMATE
PERCEPTIONS
■ Engage City Council and Planning Commission as champions for streamlining zoning and permitting.
■ Economic Development to facilitate annual discussions on market trends, new uses, pain point feedback from businesses and brokers and best practices being implemented in other jurisdictions.
■ Prepare and update zoning regulations to align with new commercial uses.
■ Balance timelines for commercial and housing application processing.
■ Review major sales tax generators to ensure streamlining for potential expansion or locations.
■ Market and promote changes that are occurring to streamline the process.
REAL ESTATE PORTFOLIO
■ Utilize the Economic Centers Map as a Real Estate Portfolio to promote key and featured sites.
■ Schedule meetings with Economic Center property managers and owners.
■ Post the Economic Centers Map (portfolio) to City’s website. ■ Track annual sales tax generated by each economic center.
This may require assistance from HdL, the City’s sales tax auditor.
■ Maintain the Real Estate Portfolio, updating vacant spaces quarterly and checking with Real Estate Brokers and other resources.
BROKER NETWORK
■ Conduct outreach and communication with Real Estate
Brokers, leveraging opportunities to fill vacancies.
■ Conduct annual breakfast to update Real Estate Brokers on the City as well as get feedback on permitting process.
RESEARCH, ASSESSMENT AND ANALYSIS
■ Continually research and assess the Campbell market to identify trends, new market opportunities, shifts that could disrupt the market, emerging and target industries and areas where competitive advantage can be gained.
STRATEGIC
INITIATIVE 1.0
ENHANCE MARKET
OPPORTUNITIES
ACTION
1.1 ACTION
1.2 ACTION
1.3 ACTION
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Attachment: Economic Development Plan (2024 Economic Development Plan) ACTION 1.1 CHANGING BUSINESS CLIMATE PERCEPTIONS
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.18 The City’s 2040 General Plan and Economic Development Element Goals/Actions19 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 determi - nation 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 busi - nesses 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. footnote 18,19
18 Campbell Working Paper: Assets, Challenges, Opportunities (FINAL). 19 Note: The 2040 General Plan, ED 2.a to ED 3.b references: “Review, and update as necessary, zoning and other develop- ment regulations and application review and permitting process…aimed at spurring job growth and economic develop- ment…”
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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 City Council and Planning Commission as Champions 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.20
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, which was an objective identified during the preparation of the City’s
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 Man- ager) as to what zoning categories new business applicants would be placed in and keeping track of how many of them require CUPs.
■ The City Council, Planning Commission and Community Development Department can be cham- pions of this effort by showcasing that the City understands the needs of businesses. footnote 20
20 Phase I Working Paper Assets, Challenges, Opportunities, Working Paper Supplemental Challenge – Zoning & Permitting July 2023.
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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. The 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 retail. 21 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 footnote 21
21 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) category. It often is put into a veterinary category, which 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: Allowing 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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-by-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 tool22 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 22 Campbell Economic Center Portfolio, ERSI Storymap web based tool, https://storymaps.arcgis.com/ stries/64e23545ee454f0c823a0a59718b49a0
footnote 22
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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).
Figure 10: City of Campbell Economic Centers highlight eight retail-based centers that are contiguous geographic areas that cover multiple buildings and tenants.
FIGURE 10: CITY OF CAMPBELL ECONOMIC CENTERS
Including the large Fry’s Building vacancy, the retail economic centers and Downtown Campbell have vacancies in the 7% range23 (considered a low vacancy rate for retail). The industrial area vacancy rate is also 7% with the Flex/R&D spaces 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, Council Inquiry).
1. footnote 23FIGURE 10
23 Working Paper, Real Estate, July 2023.
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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 manage and promote 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 Portfolio.25 The database can be downloaded in any format (Excel, GIS, Word document, Google).
CHALLENGES
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 mar - ket-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 Portfolio24 for the Economic Develop- ment 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 Economic Development Man - ager of vacancies that are market-ready (can be filled),
2. Maintain a visual tool highlighting all the economic centers, and available properties as appro - priate, on the City’s website accessible to the public which would link interested parties to rep - resentatives of those vacant properties, and
3. Provide a tool to benchmark and track economic progress at the various economic centers. 24 Campbell’s economic centers were mapped in a GIS ESRI web tool called StoryMap. This web tool highlights all of Camp- bell’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. 25 Portfolio Database, November 2023.
footnote 24, 25
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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 reviewing 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 provide 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.
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During stakeholder outreach in Phase I, meetings were held with commercial real estate (CRE) brokers.26 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.
CHALLENGES
Because commercial real estate brokers and City staff typically look at the real estate market dif - ferently, 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. footnote 26
26 Phase I Working Paper, Real Estate July 2023.
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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.
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1.3.2 Building Trust
Specific tactics are included in Strategic 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 developments 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).
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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 a 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 27 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 Desali- nation 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/ 28 McKinsey Generative AI, 2023. McKinsey provides research reports on markets, the economy, technology, productivity, etc. which are available at no cost.
footnote 27,28
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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 researched 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.
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1.4.4 Sources & Monitoring
As part of implementation, monitoring trends and performance is recommended.
This is a key activity where the Economic Development Manager will need to identify specific indicators for monitoring and scheduling dates for reporting. (such as quarterly, biannually).
Resources for research are varied and diverse including public sources, trade journals, industry specific data and local business publications, the Economic 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, the 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.
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Building Economic Vitality
“Building Economic Vitality” describes the City’s strategic actions, usually led by the Economic Development Manager, to reduce risks of economic downturn and City revenue declines.
These efforts include forging relationships and building 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.
CHALLENGES
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 business.29 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.
CITY RESPONSE
Implement focused outreach and assistance to existing businesses, build 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 technol - ogy start-ups.
■ The City should make the necessary modifications to land use regulations that may limit hotel development.
footnote 29
29 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.
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ORGANIZATIONAL OPERATIONS
■ Define the critical role of Economic Development, staffing, tools and resources to implement an effective and efficient program and specific targeted communications and outreach with businesses, real estate brokers and partners.
BUSINESSES – RETAIL/COMMERCIAL
■ Focus on the steps to fill vacancies including contact lists, retail real estate inventory, assessing properties for readiness, and matching space to potential uses.
■ Collaborate with Community Development on streamlining zoning for new retail uses.
■ Conduct outreach calls to major retailers and initiate marketing to new retail uses.
BUSINESSES – TRADED SECTOR
■ Focus on steps to retain, expand and attract emerging businesses.
■ Schedule communications and host roundtables with existing and potential new businesses.
■ Recognize Dell & McGlincy as unique small business startup districts.
■ Implement marketing through various venues to emerging businesses seeking startup locations.
BUSINESSES – OFFICE
■ Focus on steps to fill vacant office space. (Note: the office market is currently in a national downturn; filling these spaces is expected to take several years until the economy shifts.) ■ Identify office space that may have market or reuse potential. ■ Communicate with owners, property managers and real estate brokers.
VISITOR & HOSPITALITY SECTOR
■ Focus on engaging stakeholders to prepare a Visitor Strategy to include inventory, updating website, and implementing collaborative marketing targeted at this audience.
■ Incorporate Campbell trail network in the Visitor Strategy with an identified champion.
STRATEGIC
INITIATIVE 2.0
BUILDING
ECONOMIC
VITALITY
ACTION
2.5 ACTION
2.1 ACTION
2.2 ACTION
2.3 ACTION
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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 Ombudsperson as the position title to further promote their City is business friendly. The position serves as a vital conduit between City administration and businesses with inquiries and questions.
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2.1.2 Community Development Department
As noted in Action 1.1, Economic Development coordinates 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.
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 Centers30 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. 30 Working Paper – Sales Tax Review July 2023.
footnote 30
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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 details).31
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 Portfolio32
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 vacancies. 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. ■ Update the vacancies quarterly and update center information annually.33 ■ 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 communications 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.
footnote 31,32,33
31 Appendix 2.1.4 Economic Development Tools.
32 Campbell Economic Centers web based tool profiling all commercial and industrial centers in Campbell, https://story- maps.arcgis.com/stories/64e23545ee454f0c823a0a59718b49a0. 33 Properties Listing Updated November 2023.
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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:
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 expanding
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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) By structuring the newsletter in this way, the Economic Development Manager can effectively communicate key developments in Campbell, showcase available opportunities, and 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.
3. 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.
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4. 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.
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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 Vacancies, 34 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. 34 Working Paper, Real Estate July 2023.
35 Chart Campbell Retail Supply & Demand, Source: Placer ai, Retail Supply & Demand Source, January 2024. footnote 34,35
CHALLENGES
Over the last seven years, (2016-2023), brick-and-mortar retail upheavals have occurred in national, regional, and local markets caused by more 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 avail - ability further (Table 4: 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 prop- erties are redeveloped, it will decrease the retail and commercial spaces throughout Campbell.
The City may want to initiate an economic impact study to estimate the loss of sales tax revenue from commercial properties with retail converting to residential. ■ Conditional Use Permits. Conditional use permits are still required for many retail uses in Camp- bell, which could delay store openings by nearly a year after a lease is signed. ■ Campbell Retail Supply, Demand, Leakage. Campbell has a retail sales surplus35 with few catego- ries indicating a retail demand (also referred to as leakage). Lack of retail demand will challenge recruiting new retailers; prospective retailers seek areas where there is an unmet demand (Ac - tion 2.5.5).
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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.
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 2023 by the Community Devel- opment Department/Planning, Planning Commission and approved by Council.
STEPS TO FILLING RETAIL VACANCY
Database of Businesses
Broker Meetings
Prepare Retail Ready-
to-Market Inventory
Continue Streamline
Permitting Process (CUP) –
Update to New Uses
Sales Tax Generator Calls
Match Target Uses to
Available Space
Marketing to
Attract Retail
1 2
3 4
5 6
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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:
■ Real Estate Brokers - 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.
■ Economic Center property managers and owners.
■ Existing retail/commercial businesses (owners and managers). ■ Key sales tax generator businesses and if appropriate their internal real estate management.
■ Over time, populate and code new businesses or potential retail targets that the City wants to attract.
■ 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 Portfolio36 currently provides an inventory of available spaces listed by brokers (as of November 2023). This serves as a tool for the Economic 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, (see Table 4: 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 36 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). footnote 36 Ref to Table 4
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Attachment: Economic Development Plan (2024 Economic Development Plan) Development Manager focuses on only those spaces that have the potential to be filled or cause the fewest delays for a potential user.
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 Centers 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 ( Table 4). 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.
Ref to Table 4
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DESCRIPTION OF VACANCY POTENTIAL ACTION / ASSISTANCE
Leased, but not yet occupied
The City previously required a Conditional Use Permit
(CUP) any time a different type of tenant (than what
was there previously), went into an existing vacant
space. It took approx. 4-5 months for a tenant to get
a CUP approved, and then the tenant had to go to the
planning/building department to get a building permit.
The building permit took another 4-5 months. Hence
the vacant space would be leased but not occupied
until 10+ months after a lease was signed.
When a CUP is required, the ED Manager, can act as an
ombudsman to monitor the process the tenant is going
through, ensuring accurate documents are originally
submitted and that the time needed for Planning to
process the permit is timely.
Landlord not willing/or unable to bring space to a condition that is acceptable for the tenant to lease
During the most recent retail cycle, landlords often
would look to the tenant to make all the space up -
grades. Often a landlord did not need to put money
into their buildings. But the recent (2018-2020) code
changes (ADA, Title 24 etc.) require higher costs to
retrofit the buildings. Tenants are no longer willing to pay these higher costs for a space, even an exemplary
space. Many landlords are not willing to upgrade their
properties appropriately. In other cases, the costs are so high, to bring the building up to code, the landlord does not have the financial ability to do so.
When a landlord is not able to bring a space to a condi - tion under which a tenant would lease, the ED Manager
and other staff can, hopefully, identify other funding to help the property owner upgrade the property to meet
code requirements (see Physically Obsolete Building
Inventory).
Landlord wants to redevelop property into housing
and will only lease for a short term
With the recent State laws that allow a housing overlay zone on every commercial centers, a property owner
may offer for lease their retail space for only a short time (2-3 years) because they intend to redevelop the
property into a housing development. In this case
the property owner doesn’t want to have a long-term
tenant holding up redevelopment of the property.
There is no reason the ED Manager should focus atten -
tion on these properties, in that the property owner
has an action plan for the property. But vacancies can
be ugly, and disturbing for the surrounding communi -
ty; therefore, the City can require the property owner
to cover windows with printed plastic film or vinyl
interior window coverings with art or product displays
shown.
TABLE 4: TYPES OF VACANCIES
1 3
2 Table 4
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DESCRIPTION OF VACANCY POTENTIAL ACTION / ASSISTANCE
Space is not marketable due to some physical or economic constraint I.e., depth, width, column spacing, lack of proper utilities, or asking rent is substantially over market rent.
This can be the case with many older retail spaces, or
those retail spaces on the first floor of a residential building. There are design criteria that the national
and regional tenants have developed, that prove to be
most efficient when operating a retail business. When
a space has shorter or longer depths, not enough elec - trical amperage, columns spaced so close together that
a tenant cannot lay out their store, or a property owner asking substantially above market rents, these spaces
can only be leased to a local, independent tenant who
is willing to live with the imperfections or who can pay the exorbitant rent. There are many fewer local, inde - pendent tenants and therefore it can take longer to get the space leased.
If the physical constraint is a lack of proper, upgraded utilities, (and the property owner is willing to pay for the upgraded utilities), the ED Manager can interface
with the utility company to ensure the utility company
stays focused on scheduling and executing the re -
quired upgrades.
When a property owner will not set their rent at a nor - mal rate, gentle suggestions from the ED Manager can
explain what other properties in the City are renting
for, and how renting the space would be an advantage
to the owner and the City. The ED Manager should keep
track of the vacancy inventory (see 2.2.1) and give the property owner the marketing flyers of other vacant
spaces in the City. This may show the property owner
how to market his/her space more efficiently.
Landlord is not marketing the vacant space through normal channels E.g., broker, LoopNet, Costar. There are always one or two spaces in every city, wherein the property owner
either does not know how to market the space, has
decided not to pay the cost to market the space, or just does not want to be bothered marketing the space.
This will reduce the property’s exposure to the major - ity of the active, available tenants and their brokers, resulting in a longer time the space stays vacant.
The ED Manager can only make suggestions to the
property owner. Hopefully, if the ED Manager can make
the property owner aware of the huge audience that
is accessible using the tools of the trade, the proper - ty owner may agree to more productive marketing
tactics.
Physically obsolete buildings
The real estate market in Silicon Valley has been hot
for years. Only recently did the market change where
tenants no longer feel they should pay for upgrades
to a property that are not part of their specific tenant improvements. The owners of these properties are
now asked to bring the buildings up to code, including
parking lots or to the “path of travel.” The cost of bring - ing some of these buildings and parking lots up to code can be astronomical if a property has been previously
leased for long periods of time.
Inventory those buildings that fall into the Physically Obsolete category.
■ Investigate what other cities are doing (grants, Main Street funds etc) to help property owners bring
their buildings up to code. (NOTE: one action some
cities have taken that has not solved the problem
is fining property owners for having their spaces
vacant for long periods of time. Until a city under -
stands the reason a property owner is not getting
a space leased, the problem cannot normally be
solved.
■ NOTE – these physically obsolete buildings cannot nor - mally be leased until they are upgraded to code.
TYPES OF VACANCIES (CONTINUED)
4 5
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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 Centers Real Estate Portfolio on the city website.
□ Identify key properties that may have potential to match uses.
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 Street 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, the Economic Development Manager, should flag properties that have been CITY OF CAMPBELL ECONOMIC DEVELOPMENT PLAN • JANUARY 2024 86 12.b
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□ 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:
− 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. − The Economic 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.38
□ 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 improvements. 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.
footnote 37,38
37 Housing overlay maps are included in Working Paper, Real Estate, also available from Campbell Planning Department. 38 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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 requirements, 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.
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).39
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.
39 Source: City Finance Department maintains list, 2022-23 List included in Working Paper – Sales Tax. footnote 39
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5. It will be difficult to personally visit every retailer/commercial business in Campbell every year. Therefore, different methods to connect with businesses include:
□ Schedule and host a “coffee/tea get together” with the retail center managers once a year.
□ Have the center manager invite all that center’s businesses to a meeting each year.
□ Ask the businesses about their operations, the market, and any needs and opportunities.
□ Send a Campbell Retail/Commercial newsletter at least twice a year. □ 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.
2.2.5 Match Targeted Uses to Available Spaces
According to retail sources,40 there are only three categories with unmet demand in Campbell41 Retail – Groceries, Retail – Building Materials & Supplies and Services– Restaurants (family style and restaurants with bar service).
In Figure 11: Unmet / Oversupplied Retail and Service Categories , the Unmet Demand data is sourced from Placer.ai, a retail tracking service. The chart is plotted from a central point in Campbell’s Downtown with a 3-mile radius to calculate Unmet Demand. The first four categories are unmet demand categories, bar to the right, with the amount of unmet demand. All categories below Dimensional Lumber & Other Building Materials indicate that Campbell is over-supplied in those categories, bars to the left, represented by negative numbers (an indication that Campbell supplies businesses and residents from outside of this Campbell radius.) 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.
Ref. to FIGURE 11footnote 40,41
40 Placer.ai is the major retail source calculating retail supply and demand. 41 Source: Placer.ai, Data Run December 2023, 3-5-7 miles radius of Downtown Campbell.
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Attachment: Economic Development Plan (2024 Economic Development Plan) Retail Vacancy – Business Tenant Targets
See Figure 12: Retail Vacancy – Business Tenant Targets which overviews the types of space requirements needed for Unmet Demand 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 Execution
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.
Ref. to FIGURE 11
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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.ai42 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 .43 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.
FIGURE 12: RETAIL VACANCY – BUSINESS TENANT TARGET LIST footnote 42,43
42 Section II, Strategic Initiative 2.0, Action 2.2 Placer.ai Analysis of Unmet Demand/Oversupplied Categories 43 Space available, 15,000 and 25,000 square feet, as of February 2024.
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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.
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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 businesses 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.
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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.
□ 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), handling 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.
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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 & Riparian Corridor44 should be added as a key amenity for residents and visitors on the City’s website. The Los Gatos Creek Trail & Riparian Corridor is not currently being marketed and it is not clear which department would handle the marketing.
44 The Los Gatos Creek Trail and Riparian Corridor offers recreational opportunities for walkers, joggers, bicyclists, skaters, non-motorized scooters and nature lovers. The trail passes through multi-jurisdictions and is operated by the Town of Los Gatos, County of Santa Clara Park Department, City of Campbell, and City of San Jose.
The trail is 10.7 miles and passes through a number of jurisdictions, basically from above Los Gatos Creek to the Bay, creating a network of regional trails and alternative transportation corridors.
The Los Gatos Creek is one of the few urban streams in Santa Clara Valley which remains relatively intact. It is both a riparian corridor for plants and wildlife and is part of an intricate system of water resources and flood protection. Water released from Lexington Reservoir flows to Vasona Lake where a system of gates at the dam releases water downstream to the percolation ponds at Los Gatos Creek County Park and Budd, Camden, McGlincy, Oka Lane, Page and Sunnyoaks ponds. Ultimately, the creek joins the Guadalupe River and flows northward to San Francisco Bay.
Access and parking are available; from Campbell Park on Los Gatos Creek at Campbell Avenue; from Los Gatos Creek County Park located on Dell and Hacienda Avenues, from Old Camden Ave., and from the westerly end of Campisi Way, north of Campbell Avenue. Additional access points are located at Camden Avenue/Highway 17 and Railway Avenue. footnote 44
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Attachment: Economic Development Plan (2024 Economic Development Plan) Possible Action Steps:
■ This theme would best 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, Council Inquiry).
Collaborate with outdoor focused nonprofit groups to leverage marketing opportunities (Strategic Initiative 2.0 & 4.0).
2. BIKE RENTALS
A bike rental store was mentioned as a logical type of business that should be in Campbell, particularly if located near the Los Gatos Creek Trail & Riparian Corridor.
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 & Riparian Corridor, 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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.
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.
RESEARCH EXAMPLE
FILLING SPACES, SALES TAX GENERATION BUSINESSES
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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 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.
RESEARCH EXAMPLE
FILLING SPACES, MATCHING SPACES TO POTENTIAL USES
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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 diversity 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.
15. 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.
16. Maker Space or DIY Workshop:45 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.
footnote 45
45 Makerspaces and DIY Workshops are unique spaces that can be private sponsored, in collaboration with universities or commu- nity colleague and often require funding subsidies from the public sector.
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Attachment: Economic Development Plan (2024 Economic Development Plan) ACTION 2.3 BUSINESSES – TRADED SECTOR
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.
CHALLENGES
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 areas 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan)
STEPS FOR TRADED SECTOR BUSINESS RETENTION/
EXPANSION & EMERGING BUSINESS ATTRACTION
Database & Map
of Businesses in
Dell-McGlincy
Outreach to Top Traded
Sector Employers & Sales
Generators
Recognize Dell-McGlincy
as a Unique Campbell
District
Communications, Survey,
Silicon Alley Newsletter,
Roundtable
Emerging Business
Targets
Marketing –
Newsletter / LinkedIn
Prepare Value
Proposition,
Business Case
1 2
3 4
5 6
7 Audience: Existing, Emerging,
Broker, Venture Capitalist
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. The 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 entre - preneurs).
SUPPORTING Those business that are integral in providing goods and ser - vices (supply chain) to these growth businesses.
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Attachment: Economic Development Plan (2024 Economic Development Plan)
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 responses received during 2023 business survey – business challenges in recruiting employees, unhoused, 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)
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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.
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,46 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:
− Challenges shared by stakeholders include trash and recycling, safety, homelessness, parking, recruiting employees, limited flex & R/D space. − 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). footnote 46
46 Pillar III Aspirational, Strategic Initiative 5.0.
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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.
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.
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2.3.8 Traded 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 Figure 13: Traded Sector 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 Figure 14: Emerging Industry Target List
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Attachment: Economic Development Plan (2024 Economic Development Plan) FIGURE 13
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.
FIGURE 13: TRADED SECTOR TARGET LIST
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Attachment: Economic Development Plan (2024 Economic Development Plan) ■ 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.
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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
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Attachment: Economic Development Plan (2024 Economic Development Plan) FIGURE 14
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, some 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.
3. Virtual and Augmented Reality: Virtual 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).
FIGURE 14: EMERGING BUSINESS TARGET LIST
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2.3.10 Marketing to Traded Sector & Emerging Targets
The Economic Development Manager should “soft” market to these emerging industries, and others as identified, utilizing 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
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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:
Attracting and supporting businesses with a focus on zero-emission, whether creating or implementing new technologies, should involve collaboration 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.
■ 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
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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 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 businesses 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).
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Attachment: Economic Development Plan (2024 Economic Development Plan) ACTION 2.4 BUSINESSES – OFFICE
Nationally the office market has not recovered from the pandemic. This is due to employees wanting to continue “working 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. From all current indications this office trend of high vacancy rates will continue for the next few years.
CHALLENGES
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, there are also limited solutions for the City. The suggestions include:
■ Focus economic development outreach work on identifying office properties, owners, and rep - resentatives.
■ 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan)
STEPS TO FILLING VACANT OFFICE SPACE
Database of
Property Owners,
Managers, Brokers
Broker Outreach
Broker City-Owner Use
& Reuse Conversation
Share Potential Reuse
Opportunities
Prepare City-Owner
Reuse Strategies
1 2
3 4
5 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.
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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 space.47
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.48
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.
□ Is there an obsolescence issue because building needs improvements? □ Are spaces vacant due to the general malaise of the market? □ What are the owners plans for finding tenants or reusing the building?
2. Determine the obsolescence of the buildings with the highest vacancies. □ Work with property owners and or property managers to identify sites with an obsolescence issue.
□ After identifying the sites with obsolescence, prioritize the sites that are in opportunity zones.
□ Work with the City’s building department and the property owners/managers to identify and cost (if possible) the items that need code updates. footnote 47,48
47 Source: Tom Cox, founder, and partner TCA Associates- a mixed use architecture firm in Oakland. 48 The City may want to initiate an economic impact study to estimate the loss of sales tax revenue from commercial prop- erties with retail converting to residential.
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3. Is it financially feasible for the property owner to upgrade their property? □ 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.
□ 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.
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 more 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) ■ 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.
■ 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 2nd or 3rd level office buildings. Sometimes office buildings can provide the parking that these types of uses need. Retail centers often have exclusives that disallow this type of use due to parking restrictions required by anchor tenants.
■ 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. ■ 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.
■ 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. ■ 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.
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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 City 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.
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.
Example: REPURPOSING OFFICE SPACE FOR AGRICULTURE
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 specifi- cally to fit into existing office real estate spaces, and it doesn’t require 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.”
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COUNCIL INQUIRY
Exploring Opportunities for Growth & Development
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.
Campbell Technology Park
The industrial/R&D space in Campbell has a relatively low vacancy rate. This property, Campbell Technology Park, is zoned industrial/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 is 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) ACTION 2.5 VISITOR & HOSPITALITY SECTOR
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.
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.
footnote 49
49 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.
CHALLENGES
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 embarking 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.49 CITY OF CAMPBELL ECONOMIC DEVELOPMENT PLAN • JANUARY 2024 121
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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.
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 (Figure 15:
Starting a Campbell Visitor Asset List).
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FIGURE 15: 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
City of Campbell Park & Recreation
Master Plan
MUSEUMS
Heritage Museum
Ainsley House
Campbell Library Renovation
TRAILS
Los Gatos Creek Trail & Riparian
Corridor (10.7 miles)
■ Passes through multiple
jurisdictions from mountains to
Bay.
■ Wildlife, salmon and beavers
return to creek habitat. Beaver
Cameras.
■ Camden Loop
■ Camden Ponds
■ Downtown Campbell Camden
Loop
■ Farmers Market Loop
Campbell Park Trail (3 miles)
Perc Ponds – several percolation
ponds off Winchester Blvd. San
Tomas Expressway and Los Gatoes
Creek Trail, offers seasonal fishing.
CAMPBELL
COMMUNITY CENTER
(managed by Rec Department)
All-weather track (lit at night)
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)
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CHAMBER OF
COMMERCE
Boogie Campbell Music
Festival
Campbell Oktoberfest
Oktoberfest Fun Run/Walk
Annual Celebrate Campbell
honors “Heroes of
Campbell”
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
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
CITY
Farmers Market (operated
by 3rd party vendor)
RECREATION DEPT.
Valentine Fun Run/Walk
EVENTS
Important to include assets outside of Campbell that can be leveraged for Campbell to grow the visitor market, such as Levi Stadium, public transportation and proximity to universities.
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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:
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 Tourism, 50 Silicon Valley
Central Chamber & Visitors Bureau and the San Jose Convention & Visitor Bureau could be excellent resources for assisting in developing a visitor strategy.
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
footnote 50
50 Visit California, Regional Strategic Tourism Plans, https://industry.visitcalifornia.com/partner-opportunities/programs/ regional-planning.
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2.5.5 Tourism Business Improvement Districts (TBID)
Tourism Business Improvement Districts (TBID) are a way to fund destination marketing programs. A TBID is typically 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 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, Council Inquiry - 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.
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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.
□ 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.
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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 corridors 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. The City should pursue necessary modifications to development regulations that may limit the types of hotels desired in those areas.
A new hotel would require 1.5-2.0 acres which could be a pad in an old center where a building is demolished and rebuilt. 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 & Riparian Corridor 51 as an asset and amenity.
The Los Gatos Creek Trail & Riparian Corridor, as well as the full trail network and riparian corridor assets, 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 visitors or residents.52 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, Council Inquiry - Audiences Beyond Economic Development.
Additional audience personas, profiles and marketing tactics are included in the Brand Story Strategy, a separate document.
footnote 51,52
51 See footnote 44, page 96.
52 February 2024, during a City meeting with a Dell Avenue business, the company’s senior staff noted their use and appre- ciation of the Los Gatos Creek Trail & Riparian Corridor.
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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.
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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. ■ 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) PILLAR II: COLLABORATIVE
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.
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Leverage Resources
The City of Campbell has great resources within the various City departments and with entities, organizations, and agencies, both nonprofit, 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.
CHALLENGES
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 inter - nally among residents and externally among visitors, potential investors, and broader audienc - es. 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.
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CITY DEPARTMENTS
■ Engage all department in economic development.
■ Continue internal efforts to create business friendly streamlined permitting process, sharing market information and feedback from businesses.
■ Collaborate with finance department on tracking sales tax revenue to identify opportunity or challenge indicators.
CHAMBER OF COMMERCE
■ Engage the Chamber as a partner in promoting and assisting small business/entrepreneur access resources.
■ Champion moving forward Visitor Sector strategy.
DOWNTOWN CAMPBELL BUSINESS
ASSOCIATION
■ As a key asset and valued by the community, continue to manage events that attract residents and visitors.
■ Initiate placemaking planning to continually renew and revitalize downtown as special location (included in Action 5.0).
OTHER PARTNERS
■ Build collaborative work relationships with partner agencies in utilities, transportation and among service providers.
STRATEGIC
INITIATIVE 3.0
STRENGTHEN
& LEVERAGE
RESOURCES
ACTION
3.1 ACTION
3.3 ACTION
3.4 ACTION
3.2 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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.
ACTION 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.
■ 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 competitive. 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 share updated business license data to ensure the Economic Development 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.
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ACTION 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 nonprofit 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 businesses 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/.53
■ 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/ 53 Support – Local on-line web-based tool is currently used in several states and the following cities in California: Mountain View, Chico, and Vacaville.
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Attachment: Economic Development Plan (2024 Economic Development Plan) ■ 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 State 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.
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 their 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/
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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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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)
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.
ENGAGING& CONNECTING COMMUNITY
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) footnote 54
54 Economic Impact Model, Dr. Robert Eyler, Economist.
ACTION 3.3 DOWNTOWN CAMPBELL BUSINESS ASSOCIATION (DCBA) DCBA, a volunteer nonprofit 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 54 for the community.
3.3.1 Social media marketing and the events
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 at 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 mentioned 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.
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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) ACTION 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 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan)
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
■ 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan)
ECONOMIC DEVELOPMENT MARKETING
■ This action includes marketing tactics that go beyond the focused communications and outreach of the Economic
Development Manager to a broader audience and more
formalized themes.
■ Provide assistance and resources to update the Economic Development page of the City website and to post more
focused social media.
■ Consider other marketing tactics that go beyond the economic development focused audience to spread messaging and
promotions.
STRATEGIC
INITIATIVE 4.0
MARKETING &
PROMOTIONS
ACTION
4.1 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.
CHALLENGES
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 businesses 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 RESPONSE
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 organiza- tions, such as City Manager’s Office, Community Development Department, Chamber of Commerce, Downtown Campbell Business Association, and other nonprofits. Implementing “broader audience” campaigns would require expanded effort, capacity and resources however collaborating on market- ing messages and campaigns can be a strategic and efficient approach, even with limited resources.
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Attachment: Economic Development Plan (2024 Economic Development Plan) ACTION 4.1 ECONOMIC DEVELOPMENT MARKETING
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.
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 to the City will help in rebuilding trust with the business community, including existing businesses, brokers, and developers.
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Attachment: Economic Development Plan (2024 Economic Development Plan) Recommend a message tagline such as Streamlined for Success.
SAMPLE STREAMLINED FOR SUCCESS PROMOTION
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Attachment: Economic Development Plan (2024 Economic Development Plan) footnote 55,56,57
55 Appendix Marketing Best Practices Handbook, Sample Campbell Calendar, http://tinyurl.com/yc6bc96a. 56 Working Paper Website Review July 2023.
57 Appendix Sample website page layout.
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 Handbook 55 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.56 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) 57
SAMPLE ECONOMIC DEVELOPMENT WEBSITE PAGE LAYOUT
Home Page, Internal Pages
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Attachment: Economic Development Plan (2024 Economic Development Plan) footnote 58,59
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.
Business Sectors ■ Retail – overview of the retail market 58 ■ Office – office scene -why Campbell is unique location ■ Industrial/manufacturing –how to join innovative entrepreneurs. ■ Business Cases 59
■ 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, permit - ting.
Newsletter ■ Place to sign up for the Economic Development Newsletter – Business First.
Social Platforms ■ Encourage businesses to follow the City on its social platforms. 58 Sample Location and Space Flyers that could be posted to website. But should be in the Portfolio, http://tinyurl.com/ym3vv2ww. 59 Business Case Sample.
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Attachment: Economic Development Plan (2024 Economic Development Plan) footnote 60
60 Working Paper Social Media July 2023, Best Practices Guide.
2. Social Media Tactics 60
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 add 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan)
SAMPLE BUSINESS STORY
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Attachment: Economic Development Plan (2024 Economic Development Plan) footnote 61
4.1.3 Marketing to Audiences Beyond Economic Development 61 The importance of communicating to audiences outside of economic development was expressed at the December 5 Council Study Session. There were three audiences specifically mentioned:
■ Community (Residents)
■ Visitors
■ Fitness and Outdoor Enthusiasts
Broader audience marketing 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 Council 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 start with one idea, build upon information gathered from the community, prepare a content strategy and then implementation can be developed over time. 61 Additional audience personas, profiles and marketing tactics are included in the Brand Story Strategy, a separate document.
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Attachment: Economic Development Plan (2024 Economic Development Plan) Audience: Community (Residents)
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:
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.
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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) footnote 62
SAMPLE MAYOR’S
NEWSLETTER 62
Target Audience:
Community
62 Sample Mayor’s Newsletter – all text used in sample is provided only to visualize format and placement.
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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.
Audience: Visitor
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 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.
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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. □ 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:
− Experience Our Unique Trails: Highlight the scenic beauty and accessibility of Campbell’s outdoor trails.
− Dog-Friendly City: Promote the City’s pet-friendly spaces and amenities. − The Pruneyard, Downtown and Unique shopping centers across Campbell:
− Highlight the shopping, dining, and cultural experiences available in these areas.
− Events by Chamber, DCBA, and Recreation Department: Highlight events hosted downtown, in the Pruneyard and venues like the Heritage Theatre.
− Renowned Farmers Market: Feature the popular, best in the Silicon Valley Farmer’s Market, a significant draw for locals and visitors alike.
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
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Attachment: Economic Development Plan (2024 Economic Development Plan) − 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.
Audience: Fitness and Outdoor Enthusiast
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.
□ Collaborate with local Crossfit Gyms: Create the “Campbell CrossFit games.” CITY OF CAMPBELL ECONOMIC DEVELOPMENT PLAN • JANUARY 2024 155
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Attachment: Economic Development Plan (2024 Economic Development Plan) □ 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
□ Visitor/Recreation: Add a page on the City website either with Visitor or with Recreation.
□ Los Gatos Creek Trail & Riparian Corridor: 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.
− 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 • JANUARY 2024 156
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Attachment: Economic Development Plan (2024 Economic Development Plan) footnote 63
63 Urban Land Institute, Perceived Benefits of Creative Placemaking.
PILLAR III: ASPIRATIONAL
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 Session was the importance of maintaining and enhancing the small-town image and “sense of place”.
Pillar III Aspirational frames placemaking as an initiative that is both visionary and pragmatic in maintaining Campbell’s small-town identity, branding Campbell as a community with a sense of place, honoring its agriculture heritage, culture, arts, and inclusiveness while 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 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.63
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.” CITY OF CAMPBELL ECONOMIC DEVELOPMENT PLAN • JANUARY 2024 157
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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
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.
CHALLENGES
Physical placemaking initiatives are beyond economic development and align more with Commu - nity 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.
CITY RESPONSE
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.
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DOWNTOWN AS A VIBRANT HUB
■ Implement planning to Downtown and connecting with
Pruneyard. Access the Urban Land Institute’s Technical
Assistance for Communities Team.
■ Evaluate the feasibility of a property-based improvement district.
WAYFINDING & GATEWAYS
THROUGHOUT CAMPBELL
■ Consider utilizing gateway concepts at various entrances to create sense of arrival.
■ Expand wayfinding throughout the City.
CREATE RECOGNITION FOR DELL &
MCGLINCY AREAS
■ Engage with businesses on placemaking to recognize the Dell & McGlincy areas as a unique district home to new emerging startups and legacy businesses.
ENHANCING CAMPBELL’S CORRIDORS/
CONNECTING CENTERS
■ Continue the progress on enhancing all of the corridors and connecting and creating synergy among centers to attract more residents and visitors.
REVITALIZE UNDERUTILIZED
COMMERCIAL CENTERS
■ Engage with property owners on revitalizing economic centers and creating new spaces and “third places” that foster social, cultural and economic vitality.
STRATEGIC
INITIATIVE 5.0
PLACEMAKING
ACTION
5.5 ACTION
5.1 ACTION
5.2 ACTION
5.3 ACTION
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Attachment: Economic Development Plan (2024 Economic Development Plan) Placemaking is an exceptional tool for branding a community because it emphasizes the unique sense of place and identity that differentiates one town from another.
By focusing on the specific attributes of a community, such as agricultural heritage, local art, and cultural traditions, placemaking fosters a deeper connection between residents and their environment. It encourages the celebration of a community’s roots while integrating these elements into the physical and social fabric of the area.
This approach not only honors the past but also invites active participation and engagement in shaping the future, leading to a vibrant, identifiable community that attracts visitors and sustains residents.
Placemaking efforts strengthen community bonds and reinforces a collective identity, making it a powerful strategy for community branding and revitalization.
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 to 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, it 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 experiences, memories, and the general ambiance of the place.
■ Significance of heritage, traditions, and 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) footnote 64
64 Downtown Campbell Development Plan & Standards, prepared by Campbell Redevelopment Agency, Community Devel- opment Department, Public Works Departments, Oct 3, 2006, updated Feb 18, 2020.
ACTION 5.1 DOWNTOWN AS A VIBRANT HUB
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.
The City’s existing document, Downtown Development Plan & Standards64 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 partnerships between the City and its stakeholders.
The study area identified in the plan (Figure 16) 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 17)
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Attachment: Economic Development Plan (2024 Economic Development Plan) FIGURE 16
FIGURE 16: CAMPBELL DOWNTOWN DEVELOPMENT PLAN –
BOUNDARY MAP
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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. 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 nonprofit organizations seeking vision and opportunities to enhance spaces.
FIGURE 17: CORRIDOR VISION CONCEPT, EAST CAMPBELL AVENUE MASTER PLAN 2007
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Attachment: Economic Development Plan (2024 Economic Development Plan) footnote 65
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.
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.
If the City, property owners and businesses wish to pursue a joint BID or PBID, they should engage consultant assistance experienced in forming PBIDs.65
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 understanding of the processes and advance the development of more sustainable and
vibrant communities.
65 KLIFinance, Kristin Lowell, Roseville, CA. 916.786.9686 [email protected].
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Attachment: Economic Development Plan (2024 Economic Development Plan) FIGURE 18
ACTION 5.2 WAYFINDING AND GATEWAYS THROUGHOUT CAMPBELL
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 ( Figure 18). 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 centers, 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 enhanced 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 18: EXISTING CAMPBELL SIGNAGE
AT WEST ENTRANCE TO DOWNTOWN
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Attachment: Economic Development Plan (2024 Economic Development Plan) FIGURE 19
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 natural 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 (Figures 19, 20, 21).
Not all gateways have to monuments and built, the City could consider 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 19: EXAMPLES OF QUALITY SIGNAGE
AND MONUMENTS AT GATEWAYS
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Attachment: Economic Development Plan (2024 Economic Development Plan) FIGURE 20,21
FIGURE 20: GATEWAY OPPORTUNITIES AT CAMPBELL BOUNDARIES FIGURE 21: SAMPLE GATEWAY SIGN CONCEPT PROPOSED FOR
HIGHWAY 17 OVERPASS (EAST CAMPBELL AVE MASTER PLAN)
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Attachment: Economic Development Plan (2024 Economic Development Plan) ACTION 5.3 RECOGNIZE DELL-MCGLINCY AS A DISTRICT
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).
ACTION 5.4 ENHANCING CAMPBELL’S CORRIDORS/CONNECTING
CENTERS
As noted in Section 5.1, the Campbell Avenue Corridor connecting 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 (Figure 22).
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 and 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan) FIGURE 22
ACTION 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.
FIGURE 22: CAMPBELL’S CORRIDORS
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Attachment: Economic Development Plan (2024 Economic Development Plan) FIGURE 23
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 23).
FIGURE 23: 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 CITY OF CAMPBELL ECONOMIC DEVELOPMENT PLAN • JANUARY 2024 170
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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).
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.
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.
CASE STUDY
THIRD PLACES: RAINEY STREET IN AUSTIN
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Attachment: Economic Development Plan (2024 Economic Development Plan) 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.
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Attachment: Economic Development Plan (2024 Economic Development Plan)
APPENDIX
A. Phase I – Real Estate Portfolio
B. Phase I – 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
C. Phase I – Brand Story Video
D. Phase III – Alignment Chart, 2040 General Plan aligned to Updated Economic Plan
E. Phase III – Marketing Guide - Best Practices
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Attachment: Economic Development Plan (2024 Economic Development Plan) Appendix
2040 General Plan & Economic
Development Element Alignment with
Updated 2024 Economic Development
Plan.
Vision – General Plan 2040
In 2040, Campbell is a highly desirable community to live, learn, work and recreate.
It has maintained its small-town feel while maturing into an attractive, vibrant, and sustainable city that celebrates its historical and architectural heritage and embraces cultural diversity.
Campbell is a healthy community with quiet and attractive residential neighborhoods, a thriving downtown , well maintained infrastructure, excellent schools and recreational amenities connected by a seamless network of trails and paths.
The community is prosperous and fiscally sound, offering abundant employment opportunities to its diverse and creative workforce through a balanced mix of land uses that capitalize on employment opportunities in the Silicon Valley, while maintaining a strong sense of community identity.
Objectives – General Plan 2040
1. Reflect the current goals and vision expressed by city residents, businesses, decision-makers, and other stakeholders;
2. Address issues and concerns identified by city residents, businesses, decision-makers, and other stakeholders;
3. Capitalize on Campbell’s location within the Silicon Valley to provide high tech jobs that enable Campbell to be a live/work community while maintaining Campbell’s small town community identity;
4. Protect and enhance Campbell community character, and sense of community;
5. Ensure Campbell remains a safe, vibrant, and family-friendly community;
6. Proactively plan for and accommodate local and regional growth in a balanced and sustainable manner, with an emphasis on
maintaining Campbell’s unique character;
7. Provide a range of high-quality housing options, including housing resources and programs that comply with State Planning Law; Guiding Documents
Throughout the economic
development plan update
process the 2040 General
Plan Vision, Objectives and
Economic Development
Element as well as the 2017
Economic Development
Plan were used as guiding
documents to ensure
alignment of proposed
economic development
program.
Highlighted here are the
priorities listed as priorities
in the General Plan Vision
and Objectives.
The General Plan Economic
Development Element Table
lists the goals and actions
listed in the General Plan
Economic Development
Element referencing the
specific work effort in the
2024 Economic
Development Strategic
Plan.
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8. Attract and retain businesses and industries that provide high-quality and high-paying jobs;
9. Continue to maintain and improve multimodal transportation opportunities;
10. Maintain strong fiscal sustainability and continue to provide efficient and adequate public services;
11. Support and enhance Campbell’s small business community to sustain a vibrant city with a strong downtown core and community identity;
12. Emphasize sustainability and environmental stewardship in future planning decisions
13. Address new requirements of State law;
14. Address emerging transportation, housing, and employment trends;
15. Promote alternative transportation and community connectivity; and
16. Encourage mixed use corridors that promote vibrant commercial and residential areas.
2040 General Plan
Economic Development Element
Alignment
Reference
Goal ED-1 Economic Development
Ensure that the city’s general plan helps sustain a healthy, balanced economy that fosters strong economic growth and quality of life for all residents.
Actions in Support of ED-1
ED-1.a Review and update the city’s Economic Development Plan every five years or as needed to address current economic trends, impacts and opportunities that include a range of employment opportunities and business sectors that are appropriate for the city.
Next full update
2028.
ED-1.b Ensure that economic development goals help maintain a balanced jobs-housing balance.
Ratio of jobs to
resident workers is
1.065 (with 1.0 being
a balanced ratio).
Source: 2023-2031
Campbell Housing
Element, pg H.II-121
ED-1.c Ensure that community and business stakeholders are engaged and provide feedback in city policy development and decision-making processes, including coordination with local organizations, such as the Chamber of Commerce and the Downtown Campbell Business Association.
Initiative 1.0 Action
1.1.1 Initiative 2.0
Action 2.1, 2.5
ED-1.d Ensure there are sufficient city resources to implement economic development efforts that can strengthen the local economy.
City
ED-1.e Allocate city resources and funding for opportunities for key city leaders and key staff to participate in annual trainings and briefings on City
• 1 Jobs and housing are considered to be balanced when there are an equal number of employed residents and jobs within a given area, with a ratio of approximately 1.0. https://www.campbellca.gov/ArchiveCenter/ViewFile/Item/2953 • Independence ratio compares number of internal work trips to external work trips, using Census 2020 In & Out Work Flows. 28% Ratio. American Planning Association, https://planning.org/blog/9220914/measuring-the-jobs-housing-balance-in- california/
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Alignment
Reference
economic development best practices and tools, including methods to retain key businesses, support emerging sectors, revitalize economic corridors, and capitalize on local business development opportunities that spur economic growth and development.
ED-1.f Ensure that the city’s economic development and land use policies are aligned with State and regional agency policies.
ED-1.g Develop a distinct image and brand for Campbell that reflects its unique identity and sets it apart within the larger region.
Initiative 5.0
Placemaking
Initiative 4.0
Marketing
ED-1.h Work with regional economic and workforce development organizations and surrounding cities on job creation programs of mutual interest and benefit.
Initiative 3.0
Action 3.4
ED-1.j Partner with and support local businesses and business organizations to promote a strong business base through joint business attraction and retention efforts that include marketing, outreach, technical assistance, workforce development, training, and welcome/orientation activities for new businesses.
Initiative 3.0
Action 3.2, 3.3, 3.4
Initiative 2.0
Action 2.2.4, 2.3.1,
2.3.2, 2.3.4,
ED-1.k Continue to align and partner with the Chamber of Commerce, the Downtown Campbell Business Association, and other local economic development organizations with efforts to promote and market Campbell as a location for business development that is consistent with the goals of the General Plan.
Initiative 3.0
Action 3.2, 3.3
Goal ED-2 Business Retention, Expansion & Promotion
Facilitate retention and expansion of businesses that support the goals and vision of the city, provide employment opportunities for Campbell residents, and help sustain a strong economy.
Actions in Support of Goal ED-2
ED-2.a Review, and update as necessary, zoning and other development regulations and application review and permitting process in order to ensure consistency with land use policies in this General Plan aimed at spurring job growth and economic development. Revisions may include increased flexibility regarding use types, business operations, site development standards, reduced parking standards near transit stations, or other changes intended to reduce impediments to development consistent with the goals of this General Plan.
Initiative 1.0
Action 1.1
Initiative 2.0
Action 2.1
ED-2.b As part of the implementation of the Economic Development Plan, maintain a staff liaison with existing industries and businesses to provide effective responses to concerns of the business community, develop programs to bolster the success of existing businesses and provide consistent information to relevant departments.
Initiative 2.0
Action 2.1
ED-2.c Support local programs that offer technical assistance to local business owners, including seminars, marketing, consulting, and other key services.
Initiative 3.0
Action 3.2, 3.2.2.
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Alignment
Reference
ED-2.d Consider a package of development incentives, which may include tools such as development fee deferrals, expedited permit review and approval, and floor area bonuses, for appropriate industries and high employment generating businesses, to facilitate retention and expansion of existing businesses and support of new business clusters. Ensure that the long- term benefits accrued to the City ultimately exceed the value of the incentive package provided.
City
ED-2.e Consider a local procurement program that provides preference points or establishes goals for local businesses.
City
ED-2.f Coordinate with the Campbell Chamber of Commerce and other local business development organizations to promote “buy local” campaigns designed to support small businesses in the city.
Action 3.0
Action 3.2, 3.2.1
Goal ED-3 Business Diversification
Attract and Retain companies and industries to Campbell that provide diversity in the city’s economic base and jobs that reduce out-commuting.
Actions in Support of Goal ED-3
ED-3.a In planning efforts and development agreements, work directly with the businesses and the development community to strategically develop or redevelop new employment generating sites.
Initiative 5.0
Placemaking
ED-3.b Ensure that zoning and other development regulations do not include internal conflicts or other unintended development impediments that would limit full and complete utilization of sites zoned for commercial and light industrial activities, consistent with the maximum densities and development intensities allowed by the zoning code.
Initiative 1.0
Action 1.1
Initiative 2.0
Action 2.1.2, 2.2.3
ED-3.c Promote the establishment of workplace alternatives, including home occupations, shared workspaces, and telecommuting, to reduce peak hour congestion. Continue to allow home occupations in all residential districts, per the provisions of Chapter 21.44 of the Campbell Zoning Code.
ED-3.d Periodically evaluate which retail categories that are experiencing leakage and implement actions that encourage expansion or relocation to Campbell.
Initiative 2.0
Action 2.2
ED-3.e Periodically evaluate and target underutilized or older centers and partner with the owners and tenants to develop revitalization solutions.
Initiative 1.0
Action 1.2
Initiative 5.0
Placemaking
ED-3.f Strengthen the city’s code enforcement program to proactively uphold standards in commercial areas to maintain a healthy and safe environment and attract new businesses.
City
Goal ED-4
Strengthen the economic base of the city through the installation of needed capital improvements that help make Campbell a competitive business location.
Actions in Support of Goal ED-4
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Economic Development Element
Alignment
Reference
ED-4.a Consider creating financing mechanisms for short and long term improvements (including ADA provisions) to streetscapes, sidewalks, and public open spaces to help catalyze development of commercial corridors.
Initiative 5.0
Action 5.1
ED-4.b Identify opportunities to establish new funding and financing mechanisms for infrastructure and public improvements, including commercial parking, streetscape improvements, and signage, benefitting merchants and property owners in Campbell’s commercial areas, such as business improvement districts, assessment districts, or community facilities districts.
Initiative 5.0
Action 5.1, 5.1.2, 5.3
Initiative 2.0
Action 2.4.3
ED-4.c Ensure the city’s public works, public utilities, and transit capital improvement plans are aligned to support the economic development objectives in the General Plan.
Initiative 3.0
Action 3.4
ED-4.d Use the city’s Capital Improvement Program to ensure that road improvement programs provide for adequate, convenient access to commercial, industrial, and service areas.
Initiative 2.0
ED-4.e Seek innovative ways to reduce the cost burden of infrastructure provision on new industrial and commercial development, without transferring the burden to the residential sector.
Initiative 5.0
Initiative 2.0
ED-4.f Work with local and regional transportation agencies to ensure that local employees and residents have a robust set of transportation options to respond to changing workforce demographics and preferences, reduce roadway congestion, and improve local quality of life.
Initiative 3.0
Action 3.4
ED-4.g Enhance the appearance of declining retail space in Campbell by providing zoning flexibility and technical assistance to property owners and businesses wishing to upgrade their exterior facades.
Initiative 1.0
Action 1.1
Initiative 2.0 Action
2.2 Initiative 5.0
Placemaking
Goal ED-5 Key Corridors
Encourage new development in key areas that provide high-quality work locations for existing and new businesses.
Actions in Support of Goal of ED-5
ED-5.a Review zoning policies and, where appropriate and supported by the market, include provisions to allow stand-alone retail and services establishments that provide amenities for primary office and industrial tenants and their employees.
Initiative 1.0
Action 1.1
Action 2.0, 2.4.2
ED-5.b Identify potential sites to develop new hotels, especially at sites near the freeway corridors and major local arterial roadways.
Initiative 1.0
Action 1.2
Initiative 2.0
Action 2.5.8
ED-5.c Facilitate advancement of entitlements for proposed projects in Key Corridor Areas that do not currently have Master or Area Plans through preparation of precise plans, area plans or other planning efforts, engineering Initiative 1.0
Action 1.1
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Alignment
Reference
analyses, or other technical analyses to potentially reduce development review processing time and costs.
ED-5.d Regularly review and evaluate the effectiveness of the city’s business incentives programs.
ED-5.e As conditions change, examine the potential to rezone land to handle projected market demand for all types of economic activity.
Initiative 1.0
Action 1.1.1
ED-5.f Map locations within the city and ensure the Zoning Code accommodates mixed-use zoning in order to transform, where appropriate and feasible, outdated single-use commercial centers into walkable mixed-use neighborhood centers.
Initiative 1.0
Initiative 3.0
Initiative 5.0
Goal ED-6 Downtown
Encourage and support Downtown as the heart of
Campbell’s cultural and civic life, and a place where residents, workers, and visitors can share in the heritage, vibrancy, and vitality, of Campbell.
Actions in Support of Goal of ED-6
ED-6.a Encourage development projects and activities in the Downtown that are distinctive, are designed to reflect Campbell’s history, and include components that promote a sense of place, either through providing public spaces, venues for community activities, or community art and culture.
Initiative 5.0
Action 5.1
ED-6.b Support Downtown community events such as farmer’s markets, food and music festivals, and street fairs.
Initiative 3.0
Action 3.3
ED-6.c Promote diverse community uses, including but not limited to, distinctive outdoor dining areas, public art, and social gathering areas in mixed-use and commercial areas of Downtown.
Initiative 5.0
Action 5.1
ED-6.d Implement lighting, streetscape, and public art improvements to make Downtown a safer, more pedestrian friendly place.
Initiative 5.0
Action 5.1
ED-6.e Downtown Parking. Implement parking management strategies that ensure that convenient parking is available for shoppers and restaurant patrons in Downtown Campbell.
ED-6.f Work with the Downtown Campbell Business Association (DCBA) and the Chamber of Commerce to promote the Downtown as a family-friendly destination.
Initiative 3.0
Action 3.2, 3.3
ED-6.g Continue to implement the Downtown Development Plan and perform periodic modifications reflective of current land use trends.
Initiative 5.0
Action 5.1
2017 Economic Development Plan
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Reference
Objective 1: Foster business expansion.
1. Strategy -1.1 Maintain relationships with the local brokerage community. o Implementation 1: Conduct outreach efforts with local brokers; attend State Conferences such as ICSC; and participate in Joint Venture Silicon Valley SVEDA’s broker breakfasts.
Initiative 1.0
Action 1.3
2. Strategy -1.2 Track lease expirations and available space. o Implementation 1: Update and maintain the Available Properties webpage and mapping tool.
Initiative 1.0
Action 1.2
3. Strategy -1.3 Proactively target specific industry/business for appropriate zones.
o Implementation 1: Reach out to businesses that would fit well within zoning districts which permits such uses in order to coordinate a conversation with property owners who have available properties.
Initiative 2.0
Action 2.2, 2.3, 2.4
4. Strategy -1.4 Market existing technology companies to attract new opportunities.
o Implementation 1: Create marketing materials that highlight existing tech-business clusters in the City of Campbell. Provide these materials to complementary industries that would benefit from proximity to industry existing in Campbell.
Objective 2: Foster business retention.
1. Strategy -2.1 Celebrate successes and highlight Campbell businesses. a. Implementation 1: Work with local organizations such as the Chamber of Commerce, the DCBA and EDAC to recognize stellar businesses within the City of Campbell.
b. Implementation 2: Meet with a different business each quarter in order to recognize their community importance, the City’s commitment to helping them be successful and to publish quarterly articles on the city’s website to highlight businesses.
Initiative 2.0
Action 2.1, 2.2, 2.3
Initiative 3.0
Action 3.2
2. Strategy -2.2 Track local labor force strengths and weaknesses and identify opportunities for existing business.
a. Implementation 1: Conduct research using the Census, local business input, county and regional data in order to infer conclusions on labor force opportunities and weaknesses. b. Implementation 2: Use inferences to seek out new business opportunities that are supported by data. Use this data to entice further business opportunity.
Initiative 2.0
Action 1.0
3. Strategy -2.3 Explore ways to increase State and Federal funding. a. Implementation 1: Research funding opportunities for which the City, businesses or residents might be eligible.
Initiative 1.0
Action 1.4
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Attachment: 2040 General Plan Alignment (2024 Economic Development Plan) Objective 3: Maintain a sense of public & private partnership.
1. Strategy -3.1 Maintain the Economic Development Advisory Committee (EDAC)
a. Implementation 1: Conduct routine meetings with EDAC to ensure the City keeps in touch with business issues; economic trends; accepts advice on issues that could affect policy decisions; and receives feedback on staff’s implementation of the Economic Development Plan.
b. Implementation 2: Continue to adopt EDAC work plans for staff implementation.
2. Strategy -3.2 Exchange ideas on how the City can better serve the business community.
a. Implementation 1: Use EDAC as a sounding board for City policy that will affect the business community and for the Committee to help shape economic development policy.
Objective 4: Maximize potential of industrial and commercial property.
1. Strategy -4.1 Maintain and identify areas where zoning updates could influence potential industrial and commercial growth.
a. Implementation 1: Identify areas in the City where zoning updates would be beneficial for commercial and industrial growth. b. Strategy -4.2 Research the potential of expanding the mix of uses in specific commercial corridors.
c. Implementation1: Compare local, county, and regional use types in commercial corridors to obtain ideas and lessons learned from how they function and how they could work in Campbell. Provide this information to the Planning Division for consideration in future planning efforts.
d. Implementation 2: Coordinate with San Jose to mirror area plans.
Initiative 1.0
Action 1.1
Objective 5: Reduce unemployment, achieve economic stability and increase standard of living.
1. Strategy -5.1 Retain an economic base that sustains service needs utilized by residents, businesses and visitors.
a. Implementation 1: Work with the brokerage community to aggressively fill commercial vacancies with a mix of industries.
Initiative 2.0
Action 2.1, 2.2, 2.3
Initiative 1.0
Action 1.3
2. Strategy -5.2 Ensure all new commercial development complements Campbell’s built environment and supports a variety of future jobs. a. Implementation 1: Participate in the DRC to provide
comments in order to encourage Developers to build high quality and attractive developments with a variety of uses that compliment Campbell’s character.
Initiative 5.0
Placemaking
3. Strategy -5.3 Utilize Campbell’s diverse organizations to generate a high level of community excitement and energy.
a. Implementation 1: Coordinate with non-profits and the DCBA on community events.
Initiative 3.0
Action 3.2, 3.3, 3.4
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Attachment: 2040 General Plan Alignment (2024 Economic Development Plan)
4. Strategy -5.4 Encourage job-skill training programs
a. Implementation 1: Partner with local businesses, non-profits and school organizations to link employment opportunities and employment training programs to youth and underserved
individuals.
Initiative 3.0
Action 3.2
Objective 6: Build community support and capacity for economic interests.
1. Strategy -6.1 Improve public notification process.
a. Implementation 1: Expand notification to the public on development projects through social media and neighborhood groups.
b. Implementation 2: On large scale projects, provide early notice to property owners surrounding a project.
Initiative 4.0
Marketing
2. Strategy -6.2 Solicit public opinion on community projects and private development.
a. Implementation 1: Encourage applicants of new developments to conduct at least one community meeting.
b. Implementation 2: Prepare a survey link for new large developments to solicit public opinion.
c. Implementation 3: Solicit input from commercial real estate brokers on the viability of commercial space proposed for mixed- use developments.
Objective 7: Attract visitors to increase local spending.
1. Strategy -7.1 Promote existing attractions.
a. Implementation 1: Coordinate with organizations such as the Chamber of Commerce and the DCBA to support local events.
Initiative 2.0
Action 2.5
Initiative 3.0
Action 3.2
2. Strategy -7.2 Consider a variety of additional year-round tourist attractions.
a. Implementation 1: Continue to work with the Chamber and DCBA on their annual events, exploring the possibility to expand them.
Initiative 3.0
Action 3.2
3. Strategy -7.3 Focus resources on future tourism initiatives, including those favored by the local/regional community.
a. Implementation 1: Market attractions and to spot light Campbell.
Initiative 3.0
Action 3.2
4. Strategy -7.4 Development proposals to incorporate pedestrian and bike connections within the city’s network of pathways.
a. Implementation 1: City shall maintain a comprehensive bicycle and pedestrian pathways plan to inform business of the City’s expectations to improve the circulation network.
b. Implementation 2: Encourage bike valet services at the Farmers Market and community gatherings.
Initiative 2.0
Action 2.2
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Attachment: 2040 General Plan Alignment (2024 Economic Development Plan) Objective 8: Streamline permitting processes.
1. Strategy -8.1 Gather feedback from applicants on issues faced during the permit process.
a. Implementation 1: Utilize online survey to collect responses from customers who have completed the zoning entitlement and building permit processes.
b. Implementation 2: Explore methods to improve permit processes.
Initiative 1.0
Action 1.1
2. Strategy -8.1 Gather feedback from applicants on issues faced during the permit process.
a. Implementation 1: Utilize online survey to collect responses from customers who have completed the zoning entitlement and building permit processes.
b. Implementation 2: Explore methods to improve permit processes.
3. Strategy -8.2 Identify bottlenecks and confusion in the permitting process. a. Implementation 1: Schedule quarterly meetings in the Planning and Building Department to identify permitting issues and implement changes
Initiative 1.0
Action 1.1
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Attachment: 2040 General Plan Alignment (2024 Economic Development Plan) Action
Tasks
GP-ED
Ref
Pillar I. Foundational
Lead Yr 1 Yr 2 Yr 3 Yr 4 Status REVIEW & NOTES
1.0 ED-1
Strategic Initiative 1.0 Enhancing Market Opportunities Aligned with General Plan Economic Development Goals
1.1 ED-3.b
ED-4.g
Changing Business Climate Perceptions
Ongoing
1.1.1 ED-1.c
ED-5.c
ED-5.e
Engagement of Council & Planning Commission as Champions
1.1.2 ED-5.c Balance Timelines for Commercial & Housing Application Processing
1.1.3 ED-2.a
ED-3.b
ED-5.a
ED-5.b
Prepare and Update Zoning Regulations to Align with New Commercial Uses
1.1.4 Sales Tax Generators
1.1.5 Marketing Streamlining Permit Process
1.2 ED-3.e
ED-5.b Real Estate Portfolio
1.2.1 Campbell Real Estate Portfolio
1.2.2 Outreach to Economic Center Property Managers & Owners
1.2.3 Post the Real Estate Portfolio Map to Economic Development Webpage
1.2.4 Tracking and Monitoring Economic Center Performance Indicators
1.2.5 Add key Data and Information to the Real estate Portfolio
1.3 Broker Network
1.3.1 Importance of Strong CRE Broker Relations
1.3.2 Building Trust
1.3.3 Annual Commercial Real Estate Brokers Breakfast
1.4 Research, Assessment and Analysis
1.4.1 Identify Emerging & Target Industries
1.4.2 Areas where the City can gain Competitive Advantage
1.4.3 Potential Market Sector Shifts and Investments
1.4.4 Sources & Monitoring
Copy of City of Campbell Economic Development Plan Tracking Status v01 | I Strategic Initiative 1.0
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Attachment: Economic Development Plan Tracking Status (2024 Economic Development Plan) Action
Tasks
GP-ED
Ref
Pillar I. Foundational
Lead Yr 1 Yr 2 Yr 3 Yr 4 Status REVIEW & NOTES
2.0 ED-2
ED-3
ED-4
Strategic Initiative 2.0 Building Economic Vitality
Aligned with General Plan Economic Development Goals
2.1 Organizational Operations
2.1.1 ED-1.c
ED-2.b Role of Economic Development
2.1.2 ED-2.a
ED-5.a
ED-3.b
ED-3.d
Community Development Department
2.1.3 Finance Department
2.1.4 ED-2.b Tools & Resources
2.1.5 ED-3.e
ED-4.d Economic Centers Real Estate Portfolio
2.1.6 ED-2.b Target Audience Communications
2.2 ED-3.d
ED-4.g Busineses - Retail/Commercial
2.2.1 Creating and Maintaining a Quality Contact List
2.2.2 ED-3.e Creating a Retail Ready-to-Market Inventory
2.2.3 ED-3.b
ED-3.d Zoning & Conditional Use Permits as it relates to Retail
2.2.4 ED-1.j Prioritize Sales Tax Generators and Schedule appropriate Business Calls
2.2.5 Match Targeted Uses to Available Spaces
2.2.6 Implement Marketing to Attract New Retail Businesses
2.3 ED-2 Businesses - Traded Sector
2.3.1 ED-2.b Customer Relations Management (CRM) Database
2.3.2 ED-1.j Map Businesses
2.3.3 ED-1.j Key Businesses
2.3.4 ED-1.j Circle Back with Responses
2.3.5 2.2 Recognize Dell-McGlincy as a District
2.3.6 Communications
2.3.7 Host Roundtables
2.3.8 Traded Sector Target Industries
2.3.9 Emerging Business Attraction
2.3.10 Marketing to Traded Sector & Emerging Targets
2.4 Businesses - Office
2.4.1 ED-2.b CRM Database
2.4.2 ED-5.a Class B & C Office Space - Housing Potential Copy of City of Campbell Economic Development Plan Tracking Status v01 | I Strategic Initiative 2.0
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Attachment: Economic Development Plan Tracking Status (2024 Economic Development Plan)
2.4.3 ED-4.b Physically Obsolete Office Buildings
2.4.4 Broker Outreach
2.4.5 Reuse Options being Tested in the Market
2.4.6 Reuse Feasibility & Plan
2.5 Visitor & Hospitality Sector
2.5.1 ED-1.c Engage Stakeholders
2.5.2 ED-1.c Identify a Champion
2.5.3 Prepare a Visitor Assets Inventory
2.5.4 Preparing a Strategy
2.5.5 Tourism Business Improvement Districts (TBID)
2.5.6 Website
2.5.7 Marketing
2.5.8 ED-5.b Hotels
Copy of City of Campbell Economic Development Plan Tracking Status v01 | I Strategic Initiative 2.0
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Attachment: Economic Development Plan Tracking Status (2024 Economic Development Plan) Action
Tasks
GP-ED
Ref
Pillar II. Collaborative
Lead Yr 1 Yr 2 Yr 3 Yr 4 Status REVIEW & NOTES
3.0 ED-1
ED-2
ED-4
Strategic Initiative 3.0 Strengthen & Leverage Resources Aligned with General Plan Economic Development Goals
3.1 ED-1.g
ED- 1.d
ED-1.e
ED-2.a
ED-2.d
Ed-2.c
Ed-3.a
Ed-3.b
ED-3.c
ED-3.f
ED-4.a
ED-4.b
ED-4.c
ED-4.d
ED-4.e
ED-5.a
ED-5.b
ED-5.c
ED-5.e
ED-5.f
ED-6.a
City Departments
3.2 ED-1.h
ED-1.k
ED-1.j
ED-2.f
Chamber of Commerce
3.2.1 ED-2.f Tools & Resources
3.2.2 ED-2.c Promoting Small Business & Entrepreneurship
3.2.3 Visitor Sector
3.3 ED-6 ED-
1.h Downtown Campbell Business Association
3.3.1 ED-6.b
ED-6.f Sustainability of Downtown Events
3.3.2 ED-6.g Placemaking, ULI Tap
3.4 ED-1.h Partners
3.4.1 ED-1.j Build collaborative working relationships - utilities, transportation, service providers
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Attachment: Economic Development Plan Tracking Status (2024 Economic Development Plan) Action
Tasks
GP-ED
Ref
Pillar II. Collaborative
Lead Yr 1 Yr 2 Yr 3 Yr 4 Status REVIEW & NOTES
4.0 ED-1
Strategic Initiative 4.0 Marketing & Promotions
Aligned with General Plan Economic Development Goals
4.1 ED.1.g Economic Development Marketing
4.1.1 Key Campaign Theme
4.1.2 Marketing Tactics - Website & Social Media
4.1.3 Marketing to Audiences Beyond Economic Development ED-1.g Brand Story Strategy (Separate Report) involves Action 5.0 Placemaking as part of Brand Strategy and identity development.
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Attachment: Economic Development Plan Tracking Status (2024 Economic Development Plan) Action
Tasks
GP-ED
Ref
Pillar III. Aspirational
Lead Yr 1 Yr 2 Yr 3 Yr 4 Status REVIEW & NOTES
5.0 ED-4
ED-5
ED-6
ED-1.g
Strategic Initiative 5.0 Placemaking
Aligned with General Plan Economic Development Goals
5.1 ED 5 ED
6 ED-
5.a ED-
5.f ED-
5.c ED-
6.a
Downtown as a Vibrant Hub
5.1.1 ED-1.c Bring in Experts, Engage Stakeholders
5.1.2 ED-4.b Property-Based Improvement Districts (PBIDs)
5.2 Wayfinding and Gateways Throughout Campbell
5.2.1 Distinctive Signage
5.2.2 Gateways Create a Sense of Arrival
5.3 ED-3.b
ED-3.e
ED-4.b
ED-4.d
ED-4.e
ED-5.f
Recognize Dell-McGlincy as a District
5.4 ED-5.a
ED-5.f
ED-5.c
Enhancing Campbell's Corridors/Connecting Centers
5.5 ED-1.e
ED-3.e Revitalize Underutilized Commercial Centers
5.5.1 ED-1.c Engaging Center Owners in Envisioning Mixed-use Destinations
5.5.2 ED-1.e Creating "Third Places"
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Attachment: Economic Development Plan Tracking Status (2024 Economic Development Plan) Report Name: Campbell Economic Scan Date: June 20, 2023
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Summary Overview – Economic Scan
• The economic scan is a point in time look at Campbell’s economy, how the economic drivers are performing, and other socio-economic indicators. The objective is to further identify characteristics of the community and any trends or “red flag” areas of concern.
• For this scan, the starting point is 2019 (pre-pandemic) to 2022 (post-pandemic), as the pandemic disrupted every aspect of a community’s economy.
• The graphic highlights three economic/business drivers in a community – traded sector, population-driven and visitor--serving businesses which intersect and can overlap at different points. • The traded sector consists of those businesses that provide goods and services to customers outside of the region. They export goods and services and import dollars, i.e., through manufacturing, processing, technology. This sector creates highest economic impact. • The population-driven market (aka local serving) is made up of businesses that provide goods and services to residents, i.e., medical care, auto dealerships, groceries, restaurants and retail. This driver creates a medium economic impact. However, it typically represents the most businesses in a community, businesses that help define the character of the community and generates sales tax revenue to the city.
• The visitor-serving market consists of venues and businesses that attract or serve visitors to the community, i.e., hotels, destination attractions. The size and economic impact of this sector can be less for communities that are not considered a “visitor destination.”
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) • Using the three market drivers, the economic scan focuses on reviewing the Gross Regional Product (GRP), a monetary measure of the market value of all final goods and services produced in a community, along with related jobs associated with those economic market drivers:
• Recovery in both GRP and jobs has occurred in all three drivers (traded sector, population driven, visitor) exceeding 2019 levels, except in the visitor’s driver where jobs have recovered but not the GRP likely due to a lag in the travel industry return to pre-pandemic levels. • Some recovery trends are “sticking” at post-pandemic levels and should be watched, ref. page 7. • Campbell’s businesses are predominantly small – 95% have fewer than 20 employees and nearly 60% have fewer than five employees (Source: U.S. Census).
• Population in Campbell declined 0.6% annually between 2019-2022 but is projected to start growing in 2024. There was growth in the <19 age bracket and the 60-69 age bracket and a decline in the 20- 29 year-old age bracket.
• Campbell saw an overall increase in the workforce in Campbell which is consistent with national trends.
• According to the Census 2020 Inflow/Outflow Workers Map, 1,094 workers live and work in Campbell, 20,659 commute into Campbell to work and 18,517 commute out from Campbell. Although the data is two years old, it is important in terms of the regional context of employment/jobs in proximity to Campbell.
• This commute data is also supported by the responses received through the business and resident surveys.
4 Note: This review was supported and provided by Dr. Rob Eyler, Economist, Economic Forensics and Analytics, Professor Economics at Sonoma State, visiting scholar University of Bologna and Stanford University.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) 2019-2022 JOBS & GROSS
REGIONAL PRODUCT RECOVERY
FROM THE PANDEMIC DISRUPTION
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) 2019 – 2022 Recovery
6 5,124
20,143
899
5,682
21,089
942
Traded Sector Population Visitor
Jobs Recovery
2019 Jobs 2022 Jobs
$1.3
$3.8
$0.915$1.5
$4.3
$0.104
Traded Sector Population Visitor
GRP Recovery ($B)
2019 GRP 2022 GRP
Source Jobs: Census Bureau, California EDD, EFA
Source GRP: Bureau of Economic Analysis, California EDD, Census Bureau, EFA adjusted for inflation • Job recovery is shown for
each economic driver, using
2019 as a pre-pandemic
benchmark.
• GRP recovery primarily in
traded and population-
driven sectors.
• The visitor sector has yet to
recover, following national
trends. No clear indication
how or when the visitor or
tourism market is expected
to fully recover.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Sticky Pandemic Trends
7 New patterns of
demographics,
communications,
lifestyles.
Population growth
will shift, but not yet
reflected in data.
Households are
trending smaller.
Households seek
low maintenance,
convenience, quality
public amenities,
quality schools.
Shift in emphasis on
suburban growth
and working-from-
home, alternative
work schedules.
Changes in market
for commercial real
estate, particularly
office space and
retail.
Inflation and higher
interest rates.
The pandemic was a major disruption to all economies and has left some “trends” that could last and/or may discontinue but they merit watching.
Remote workers
have decreased
slightly in last year..
Threat of recession
and high mortgage
rates will curb
economic activity.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Traded Sector Drivers
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
Construction Manufacturing
Employment
2019 2020 2021 2022
July 25, 2023
8 $0.0
$200.0
$400.0
$600.0
$800.0
$1,000.0
$1,200.0
$1,400.0
Construction Manufacturing
GRP (millions)
2019 2020 2021 2022
Source Jobs: Census Bureau, California EDD, EFA
Source GRP: Bureau of Economic Analysis, California EDD, Census Bureau, EFA Construction employment gained as home renovation and construction increased after 2020.
Manufacturing productivity slowed, even though employment slightly increased, as production was slower due to supply-chain problems and rising input costs.
As a whole, these drivers have recovered and exceeded 2019 levels.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Population Serving Driver-Employment
0 1,000 2,000 3,000 4,000 5,000
Utilities
Wholesale
Transp. Warehouse
Information
Finance, Insurance
Real Estate
Prof, Scientific, Technical
Management of…
Admin & Support
Education
Health Care, Social Srv
Public Admin
Other Services
2019 2020 2021 2022
July 25, 2023
9 Source: Census Bureau, California EDD, EFA
Population serving, or locally-serving businesses hired and re-hired as the economy re- opened in 2021 and 2022, leading the overall recovery in Campbell’s employment levels.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Population Serving Sector – Gross Regional Product
$0.0 $200.0 $400.0 $600.0 $800.0 $1,000.0 $1,200.0 $1,400.0 $1,600.0 Utilities
Wholesale
Transp. Warehouse
Information
Finance, Insurance
Real Estate
Prof, Scientific, Technical
Management of Companies
Admin & Support
Education
Health Care, Social Srv
Public Admin
Other Services
2019 2020 2021 2022
July 25, 2023
Campbell Economic Development Plan 10
Source: Bureau of Economic Analysis, California EDD, Census Bureau, EFA Professional services (legal, accounting, engineering, architecture) are high value-added industries due to relatively high wages and salaries and stand out more when considering GRP measures.
Slower growth in 2022 reflects continued inflation and thus slower growth in business revenues.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Visitor Serving Driver
0 500
1000
1500
2000
2500
3000
3500
Retail Arts,
Entertainment,
Recreation
Lodging, Food
Service
Employment
2019 2020 2021 2022
July 25, 2023
11 $0.0
$50.0
$100.0
$150.0
$200.0
$250.0
$300.0
$350.0
$400.0
GRP (millions)
2019 2020 2021 2022
Source Jobs: Census Bureau, California EDD, EFA
Source GRP: Bureau of Economic Analysis, California EDD, Census Bureau, EFA The visitor sector has been slower to recover but is likely to beat early recovery forecasts made in 2020 for spending and employment . (By the end of 2023, aggregate recovery should be achieved.) Business travel is where long-term threats exist for a recovery to pre-pandemic benchmarks.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Campbell Business Sizes
<5
Employees,
5-9
Employees,
10-19
Employees,
20-49
Employees,
50-99
Employees,
100+
Employees,
July 25, 2023
12 Source: Census Bureau 2021 Zip Business Patterns, City of Campbell Business License * City of Campbell Business License List, as of April 2023, 3 business are exempt from business license fees. • Tracking the size of businesses in any location is challenging. The 2021 Census Zip Business Patterns is a good indicator of the size of businesses located in Campbell which is consistent with Campbell Business License data as of April 2023 .
• Small businesses clearly account for most of the economic activity in Campbell. • Nearly 95% of Campbell’s business establishments employ fewer than 20 people.
City of Campbell, Business License
April 2023
# of Employees # of Businesses
Exempt Business 3*
0 526
1-10 Employees 2531
11-20 Employees 204
21-49 Employees 120
50-75 Employees 26
76-100 Employees 10
101-150 Employees 14
151-200 Employees 3
201-550 Employees 11
Total Businesses 3448
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Population of Campbell
• The City’s population declined each year
from 2019 to 2022; the four-year average
annual decline was 0.6%.
• The steeper decline seen in 2021 is most
likely consistent with the national trend of
exodus from urban areas and higher
populated communities to more rural areas.
• The California Dept. of Finance and Dept. of
Transportation projections expect a slight
increase (1.1%) in population annually from
2024 to 2030 which may be dependent on
housing availability.
• Plan Bay Area 2050 projects a growth in
households between 1-3% annually, 2024 to
2050.
13 43,969
43,886
43,086
42,833
2019 2020 2021 2022
Source: California Department of Finance, CA Dept of Finance, CA Dept of Transportation, Metropolitan Transportation commission Plan Bay Area 2050
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Campbell Distribution of Population by Age (2021)
14 0%
5%
10%
15%
20%
25%
<19 y/o 20-29 y/o 30-39 y/o 40-49 y/o 50-59 y/o 60-69 y/o 70+ 2019 2020 2021
Source: Census Bureau ACS 2021 5-Year Estimates, City of Campbell • Median age in the City of
Campbell is 39 which is on
par with the San Jose
Metro Area median age of
38. • There was a decline in
the 20 to 29 age bracket
from 2019 to 2021.
• The slight uptick in the
younger population (<19)
is encouraging as more
people age and leave the
workforce.
• As with most communities
the 60 to 69 age bracket
population increased.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Campbell Population Diversity
15 65%
3%
21%
6% 6%
60%
2%
24%
6% 8%
57%
2%
25%
7% 10%
White Black/African
American
Asian Other race Two or More
Races
2019 2020 2021
49.5% 49.5% 50.1%
50.5% 50.5% 49.9%
2019 2020 2021
Male Female
Source: Census Bureau ACS 2021 5-Year Estimates, City of Campbell • Racial diversity in Asian
and other racial groups
and those reporting as
two or more races – is
increasing.
• The change in ratio of
males and females is
minimal staying relatively
stable at 50/50.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan)
WORKFORCE DATA
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Campbell’s Workforce & Unemployment
17 2.3%
6.4%
4.4%
2.4%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
25,600
25,800
26,000
26,200
26,400
26,600
26,800
27,000
2019 2020 2021 2022
Workforce Unemployment Rate
Source: California EDD LMI, Annual Average
• Unlike population, the workforce
increased in 2022.
• There was a post-COVID
unemployment spike in 2020 and
2021 which is consistent with
national unemployment.
• By 2022, the unemployment rate
returned to 2019 level albeit
significant lay-offs in high tech and
biotech sectors.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Campbell Educational Attainment (population 25+ y/o)
18 0.0%
10.0%
20.0%
30.0%
40.0%
Less than High
School
High
School/GED
Some College Associate
degree
Bachelor degree Graduate or
Doctorate
2019 2020 2021
Source: Census Bureau ACS 2021 5-Year Estimates
• The share of population with higher educational degrees is increasing most likely because there are more career opportunities and higher paying jobs for those who graduate from college. • The decline in those with “some college” may be attributed individuals earning higher degrees.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Campbell Talent Pipeline
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
Talent Pipeline 0-19 y/o Prime Workers 20-39 y/o Experienced Workers 40- 59 y/o
Retiring Soon 60-74 y/o
2019 2020 2021
19 Talent Pipeline = source of the future workforce
Prime Workers = recent entrants to the job market
Experienced Workers = institutional knowledge
Retiring Soon = will not be in the labor market much longer Source: Census Bureau ACS 2021 5-Year Estimates, City of Campbell • Slight uptick in the size of population in the Talent Pipeline. • Growth is flat in the primary workforce (Prime Workers and Experienced Workers). • Greatest growth is seen in the Retiring Soon group, which is a national trend.
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Flow of Workers – In and Out of Campbell
20 • The Census tracks workforce flow in and
out of cities. This is an indicator of
residents working locally or leaving home
and working outside the boundaries of a
city.
• The latest data is 2020 and shows the
flow of workers in/out of Campbell.
• The data reflects working residents who
are employed in public and private sector
jobs in 2020:
• 21,744 residents of Campbell are
employed.
• Of those, 1,094 live and work in
Campbell, while 20,650 are
commuting into the city for work.
• 18,517 Campbell working residents
are leaving the city for employment in
other cities.
• Mean travel time to work is 26
minutes.*Source: Census Bureau On the Map, 2020 data
*The average commute in Santa Clara County is 29.2 minutes (Census Bureau 2020 data)
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan)
SOCIO-ECONOMIC DATA
21 12.e
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Campbell Housing Units
22 0
4,000
8,000
12,000
16,000
20,000
2019 2020 2021
Occupied Housing Units Vacant Housing Units
0 4,000
8,000
12,000
16,000
20,000
2019 2020 2021
Owner-Occupied Renter-Occupied
• 4.8% increase in number of housing units (2019-2021)
• Consistently half of occupied housing units are renters Source: Census Bureau ACS 5-Year Estimates, City of Campbell Owner-Renter OccupiedOccupied-Vacant Housing Units
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Campbell Housing Costs: T o Purchase or Rent
23 $1.114
$1.225
$1.403
$1.548
Dec. 2019 Dec. 2020 Dec. 2021 Dec. 2022
Median Home Price ($000)
$2,901
$2,783
$2,950
$3,085
Dec. 2019 Dec. 2020 Dec. 2021 Dec. 2022
Monthly Rental Prices
• Even during the pandemic, home prices experienced steady growth. • After a dip in 2020 for monthly rental, as of December 2022 rents have returned and surpassed 2019. • The average rent for a one-bedroom apartment in San Jose (same point in time) is $2,752 (rent.com). • The opportunity cost of rising home prices is reduced affordability Source: Zillow Research, EFA; Geography: City of Campbell
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Campbell Average Household Size
July 25, 2023
24 2.59
2.64 2.52
2019 2020 2021
• The increase in average
household size from 2019 to
2020 is perhaps due to COVID
– young adults or students
moving back home because of
cost, job losses, or other
situations.
• 2021 saw a return to pre-
pandemic levels.
Source: Census Bureau ACS 2021 5-Year Estimates, City of Campbell
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Campbell Median Household Income
July 25, 2023
25 • Median household income
increased by 6 percent from
2020 to 2021
• Median household income
in Santa Clara County for the
same period is $140,258.
$124,525
$122,644
$130,171
$118,000
$120,000
$122,000
$124,000
$126,000
$128,000
$130,000
$132,000
2019 2020 2021
Median Household Income
Source: Census Bureau ACS 2021 5-Year Estimates
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Sources of Income
26 • The median household income is increasing, (see page 25: Median Household Income), although the source of income is shifting.
• The source of income from wages has declined (from 85% in 2019 to 82% in 2021). • Income from retirement and other sources increased an indicator of population aging and accessing retirement funds.
85.3% 83.1% 82.4%
19.3% 20.4% 20.6%
13.4% 14.6% 15.3%
3.9% 4.2% 3.8%1.4% 1.7% 1.6%
2019 2020 2021
Wages Social Security Retirement Supplemental SSI Public Assistance Source: Census Bureau ACS 2021 5-Year Estimates
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Prepared by Project Consulting Team:
Audrey Taylor
(530) 345 -0364
www.chabinconcepts.com
Thatch Moyle
(503) 539 -1921
thatch@urban -scenarios.com
Brian Curtis
(530) 893 -4623
[email protected]
Christine Firstenberg
925-381-8666
[email protected]
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Attachment: Working Paper 1 - Economic Scan (2024 Economic Development Plan) Report Name: Real Estate Vacancies Date: July 17, 2023
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) Phase I – Existing Conditions
Real Estate Vacancies Overview & Summary
There are many market conditions that
contribute to vacancies in the City of Campbell.
Below is summary and the following pages
showcase the current vacancy rate and relevant
data as of June 2023.
Retail 7% Vacancy Rate is partially due to
physically obsolete spaces or spaces that are too
expensive to bring up to code. Excluding these
types of non-viable spaces, the “real” vacancy
rate is likely closer to 4%-5%, and this would be
considered a very low vacancy (availability) rate.
Office 30% Vacancy Rate is mainly due to the
national work from home trend that will take
time to reverse. This is currently not an
abnormal rate for the San Francisco Bay Area.
Industrial 7.8% Vacancy Rate and Flex R&D 3%
Vacancy Rate are minor and are considered
normal turnover rates in a very healthy market.
Campbell Economic Development Plan 3
Note: Working Paper Vacancies supports the
Economic Centers visual story map.
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) Commercial Real Estate - Square Footage based on
Parcel Usage
For purposes of determining the vacancy rate by real estate category (Retail, Office, Industrial and R&D) the consulting team calculated the total sq ft of each real estate category that existed in the City.
Vacancy Rate Methodology
• Total commercial real estate (CRE) listings
• Total square footage of Available/Vacant space divided into the total of ALL existing square footage of buildings in each category of commercial real estate - industrial, R & D, office and retail.
Note: The City website has posted a Summary by Land Use, www.campbellca.gov/254/demographics, which calculates total square footage by general plan land use designation and is not intended to be space “vacancy” calculation.
Real Estate Category Total Square Footage Vacancy Rate Retail 2,901,500 7.0%
Office 2,771,075 30.0%
Industrial 2,096,633 7.8%
R & D 810,719 3.0%
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan)
CAMPBELL REAL ESTATE VACANCY
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) Overview Real Estate & Real Estate Vacancy
This working paper, Campbell Real Estate Vacancy, is an addendum to the Economic Centers ESRI story map platform with a focus on understanding the overall vacancies by use (retail, office, industrial, flex R&D). This provides a baseline for creating economic development actions to fill vacancies based on the City’s overall land portfolio and available spaces.
Campbell Economic Development Plan 6
Economic Centers Land Portfolio https://tinyurl.com/3wcrt5ce The ESRI storymap platform maps
and further describes the City’s
ten economic centers:
1. Pruneyard
2. Downtown
3. Hamilton Plaza
4. Campbell Shopping Center
5. Kirkwood Plaza
6. San Tomas Plaza
7. Campbell Plaza
8. Hamilton Square
9. Dell Avenue
10. McGlincy
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) Campbell’s Retail Vacancy
• 5% vacancy is considered, by industry standards, to
be a very healthy retail vacancy percentage.
• Information received from brokers and city sources,
indicates that many of these vacant spaces are in
lease negotiations and/or working their way
through the permitting process. This indicates that
the vacancy, in reality, may be even less than 5%.
• Retail vacancy rates will continue to drop over the
next two years due to increasing demand from local
and regional retail tenants and limited construction
of stand-alone retail centers has declined due to
construction costs.
Retail Vacancy Rate 7%
Total Retail Square Footage Portfolio in Campbell 2,901,500 sq ft Available Retail Space* 163,537 sq ft
2022 Total Retail Sales Tax Generated $7.6 Million
The size of available retail space (163,537 sq ft) varies throughout the city. While most spaces are smaller than 5000 sq ft, there are a few large spaces over 20,000 sq ft.
The largest available space is the former Fry’s building at 70,000 sq ft, which is part retail and part industrial.
If this space were taken out of vacancy equation, the vacancy rate would be just under 5%.
Source: Costar and MMRR, *as of current date June 26, 2023
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) Campbell’s Office Vacancy
• According to broker sources, the office vacancy rate
in Campbell was high before the pandemic.
• More than 75% of the office vacancy is found in four
buildings/areas: All of these considered Class A.
• Hamilton Plaza Tower I & II (154,712 sq ft)
• The Pruneyard Offices (132,153 sq ft)
• 1700 Dell (new ) (165,984 sq ft)
• Creekside Office Park (177,815 sq ft)
• Lease rates are:
• Class A $59-$63
• Class B $31-$54
• Class C $21-$30
• Even with the surplus of office space, asking rents
are averaging 5.5% above pre-pandemic levels,
although net effective rents are substantially lower.
This suggests that landlords are offering concessions
for tenant signed leases.
Source: CoStar, MMRR
Office Vacancy Rate 30%
Total Office Square Footage Portfolio 2,771,075 sq ft
Available Office Space* 831,322 sq ft
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) Campbell’s Industrial Vacancy
• Campbell’s industrial spaces generally stay
leased. Strong demand results in spaces
leasing quickly when one becomes available.
• Campbell’s industrial area serves a
regional consumer base.
• The single largest available industrial space is
located at the former Fry’s building which has
both industrial (approximately 70,000 sq ft)
and retail.
• Lease rates are very reasonable for the area
$22/sq ft/yr. to $29/sq ft/yr.
• There is strong demand for this type of
space because of lower rents, location
accessibility, and decreasing availability in
other cities. This type of tenant space turns
over quicker than other types.
Industrial Vacancy Rate 7.8%
Total Industrial Square Footage Portfolio 2,096,633 sq ft Available Industrial Space* 163,537 sq ft
2022 Total Industrial Sales Tax Generated $2.5 Million
Source: MMRR, Hdl 2022 Sales Tax Data, Co-Star
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) Campbell’s Flex & Research & Development (R&D )Vacancy
• Campbell does not have a large
portfolio of Flex*/R&D spaces within
the city limits.
• What inventory there is seems to lease
up quickly.
• Most of the R & D vacancy seems to be
in the Campbell Technology Park, 695
Campbell Technology Parkway (former
Winchester Drive-In)
• Lease rates range from $33 to $36/sq
ft/year
* Flex space combines elements of both office
space and industrial space, offering a versatile
environment that can accommodate a variety of
uses.
Flex R&D Vacancy Rate 1%
Total Flex R&D Square Footage Portfolio 810,719 sq ft
Available Flex R&D Space* 25,010sq ft
Source: Costar, MMRR
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) Consultant Observations – Vacancy
Following contains the consultants’ key take-aways that will be considered in the preparation of the Economic Development Strategy:
• Vacancy within the different commercial real estate sectors varies widely. And each sector (category of real estate, i.e. retail, office , industrial, R & D/Flex) will have specific national and local economic trends that affect vacancy.
• Campbell’s commercial real estate vacancies are consistent with other Bay Area cities. • RETAIL:
• Campbell has very few retail vacancies on the market today. There are vacant spaces but the actual reasons for the vacancy reduce the overall concern. If a retail space stays vacant for longer than 6 months, there is probably an issue with the space that include:
1) The space is actually leased and the tenant is proceeding with the permitting process; 2) The space is vacant due to code compliance issues and the owner cannot or chooses not to address code requirements in order to lease it;
3) The space is physically obsolete for retailers in the market today and the building will need to be substantially re-configured to make it leasable (for example the former Fry’s building). • The size of the former Fry’s buildings at 70,623 sq ft, and the Bed Bath and Beyond building at 40,000 sq ft are the largest retail spaces available in Campbell. Their large size increases the retail vacancy rate to 7%. In reality, the actual vacancy rate (excluding these large spaces) is closer to 4- 5%.
July 23, 2023
Campbell Economic Development Plan 11
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) • OFFICE:
• The office vacancy in Campbell and the Bay Area concerns many public and private stakeholders.
The office vacancy in large, coastal cities (San Francisco, Seattle, Boston, and New York ) ranges from 25%-31%.
• Typically, Class A buildings which were previously leased at the highest rental rates, will have the highest vacancy.
• Smaller, local business tenants might be able to afford space in a Class B or Class C building. • While many vacant office buildings are considered for conversion to multi-family residential, larger buildings are more challenging to convert due to their large floorplates. • The largest office space availability* occurs in Class A space:
1) Pruneyard Tower 1& 2 and Pruneyard Place 132,153 sq ft; 2) Creekside Office Park 177,815 sq ft;
3) 1700 Dell 165,984 sq ft;
4) Hamilton Plaza Office Tower I & II (900 East Avenue Tower II) and 910 East Avenue Tower I) 177,815 sq ft
• The largest office availability in Class B space (most of the available Class B space are small offices spread throughout the City of Campbell)
1) The Cannery -- Water Tower Plaza-- (57,227 sq ft);
2) 307 Orchard City Dr- – (47,975 sq ft);
3) White Oaks Professional Building- (54,935 sq ft);
12 *Source: CoStar June 2023
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) • INDUSTRIAL:
• The industrial market in Campbell, as in the Bay Area, is quite strong, although there has been a small increase in availability in the last 12 months.
• The single largest available industrial space is located at the former Fry’s site (70,623 sq ft). While part of the building is being leased for retail, another part of the building is being marketed for industrial (60,171 sq ft).
• Other than this one large space, nearly all the other available industrial spaces in Campbell are smaller than 10,000 sq ft. These spaces lease quickly. • FLEX/R & D:
• Flex space is typically space that combines elements of both office space and industrial space, offering a versatile environment that can accommodate a variety of uses. It is used often by innovative tech companies and other start ups. This space is also desired by research and development companies often in the biotech or biomedical fields. • An example of this type of building in Campbell is 747 Camden, in the Campbell Business Center.
• Another example is Campbell Technology Park, with tenants in flex/R & D spaces like Dasher Technologies. Much of the Park, constructed in 1999, has been designated for future housing development.
• This type of space is prevalent in Silicon Valley and competes with space in Campbell. Any new space that is built must have the latest amenities and improvements and be located to major freeways to be more competitive.
July 23, 2023
Campbell Economic Development Plan 13
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) Prepared by Project Consulting Team:
Audrey Taylor
(530) 345 -0364
www.chabinconcepts.com
Thatch Moyle
(503) 539 -1921
thatch@urban -scenarios.com
Brian Curtis
(530) 893 -4623
[email protected]
Christine Firstenberg
925-381-8666
[email protected]
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Attachment: Working Paper 2 - Real Estate Vacancy (2024 Economic Development Plan) Report Name: Real Estate Conditions Date: June 29, 2023
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Phase I – Existing Conditions
Market Conditions Summary
The purpose of this working paper is to describe how current market conditions will influence Campbell’s strategic plan implementation. There is emphasis on retail as requested by the city.
Below is summary highlights:
• A consistent stakeholder comment “Campbell is perceived as a quiet, safe community, and a wonderful location to raise a family.”*
• Campbell, a suburb of San Jose with a population of 42,833, is a city smaller in population than surrounding cities but larger than Los Gatos and Saratoga (by 10,000+). • Campbell’s population decreased by two percent 2020-2022, less than San Jose and Saratoga (4%) and Los Gatos (3%).
• Campbell has been rated as one of the best places to live in California. (Niche.com) • Campbell's proximity to Silicon Valley/San Jose has been stated by stakeholders as an advantage for technology and innovation businesses.
• Campbell has a diverse range of industries, many of which serve customers from San Jose and the region.
• Campbell’s availability of commercial real estate may be limited and competition for desirable properties can be high.
Campbell Economic Development Plan 3
*Stakeholder input supported by responses in resident and business survey.
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Business Environment Summary
Summarizing information from stakeholder meetings, real estate statistics and general business information:
• Campbell offers a stable, healthy environment to do business. • Campbell, from a location standpoint, is a desirous area for business. • There is demand from retailers and business owners to locate in Campbell, evidenced by low vacancy (reference: Economic Centers & Vacancy Working Papers) • There is a strong and communicative broker network leasing the available commercial real estate spaces. “…most often, available spaces lease up more quickly in Campbell than in many other Bay Area cities*.” • The exception is discount retailers, such as Dollar Stores. Campbell’s deep discount retailers do not fare as well as in other areas. This is likely due to the higher-than-average household income in Campbell. sing Placer AI foot traffic technology, a random review of reports on Campbell’s retail tenants shows most of them in the higher percentile of business activity and sales in the Bay Area. On the adjacent chart, Kohls in Campbell is ranked in the BLUE and Marshalls in Campbell is ranked in the RED * Source: Commercial Real Estate Broker Stakeholder outreach Campbell Economic Development Plan 4
* Source: Commercial Real Estate Broker Stakeholder outreach, Placer AI • Store Performance Rankings. Using Placer AI foot traffic technology, a review of reports on Campbell’s retail tenants shows most of them in the higher percentile of business activity and sales within all of their stores nationwide. On the adjacent chart, Kohl’s in Campbell is ranked in the BLUE (ranking percentile 73% of all Kohl stores in the nation) and Marshalls in Campbell is ranked in the RED (ranking percentile 71% of all Marshalls stores in the nation.)
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic
MARKET DATA
5 12.g
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Regional Setting
6 Campbell is located in the center of a
large metropolitan region which
allows Campbell businesses an
opportunity to draw from a larger
market within close proximity.
The San Jose-Sunnyvale-Santa Clara
Statistical Metropolitan Area,
referred as the San Jose Metro Area,
has a 2023 Population of 1.8 Million
with a projection of continued
growth.
Source: Macrotrends,United Nationsl World
Population https://tinyurl.com/6phr5dtf
Source: Macrotrends, United Nationsl World Population https://tinyurl.com/6phr5dtf
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic City of Campbell Demographics
Campbell Economic Development Plan 7
Source: 2020 Decennial Census, ACS 2019 5-year estimates 42,833
$130,171
21,744
Single Family Detached
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Location – Access and Transportation
The commercial real estate in Campbell
is very well located with easy access off
the local freeways.
Campbell is surrounded by freeways
and State routes.
• Interstate 280 lies to the north,
• State Route 85 to the South;
• State Route 17 and San Tomas
Expressway cut north-south through
the middle of Campbell.
Campbell Economic Development Plan 8
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic National Retail Trends
Demand for Retail Space Rose After the Pandemic
• Demand for retail space has grown continually since the Pandemic. But very little shopping center space has been built.
This has resulted in a national vacancy rate of 5%-7% across the country for retail space.
• Convenience, flexibility with returns, and innovation is at the top of customer’s minds.
• Nationally and in the Bay Area, there has been a resurgence in leasing activity that has been driven partly by strong demand for smaller spaces as the average footprint leased fell to a new historic low during the year to just over 3,000 square feet. • Total Retail Sales, including online sales, that occurred nationally rose by 19.3% in 2021 over 2019.
• The US Retail Market absorbed 76.5 million square feet in 2020. • National Store closings hit all time low in 2021. There were more store openings than closings across the country in 2022. • Vacancy Rates have continued to go down nationally in 2023 and are expected to continue as such until construction costs decrease.
Source: Misc. news articles including International Council of Shopping Center Research
Source: Miscellaneous news articles including International Council of Shopping Center Research
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic
ESSENTIAL TENANTS THAT GREW DURING COVID
National Retail Trends
Types of tenants where sales grew over the last three years:
BUILDING
MATERIALS
(Home Depot, Lowes)
GENERAL
MERCHANDISERS
(Target, Walmart, Costco)
GROCERY
(Safeway, Whole Foods,
Ranch 99)
NONSTORE
(ONLINE)
RETAILERS
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic
SERVICE FITNESS
Small and Large
EXPERIENTIAL &
ENTERTAINMENT
TENANTS
Bowling, Sports Goods,
RESTAURANTS
National Retail Trends
Types of tenants that were most active in opening stores-last three years:
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Example of Trade Area Draw
Campbell Economic Development Plan 12
Using Placer AI foot- traffic analysis, during 2022, 70% of the people that visited Downtown Campbell, came from within a 5-mile radius of the downtown, an indication of the trade area draw.
Source: Placer AI
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic
ECONOMIC CENTERS
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Economic Centers in Campbell
• Economic Centers - The ESRI storymap platform maps and documents show the City’s ten economic centers:
1. Pruneyard
2. Downtown
3. Hamilton Plaza
4. Campbell Shopping Center
5. Kirkwood Plaza
6. San Tomas Plaza
7. Campbell Plaza
8. Hamilton Square
9. Dell Avenue
10. McGlincy
• https://tinyurl.com/3wcrt5ce
Campbell Economic Development Plan 14
12 3
4 5 6
7 8
9 10
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Campbell Retail Market – 2.9 Million Sq Ft
Campbell’s Main Retail Areas:
• The Pruneyard is widely known as a strong retail center with tenants producing high sales volumes. Anchors include Pruneyard Cinemas, Sports Basement, Trader Joes, Marshalls, and many small retailers and restaurants.
• Its neighbor, Hamilton Plaza anchored by Whole Foods, CVS, Ross and Ace Hardware is also known in the real estate community (brokers and expanding retail stores) for high sales volumes and extremely limited vacancies. Currently there is only one small space that is vacant.
• Downtown Campbell is thriving with minimal vacancies. Downtown draws customers from all surrounding cities as a destination.
• Kirkwood Plaza services the western edge of the City and is anchored by Nob Hill Foods, Walgreens and Big 5.
• San Tomas Plaza is anchored by Grocery Outlet and Dollar Tree. • Campbell Shopping Center supports a Safeway and Citibank as anchors, while Campbell Plaza houses the second Safeway in the City on Winchester Blvd. • Lease rates for retail range from $36 to $67 per square foot per year depending on space and location.
• Overall, the perception in the market is Campbell’s retail is strong, and Campbell is a desirable place to locate.
Campbell Economic Development Plan 15
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Campbell’s Major Retail Center Locations
For more detailed
information on the
Major Retail
Centers, each center
has been profiled on
ESRI storymap,
referred in this
document as
Economic Centers.
Profiles of each
economic center.
Campbell Economic Centers
Campbell Economic Development Plan 16
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Downtown Campbell
• Campbell’s Downtown is well known within its trade market area and draws visitors and customers from the surrounding cities.
• Downtown Campbell has many events that bring people into the Downtown to shop and dine.
The Downtown provides a robust shopping and dining experience. • The Downtown’s weekly Farmers Market draws from a larger than citywide trade area and is a very valuable tool for bringing people into the downtown. • The current roster of downtown merchants provide products which typically cannot be found online (local retailers, restaurants and personal service tenants). • Sales tax volume generated from the Downtown merchants for the calendar year 2022 was $648,282 - strong performance in an area where many of the approximately 158 businesses are non-sales tax generating businesses.
Campbell Economic Development Plan 17
Reference Downtown Campbell Map and Profile in Economic Center, Campbell Downtown, Source: PlacerAI technology. • Downtown is perceived as a place that is somewhat
easy to park.
• The Downtown had 2.4 million “visits” in 2022. The
grocery anchored center, Hamilton Plaza, where
shoppers typically shop weekly had a similar number
of visits. If Downtown was considered a
Neighborhood Shopping Center, it would be in the
top 90% of centers in the State of California.
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Campbell Industrial & Flex /R & D Market
Industrial: 2.9 Million SF
Campbell’s industrial vacancy is low at 7.8%* and many
of the spaces are used by smaller service companies like automotive, flooring sales and warehouse rentals.
Many businesses pull sales from cities surrounding
Campbell due to the lack of similar types of
industrial/warehouse product in those surrounding
cities. There seems to be good demand for this type of commercial real estate with very little opportunity to
build more of this type of space in Campbell or the
surrounding cities. Lease rates for this area range from $22/sf/yr. to $29/sf/yr.
Flex/R & D: 810,719 SF
At a 3% vacancy*, Campbells’ Flex R & D spaces are in
high demand. Once a space vacates a new tenant is
quickly found as long as the zoning works for the new
business.
It is likely demand is stronger/larger than the supply, indicating possible development opportunities in the
future, if/when construction costs return to a normal
level and there are available sites. Lease rates range from $33- $36/sf/year.
*Reference: Working Paper Vacancy
Campbell Economic Development Plan 18
Campbell Economic Centers
Major Industrial and Flex Areas
Dell Economic Center
McGlincy Economic Center
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Campbell Office Market
Class A vacancies are clustered in the Hamilton-Hwy 17
and one in the Dell Avenue area (ref. Working Paper
Vacancies). Rental rates in Campbell and Silicon Valley have maintained their position above pre-Covid levels.
Despite an increase in available spaces, the requested
rents for high-quality properties have remained stable.
Current asking rents for buildings with comprehensive
services are 5.5% higher than levels seen before the
pandemic.
However, net effective rents, which take into account
incentives and concessions provided by landlords, are
approximately 36% lower than the asking rents,
indicating that landlords are offering more attractive
deals to attract tenants.
Class B vacancies located throughout Campbell (ref
working Paper Vacancies). Direct available square feet remains lower than in Class A. Also, the amount of
sublease space in the Class B category remains
comparatively lower than the higher quality Class A
properties.
Sectors outside of technology, especially professional
services, have shown a greater preference for resuming
operations in office environments therefore creating
stronger demand for this type of space. The lower
rents help this demand also.
Campbell Economic Development Plan 19
Campbell Economic Centers
Major Office Areas – Class A
Highway 17
Hamilton Ave
Highway 17
Winchester Blvd
Lease rates:
Class A $59-$63
Class B $31-$54
Class C $21-$30
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Consultant Observations – Market Conditions
Following are consultant’s key take-aways to be considered during the preparation of the Economic Development Strategy:
1. Most of Campbell’s market conditions are well situated for continued prosperity in business and residential attraction.
2. Campbell’s population is growing in diversity.
3. Campbell’s existing businesses seem stable with most having better than average sales and customer patronage.
4. New businesses that want to open in Campbell face challenges though:
• With a limited amount of retail/industrial/or Flex-R & D space available for new businesses, it is hard to find a site that fits a new business perfectly. • Stakeholder comments both from brokers and businesses indicate the zoning/permitting process is challenging to maneuver, costly and time consuming. • Constructions costs in Campbell, as throughout the Bay Area, are very expensive.
5. Campbell has very good ingress/egress from the major freeways surrounding it.
6. Campbell’s Downtown events are very well attended by citizens of Campbell and other communities.
7. Campbell’s Downtown has become known for its high quality restaurants, bars and shops.
8. Campbell has some amazing small businesses that generate very strong sales tax annually.
9. Care needs to be taken to make certain that the downtown, and other high sales production businesses stay in the City’s focus and attention. Making certain the business environment continues to be positive for these groups.
July 23, 2023
Campbell Economic Development Plan 20
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Prepared by Project Consulting Team:
Audrey Taylor
(530) 345 -0364
www.chabinconcepts.com
Thatch Moyle
(503) 539 -1921
thatch@urban -scenarios.com
Brian Curtis
(530) 893 -4623
[email protected]
Christine Firstenberg
925-381-8666
[email protected]
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Attachment: Working Paper 3 - Real Estate Market Conditions (2024 Economic Report Name: Sales Tax Review Date: June 20, 2023
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Campbell Sales Tax Generation Summary
The purpose for reviewing the City of Campbell’s sales tax generation is:
1) Identify major sources of sales tax contribution and importance of sales to the City’s budget 2) Understand the sales tax contribution by retail sales and other industry sectors 3) Identify high performing economic centers.
• Campbell’s sales tax for calendar year 2022 was $17.8 million including County Pool (included sales tax base 1% and 0.25% Measure O).
• The census reports Campbell’s sales tax per capita for 2022 was $331.42, which is higher than the average for cities in the Bay Area and slightly higher than Santa Clara County at $307 per person. • The total of retail sales tax and business sales tax revenue is the 2nd largest income producing category, after property tax, according to the City of Campbell’s 2022 Budget. • Retail sales represents 55% of all sales tax revenue generated. • Business, industry and construction had a strong recovery from the pandemic, exceeding pre-pandemic levels, although there are categories of businesses that have lagged the recovery. • 48% of sales tax revenue generated is from 25 companies. • Economic centers, areas where there are a cluster of businesses and employment, were segmented through out the city and each was mapped to measure the center’s sales tax generation. The largest economic center sales generators are Dell Avenue (business and industry sales and use tax) and Pruneyard (retail sales).
• To understand the potential impact of identifying commercial sites to be converted tohousing to meet Housing Element requirements, specific sites by address were mapped for retail areas. The areas selected by the city for possible conversion were those with the least financial impact to the city but will still reduce commercial land/buildings over time from the city’s sales tax generation portfolio.
Source: HDL 2022 and US Census Bureau
Campbell Economic Development Plan 3
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Recovery – Pre-Pandemic to Post Pandemic Sales
Tax Comparison
The pandemic was a major disruption to residents,
businesses and cities. Many cities' economic base
producers, as measured by sales tax revenue, are
still recovering from this economic shock. In
Campbell almost all the business categories have
returned or exceeded the pre-pandemic levels,
reference Chart 1.
Chart 1 compares sales tax by Major Groups* in
2019, pre-pandemic to 2022, post pandemic.
• The percent change column if a major sales tax
group has recovered its total sales tax revenue post-
pandemic.
• Some major Sales Tax Groups have not fully
recovered and are noted in red.
• Food and drugs likely recovered but there are
spending shifts in categories as consumers changed
buying habits to online.
• Hotels, which is included in major group Restaurant
& Hotels, has lagged nationally, which has affected
the full recovery of this major group.
• Travel and hotels one of the hardest hit business
categories during the pandemic, has started
recovery but still lagging. (Chart 2 TOT Tax).
July 28, 2023 Campbell Economic Development Plan 4
Sales Tax by
Major Group
Yr. End
2019
Yr. End
2022
%
Change
* As reported to the City by HdL sales tax consultant for the sales tax base at 1%, adjusted for economic data. Does not include Measure O
0.25% which is reflected in the City’s overall sales tax receipts, page 3. Source: City of Campbell, HdL Sales Tax by Major Group 2019-2022, City of Campbell Finance.
TOT Tax is
indicator for
Hotels/Lodging
Yr. End
2019
Yr. End
2022
%
Change
TOT Tax 4,652,000 3,281,000 -29.5%
CHART 1 – 2019-2022 Sales Tax Revenue Change*
CHART 2 – 2019-2022 TOT Tax Revenue Change
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Retail Sales as a Percent of all Sales Tax
Campbell Economic Development Plan 5
• For the Economic Development Strategy Update the city requested a focused review of retail. A review of the percent of sales tax revenue contributed by retail sales is an indicator of the importance of the retail market to Campbell’s economic base.
• Using HdL Sales Tax Data, 2022, four different groups, highlighted in yellow in Chart 2, represent the total contribution of sales tax for retail sales: Food & Drugs, General Consumer Goods, Restaurant & Hotels and County Pool (represent online sales which is shared in the county). • The four categories combined indicate that 55% of all sales tax generated in Campbell are from retail sales.
A 55% ratio indicates a balance of sales tax generated between retail and business, industry and non-retail (commercial services and all other businesses collecting sales tax). Also indicates Campbell is not overly dependent on one industry group but is diverse in their business mix.
CHART 2 Major Industry Group Yr. End 2022
Autos & Transportation 680,385
Bldg & Construction 1,984,772
Business & Industry 2,472,342
Food & Drugs 679,713
Fuel & Service Stations 1,038,246
General Consumer Goods 1,818,568
Restaurant & Hotels 2,427,012
Transfers & Unidentified 8,907
County Pool 2,692,069
State Pool 4,952
Total Retail 7,617,362
Total All Other Groups 6,189,604
All Retail
(inc. Hotel,
not TOT)
55%
All Other
Sales
45%
All Retail Sales Compared to All Other
Sales
Source: HdL Sales Tax Data, 2022, Major Groups
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan)
CITY OF CAMPBELL
ECONOMIC CENTERS
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) City of Campbell’s 10 Major Economic Centers
Campbell Economic Development Plan 7
In order to assess sales
tax by areas, the city
was segmented into
ten “economic centers”
defined as specific
areas within the city
where there are
concentrations of
employment,
production and service
that create economic
activity for the city.
Economic centers are
typically significant
contributors to overall
economic impact as
well as the greatest
generators of sales tax
revenue.
Legend
Orange – Retail Center
Blue – Business & Industry
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Sales Tax Generated by Economic Centers
8 As part of the research, with city staff assistance, each of the retail and light manufacturing areas were mapped as economic centers, where the concentration of businesses, employment and sales occur.
Segmenting the centers helps to better understand how the businesses in these centers are performing as whole within the city. Using sales tax generated has an indicator for each economic center further helps to understand the economic contribution and dynamics of those businesses located in a center.
The ten economic centers are listed in Chart 3 by type and ranking of calendar year 2022 sales tax generated. CHART 3
Name of Economic Center
Commercial
Retail Sales
Light Mfg
Industrial
2022 Sales
Tax Ranking
Dell Avenue X 1
East Hamilton Corridor x 2
Pruneyard X 3
McGlincy X 4
Downtown X 5
Hamilton Plaza X 6
Campbell Shopping Center X 7
Kirkwood Plaza X 8
San Tomas Plaza X 9
Campbell Plaza X 10
Hamilton Square X 11
Source: City Campbell, HdL 2022 Sales Tax by Economic Center (Geoboundaries by Urban Scenarios & Metrovation Retail Resources Note 1: Each center is unique in size
and mix of business. Sales tax is an
indicator of dynamic business activity
occurring in a center.
Note 2: The Dell & McGlincy economic
centers are home to businesses
considered traded sector, where many
businesses export product or services
outside Campbell and bring dollars
back to the city.
Note 3: The retail-based economic
centers are considered local serving
and visitor driven as they serve both
residents and visitors (people from
outside Campbell).
Note 4: Traded sector drives $2.9M
and the local-serving drives $2.7M in
sales tax, nearly a 50/50 balance.
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Sales T ax Generators
• Another economic development indicator, the top
sales tax producers, helps understand specific
business types that are driving sales tax revenue
and the importance of those businesses for
providing jobs and as contributors to overall
economic impact in the city.
• For Campbell 48% of sales tax revenues are
generated by 25 companies, that are a mix of
locally-serving and traded sector businesses Sales
tax represents 29% of the revenue for the city
operating budget.
• Chart 4 lists those 25 companies producing nearly
half of all sales tax in Campbell during CY 2022.
• From a general fund standpoint maintaining these
high producing sales tax generators is important
and should be monitored as they are affected by
the regional, state and national economies.
CHART 4 - TOP 25 SALES TAX PRODUCERS
Amazon MFA Marshall’s
Andros Rostij Ross
Argonaut Window & Door Safeway
Chargepoint Safeway Fuel
Chevron Shell
Dasher Technologies Shell
Economy Lumber Sierra Pacific Turf
Supply
Gardenland Power
Equipment
Sports Basement
Home Depot Sunnyoaks Valero
Imperative Care Swimoutlet
Joe Escobar Diamonds Trace 2
Kohl’s Whole Foods Markets
Luna Mexican Kitchen
July 28, 2023 Campbell Economic Development Plan 9
Source: HDL Tax Data, 2022, Top 25 Sales Tax Producers
Top 25 Sales Tax
Producers
48%
52%
CY 2022 Percentage of Sales Tax
Generated by Top 25 Sales Tax
Producing Businesses 48% of all Sales
Tax Generated
52% All Other Sales
Tax Producers
Combined
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Location of T op 25 Sales Tax Companies
for Calendar Y ear 2022
July 28, 2023 Campbell Economic Development Plan 10
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan)
BALANCING LAND USE DECISIONS
COMMERCIAL REAL ESTATE &
HOUSING NEEDS
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Land Use – Revenue Generation
The City of Campbell’s 6th Cycle Housing
Element provides its housing strategy for
2023-2031, including a Site Inventory and
other documentation identifying areas
that can be converted to housing. This Site
Inventory includes the City’s Regional
Housing Needs Allocation (RHNA) and
must be certified by the California
Department of Housing and Community
Development (HCD) which
July 28, 2023 Campbell Economic Development Plan 12
Different land uses generate tax revenue for cities’ general funds. A good mix of land uses can help maximize revenue opportunities for the city.
The challenge is to maintain a balance between business/industry land uses that generate sales and property tax revenues and the need for more housing.
By state law, cities are required to plan for housing that meets the needs of residents. State laws recognize that there is a state-wide housing shortage.
Source: City of Campbell 6th Cycle Housing Element, H.IV-2
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Economic Development Role in Land Use
Conversion
Campbell Economic Development Plan 13
The economic development strategy update required an in-depth look at retail in the city.
The new housing element has identified properties for potential conversion from commercial to housing. From an economic development perspective, if the sites are developed for housing, the following questions can help assess any potential economic impacts:
• Will a sales tax generating use be displaced?
• Can the sales tax generator(s) be relocated elsewhere in the city? • Can commercial spaces that generate sales tax be included in the new residential project?
• Will a property tax increase result from the new residential development that might offset the loss or reduction in sales tax?
The following six retail site areas are examples of the potential conversion from commercial use to housing.
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Housing
Element -
Commercial
Real Estate to
Housing
Sites identified for
housing conversion if
property owner
chooses to redevelop:
1) San Tomas Aquino
Area
Campbell Economic Development Plan 14
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Sites identified for
housing conversion if
property owner
chooses to redevelop:
2) Hamilton Ave at San
Tomas Expressway
July 28, 2023 Campbell Economic Development Plan 15
Housing
Element -
Commercial
Real Estate to
Housing
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Sites identified for
housing conversion if
property owner
chooses to redevelop:
3) North Winchester
Blvd and Hamilton Ave
July 28, 2023 Campbell Economic Development Plan 16
Housing
Element -
Commercial
Real Estate to
Housing
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Sites identified for
housing conversion if
property owner
chooses to redevelop:
4) East Hamilton, I-17,
and East Hamilton and
South Bascom
July 28, 2023 Campbell Economic Development Plan 17
Housing
Element -
Commercial
Real Estate to
Housing
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Sites identified for
housing conversion if
property owner
chooses to redevelop:
5) Pruneyard, East
Campbell Ave and
South Bascom Ave
July 28, 2023 Campbell Economic Development Plan 18
Housing
Element -
Commercial
Real Estate to
Housing
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Sites identified for
housing conversion if
property owner
chooses to redevelop:
6) South Winchester
Blvd and Campbell
Technology Park
July 28, 2023 Campbell Economic Development Plan 19
Housing
Element -
Commercial
Real Estate to
Housing
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Consultant Observations – Sales Tax Revenue
Following are the consultants’ key take-aways that will be considered during the preparation of the Economic Development Strategy:
1. Sales tax revenue is important to the city’s operating budget representing nearly 30% for FY 2023-24.
2. All Major Group sales tax generators have recovered from the pandemic disruptions and in some Major Groups exceeded 2019 levels.
3. There is a balance of sales tax (55%) generated by locally-serving (retail) and traded-sector business & industry (45%) indicating a diverse pool of businesses. Any retail vacancy has not resulted in a decrease in retail sales tax revenue.
4. Identifying the city’s economic centers and using sales tax data as indicator shows the strength and importance of the Dell and McGlincy centers as major revenue contributors to the city.
5. The city’s housing element has identified commercial properties that can be converted to housing which may result in economic impacts. If there is a strong sales tax producer(s) at a site under consideration for conversion relocating that use can help sustain tax revenue for the general fund.
Campbell Economic Development Plan 20
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Prepared by Project Consulting Team:
Audrey Taylor
(530) 345 -0364
www.chabinconcepts.com
Thatch Moyle
(503) 539 -1921
thatch@urban -scenarios.com
Brian Curtis
(530) 893 -4623
[email protected]
Christine Firstenberg
925-381-8666
[email protected]
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Attachment: Working Paper 4 - Sales Tax Review (2024 Economic Development Plan) Report Name: Marketing Social Media Date: July 11, 2023
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Phase I – Existing Conditions
Social Media Presence Overview
As part of the Economic Development Strategy update the city requested an economic development marketing strategy. During this phase the consulting team has:
• Reviewed the city’s marketing efforts and channels to fully understand the current social media presence with residents, businesses, visitors and real estate brokers/developers
• Reviewed other organization and private business social media that helps to market Campbell.
Social media accounts were gathered where when using the search words “City of Campbell” could be easily found. Following is a summary of the reviews of each social channel that prominently mentions Campbell including a profile of their followers, likes, and overall messaging and some examples of content placed on those platforms.
This review helps the consulting team evaluate opportunities to enhance social media presence, followers and messaging to target audiences and prepare the marketing strategy.
Note: Accompanying Working Paper is Website Review.
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Summary – City of Campbell Presence
As of the date of this working paper, the City of Campbell has a presence on several social media platforms, including Facebook, Instagram, Twitter, YouTube, LinkedIn, and Nextdoor:
1. Facebook: The City of Campbell's Facebook page has 3.9K followers. The engagement is relatively low, with around 1-5 likes per post, zero to two comments, and an occasional share. The post frequency is 1-3 per day. The content primarily includes city events, recreation, job opportunities, PSAs, and community outreach opportunities.
2. Instagram: The Instagram account has 3.3K followers and a slightly better engagement than Facebook, with around 98 likes per post, occasionally a post will get 75-100 likes. The post frequency is at least once a day with an occasional 2 per day. The content is similar to that of Facebook.
3. Twitter: The Twitter account has 2K followers with about 0-10 likes per tweet, 0-5 retweets per original tweet. The content includes events, recreation, PSAs, and job opportunities.
4. YouTube: The YouTube channel is primarily being used to showcase city meeting live streams. It has 246 subscribers and 438 videos.
5. LinkedIn: The LinkedIn page has 1,288 followers with an average of about 26 reactions over the last 10 posts and an occasional comment. The post frequency is about 2-3 posts a month. The content includes job opportunities, city council updates, and community programs.
6. Nextdoor: The Nextdoor page has about 1-3 reactions per post with a post frequency of about 1 post a week. The content includes resident surveys, community program information, and community updates.
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell
City of Campbell Social Media Review
The following pages are screen shots of channels reviewed. The objective is to fully understand the presence City of Campbell, whether public or private, has in the marketplace.
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - Facebook
Facebook:
https://www.facebook.com/CampbellCalifornia
• Date Created: August 2011
• Followers: 3.9K
• Following: 71
• Engagement: Around 1-5 Likes per post,
zero to two comments, and an occasional
share
• Post Frequency: 1-3 per day
• Reviews: 4.5 stars (20 reviews)
• Headline: Campbell is a delightful
community where tradition and progress
blend successfully.
• Type of Content: City Events, Recreation,
Job Opportunities, PSAs, Community
Outreach Opportunities
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - Facebook
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - Instagram
Instagram:
https://www.instagram.com/cityofcampbell/
• Date Created: November 2015
• Followers: 3.2K
• Following: 139
• Engagement: Around 4-15 Likes per
post, occasionally a post will get 75-100
likes
• Post Frequency: Daily with occasional 2
per day
• Hashtag: #MyOrchardCity
• Type of Content: City Events,
Recreation, Job Opportunities, PSAs,
Community Outreach Opportunities
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - Instagram
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - Instagram
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - Twitter
Twitter: https://twitter.com/CityofCampbell
• Date Created: April 2010
• Followers: 2K
• Following: 179
• Engagement: About 0-10 Likes per Tweet, 0-5 retweets per original tweet • Bio: “Official Twitter for the City of Campbell, CA. We are a progressive suburb of Silicon Valley with deep roots in our agricultural history. Est. 1952.” • Type of Content: Events, recreation, PSAs, and job opportunities 11 12.i
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - Twitter
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - YouTube
YouTube: https://www.youtube.com/user/CityofCampbell
• Date Created: July 2011
• Subscribers: 246
• Videos: 438
• Type of Content: City Meeting Live Streams
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - YouTube
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - LinkedIn
https://www.linkedin.com/company/city-of-campbell-ca/
• Followers: 1,291
• Engagement: An average of about 26 reactions over the last 10 posts and an occasional comment.
• Post Frequency: About 2-3 posts a month.
• Bio: The City of Campbell, centrally located in the Santa Clara Valley, 50 miles south of San Francisco, and bordered by San Jose, Los Gatos, and Saratoga, was founded in 1846 by Benjamin Campbell. It was incorporated as a General Law City in 1952 and has a Council/Manager form of government. City departments, in addition to the City Manager’s Office, include Police, Public Works, Community Development, Finance, and Recreation and Community Services. Campbell is a suburban community with a population of 41,161 and a balance of land uses – commercial, industrial, and quality housing – within its six square miles. • Type of Content: Job opportunities, city council updates, and community programs. 15 12.i
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - LinkedIn
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - LinkedIn
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - LinkedIn
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - Nextdoor
Nextdoor: https://nextdoor.com/agency-detail/ca/campbell/city-of-campbell • Engagement: About 1-3 reactions per post
• Post Frequency: About 1 post a week.
• Bio: No bio, but a phone number, email, website link, and address are listed. • Type of Content: Resident surveys, community program information, and community updates.
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - Nextdoor
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development City of Campbell - Nextdoor
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Chamber of
Commerce
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Chamber of Commerce
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Chamber of Commerce
Website: https://www.campbellchamber.net/
Facebook: https://www.facebook.com/campbellchamber
• Date Created: July 2010
• Followers: 3.2K
• Engagement: 2-7 likes on average, typically 1 comment and share • Post Frequency: 2-3 posts every 3 days
• Reviews: 4.8 stars (30 reviews)
• Headline: “The Campbell Chamber of Commerce is a non-profit organization that promotes the community of Campbell in all its aspects.”
• Type of Content: Event, Business, and Newsletter information Instagram: https://www.instagram.com/campbellchamber/
• Date Created: October 2015
• Followers: 1,736
• Following: 731
• Engagement: Typically around 2-10 likes per post with the occasional post reaching 20-30 likes, around 0-2 comments per post
• Post Frequency: 1 every day occasionally skipping a day • Type of Content: Event and business information
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Downtown Business
Association
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Downtown Business Association
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Downtown Campbell Business Association
Website: https://www.downtowncampbell.com/
Instagram: https://www.instagram.com/downtowncampbellca/ • Date Created: January 2014
• Followers: 10.8K
• Following: 179
• Engagement: 154 Average for last 10 posts, typically 1-10 comments occasionally a post will have up to 15
• Post Frequency: 2-3 posts per week
• Type of Content: Business highlights, event information, volunteer opportunities 29 12.i
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Downtown Campbell Business Association
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Downtown Campbell Business Association
Facebook: https://www.facebook.com/DowntownCampbell
• Date Created: January 2012
• Followers: 15K
• Engagement: Average of 53 likes per post for the last 10 posts, typically 1-5 comments sometimes reaching up to 25, around 1-10 shares per post • Post Frequency: 2-3 posts per week
• Reviews: 4.9 stars (128 Reviews)
• Headline: “Downtown Campbell is a thriving historic district in Silicon Valley with small town charm and big time Eateries, Wine Bars and Pubs, Shopping, and Events” • Type of Content: Business highlights and event information 31 12.i
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Downtown Campbell Business Association
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development 33 Downtown Campbell Business Association
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Other Campbell Entities
Campbell Farmers Market . Historical Museum
Ainsley House . Heritage Theater
Pruneyard . Orchard Kitchen
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Farmers Market
Website: https://uvfm.org/campbell-sundays/
Facebook: https://www.facebook.com/profile.php?id=100066530920494 • Date Created: April 2019
• Followers: 126
• Engagement: 0-2 likes per post and typically no comments or shares • Last Post: October 2022
• Reviews: No ratings yet
• Headline: “The Campbell Farmers' Market, previously held in Downtown Campbell, is now temporarily located at th” (Consulting Team Note: Headline gets cut off as it has too many characters).
• Type of Content: Fresh foods, updates, and articles
Instagram: https://www.instagram.com/thecampbellfarmersmarket/ (Page no longer active) replacement: https://www.instagram.com/campbellfarmersmarket/ • Date Created: January 2021
• Followers: 194
• Following: 34
• Engagement: 6-14 likes per post, 1 comment on 1 post
• Last Post: January 2021
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Farmers Market
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Farmers Market
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Historical Museum
and Ainsley House Foundation
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Historical Museum
and Ainsley House Foundation
Website: https://www.campbellmuseums.com/
Facebook: https://www.facebook.com/campbellmuseums
• Date Created: March 2011
• Followers: 1.5K
• Engagement: Average 2-7 likes per post, typically 0-2 comments and 1-4 shares • Post Frequency: Every 1-2 days
• Reviews: No reviews on site
• Headline: “We're two history museums in Campbell, CA!” • Type of Content: Historical facts, event updates, museum updates, and job opportunities 39 12.i
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Ainsley House
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Ainsley House
Instagram: https://www.instagram.com/ainsley.house/
• Date Created: June 2015
• Followers: 481
• Following: 102
• Engagement: Event info posts 1-3 likes per post, event photos anywhere from 20-150 likes per post, 0-2 comments per post
• Post Frequency: 3-4 posts per month
• Type of Content: Event information, event photos, and event videos 42 12.i
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Historical Museum
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Historical Museum and Ainsley House
Foundation Cont.
Instagram: https://www.instagram.com/campbellmuseums/
• Date Created: March 2014
• Followers: 1,212
• Following: 491
• Engagement: Average 1-9 Likes per post, typically 0-1 comments with a post occasionally getting 5
• Post Frequency: 1 post every 1-3 days
• Type of Content: Historical facts, event updates, and museum updates Twitter: https://twitter.com/campbellmuseums
• Date Created: March 2011
• Followers: 476
• Following: 378
• Engagement: 0-1 like per tweet on average, occasionally a tweet will get 1-3 retweets • Post Frequency: 1-2 posts per month
• Bio: “We're two history museums in Campbell, CA aka #TheOrchardCity.” • Type of Content: Event information
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development 46 Campbell Historical Museum - IG
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development The Heritage Theatre
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development The Heritage Theatre
Facebook: https://www.facebook.com/profile.php?id=100057475869136 • Date Created: September 2010
• Followers: 1.9K
• Following: 2
• Engagement: Average of 20 likes per post for last 10 posts, posts typically get 1-5 comments with the occasional post receiving upwards of 30, and most posts are shared 1-4 times
• Post Frequency: About 1 per month
• Reviews: 4.3 starts (288 Reviews)
• Type of Content: Show promotions
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Posts
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Pruneyard Shopping Center
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development The Pruneyard Shopping Center
Website: https://www.thepruneyard.com/
Facebook: https://www.facebook.com/ThePruneyard
• Date Created: October 2014
• Followers: 5.5K
• Engagement: 0-3 likes on average, occasionally a post will receive a couple of comments, no shares in last 15+ posts
• Post Frequency: 1 post every other day on average
• Reviews: No reviews listed
• Headline: “An iconic destination and experience designed to make the everyday extraordinary.” • Type of Content: Business Highlights and promotions
Instagram: https://www.instagram.com/thepruneyard/
• Date Created: January 2018
• Followers: 3,858
• Following: 939
• Engagement: Average of 38 likes for last 10 posts, typically posts will receive 1-3 comments with some reaching 5-10
• Post Frequency: 1 post every other day on average
• Type of Content: Business Highlights and promotions
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development 52 The Pruneyard Shopping Center - IG
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development 53 The Pruneyard Shopping Center - IG
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development The Orchard City Kitchen
Website: https://www.orchardcitykitchen.com/
Facebook: https://www.facebook.com/OrchardCityKitchen
• Date Created: May 2013
• Followers: 8,052
• Engagement: Average of 46 likes per post for last 10 posts • Post Frequency: A couple times a month
• Reviews: 4.1 stars (500 reviews)
• Headline: "Small plates, Big Flavor Dining at it's best. Michelin Starred Chef and Bib Gourmand Award Winning Restaurant, OCK serving the South Bay"
• Type of Content: Articles about restaurant and some food posts Instagram: https://www.instagram.com/orchardcitykitchen/ • Date Created: May 2015
• Followers: 7,236
• Following: 599
• Engagement: Average of 154 likes per post for last 10 posts • Post Frequency: 1-2 posts per week on average
• Type of Content: Food posts and people at restaurant
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development 55 The Orchard City Kitchen - IG
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development 56 The Orchard City Kitchen - IG
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development External Platforms
Trip Advisor
Google
Yelp
Travel Lens
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Approach
When approaching searches on various platforms, our team uses search terms that would most likely mirror user’s searches. We assume our users are unfamiliar to mildly familiar with the area. Sometimes results of searches bring back results for assets from other areas. This may appear like we are looking at the wrong area, but in fact the results are based on those that end up on a list monitoring and actively using marketing tactics so that their assets get included.
An example of successful return of search for an asset outside your area is The Winchester Mystery House. They have purposefully marketed to cities in proximity to the property so they might be included in a users travel planning while visiting Campbell. 58 12.i
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development TripAdvisor
When googling Things to do in Campbell, the following response came up:
1. Downtown Campbell Farmers’ Market
2. The Pruneyard
3. Ainsley House
4. Heritage Theater
5. Campbell Historical Museum
6. Montebello Road Vintage Wares General Store
7. Elements Massage
8. Golden State Quilting
9. Rendezvous Wine Bar
10.Recycle Bookstore West
59 Website: https://www.tripadvisor.com/Attractions-g32154-Activities- Campbell_California.html
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Google
When googling Things to do in Campbell, the following response came up:
1. Winchester Mystery House
2. Heritage Theater
3. Campbell Historical Museum
4. Campbell Farmers’ Market
5. John D Morgan Park
6. Campbell Community Center
7. Santana Row
8. Jack Fischer Park
9. Bottle & Bottega Painting with a Twist
10. Ainsley House
60 Website: https://www.google.com/travel/things-to-do
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Yelp
When googling Things to do in Campbell, the following response came up:
1. The Tortoise Home
2. Axe Ventures Axe Throwing
3. Immersive Gamebox
4. Fujitsu Planetarium
5. Miniboss
6. Winchester Mystery House
7. Water Lantern Festival
8. Sunnyvale Golfland USA
9. Fantasy of Lights
10. PurrFect Honey
61 Website:
https://www.yelp.com/search?find_desc=fun+things+to+do&find_loc=Campbell%2C+CA
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Travel Lens
When googling Things to do in Campbell, the following response came up:
1. Learn Local History at the Ainsley House
2. Relax at the John D. Morgan Park
3. Shop at the Pruneyard Shopping Center
4. See a Movie at the CineLux Plaza Theater
5. Unleash Your Inner Artist at the Art Beat
6. Explore the Campbell Farmers Market
7. Try Recreational Activities at the Jack Fischer Park
8. Spend the Day at Campbell Park
9. Catch a Show at the Heritage Theater
10. Play with Friends at the AFKxp Tech & Game Center
11. Join a Wine Tasting at the Travieso Winery
12. Learn about Glass Making at the Glass Scout Studio
13. Explore New Worlds at the Recycle Bookstore
14. Try the Olive Oil of the Olive Bar
15. Enjoy Girls’ Night at the Bottle & Bottega
62 Website: https://www.travellens.co/best-things-to-do-in-campbell-ca/
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Campbell Events Promoted
The following is a list of events that most often come up during searches:
• Downtown Campbell Weekly Farmers' Market (Sundays year round) • Voctave at Campbell Heritage Theatre (3/24)
• 22nd Annual Bunnies and Bonnets Easter Parade (4/8)
• 5th Annual Taste of Campbell (4/15)
• Boogie Music Festival 2023 (5/20 - 5/21)
• Beerwalk (8/5)
• 2023 Fall Wine Walk (9/20)
• 28th Annual Campbell Oktoberfest (10/21 - 10/22)
• Creepy Crawly Halloween Trick-or-Treat (10/29)
• Carol of Lights Celebration (12/2)
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Consultant Observations
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Consultant Observations
Following are consultant’s key take-aways to be considered during the preparation of the Economic Development Strategy:
• The accounts with the most significant follower counts are the Downtown Campbell Business Association Facebook and Instagram, with 14K followers on Facebook and 10.4K followers on Instagram.
• From the City of Campbell’s accounts two types of posts receive significant followers and views - the city’s water tower and Los Gatos Trail. There seems to be a high-level of community pride surrounding both of these.
• Strategically planning a posting schedule could help many of these accounts as they post sporadically, sometimes three times a day. Posting multiple times a day can lead to people tuning out the posts since they see so many from the same account. • Searches for Things to Do in Campbell on various sites brought up things to do near or outside of Campbell an indicator for Search Engine Optimization review and updating. • The social channels being used by the City are well designed, need deeper review to understand if there is capacity to optimized for increased engagement. • Instagram has more followers and better engagement than Facebook. • Both are relevant platforms and are being actively used. The audience following is smaller than expected given the relevance of the platforms.
• YouTube which typically has high engagement is primarily being used to showcase council meetings.
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development • Planning does a lot of surveying and outreach as part of their outreach around projects that are moving through the city based on conversation with staff. Mailchimp is used for their outreach efforts to lists that have been developed or acquired.
• There is no centralized CRM being used by economic development or other departments. • Brand and outreach is centered around community focused content. • The Campbell Chamber of Commerce and Downtown Campbell Business Association are strong promoters in the region with solid user base.
• Both organizations benefit from regular engagement and content being delivered to their audiences. • A more coordinated content strategy could help build the digital brand for each organization as they have a shared audience.
• Coordinating efforts with the City could also enhance the overall messaging and engagement while showing all are united in supporting business in the region. • The Campbell Farmers Market is listed on multiple travel sites as a must-visit presence. There maybe opportunity to leverage this weekly event with more social media on city, chamber and downtown association channels. An active campaign utilizing video content on Instagram maybe a strategy to bolster this connection to residents and those outside the area who are interested in what Campbell has to offer. • You Tube channel could be expanded to showcase downtown, businesses, spaces, events working in tandem with other social platforms given video is the most watched content of all digital media. • Recreation Department, Heritage Theatre, Ainsley House and Capital Historical Museum seem to have opportunity to increase the frequency of postings to create a stronger following and eventually grow user base.
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Prepared by Project Consulting Team:
Audrey Taylor
(530) 345-0364
www.chabinconcepts.com
Christine Firstenberg
925-381-8666
[email protected]
Thatch Moyle
(503) 539-1921
[email protected]
Brian Curtis
(530) 893-4623
[email protected]
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Attachment: Working Paper 5 - Marketing Social Media (2024 Economic Development Report Name: Marketing Website Date: June 13, 2023
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Phase I – Existing Conditions
Website Review Overview
As part of Phase I Existing Conditions the Consulting Team is reviewing all marketing efforts and marketing channels, including websites which are a major channels for businesses and residence to access city information.
The website review includes a content review, technical review and usage including:
• Content/Structure
• Design/Usability
• Miscellaneous Observations
• Performance
• Mobile Experience
• Search Engine Optimization (SEO)
• ADA Compliance
• Analytics
The review contains numerous screen shots that help to assess the website as it relates to economic development, and the City’s brand story.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Website Review Summary
The City website is reviewed with three perspectives in mind:
1) From a user
2) From a site functionality perspectives (content and structure), and 3) From a marketing perspective.
User Perspective Observations: From a user perspective the review points to several opportunities to connect better with the city’s audience, such as,
• Utilizing the space above the fold on the site to connect with various stakeholders, such as, is the emergency text messaging so crucial to take up the amount of space it occupies? • The fold is where the bottom of the screen cuts off the visible area of the website. Everything you see is above the fold.
4 Desktop view – above the fold Laptop view – above the fold
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) • Understanding who the
city’s different audiences
are and creating
engagement with simple
click functionality to the
information increases
usage and visits.
• Connecting through
problem solution language
is one of the most
effective ways to connect
with users and why the
users are coming to the
site. In most cases, 90%
of the audiences are
coming to website
because they have
questions.
Example: City of Berkeley does a good job engaging and leading users with simple solutions based language and navigation with user search tied to a call to action statement. “How can we help you?” This directs the user to engage with your site to get answers. 5 Website Review Summary - continued
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Website Review Summary - continued
• The site appears to have old information that should be updated. 6 12.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Website Review Summary - continued
• Pages without content should be removed or hidden from public view. 7 12.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Website Review Summary - continued
• When migrating users to 3rd party pages the sites should be secured with a SSL certificate. Other wise users may not trust the pages where they are being directed. 8 12.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Website Review Summary, cont’d.
Site Functionality Observations:
• Mobile or responsive design should be implemented across all pages. (see more information and screen shots in Section Mobile, page 29) • Many pages displayed on mobile devices are difficult to navigate due to size or layout of content. (Section Mobile, pages 30-33)
• The Search Engine Optimization performance rank low for both desktop and mobile usage. (Section SEO, page 35-39)
• Site needs to be updated to maintain ADA compliance. (Section ADA, page 40) Marketing Observations:
Because the navigation and user experience in finding information is difficult, those visiting the site may get frustrated and leave your pages prior to finding the information needed.
Though this report shows the site needs improvement, there is still an abundance of information on the site for users. If the site were optimized for user experience with design, navigation and content in mind the site would function more efficiently as a useful tool for the user.
The remainder of the report are specific reviews of the website with notes and screen shots. 912.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Content/Structure
Insights on content (copy, images, links, etc.) and the architecture of how that content is presented.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Content/Structure
Review Methodology:
The structure of a site's content is a crucial part of the Users Experience (UX). The content should be well- organized and have an intuitive flow between pages.
A well-structured website:
• Makes it easy for users to find the information they're looking for and navigate between different pages • Helps to keep users on site longer, which can increase engagement and reduce users leaving the site • Makes it easier for users to complete desired actions, such as filling out a contact form • Improves website's visibility in search engine results pages, leading to more traffic and potential customers
General Comments:
• Re-evaluate the information architecture and prioritize content based on the city's mission and values • Reorganize the economic development section with core content and clear messaging to appeal to potential businesses
• Consider the users' language when presenting information, such as using more common terms instead of jargon
• Consider adding more clear Calls to Action for users to get in touch with the city. The “Form Center” is difficult to find, the link in the footer to the contact form has very poor visibility • https://www.campbellca.gov/FormCenter/Online-Forms-3/Contact-Us-Dropdown-48 The following pages include qualitative observations
about the content structure of the website.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Content/Structure (Cont'd)
• Utilize the space where you see “Text Your Zip Code”, referred to as Hero Space, on the homepage with more effective communication. This is the most effective space on the City’s website page.
• Remove arrow buttons as there is only one (1) slide in the carousel. • The “Text Your Zip Code” utilizes a majority of the space above the fold. Possibly there is another way to make it prominent without using so much space. 12 12.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Content/Structure (Cont'd)
• A thorough review of the website should be scheduled at least three times a year to remove old or obsolete information.
• Also, when there is a change of staff a search of the website should be made. 13 12.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Content/Structure (Cont'd)
• Branding does not appear to be consistent when sending users to external pages – different colors, fonts and icons are being used. 14 12.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Content/Structure (Cont'd)
• Navigation items could be condensed or subcategorized to simplify the interface and aid users in finding information
• If all information is necessary, an example of a well-done “mega menu” (multiple categories or subjects) is https://www.cityofsacramento.gov/ • Improve the visibility of important icons and links by removing them from the slideshow/carousel mode
• Considering relocating the quick link icons higher on the homepage for better visibility 15 12.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Content/Structure (Cont'd)
Some pages have no content
• About Campbell, Reserve
• The directory appears to be empty, but after further review a user must click on the search and enter a category to gain results.
• Also referenced are restaurants, bars, cafe’s & sweet treats which are .pdf files that link out to various restaurants and businesses but make the user work too hard to find information.
They are also not ADA compliant and in this format are cumbersome to keep current. It is important to be current and in pdf format the user may be concerned that the information is not up-to-date.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Content/Structure (Cont'd)
Interior page menus are not structured intuitively, making them difficult to follow. • For example, clicking on Fire Services from Staff Directory takes you to Home>Departments>Partner Agencies>Fire Services, not Staff Directory>Fire Services 17 12.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Content/Structure Summary
• By organizing information more intuitively and simplifying the navigation, the website can be easier for users to find information and engage with the site. • The City should define clear messaging and prioritize the website structure based on the City’s vision, mission, values and goals.
• Outdated information provides little value to users. Outdated information and data taking up value space and could cause confusion for various audiences. Less is more. 1812.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Design/Usability
Insights on visual and functional design
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Design/Usability
● All interior pages use the same banner image and page layout. ○ Creating some variation in the banner image and having a larger page title could help users identify what information they are seeking.
○ Keep the blue highlight on the top of page in the navigation when the user is on that page. For example:
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Design/Usability (Cont'd)
● Outdated user interfaces
○ Photo Gallery
○ Calendar
○ Search
● Antiquated designs can raise questions about the quality of services and lose customer trust and engagement.
● Button design inconsistencies
○ Consistent design in this area creates user familiarity, clear communication, and professionalism.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Design/Usability Summary
Improving the design would increase user trust and engagement by modernizing user interfaces, creating visual diversity with page banner images, utilizing larger page titles, and ensuring consistency in design elements. These enhancements would result in a more visually appealing, user-friendly, and reliable website experience for visitors.
Miscellaneous Observations
• Google Translate has low visibility down in the footer • Favicon does not match the Campbell Logo
• My Account
• This page says, "For a more interactive experience, please sign in." Clarify who the accounts are for, the general public or those who work for the city, and what they can expect from creating an account.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Performance
Insights on web page speed and best practices
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Performance (Desktop)
24 Lighthouse is an evaluation performed by Google Chrome that scores five (5) factors that contribute to Google Rankings and User experience:
1) Performance,
2) Accessibility,
3) Best Practices,
4) SEO, and
5) PWA.
For this review the focus is on the first three (3):
● Performance is judged by how much time it takes the webpage to load. ● Accessibility is judged by how accessible the website is. Especially for users who might require assistive technology.
● Best Practices, a terminology used by website developers, evaluates the website code, functions, and security.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Lighthouse Report (Desktop)
“Good” Scores are in the 90-100 range. Here are the scores for the Homepage:
25 The full report can be viewed: Campbell Lighthouse Report (Desktop)
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Performance Summary
Evaluating website performance is essential for optimizing the site for user experience and search engine rankings. Good Scores, according to Google, are in the 90-100 range.
The current scores for the homepage indicate room for improvement in all three categories 1) Performance (74),
2) Accessibility (88), and
3) Best Practices (67).
The full report provides recommended solutions for improving these scores. 2612.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Mobile
Insights on mobile web page performance and
responsive design for small device screens
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Lighthouse Report (Mobile)
28 “Good” Scores are in the 90-100 range. Here are the scores for the Homepage on a mobile device:
The mobile Lighthouse report indicates room for improvement in mobile features. The full report can be viewed: Campbell Lighthouse Report (Mobile) which also provides methods to enhance the mobile user experience and improve overall usability.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Responsive Design for Mobile Use
Websites with responsive design is
standard practice to ensure that
different device screen sizes can
access all web page content.
Nearly half of all users access the
web with mobile devices, which
should be heavily considered in the
design and functionality of the
website.
The following pages include
qualitative observations about the
mobile view of the website.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Responsive Design (Cont'd)
• Photo Gallery - Very confusing to
use; the menu and all other page
navigation disappears
Calendar - Clickable items are all
very small and could be difficult to
navigate
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Responsive Design (Cont'd)
• Form Center - Forms field line heights are too
small.
• Mobile users navigate by tapping. Clickable
items that are too small can make it difficult or
impossible to click for some users.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Responsive Design (Cont'd)
• On interior pages, the menu moves to the
bottom of the page. Consider reordering above
the main content
• Some interior page layouts are too narrow on
mobile resulting in difficult-to-read columns of
text
• https://www.campbellca.gov/1050/Permits-
Center
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Responsive Design (Cont'd)
• The homepage, when viewed on
tablet-sized screens, overflows in
the social media section.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Responsive Design Summary
Website optimization for mobile devices is vital due to the significant number of users accessing the web on mobile devices.
Implementing and maintaining responsive design practices ensures that web page content is accessible across different device (laptops, cellphones, tablets) screen sizes. 3412.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) SEO
Insights on Search Engine Optimization
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) SEO Overview
Search Engine Optimization is the process of making the website more visible and attractive to search engines like Google.
Optimizing the website for SEO increases the chances of attracting more visitors and potential customers.
The following pages on SEO include data collected from Semrush SEO Tools. • The SEO High Priority Issues are considered to be poor practices or erroneous and should be addressed. They can hurt your rankings considerably on search engines. • The SEO Warnings are bad practice that should be addressed but are not causing any major errors.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Website Health Overview
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) SEO High Priority Issues
• 3,044 redirect chains and loops
• 2,799 issues with duplicate title tags
• 2,721 pages have duplicate content issues
• 981 pages have duplicate meta descriptions
• 180 internal links are broken
• 94 structured data items are invalid
• 77 pages returned 404 status code
• Robots.txt file has format errors
• Very High Number of pages crawled
SEO Warnings
• 17,380* URLs with a temporary redirect
• 2,594 pages have low text-HTML ratio
• 1,673 pages don't have meta descriptions
• 444 pages don't have an h1 heading
• 174 pages don't have doctype declared
• 48 external links are broken
*This does not mean there are 17,000 pages on your website, but it is speculated that this number is a result of the redirect chains and loops mentioned in High Priority Issues. 3812.j
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) SEO Summary
Resolving SEO issues is vital for improving search engine rankings, user experience, and compliance with SEO guidelines.
The SEO audit identified critical issues like redirect chains, duplicate tags/content, broken links, and invalid structured data. Warnings include:
• Temporary redirects
• Low text-HTML ratio
• Missing meta descriptions/headers
• Broken external links
Addressing these concerns will boost website performance, visibility in search results, and overall crawl efficiency. Regular audits are advised to identify and resolve SEO issues, ensuring optimal website visibility.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) ADA Compliance
Web Content Accessibility Guidelines (WCAG) 2.1
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) ADA Compliance
Failure to address accessibility issues can put the
website at risk for accessibility lawsuits.
The site be audited regularly and have issues
addressed, as the website can become out of
compliance during content editing or the creation
of new pages or features.
The following includes some of the issues resulting
in non-compliance:
▪ Sliders/carousels* should not use autoplay
without an option of pausing
▪ All external links (links that take the user to a
new website) should open in a new tab
▪ Only the top level of navigation is navigable by
the keyboard. The tab key should allow a user
to step through every level of the menu.
▪ All clickable elements* should be labeled
appropriately for assistive technology (ie, ARIA
roles and labels)
▪ All images need to have alt attributes*
41 *Technical Definitions
Sliders and carousels are popular design elements for
displaying multiple content items within a limited space, offering an engaging and interactive way to showcase
information, promotions, or featured content on websites.
However, it's important to implement sliders/carousels with accessibility in mind, providing appropriate labels, navigation controls, and alternative content for users who may rely on assistive technologies or have difficulty interacting with dynamic elements.
Example of slider without option of pausing
(https://www.campbellca.gov/175/Bicycle-Pedestrian-
Advisory-Committee)
Clickable elements (ARIA roles and labels)
By using ARIA roles and labels, website developers can ensure that clickable elements (buttons, images, navigation) are more accessible to individuals using assistive technologies. Screen readers can read out the appropriate labels, allowing users to understand the purpose and function of each element, and navigate the website more efficiently.
alt attributes
Purpose of Alt Attributes: Alt attributes serve as textual alternatives to images. They provide a description or
explanation of the image's content, conveying its meaning and context to individuals who are visually impaired and rely on screen readers or other assistive technologies to access web content.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) ADA Compliance (Cont'd)
● Foreground Elements should have sufficient contrast with the background ○ For example, buttons, links, and directional arrows need high-contrast colors in relation to the background
○ There are several free tools that can identify what is considered sufficient contrast like WCAG 2.1 by WebAIM Contrast Checker
42 Examples of low contrast:
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) ADA Compliance Summary
• Addressing these issues is crucial to ensure ADA compliance and avoid potential accessibility lawsuits.
• Regular audits can identify and address new issues, as new content, pages, or features can introduce non-compliance.
• By addressing these issues, the website can provide a more inclusive and accessible experience for all users.
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Google Analytics
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Google Analytics Report - 2022
45 Pageviews Unique Time on page Entrances Bounce Rate
Total views 1,025,280 784,434 2:50 465,830 20.63%
Highest ranking interest Pageviews
Recreation 271,226
Planning 95,563
Government 68,374
Public Works/Parks 33,288
Downtown and Events 25,868
Police & Fire 25,646
Alerts 22,169
Recreation Department – highest page views
Planning and government – next highest
page views
Public works/parks, downtown/events, and
Police and Fire third.
Remaining page views miscellaneous site
pages.
* For detailed Analytics reports see files in basecamp
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Google Analytics Report – 2023 YTD
46 Pageviews Unique Time on page Entrances Bounce Rate
Total views 416,456 319,219 2:49 191,965 52.01%
Highest ranking interest Pageviews
Recreation 113,357
Planning 27,332
Government 26,075
Public Works/Parks 14,226
Alerts 11,474
Police & Fire 9,711
Downtown and Events 5,615
Recreation Department – Highest page
views
Planning and government – next highest
pageviews
Public works/parks rank third
Alerts 4th and the Police/Fire and
Downtown/events
Remaining pageviews miscellaneous site
pages.
* For detailed Analytics reports see files in basecamp
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Prepared by Project Consulting Team:
Audrey Taylor
(530) 345-0364
www.chabinconcepts.com
Christine Firstenberg
925-381-8666
[email protected]
Thatch Moyle
(503) 539-1921
[email protected]
Brian Curtis
(530) 893-4623
[email protected]
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Attachment: Working Paper 6 - Marketing Website (2024 Economic Development Plan) Report Name: Marketing Perceptions, Survey Date: June 13, 2023
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic Purpose of the Working Paper Perceptions
Three stakeholder groups were identified to provide feedback to the consulting groups and project, businesses, residents and real estate brokers. It is important from a marketing and and strategy standpoint to understand the perspectives of diverse, key, stakeholder groups to shape the marketing and branding architecture, and build the brand story and the marketing plan. Feedback was obtained from meetings, interviews and two surveys, resident and business on-line surveys posted on City website promoted by City, Chamber and Downtown Business Association.
1. Businesses play a pivotal role in shaping the economic landscape of any city. By gaining insights into their perceptions, challenges, and aspirations within Campbell, areas are identified where marketing efforts can provide targeted support. This knowledge will facilitate strategies that can retain existing businesses and attract new ones.
2. The residents of Campbell are also integral to the city's vibrancy and community spirit. Their perceptions and experiences significantly influence the overall appeal of the city as a place to live, work, and engage in social and commercial activities. Listening to their feedback, highlights any concerns or areas for improvement. By understanding their desires and values, marketing campaigns can highlight the city's unique attributes and create a strong sense of belonging among residents as well as foster a loyal and supportive community.
3. Real estate brokers, as key influencers in the real estate sector, offer valuable insights into the market dynamics, investment opportunities, and potential development in Campbell. By understanding their perspectives, marketing efforts can be aligned to attract investors, developers, and entrepreneurs who can contribute to the city's economic growth. Promoting the city's advantages and addressing any perceived challenges, helps to position Campbell as an attractive and profitable location for real estate investment and development.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic
RESIDENTS
Campbell residents participated in a survey, May-June
2023 (full survey accompanies this working paper),
providing insights to their view of Campbell.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic Resident Survey Overview
How long living in Campbell:
● 60% of the respondents have lived in the
area for 16 years or more, with a range of
16 to 25+ years.
● 26% of the respondents have lived in the
area for 6 to 15 years.
● The remaining percentage represents
residents whohave been in the area for 5
years or less.
Household Size:
● 84% of the respondents have 2 or more
adults living in their households.
● Among the households with adults above
the age of 18 the following was reported :
● 33% reported having one or two
children.
● 2.3% reported having three or more
children.
● The remaining percentage represents
households without adults above the
age of 18.
Employment Status:
● 75% of the respondents who are over the
age of 18 are employed.
● Over 60% of the employed residents work
outside of their homes.
● 48% of those who work from home are
classified as hybrid workers, meaning they
spend some percentage of their work week
in the office.
Work Location:
● 23% of those who work indicated that they
work in businesses within the City of
Campbell.
● The remaining 72% of the residents
responding, commute to jobs located
outside of Campbell. The most frequently
mentioned cities for commuting are:
● San Jose
● Santa Clara
● Sunnyvale
● Cupertino
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic Education System:
• 74% of the parents surveyed have their
children attending public schools.
Satisfaction with Public Education:
• Among the parents who have children in
school (public schools):
• 87% expressed satisfaction to
happiness with the public education
system.
Frequency of Visiting Downtown Campbell:
• 257 respondents (55.4%) reported visiting
downtown Campbell one or more times per
week.
• 142 respondents (30.6%) reported visiting
1-3 times per month.
• 20 residents (4.3%) reported visiting 1-4
times per year.
• Only 15 respondents (3.2%) reported
almost never visiting downtown Campbell.
Activities in Downtown Campbell:
● The most popular activities for residents
visiting downtown Campbell are dining,
followed by attending farmers markets,
festivals, and events.
● Shopping, walking, visiting the library,
museum, and parks are also mentioned as
activities enjoyed in downtown Campbell.
Housing:
● 51% of respondents felt that there was
sufficient housing in Campbell with a
diverse selection and range of prices.
● When asked if the city needed more
affordable housing (rental or
ownership), 58.7% of respondents
answered yes.
Quality of Life:
● When asked about the quality of life in
Campbell, 87% of respondents
responded ranking a 4-5 with 5 best the
best, indicating a positive perception of
their quality of life.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic Online Shopping and Other Retailers:
● When shopping (excluding
groceries), the majority of
respondents (48.2%) shop online.
● Other options for shopping
mentioned by respondents include
Valley Fair, Kirkwood, Downtown
Campbell, the Pruneyard, and
various other retailers.
● The retailers where they shop
include Costco, Target, Westgate,
Home Depot, Safeway, Whole
Foods, Amazon, Walmart, Trader
Joe's, and Lowe's.
Grocery Shopping:
● When asked where they shop for
groceries, 56% of respondents
indicated grocery stores in Campbell
as their preferred choice.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic The key takeaways from three open-ended questions focused on positive perceptions.
Question: Why did you choose to
live in Campbell?
• Small town feel
• Community-oriented
• Family connections
• Affordable housing
• Proximity to work
• Good schools
• Safety
• Convenient location
• Downtown and Pruneyard
Question: What do you like best
about Campbell?
• Small town feel
• Location
• Great neighborhoods
• Downtown area
• Weather
• Convenience
• Parks and trails
• Responsive city services
• Cultural and racial diversity
Question: Please share positive aspects of living in
Campbell.
• Sense of safety and security within the community.
• Appreciation for the small-town feel and community
atmosphere.
• Abundance of local events and festivals, keeping
Campbell on the cutting edge of local festivities.
• Availability of diverse dining options and culinary
experiences.
• Access to parks and recreational areas, fostering an
active and healthy lifestyle.
• Proximity to nature, particularly the Creek Trail and its scenic beauty.
• Pride in Campbell's historic significance and annual
history events.
• Appreciation for the shopping options and small
businesses in downtown Campbell.
• Overall cleanliness and well-maintained appearance of the city.
• Positive feedback on the city government's
responsiveness and accessibility.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic The key takeaways from two open-ended questions focused around areas that need improvement or cause for concern perceptions.
Question: What do you believe
might be lacking in Campbell?
• More or different shopping
options
• Music or performance venues in
the Downtown
• More community events
• Childcare services
• Art and cultural initiatives
• More activities/programs for
youth
• Affordable housing options
• Improved city leadership and
fairness for small businesses
• Pedestrian access to creek trails
• Enhanced public transportation
options
Question: Please share negative/concerning aspects on
living in Campbell.
• Concerns regarding the rising cost of living, particularly in housing prices.
• Growing issue of homelessness and related challenges
in the community.
• Desire for better enforcement of property maintenance, including yard upkeep and abandoned vehicles.
• Increased crime rates and the need for more
comprehensive strategies to address them.
• Frustration with the state of roads and the need for
road repairs and infrastructure improvements.
• Lack of affordable housing options, making it difficult for middle-class families to find suitable homes.
• Unhappiness with presence of transients and the impact on public spaces, particularly near the creek area.
• Limited diversity in restaurant choices and the desire for a wider range of cuisines.
• Concerns about the vacant storefronts and the need for revitalization in downtown Campbell.
• Perception of overcrowding and potential
overdevelopment, impacting the small-town feel.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic
BUSINESSES
Campbell businesses participated in an online survey between May-June 2023 posted on City website and promoted by City, Chamber and Downtown Business Association. Full survey accompanies this working paper. Businesses also participated in interviews and meetings providing insights on their view of Campbell.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic Businesses Survey Overview
Business Classifications:
Top classifications reported by the
businesses:
● Retail Trade
● Accommodation and Food Services
● Professional, Scientific and Technical
Services
● Health Care and Social Assistance
● Real Estate, Rental and Leasing,
Construction
Business Duration:
● 22.8% of the businesses have been
operating for 1-5 years.
● 38.7% of the businesses have been
operating for 6-19 years.
● 31.7% of the businesses have been
operating for 20 years or more.
Business Size:
● Over 80% of respondents had 10 or
fewer employees.
Employee Residence:
● 71.6% of employees working at these
businesses lived outside of Campbell.
● Sales Type:
● 75% of the businesses engage in
business-to-customer (B2C) sales.
● 52% of the businesses collect sales tax.
Online Sales:
● 45% of total sales for the businesses are
made through online channels.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic Growth Expectations:
● 61% of businesses anticipate growth over the
next 2-3 years.
● 39% of businesses either have uncertain
growth prospects or do not expect any growth
in the near future.
City Engagement and Communication:
● When businesses were asked how they would
connect with the city if they had a problem
involving the city,
○ 38.6% mentioned using the city website
○ 42.9% indicated they would use
▪ Email
▪ Contact planning
▪ Contact city manager
▪ Visit the city
Services business would like to have from the City:
● The top requested services from the city were
related to assistance with permits and
regulatory issues, mentioned by 36.2% of
businesses.
● Technical services for startups and
entrepreneurs were requested by 21.7% of
businesses.
Business Assistance:
● When asked where they would go for business
assistance, 44.3% of businesses stated they
would rely on personal contacts.
● 26.1% of businesses were uncertain about
where to seek assistance.
● Other options mentioned by respondents
included
○ Chamber of Commerce
○ DCBA (Downtown Campbell Business
Association)
○ Accountants
○ SBDC (Small Business Development
Center)
○ The city itself.
Chamber of Commerce and DCBA Membership:
● 58% of businesses surveyed are not currently
members of the Chamber of Commerce or the
DCBA.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic The key takeaways from open-ended questions in the survey and in meetings with businesses regarding “Campbell as a place to do business”.
When asked about the factors that would
keep them doing business in Campbell,
respondents cited the following factors:
● 44.5% of businesses mentioned the
strategic location of Campbell as an
important factor.
● 26.3% of businesses highlighted the
customer base as a significant factor.
● 13.7% of businesses emphasized the
importance of safety in their decision to
continue operating in Campbell.
Other comments made during meetings:
• Small town culture
• City accessible to the business
community
• Supportive city and staff
• Police and safety
• Location, proximity to Silicon Valley
• Access and transportation
• Commercial rents still reasonable
• Stable community
• Diversity of businesses
• Developers and tenants can get to
someone one on one – unique to the
city.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic Business feedback on areas of concern about doing business in the City of Campbell.
• Homelessness and related issues, increasing homeless population and its impact on their businesses, including safety concerns, harassment of customers and staff, and damage to properties.
• Parking-related problems including limited long-term parking availability, parking spaces being occupied by delivery drivers, parking exemptions given to specific businesses, and parking encroachment by neighboring businesses.
• Permitting and regulatory complexities, businesses expressed permit process complicated, costly, and time-consuming.
• Garbage and recycling services lack of garbage and recycling pickup on Saturdays, despite being expected in the contract, is a significant challenge for businesses generating more waste over the weekend.
• Some business owners have expressed difficulties in obtaining assistance from the city, or guidance and/or proper responses from city authorities regarding issues. • Several reported inadequate cellphone coverage, particularly on the west side of Campbell. • While not a predominant concern, some business owners perceive rental costs in Campbell to be higher compared to other locations.
• Other issues mentioned were California policies, Limitations during festivals and administrative complexities impacting prospective tenants.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic
BROKERS &
DEVELOPERS
Perceptions from interviews and meetings.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic • Brokers reported that there is difficulty in getting
projects through the planning department.
• Lack of connectivity between departments of the
city. Communication on projects could streamline
processes.
• Past projects have caused brokers and developers
to pull back from City of Campbell as a place to do
business.
• Landlords use the city as an excuse to not allow
improvements to their properties.
• Communication has not been great with developers
and brokers.
• Not a feeling that Campbell is friendly towards
business. If it doesn’t fit into the planning box, the answer is first “No”. But they also commented - it
did not use to be unfriendly.
• Brokers are having to adapt their business interest
to spaces that will not spark AUP or CUP.
Real estate broker and developer feedback.
• Feel that every use needs an
Administrative Use Permit or Conditional
Use Permit
• “Time kills the deal”
• Industrial properties are full and city
has been good to work with.
• Would be helpful to have an
ombudsman to help potential projects
move smoothly through the city.
• City is understaffed. Great people that
work there, working hard, but lack of
capacity causes friction.
• Replace old planning processes with
digital planning for submitting and
reviewing plans
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic Feedback from businesses and organizations not
located or doing business in Campbell regarding their
perceptions of Campbell.
• Rich history.
• Perceived to be very safe.
• Great community for families.
• Proximity to Silicon Valley is excellent.
• Pruneyard stands out their minds.
• Surrounding area/population shop in Campbell.
• Great location to pull workforce.
• Nice suburb of San Jose….very positive, small town, close in…..not alternative meeting destination, benefits from spill over from a broad draw that San Jose pulls for conventions.
• Proximity to San Jose State.
• Light rail a positive.
• Best known within the region, Silicon Valley, those businesses and individuals further out typically answer “have heard of it, know the basic location and that it has a good reputation as a community”, but not many details – have not investigated for a business location.
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic Prepared by Project Consulting Team:
Audrey Taylor
(530) 345-0364
www.chabinconcepts.com
Christine Firstenberg
925-381-8666
[email protected]
Thatch Moyle
(503) 539-1921
[email protected]
Brian Curtis
(530) 893-4623
[email protected]
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Attachment: Working Paper 7 - Marketing Perceptions & Survey (2024 Economic Report Name: Assets, Challenges & Opportunities Date: July 20, 2023
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic Summary
Campbell is a highly desirable
community in which to live, learn, work
and recreate.
It has maintained its small-town feel
while maturing into an attractive,
vibrant, and sustainable City that
celebrates its historical and architectural
heritage and embraces cultural diversity.
Campbell is a healthy community with
quiet and attractive residential
neighborhoods, a thriving downtown,
well maintained infrastructure, excellent
schools and recreational amenities
connected by a seamless network of
trails and paths.
The community is prosperous and
fiscally sound, offering abundant
employment opportunities to its diverse
and creative workforce through a
balanced mix of land uses that capitalize
on employment opportunities in the
Silicon Valley, while maintaining a strong
sense of community identity.
The primary objective for updating the Economic Development Strategic Plan is aligning future economic actions and programs with the City’s vision and general plan while engaging the business community in the refinement and implementation of a program.
The purpose of the Assets, Challenges and Opportunities working paper is to identify, with stakeholder input, the assets that serve as the basis for future opportunities and identify changes in trends, the impacts of disruptions (such as the pandemic) and other challenges that keep Campbell from being economically competitive in the region.
As detailed in the various working
papers, Phase I reviewed the City
from different economic perspectives,
with a focus on the City’s economic
drivers, physical assets (economic
centers, land and buildings) and
economic opportunities. This work
becomes the basis for strategy
development.
The Assets, Challenges & Opportunities matrices are a
culmination of stakeholder input and research themes
identified creating a springboard for the Phase I Work Session that leads to strategy development.
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic ASSETS
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic Assets
Interviews – Focus
Groups
Surveys - Consultant
Observations
The greatest and most
valued asset is the City
itself:
• Small town feel
• Good place to raise a
family
• Sense of safety
• Location – proximity
to Silicon Valley
Campbell Economic Development Plan 5
Small town feel,
good place to raise
a family
Community-
oriented, quality of
life, sense of place
Sense of safety and
security – safe place
to live
Strong heritage,
cultural, diversity
valued
Proximity in the region
to Silicon Valley –
draws employees and
visitors, close to
customers
Good access to major
transportation routes
Good diversity in the
business mix, 50%
business and
industry, 50% retail
Companies
anticipating growth
2-3 years 61%*
Businesses rank
Campbell as a
good place to do
business*
Most economic drivers
recovered from the
pandemic
disruption** exceeding
2019 levels.
70% of the businesses
are small, less than 10
employees***,
supporting the “small-
town” feel
50% of Campbell
businesses*
operating for more
than 11 years.
Talent pipeline in age
group <19 and 30-39,
is growing and 40-49
age group is steady.
Medium age in line
with region
Growth in
population diversity
Low vacancy rates
in retail and
industrial
Dell and McGlincy
areas very desirable for
small entrepreneurial
businesses
Small niche
entrepreneurial tech
companies are
impactful ( sales tax
producers)
Downtown a key asset
to the City, well visited
and valued, low
vacancy and new
mixed-use projects.
Availability and
access to hiking
trails
Responsive City
services, staff and
police highly valued
Chamber and
Downtown Business
Association good
partners
*Source: Business Survey
**Source: HdL, visitor driver still lagging
but expected to recover by 2024
(national trend)
***Source: US Census, City Business
License
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic
CHALLENGES
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic Challenges
Interviews – Focus
Groups, Surveys -
Consultant Observations
The most prominent
challenge from all groups
was the:
1. Zoning and permitting
complexities
(particularly as it related
to time, cost and speed
to market).
2. Capacity and resources
at the City and partner
organizations limit
proactivity and require
more effort.
3. Limited sites and space
available for commercial
and industrial
investment and
expansion.
Campbell Economic Development Plan 7
Permitting and
zoning
complexities
(time element)
Resources are
strained (human and
financial) City and
partner organizations
Developable land
capacity is
constrained by
physical build out of
community
Recruiting
employees difficult
for business*
Keeping Downtown
vibrant and
refreshed, starting
to wear
Increasing
homeless and
perceived safety
issues*
Parking-related
problems all area of
the City*
Trash and
recycling services*
Limited
commercial &
industrial space
Vacant spaces not
up to code for new
tenants
No developable
vacant site for new
higher profile retail
Flex & R/D space
– very limited
High vacancy rate
office (regional and
national issue)
Limited office
development, soft
market for office
(national-global
trend)
Population growth
slightly declining and
aging (a statewide
trend)
High cost of doing
business and cost of
housing (regional
issue)
Shopping online
vs. locally (48%)**
Childcare
affordability and
availability**
Adequate affordable
housing * **
*Source: Business Survey, Interviews
**Source: Resident Survey
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic
OPPORTUNITIES
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic Opportunities
Interviews - Meetings
Surveys - Consultant
Observations
There are several opportunities
the City can move forward with,
but the outcome is dependent
on available resources
The determination of priority
opportunities should align with
goals in the newly adopted
Economic Development
Element of the General Plan.
Priorities should also address
major challenges identified by
businesses:
1. Zoning & permitting delays
Note: The economic
development advisory &
Subcommittee will prioritize
opportunities at the Jully 27
Work Session.
Campbell Economic Development Plan 9
Streamlining permitting
and zoning- shorten time
delays would be a
competitive advantage
Position and promote the
City’s #1 asset within the
region – a quality
community with a small
town feel.
Focus on existing
business who have
growth potential
Leverage opportunities
with Levi stadium events,
i.e., Superbowl 2026
Support local-small
business (financial &
technical assistance)
Start “live local”
campaign
Downtown strategy to
continually refresh and
support vibrancy
Is a property-based
business improvement
district feasible?
Reuse of a one large
vacant site-former
Fry’s Electronics.
Work closely with
brokers on retail vacant
spaces and mix
Leverage the small growth
set of technology
companies that appear to
be incubated in Campbell
Stem increasing concerns
about homelessness and
safety, a stronger police
presence in all commercial
and business/industry
locations
Leverage DCBA &
Chamber partnership to
serve businesses and
create destinations i.e.,
music, events
Invest in infrastructure
improvements and
beautification, economic
centers
Enhance communications
with businesses
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic
BACKGROUND & DETAILS
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic Phase I Existing Conditions Process
• Phase I defines existing conditions from which the consulting team, with input from City and stakeholders, will create the City’s economic development strategy and implementation plan. • The research covers various economic conditions of the City – including real estate, land use, zoning, plans, availability buildings, demographics, economic indicators, revenue, marketing (delivered as nine working papers.
• The consulting team was on-site to research real estate assets, economic centers (shopping centers, business/industry centers and vacant properties) as well as transportation access and market conditions.
• The second on-site visit expanded on the initial visit with deeper assessment of economic centers including stakeholder meetings with Council, City staff, Chamber of Commerce, Downtown Business Association and the Economic Development Advisory Committee. • With a focus on economic drivers, the City was mapped into Economic Centers, areas where business and employment are concentrated, to understand the dynamics of each economic center. • With the recent adoption of the Housing Element, those commercial real estate properties identified for conversion to housing were also mapped.
• At City’s request, both a resident and business survey were conducted, distributed by the City, Chamber and Downtown Campbell Business Association (Working Paper – Perceptions). • All of information and data gathered culminate in the Assets, Challenges and Opportunities matrices in this Working Paper.
• Given the City has just completed and adopted the 2040 General Plan, which also included community input, many of the Assets, Challenges and Opportunities are similar to those opinions and comments.
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic Guiding Documents
The newly adopted General Plan 2040 vision,
objectives and economic development element are
guiding documents for creating the updated
Economic Development Strategic Plan.
These documents are recent and highlight many
economic development goals, objectives and
actions recently discussed with the community and
Council. The intent during the Phase I Work
Session is to review, prioritize and integrate goals,
objectives and actions with the Economic
Development Strategy.
The following pages highlight excerpts from this
document that directly relate to economic
development.
12 • Vision and Objectives, Pg IN-5
• Economic Development Element Pg ED-1
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic Vision – General Plan 2040 Role of Economic Development In 2040, Campbell is a highly desirable community
to live, learn, work and recreate.
It has maintained its small-town feel while
maturing into an attractive, vibrant, and
sustainable City that celebrates its historical and
architectural heritage and embraces cultural
diversity.
Campbell is a healthy community with quiet and
attractive residential neighborhoods, a thriving
downtown, well maintained infrastructure,
excellent schools and recreational amenities
connected by a seamless network of trails and
paths.
The community is prosperous and fiscally sound,
offering abundant employment opportunities to
its diverse and creative workforce through a
balanced mix of land uses that capitalize on
employment opportunities in the Silicon Valley,
while maintaining a strong sense of community
identity.
Highlighted words/phrases in Vision
Statement that relate to economic
development work/tasks:
Marketing
Incorporate in Brand Story
Recognize cultural diversity in local
businesses
Maintaining and refreshing downtown
Leverage the greater region
Marketing – community identity – Campbell
DNA
13 12.l
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic Objectives – General Plan 2040 Economic Development Role The following are specific Objectives listed in the General Plan aligned with an economic development role:
#2 Address issues and concerns identified by City residents, businesses, decision-makers, and other stakeholders;
#3 Capitalize on Campbell’s location within the Silicon Valley to provide high tech jobs that enable Campbell to be a
live/work community while maintaining Campbell’s small
town community identity;
#4 Protect and enhance Campbell community character, and sense of community;
#6 Proactively plan for and accommodate local and regional growth in a balanced and sustainable manner, with an
emphasis on maintaining Campbell’s unique character;
#8 Attract and retain businesses and industries that provide high-quality and high-paying jobs;
#11 Support and enhance Campbell’s small business
community to sustain a vibrant City with a strong
downtown core and community identity;
#14 Address emerging transportation, housing, and
employment trends;
#16 Encourage mixed use corridors that promote vibrant
commercial and residential areas.
Permitting & business assistance
Encourage high paying jobs to locate
Marketing – community identity
Marketing – sense of community
Marketing – unique character
Focus on existing businesses
Small business services
Downtown business mix
Marketing – community identity
Watch trends….i.e. office vacancy,
economic indicators with a regional context
Work with existing centers and new
developments – business friendly
14 12.l
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Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic 2040 General Plan
Economic Development Element Goals
Actions listed in Economic
Development Element, 2040
General Plan, pg. ED-1 – ED-
15 Goal ED-1 Economic Development Ensure that the City’s general plan helps sustain a healthy, balanced economy that fosters strong economic growth and quality of life for all residents.
10 Action Items
Goal ED-2 Business Retention, Expansion & Promotion Facilitate retention and expansion of businesses that support the goals and vision of the City, provide employment opportunities for Campbell residents, and help sustain a strong economy.
6 Action Items
Goal ED-3 Business Diversification Attract and Retain companies and industries to Campbell that provide diversity in the City’s economic base and jobs that reduce out-commuting.
6 Action Items
Goal ED-4 Strengthen the economic base of the City through the installation of needed capital improvements that help make Campbell a competitive business location.
7 Action Items
Goal ED-5 Key Corridors Encourage new development in key areas that provide high-quality work locations for existing and new businesses.
6 Action Items
Goal ED-6 Downtown Encourage and support Downtown as the heart of Campbell’s cultural and civic life, and a place where residents, workers, and visitors can share in the heritage, vibrancy, and vitality, of Campbell.
7 Action Items
15 12.l
Packet Pg. 619
Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic Prepared by Project Consulting Team:
Audrey Taylor
(530) 345 -0364
www.chabinconcepts.com
Thatch Moyle
(503) 539 -1921
thatch@urban -scenarios.com
Brian Curtis
(530) 893 -4623
[email protected]
Christine Firstenberg
925-381-8666
[email protected]
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Packet Pg. 620
Attachment: Working Paper 8 - Assets, Challenges & Opportunities (2024 Economic City
Council
Report
TITLE: Council Committee Reports
RECOMMENDED ACTION
That the City Council report on activities from their committee assignments.
DISCUSSION
This is the section of the City Council Agenda that allows the City Councilmembers to report on items of interest and the work of City Council Subcommittees.
MAYOR LANDRY
Advisory Commissioner Appointment Interview Subcommittee City Attorney Performance/Compensation Subcommittee
City Clerk Performance/Compensation Subcommittee
City Manager Performance/Compensation Subcommittee
Education Subcommittee
Economic Development Subcommittee
West Valley Mayors and Managers
DCBA Liaison
Santa Clara County Housing and Community Development Advisory Committee Santa Clara Valley Water District County Water Commission Santa Clara County Library District JPA Board of Directors Cities Association of Santa Clara County - City Selection Committee Friends of the Heritage Theater Liaison (Alt.)
West Valley Clean Water JPA (Alt.)
West Valley Solid Waste Authority JPA (Alt.)
VICE MAYOR LOPEZ
City Attorney Performance/Compensation Subcommittee
City Clerk Performance/Compensation Subcommittee
City Manager Performance/Compensation Subcommittee
Economic Development Subcommittee
Finance Subcommittee
Legislative Subcommittee
Silicon Valley Clean Energy Audit Committee
Item: 13
Category: COUNCIL COMMITTEE
REPORTS
Meeting Date: April 2, 2024
13 Packet Pg. 621
Council Committee Reports Page 2 of 3
Bay Area Quality Management District Board of Directors** League of Cities Peninsula Division Executive Committee** Valley Transportation Authority Board of Directors**
West Valley Mayors and Managers (Alt.)
Cities Association of Santa Clara County:
Board Representative (Alt.)
Legislative Action Committee and City Selection Committee (Alt.) Silicon Valley Clean Energy JPA Board of Directors (Alt.) West Valley Sanitation District (Alt.)
COUNCILMEMBER BYBEE:
Finance Subcommittee
Legislative Subcommittee
Cities Association of Santa Clara County:
Board Representative
Legislative Action Committee
Silicon Valley Animal Control Authority Board (SVACA)
Silicon Valley Clean Energy JPA Board of Directors
Campbell Historical Museum & Ainsley House Foundation Liaison (Alt.) West Valley Sanitation District (Alt.)
COUNCILMEMBER FURTADO
Advisory Commissioner Appointment Interview Committee
West Valley Clean Water JPA
West Valley Sanitation District
West Valley Solid Waste Authority JPA
Association of Bay Area Governments (ABAG)
Silicon Valley Regional Interoperability Authority (SVRIA) Santa Clara County Emergency Operational Council (EOAC)**
Silicon Valley Animal Control Authority Board (SVACA) (Alt.) Valley Transportation Authority Policy Advisory Committee (Alt.)
COUNCILMEMBER SCOZZOLA
Campbell Historical Museum & Ainsley House Foundation Liaison Friends of the Heritage Theater Liaison
Education Subcommittee
Silicon Valley Clean Energy JPA Board of Directors
Silicon Valley Clean Energy Finance and Legislative Committees Valley Transportation Authority Policy Advisory Board
13 Packet Pg. 622
Council Committee Reports Page 3 of 3
Santa Clara Valley Water District: County Water Commission (Alt.) DCBA Liaison (Alt.)
Santa Clara County Housing and Community Development Advisory Committee (Alt.) Santa Clara County Library District JPA Board of Directors (Alt.) Association of Bay Area Governments (Alt.)
**appointed by other agencies
Prepared by:
Kristen Epolite, Deputy City Clerk
13 Packet Pg. 623
To: Susan M. Landry and City Council Members
Date: April 2, 2024
From: Stephen Rose, Senior Planner
Via: Rob Eastwood, Community Development Director
Subject: Public Hearing Agenda, Item 11 – Streamlining Permit Processes (Considering Amendments to Title 5, 10, and 21)
Following publication of the Agenda, it was discovered that three sections of Title 5 (Business Licenses and Regulations) may be read to conflict with changes serving to give decision-making authority to the Chief of Police instead of the City Council. In response, this desk item proposes refinements to the Draft Ordinance to clarify the decision-making body for select activities.
These changes are reflected with yellow highlights in the exhibit attached to this memo.
An example of the changes provided below:
To reflect these changes in the action, staff has prepared an amended motion as follows:
Take first reading, introducing an Ordinance, amending Title 5 (Business Licenses and Regulations), Title 10 (Vehicles and Traffic), and Title 21 (Zoning) of the Campbell Municipal Code as provided as a desk item.
Exhibit(s):
A. Draft Ordinance (Revised by Desk Item)
City of Campbell
MEMORANDUM
Planning Division
Exhibit A
ORDINANCE NO.
BEING AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
CAMPBELL AMENDING TITLE 5 (BUSINESS LICENSES AND
REGULATIONS), TITLE 10 (VEHICLES AND TRAFFIC) , AND TITLE 21 (ZONING) OF THE CAMPBELL MUNICIPAL CODE. FILE NO. PLN- 2022-175.
WHEREAS, after notification and public hearing, as specified by law and after presentation by the Community Development Director, proponents and opponents, the hearing was closed.
WHEREAS, the subject Ordinance will amend Title 5 (Business Licenses and Regulations) , Title 10 (Vehicles and Traffic), and Title 21 (Zoning) of the Campbell Municipal Code as set forth herein.
WHEREAS, the proposed amendments would be consistent with the following policies and actions from the 2040 General Plan:
Policies:
• ED-2.1 – Identify the needs, barriers, and concerns of existing businesses and ensure that they are addressed.
• ED-2.2 – Implement predictable and streamlined development review processes and practices that include clear, zoning regulations; ensuring permitting information is readily available and easily accessible to the general public and business community. • ED-2.3 – Ensure that the city’s development process and zoning regulations facilitate expeditious review of commercial, office, and light industrial development proposals that meet Campbell’s goals and provide high- quality jobs and that create a multiplier effect f or the local economy.
• ED-2.7 – Ensure that the City provides a business-friendly service oriented, and solutions-based approach to permitting through efficient processing of applications and permits.
Actions:
• ED-2.a – Review, and update as necessary, zoning and other development regulations and application review and permitting process in order to ensure consistency with land use policies in this General Plan aimed at spurring job growth and economic development. Revisions may include increased flexibility regarding use types, business operations, site development standards, reduced parking standards near transit stations, or other changes intended to reduce impediments to development consistent with the goals of this General Plan.
• ED-3.b – Ensure that zoning and other development regulations do not include internal conflicts or other unintended development impediments that would limit full and complete utilization of sites zoned for commercial and light industrial activities, consistent with the maximum densities and development intensities allowed by the zoning code.
WHEREAS, the legislature of the State of California has, in Government Code Sections 65302, 65560 and 65800, conferred upon local governments the authority to adopt regulations designed to promote the public health, safety and general welfare of its citizenry.
WHEREAS, review and adoption of the proposed amendments is done in compliance with California Government Code Sections 65853 through 65857, which require a duly noticed City Council Ordinance No.
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public hearing of the Planning Commission whereby the Planning Commission shall provide its written recommendation to the City Council for its consideration.
WHEREAS, adoption of the proposed Ordinance is considered a "project" under Section 15378(a)(1) of the California Environmental Quality Act (CEQA).
WHEREAS, the proposed Ordinance may be found exempt from environmental review under Section 15061(b)(3) of the California Environmental Quality Act (CEQA) in that there is no possibility that the proposed changes to the City’s Municipal Code, which broadly serve to change permit processing procedures and clarify distinctions between land uses, may have a significant effect on the environment.
WHEREAS, the proposed amendments will not be detrimental to the public interest, health, safety, convenience, or general welfare of the city.
WHEREAS, the proposed amendments are internally consistent with other applicable provisions of the Campbell Municipal Code and Zoning Code.
WHEREAS, in consideration of the adoption of the subject Ordinance, the City Council provided due consideration of all evidence presented and provided in the entire administrative record.
THEREFORE, the City Council of the City of Campbell does ordain as follows:
Section 1. Title 5 (Business Licenses and Regulations), Title 10 (Vehicles and Traffic), and Title 21 (Zoning) of the Campbell Municipal Code are amended as set forth herein below.
Section 2. Campbell Municipal Code Section 5.04.010 (Designated) is hereby amended to read as follows with strikeouts (strikeouts) indicating deleted text.
5.04.010 - Designated.
Every person conducting businesses, professions and activities in the city, the primary nature of which is indicated in the following schedule, shall annually pay the license tax set opposite the same, based upon the average number of employees in such business, according to the following schedules, unless such business is otherwise specifically taxed by other provisions of this chapter:
Commercial:
(Schedule I) 1 to 5 employees $126.00
6 to 15 employees 202.00
16 to 50 employees 291.00
51+ employees 583.00
Industrial and manufacturing:
(Schedule II) 1 to 5 employees $126.00
6 to 50 employees 202.00
51+ employees 349.00
Professional:
(Schedule III) 1 to 3 employees $126.00
4 to 10 employees 233.00
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11 to 50 employees 408.00
51+ employees 583.00
Hotels: $174.00 per year plus $3.00/room
Live commercial entertainment: $349.00
Marijuana Businesses: 7% of gross receipts per Chapter 5.12 Massage Establishment: 1 to 3 employees $126.00
4 or more employees $233.00
Massage Therapist: $126.00
Mobile home parks and trailer courts: $233.00 per year plus $2/unit Occult science, including astrology, palmistry,
phrenology, life reading, fortunetelling, cartomancy,
clairvoyance, crystal gazing, mediumship, prophecy,
augury, divination, magic or necromancy, when the
person who conducts same demands or receives a fee
for the exercise or exhibition of his art therein either directly or indirectly or as a gift or
donation, or charges admission:
$349.00
Out-of-town business: $101.00
Rental or income producing residences located on
single or contiguous parcels of
land:
$68.00 per year for the first unit plus
$3.00 for each additional unit.
(Owners occupying one unit of a 3 or more unit building are entitled to a $3.00 exemption if said owner files an affidavit with the City claiming the exemption.) Taxicab or limousine service: $126.00 per year plus $21.00 per vehicle Theaters: $466.00
Tow Services: $58.00
Solicitors: $349.00 per year
Section 3. Campbell Municipal Code Section 5.08.010 ( Activities designated—Fees.) is hereby amended to read as follows with underlining ( underlining) indicating new text and strikeouts (strikeouts) indicating deleted text.
5.08.010 Activities designated—Fees.
No person shall conduct any of the following businesses and activities in the City without first securing a permit therefor from the City Council, or chief of police where otherwise specified by this Chapter, on written application filed therefor with the City Clerk, approved by the Chief of Police, the Chief of the Fire Department, and the Community Development Director. The application shall comply with the requirements of Section 5.08.020. The following are the activities regulated by this chapter and the license fee therefor:
(1) Fire and/or bankruptcy and/or wreck sale, first day $51.00 Each additional day, per day …..$25.00
(2) Grinding and/or sharpening knives, scissors, cutlery, lawn mowers, etc., when the person conducting such business travels from place to place by vehicle or on foot, per year ....._$25.00 (3) Hypnotism, per year…..$466.00
(34) Itinerant medicine vendor, street vendor, temporary vendor and/or peddler, per day…..$30.00 City Council Ordinance No.
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(45) Pawnbroker, per year…..$349
(6) Used motor vehicle dealer—Same as Commercial per Municipal Code Section 5.04.010. (7) Billiard and/or pool room, per year…..$233.00
(58) Dancehall, public dances, per year…..$102.00
(9) Mechanical amusement device and contraptions and vending machines — See Section 5.08.080.
Section 4. Campbell Municipal Code Chapter 5.08.020 (Contents of applications.) is hereby amended to read as follows with underlining (underlining) indicating new text and strikeouts (strikeouts) indicating deleted text:
5.08.020 Contents of applications.
The written application provided for in Section 5.08.010 for any activities, businesses and trades enumerated in Sections 5.08.010 and 5.28.010 shall set forth the following:
(1) The name and address of the applicant;
(2) The name and address of the person by whom employed, if any; (3) The nature of the business for which a permit is requested and the number of persons to be employed, both male and female;
(4) Where applicable, a brief description of the nature and amount of equipment to be used in such business; (5) The place where such business is to be conducted;
(6) The personal description of the applicant;
(7) The applicant shall also be required to furnish evidence of his identity, of such character as the City Council may require, and shall also be required to furnish his fingerprints and thumbprints; (8) All applications must be accompanied by any and all license fees prescribed by this Title, as well as any and all applicable regulatory fees as set by City Council resolution to defer the cost of any applicable regulatory program to which the activity, business or trade is subject, and shall be filed with the City Clerk. Such applications shall be reviewed by the Chief of Police, Chief of the Fire Department and the Building and Zoning Enforcement Officers, who shall submit their findings to the City Council , or chief of police where otherwise specified by this Chapter, to assist the council in determining whether or not the application shall be granted or denied.
The decision-making bodyCity Council, on granting a permit, may impose such conditions as it finds reasonable.
The decision-making bodyCity Council may deny a permit if it finds that the activity applied for or the location thereof will create a public nuisance.
Section 5. Campbell Municipal Code Section 5.08.080 (Amusement Devices) is hereby deleted in its entirety and noted as Reserved.
Section 6. Campbell Municipal Code Section 5. 10.090 ( Receiving goods, etc., from intoxicated persons) is hereby deleted and replaced as follows with underlining (underlining) indicating new text:
5.10.090 Hours in which business shall be carried on.
No person shall engage in, conduct, manage, or carry on the business of a pawnshop or a secondhand dealer between the hours of nine p.m. and eight a.m. of the following day.
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Section 7. Campbell Municipal Code Section 5.10.110 (Hours in which business shall be carried on. ) is hereby deleted and replaced as follows with underlining ( underlining) indicating new text:
5.10.110 Receiving goods, etc., from intoxicated persons.
No person licensed pursuant to this chapter, or his manager, or his employee shall take or receive any goods, articles, or thing for any person who is in an intoxicated condition.
Section 8. Campbell Municipal Code Section 5.10.1 30 (Issuance of license) is hereby amended to read as follows with underlining (underlining) indicating new text and strikeouts (strikeouts) indicating deleted text:
5.10.130 Issuance of license.
An individual, partnership or corporation may be granted by the chief of police , or duly authorized agent or designee of the chief of police,city council a license to be both a pawnbroker and a secondhand dealer ., but the The chief of police, or duly authorized agent or designee of the chief of police, city council may revoke, suspend or deny an individual to be licensed as a pawnbroker, but continue as a secondhand dealer, or revoke, suspend or deny both types of licenses.
Section 9. Campbell Municipal Code Chapter 5.24.010 (Regulating and licensing in public places.) is hereby amended to read as follows with underlining (underlining) indicating new text and strikeouts (strikeouts) indicating deleted text:
5.24.010 Regulating and licensing in public places.
(a) Live entertainment in bars, taverns, cocktail lounges, restaurants, recreational parks, theaters, cafes, cabarets, banquet facilities, rental halls or other public places not employing nude or seminude persons therefor may be permitted by the chief of police city council upon written application pursuant to the provisions of Section
5.24.030. The City Council shall by resolution establish the regulatory fee to be paid upon application for this permit.
The permit shall be non-transferable.
(b) For the purpose of this section, live entertainment is defined as entertainment provided by bands, instrumentalists, disk jockeys, dancers, raconteurs, pantomimists, prestidigitators, magicians, vaudevillians, acrobats, actors and theatrical performers, pageants, or contests involving audience participation, including acts in which animals, exotic or otherwise, are used. The use of animals, exotic or otherwise, shall be subject to the provisions of Title 7 of this code.
(c) The following uses are specifically exempted from this section:
(1) Shows and entertainments, theatrical, musical and vocal presentations, and other live performances conducted by schools, colleges, churches, lodges and private clubs themselves on their own premises, and those conducted and sponsored by civic groups in supervised municipal parks; (2) Live entertainment conducted in a pedestrian-oriented activity in the CB-MU (Central Business Mixed-Use)C-3 (Central Business District) zoning district, provided that such entertainment satisfies the requirements stated in Section 21.11.060.E (Standards for live entertainment in the Central Business Mixed -Use zoning district)Section
21.10.060.F (Standards for live entertainment in the C-3 zoning district). (3) Live entertainment conducted in conjunction with an approved temporary use permit in compliance with Chapter 21.45 (Temporary use permits).
(4) Live entertainment approved through a zoning clearance for Special Events on sites subject to a master use permit authorized by Section 21.14.030.C (Master use permit).
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Section 10. Campbell Municipal Code Chapter 5.24.030 (Application for permit.) is hereby amended to read as follows with underlining ( underlining) indicating new text and strikeouts (strikeouts) indicating deleted text:
5.24.030 Application for permit.
(a) Contents. All applications shall include the following information:
(1) If the applicant is an individual, the individual shall state his or her legal name, including any aliases, address, and submit satisfactory written proof that they arehe or she is at least eighteen years of age; (2) If the applicant is a partnership, the partners shall state the partnership's complete name, address, the names of all partners, whether the partnership is general or limited, and attach a copy of the partnership agreement, if any;
(3) If the applicant is a corporation, the corporation shall provide its complete name, the date of its incorporation, evidence that the corporation is in good standing under the laws of California, the names and capacity of all officers and directors, the name of the registered corporate agent and the address of the registered office for service of process;
(4) If the applicant is an individual, theyhe or she shall sign the application. If the applicant is other than an individual, an officer of the business entity or an individual with a ten percent or greater interest in the business entity shall sign the application;
(5) If the applicant intends to operate under a name other than that of the applicant, the applicant shall file the fictitious name and show proof of registration of the fictitious name; (6) A description of the type of live entertainment for which the permit is requested and the proposed address where the live entertainment will be offered, plus the names and addresses of the owners and lessors of the site of the live entertainment;
(7) The address to which notice of action on the application is to be mailed. (b) Submission of the Application. The application shall be submitted to the chief of police or his designee for review.
If the police chief or their his designee determines that the applicant has completed the application improperly, or otherwise deems the application to be incomplete, the police chief shall, within ten days of receipt of the original application, notify the applicant of such fact and, on request of the applicant, grant the applicant ten days or less to submit a complete application. In addition, the applicant may request an extension, not to exceed ten days, of the time for the police chief or their his designee to determine the completeness of the application. The time period for granting or denying a permit shall be stayed during the period in which the applicant is granted an extension of time.
(c) Investigation by Chief of Police. Upon receipt of a completed application and payment of all application and permit fees, the police chief or their his designee shall immediately stamp the application as received and promptly investigate the information contained in the application. Within thirty days from the receipt of a completed application, the chief of police or theirhis designee shall complete a reportschedule a hearing for the next regularly scheduled meeting of the city council, and forward a r eport to the council summarizing the results of the investigation.
(d) Action by the Chief of PoliceCity Council. At the hearing on the application, the city council The chief of police shall grant the application unless it makes one or more of the following findings:
(1) An applicant is under eighteen years of age;
(2) The required application fee has not been paid;
(3) The applicant, his or her employee, agent, partner, director, officer, shareholder or manager has knowingly made any false, misleading or fraudulent statement of material fact in the application; (4) The proposed use would constitute a violation of a provision of this code, or other applicable law; (5) An applicant has been convicted of a felony or crime of moral turpitude; (6) The proposed operation would result in a public nuisance as defined in this code, or Section 370 of the California Penal Code.
(e) Conditions of Approval. If the chief of policecity council grants the application, it may place such conditions on the exercise of the permit as the chief of policecouncil determines to be reasonably necessary to ensure that the operation will conform to the requirements of this code and all other applicable laws.
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(f) Continuance of Hearing. The applicant may stipulate to allow the city council to continue the hearing to another meeting.
(f)(g) Written Findings. The chief of policecity council shall prepareadopt written findings in support of its decision. (g) Decision. The chief of police, or their designee, shall notify the applicant by mail within five days of its decision. (h) Referral to the City Council. If the chief of police finds that granting the application may have a substantial effect on the surrounding area or is of sufficient size to warrant the consideration of the city council , the chief of police may refer the application to the city council for a decision.
Section 11. Campbell Municipal Code Chapter 5.24.035 ( Appeal.) is hereby added as follows with underlining (underlining) indicating new text:
5.24.035 Appeal.
Any person whose application is disapproved by the chief of police shall have the right to appeal from such disapproval to the city council. Such appeal shall be taken by filing with the city council a notice of such appeal no later than ten days after the mailing of the notice of disapproval by the chief of police. Said appeal shall be heard by the city council within fifteen days from and after the filing of the notice of appeal. After the council has heard the appeal it may either overrule or affirm the action taken by the chief of police. If it overrules the chief of police, he shall thereupon issue the permit to the applicant.
Section 12. Campbell Municipal Code Chapter 5.28 ( Pool and Billiard Halls ) is here by deleted in its entirety and noted as Reserved.
Section 13. Campbell Municipal Code Chapter 5.29 (Bingo) is hereby deleted in its entirety and noted as Reserved.
Section 14. Campbell Municipal Code Chapter 5.30 (Arcades and Mechanical Amusement Devices) is hereby deleted in its entirety and noted as Reserved.
Section 15. Campbell Municipal Code Chapter 5.40 (Taxicabs) is hereby deleted and replaced as follows with underlining (underlining) indicating new text:
Chapter 5.40
TAXICABS
5.40.010 Purpose.
The purpose of this chapter is to protect the public health, safety and welfare by adopting appropriate regulations in regard to taxicab transportation service as required by Government Code Section 53075.5.
5.40.020 Definitions.
For the purpose of this chapter, the following words and phrases shall have the meanings set forth below:
(1) “Driver” means any person in charge of or driving any taxicab, either as owner, independent contractor, lessee, agent, employee, or otherwise under the direction of the owner.
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(2) “Owner” means the person who, or the firm, association or corporation, which is registered with the Department of Motor Vehicles of the state of California as the owner of a vehicle or vehicles used in the transportation of persons for compensation, or who has a legal right to possession of such vehicle pursuant to a lease or rental agreement, or who contracts with the driver of such vehicle who is the registered owner or has legal right to possession of the vehicle. The act or omission of any owner’s o fficer, agent, employee or independent contractor, or of any driver whose services are engaged by any of the above, is for all purposes the act or omission of the owner operating the taxicab business regulated by this chapter. (3) “Permit officer” means a duly authorized agent or designee of the police chief of the City of Campbell. (4) “Taxicab” means any public passenger motor vehicle engaged in the business of transportation of passengers for hire over the public streets of the City of Campbell and not over a definite route, upon a fixed schedule, or for a fixed rate, regardless of distance traveled. “Taxicab” shall not include a drive-yourself vehicle, hearse, ambulance, or bus operated over a fixed route.
(5) “Taxicab business, operation or service” means any business, operation, or service pursuant to which taxicabs are made available for hire or receiving passengers in a taxicab. It does not include transportation services owned and operated by a public agency.
(6) “Taximeter” means an instrument or device attached to a taxicab by which the fare authorized for the hire of such taxicab is accurately, mechanically or electronically calculated on the basis of initial charge, distance traveled and/or waiting time, or any combination thereof, which fare shall be indicated upon the taximeter by means of legible figures in dollars and cents.
5.40.030 Owner’s permit required.
A. It is unlawful for any person to engage in the taxicab business, operation or service that will receive passengers from trips originating within the city, unless the owner of the taxicab applies for and obtains an owner’s permit, as provided in this chapter. An owner of a vehicle for hire in the city shall also be required to apply to obtain a driver’s permit if the owner is also a taxicab driver as provided in this chapter.
B. The police department shall administer the application process for a taxicab owner’s permit.
C. Each application for a taxicab owner’s permit shall be in writing, duly certified under oath, and it, together with a copy thereof, shall be filed with the permit officer.
D. Fees. All applications for a taxicab owner’s permit shall be filed with the permit officer and shall be accompanied by a nonrefundable fee in an amount established by city council resolution. Renewal applications for a taxicab owner’s permit shall also be filed with the permit officer. The fees provided for in this chapter are in addition to, and not in lieu of, the business license taxes assessed pursuant to Chapter 5.04.
5.40.040 Owner’s Permit Application – Annual Permit Renewal.
A. An application for a taxicab owner’s permit under this chapter shall be made upon such forms as may be prescribed by the permit officer, and shall contain at a minimum:
1. The name(s), residence and business addresses of the applicant, including all members of any firm or partnership, or all officers and directors of any corporation, applying; City Council Ordinance No.
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2. The trade or other fictitious business name, if any, under which the applicant does business or operates, and/or proposes to do business or operate;
3. The training and experience of each applicant in the business, operation and service of transportation of passengers;
4. A description of each taxicab which will be operated as part of the owner’s taxicab business, operation or service, including the make, model, year of manufacture, vehicle identification number, current state license number, length of time the taxicab has been in use, and the color scheme, insignia, name, taxicab number, and monogram or other emblem to be used to designate each taxicab;
5. Proof of insurance meeting the requirements of Section 5.40.080 of this chapter;
6. A certificate indicating that each taxicab has been inspected by a facility authorized by the state of California and confirming that each taxicab has operational brakes, safety restraints, interior lighting, exterior lighting, doors and windows, and that the vehicle is in a safe mechanical condition;
7. Evidence that the owner or driver is the registered owner of each taxicab to be operated under the owner’s permit, or that the owner or driver has a legal right to possession of such vehicle pursuant to a lease or rental agreement;
8. A list of all other jurisdictions in which the owner is currently permitted or licensed to operate each taxicab or where the owner currently has a permit or license application pending to operate each taxicab;
9. Whether or not any owner’s permit held by the applicant(s) has or have been revoked by the city or any other jurisdiction, and if so, the circumstances of such revocation(s);
10. The past criminal record of the applicant;
11. A list of all drivers operating the owner’s taxicabs;
12. A certificate of accuracy from the Santa Clara County Department of Weights and Measures for all taximeters in taxicabs to be operated by the owner or his or her agent, lessee, or employee, obtained within one year of the application;
13. A written customer complaint policy setting forth the procedure that the owner will employ to receive, investigate and resolve customer complaints concerning taxicab service. The policy shall be in a form that will be made available to members of the public;
14. Mandatory controlled substance certification from an authorized testing facility or provider as required by Section 5.40.130 of this chapter; and
15. Any other information, which the permit officer may deem necessary in support of the public health, safety and welfare.
B. Completed applications for a taxicab owner’s permit shall be filed with the permit officer who shall conduct a background investigation of each owner and make a written determination whether to grant or deny the owner’s permit within ninety days after the filing of the application, or as soon thereafter as is reasonably possible.
C. Unless earlier suspended or terminated as provided in this chapter, each permit shall be in effect for one year and shall be renewed only upon the filing by the permit holder, and approval by the permit officer, of a permit renewal application, which shall contain the same information and be reviewed on the same bases as an original application.
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D. The sale or transfer of a company will require the new owner to apply for a new permit in accordance with this chapter.
E. If the taxi service for which a permit is granted under this chapter is discontinued for a period of forty- five days, any permit granted under this chapter shall be automatically cancelled and shall be reissued only by a new application in accordance with the provisions of this chapter.
5.40.050 Denial of Owner’s Permit Applications.
A. The permit officer may deny any owner’s permit application on any of the following grounds:
1. There is a reasonable cause rendering the proposed operation undesirable or inadequate for the city;
2. The application fails to satisfy any of the requirements set forth in Section 5.40.040.
3. The vehicle proposed to be operated is inadequate or unsafe, or it appears that the applicant lacks the financial ability to provide the proposed service in a safe and continuous manner;
4. The applicant has been convicted of a felony or the violation of a narcotic law or any penal law involving moral turpitude; or has been found to have violated the provisions of this chapter; or has been convicted of committing or attempting to commit any type of consumer fraud or unfair practices; or has had a similar permit revoked in any city, county or state for cause; or has been found to have violated this code.
5. The proposed name of the company, color scheme or characteristic insignia will tend to confuse the identification of the vehicles proposed to be operated with those of another owner operating in the city; or
6. The owner has failed to provide required information, omitted relevant information, or provided false information on the written application or otherwise during the application process.
7. The applicant has failed to pay when due all applicable fees and taxes imposed by the city.
5.40.060 Additions and substitutions.
A. Any owner holding a permit to operate one or more taxicabs, as provided in this chapter, who desires to add to the number of such vehicles shall do so only upon obtaining permission from the permit officer, which shall be granted only upon application made in the same manner and under the same proceedings as are required in this chapter for obtaining a new permit.
B. Any owner holding a permit to operate one or more taxicabs, as provided in this chapter, who desires to substitute a different vehicle for a vehicle operated under such permit, shall do so only upon obtaining permission from the permit officer, which shall be granted only upon written application setting forth the particulars of such proposed substitution, and upon otherwise complying with the requirements of this chapter.
C. The permit officer shall have the same authority in granting or denying such application for permission to add or substitute a vehicle as is prescribed in this chapter for granting or denying an owner’s permit application.
5.40.070 Liability Insurance Policy.
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A. It is unlawful for any owner to drive or operate, or cause or permit to be driven or operated, any vehicle for hire in the city unless such owner has filed with the Campbell police department applicable written insurance certificate(s) and endorsements, as specified in this chapter and by the permit officer, evidencing that any and all vehicles for hire which may be driven or operated under any permit granted to such owner, and all liability for bodily injury and property damage relating to the taxicab business, operation or service are covered under liability policy(ies) which satisfy the requirements in this chapter.
B. Insurance policies shall be submitted to the permit officer for approval prior to issuance of a taxicab owner’s permit. The liability policies shall be issued by responsible and solvent corporations authorized to issue insurance policies under the laws of the State of California. The certificates and endorsements shall confirm that the policies are in full force and effect at all times for any occurrences during the permit period.
C. Any cancellation of the policy by the insurance company or the owner of the company without immediate replacement by the owner may result in a suspension or revocation of the taxicab owner’s permit. The Campbell police department shall be listed on the insurance document as the certificate holder. The falsification of any insurance certificate by or on behalf of any taxicab owner or the failure to maintain the required liability insurance coverage in full force and effect at all times shall be grounds for revocation of the taxicab owner’s permit.
5.40.080 Insurance Requirements.
A. The holder of a taxicab owner’s permit, at taxicab owner’s sole cost and expense, shall obtain and maintain throughout the term of the taxicab owner permit, or any renewal thereof, the insurance requirements as may be required by city and any laws of the State of California.
B. The insurance requirements shall be referred to in and made a part of the application for a taxicab owner’s permit. The permit officer shall notify in writing all applicants or holders of taxicab owner’s permit of any modifications of the insurance requirements.
C. All policies and coverages required by this section are subject to approval by the risk manager as to content and form. No permit newly issued or renewed shall be valid until such approval is issued in writing by the risk manager.
D. A true, certified and correct copy of the entire policy, including copies of all endorsement made a part thereof, shall be mailed to the Risk Manager, City of Campbell, 70 N. First Street, Campbell, California 95008, directly from the authorized agent, broker or insuring company for each policy required under this chapter. All policies shall be on file and effective at the time the taxicab owner’s permit is issued or renewed.
E. If at any time the entire insurance policy or any portion thereof expires without immediate proof of renewal, the taxicab owner’s permit shall be immediately suspended. The permit officer is hereby authorized to enforce such suspension upon receiving written notice from the risk manager that no proof of renewal or reinstatement has been submitted by the holder of a taxicab owner permit.
F. If at any time in the judgment of the risk manager and/or the permit officer, said policies or coverages are not sufficient for any cause or reason, the risk manager and/or the permit officer may require the holder of a taxicab owner permit to replace said policies or coverages within ten business days with other policies or coverages acceptable in accordance with this section. If the holder of a taxicab owner permit fails to do so, the taxicab owner permit shall be automatically suspended at the expiration of the ten-day period until such time as said policies or coverages are properly replaced.
G. The taxicab owner’s permit issued under this chapter shall be automatically revoked upon the cancellation of the insurance policies or coverages required under this section. The reinstatement of insurance policies or coverages City Council Ordinance No.
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after a third cancellation within a twelve-month period shall not obligate the city to renew the taxicab owner permit upon request to do so.
H. Prior to the issuance of a taxicab license, and at the annual renewal thereof, the applicant or holder of a taxicab license shall submit to the risk manager a signed agreement to indemnify, hold harmless and defend the City of Campbell, its officers, employees and agents, in a form approved by the city attorney.
5.40.090 Driver’s permit.
A. It is unlawful for any driver to operate any vehicle for hire in the city without a valid permit to do so as provided in this chapter.
B. The police department shall administer the application process for taxicab drivers’ permits.
C. Each application for a driver’s permit shall be in writing, duly certified under oath, and it, together with a copy thereof shall be filed with the permit officer.
D. All applications for a driver’s permit shall be accompanied by a nonrefundable fee in an amount established by city council resolution. Renewal applications for a driver’s permit shall also be filed with the permit officer. The fees provided for in this chapter are in addition to, and not in lieu of, the business license taxes assessed pursuant to Chapter 5, if applicant is to be engaged under contract by the taxicab owner as an independent contractor and is not an employee.
5.40.100 Driver’s Permit Application – Annual Permit Renewal.
A. An application for a taxicab driver’s permit under this chapter shall be made upon forms prescribed by the permit officer, and shall contain at a minimum:
1. The name, current address and telephone number of the applicant;
2. Two passport-size photographs taken within the past three months of the applicant depicting front and side views;
3. Current copies of any and all driver’s licenses issued to the applicant;
4. Submit fingerprint and file such record in the Police Department Bureau of Identification and with city police department;
5. The training and experience of the applicant;
6. The name and address of each of the driver’s employers during the preceding three years;
7. A list of all other jurisdictions in which the applicant is currently permitted or licensed to operate a taxicab or where the driver currently has a permit or license application pending to operate a taxicab;
8. Whether or not a vehicle for hire driver’s permit issued to the driver by the city or any other jurisdiction has ever been revoked and, if so, the circumstances of such revocation; City Council Ordinance No.
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9. The name and address of the owner by whom the driver is to be employed or engaged under contract as a taxicab driver;
10. The endorsement by the owner, by whom the applicant is to be employed or engaged under contract as a taxicab driver, on the application stating that the applicant has acquired proficient knowledge of the traffic laws of the State of California and the City of Campbell, and of the streets of the City, and to safely operate a public transportation vehicle in the City;
11. Proof of employment, an offer of employment, an independent contractor agreement, or an application to lease as a taxicab driver within the City of Campbell;
12. Proof of insurance, as required by Section 5.40.080.
13. Mandatory controlled substance certification as required by Section 5.40.130 of this chapter of a current negative test for alcohol and for each of the controlled substances specified in Part 40 (commencing with Section 40.1) of Title 49 of the Code of Federal Regulations from the driver’s employer. Self-employed independent drivers shall have test results reported directly to the permit officer from an authorized testing facility or provider.
14. Any other information, which the permit officer may deem necessary in support of the public health, safety and welfare.
B. An application shall be deemed incomplete and an application will not be considered by the permit officer until all the information required by subsection A of this section is contained in the applicant’s driver’s permit application.
C. An applicant may meet the requirements of this section by filing with the permit officer, a copy of any application filed with any other California jurisdiction requiring substantially the same information as required by this section, filed within 30 days of the date of the application with the City of Campbell.
D. A valid taxi driver permit issued by the County of Santa Clara, or any of the other cities within Santa Clara County within 30 days of driver’s application to the City of Campbell may be accepted by the permit officer as evidence of compliance with this section.
E. Unless earlier suspended or terminated as provided in this chapter, each permit shall be in effect for one year and shall be renewed only upon the filing by the permit holder, and approval by the permit officer of a permit renewal application, which shall contain the same information and be reviewed on the same bases as an original application.
5.40.110 Denial of Driver’s permit application.
A. The permit officer may deny any driver’s permit application if it is determined that:
1. There are physical, mental or moral deficiencies of the applicant, or a criminal record, which, in the sound discretion of the chief of police or his or her designee, would render such applicant not competent to operate a vehicle for hire;
2. The permit officer, within the permit officer’s sound discretion, determines that the driver is a negligent or incompetent operator of a motor vehicle;
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3. The driver’s license of the applicant has been suspended or revoked or the driver is not in compliance with the provisions of this chapter and/or state or federal regulations governing the operation of a motor vehicle;
4. The driver has received a positive result in any random test for controlled substances or alcohol within the prior twelve calendar months;
5. The granting of such permit would be in violation of any law or would endanger the public health, safety or welfare;
6. The driver is under the age of eighteen; or
7. The driver failed to provide required information, omitted relevant information, or provided false information on the written application or otherwise during the application process.
5.40.120 Termination of driver.
Upon termination of employment or termination of the independent contractor relationship of a taxicab driver:
A. The taxicab driver’s permit shall become immediately void; B. The taxicab driver shall return the driver’s permit to the city within three calendar days of the termination; and
C. The taxicab owner shall notify the city that the driver’s employment has terminated within three calendar days of the termination.
5.40.130 Alcohol and controlled substance testing.
A. No owner’s permit shall be issued or renewed unless the holder at the time of permit issuance or renewal files with the permit officer a certification that the holder maintains a mandatory controlled substance and alcohol testing certification program conforming to Parts 40 and 382 of Title 4 9 of the Code of Federal Regulations and California Government Code Section 53075.5 for all drivers of vehicles operated under the certificate.
B. No driver’s permit shall be issued or renewed unless the holder at the time of the permit issuance or renewal files with the permit officer certification that the driver of a taxicab operated under the permit has tested negatively for controlled substances and alcohol under a mandatory controlled substance and alcohol testing certification program conforming to Parts 40 and 382 of Title 49 of the Code of Federal Regulations and California Government Code Section 53075.5. Driver permit applicants who tes t positively pursuant to the certification program referenced in this section shall be ineligible to apply again for a driver’s permit during the five -year period following the positive test. Driver permit renewal applicants who have tested positively purs uant to random alcohol/controlled substance testing shall not be eligible to apply for their driver’s permit renewal until they have successfully completed an accredited substance abuse program in accordance with Government Code Section 53075.5.
C. Costs. The taxicab owner shall pay the costs of taking an alcohol/controlled substance test of an employee. The taxicab driver shall pay the costs of taking an alcohol/controlled substance test of a self -employed and independent taxicab driver.
D. Reporting. The written results of the alcohol/controlled substance test of an employee driver or of a self-employed independent driver who has executed a release in favor of the taxicab company shall be delivered to the City Council Ordinance No.
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taxicab owner/company. The taxicab owner/company shall immediately forward copies of the written results to the permit officer.
E. Tests from Another Jurisdiction. A test taken to obtain a driver’s permit in another jurisdiction shall be accepted as though conducted as part of the permit renewal process for the City of Campbell for up to one year from the date the test was taken. The prior test shall apply only for purposes of renewing a driver’s permit, so long as the driver has not tested positive thereafter. However, a negative result from a test taken for another jurisdiction shall not satisfy the pre-employment testing requirements to receive an initial permit as imposed by this chapter.
5.40.140 Permit renewal.
Renewal of any permit issued pursuant to this chapter shall require the conformance with all of the requirements of this chapter for original permit applications, except that an owner’s permit may be renewed without a new finding of public convenience and necessity or as otherwise noted. The taxicab owner’s permit and taxicab driver’s permit shall be renewed annually.
5.40.150 Appeals.
Any interested party, including the applicant, may appeal the decision of the permit officer to issue or deny a driver’s permit. The appeal shall be made in writing to the city clerkl within 15 business days of the permit officer’s decision; and shall be heard by the city council. The decision of the city council shall be final, subject only to judicial review pursuant to Code of Civil Procedure Sections 1094.5 and 1094.6.
5.40.160 Permit Suspensions or Revocations.
A. The permit officer shall have the power to suspend or revoke any taxicab owner’s permit or taxicab driver’s permit issued under this chapter for any of the reasons for which an application for such a permit may be denied.
B. If, pursuant to a random drug or alcohol screening test, the holder of an owner’s permit or driver’s permit should test positive, the permit officer, in accordance with Section 5.40.170, shall suspend the permit holder’s permit on an emergency basis. The suspension shall remain in effect until the permit holder has satisfactorily complied with all requirements imposed by the permit holder’s substance abuse professional (SAP). If the same permit holder should subsequently test positive pursuant to a subsequent drug or alcohol screening test, the permit holder’s permit shall be revoked and the permit holder shall be ineligible to again apply for a permit for at least five years following the positive test.
C. Notice. The permit officer may suspend or revoke a taxicab owner’s permit or taxicab driver’s permit only after providing notice to the permit holder and providing reasonable time for compliance; however, the permit officer may summarily revoke a taxicab driver’s permit upon notification from the Department of Motor Vehicles that such driver’s California driver’s license has expired or has been suspended or revoked, or that the driver has been convicted of a crime affecting public health, safety or welfare. If a permit is suspended or revoked, the permit officer shall prepare written findings regarding the reason(s) for the suspension or revocation.
D. Appeals. Any interested party, including the permit holder, may appeal the decision of the permit officer to suspend or revoke an owner’s or driver’s permit. The appeal shall be made in writing to the city clerk within 15 business days of the permit officer’s decision; and shall be heard by the city council. The decision of the city council shall be final, subject only to judicial review pursuant to Code of Civil Procedure Sections 1094.5 and 1094.6. Except for permits revoked pursuant to Section 5.40.160. B, the permit, which is the subject of an appeal, shall remain in effect pending appeal.
E. Upon service by mail or in person of a final administrative decision ordering suspension or revocation of a taxicab owner’s permit, such owner’s taxicab business, operation and service in the City of Campbell shall cease City Council Ordinance No.
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immediately. Upon service by mail or in person of a final administrative decision ordering suspension or revocation of a taxicab driver’s permit, that driver shall immediately cease to drive a taxicab in the City of Campbell and surrender the permit to the permit officer.
F. Nothing herein shall preclude the permit officer’s immediate suspension of a taxicab owner’s permit or a taxicab driver’s permit upon determination by the permit officer that the public health or safety so requires.
G. The permit officer shall determine the length of any suspension or revocation and, in making this determination shall base his or her decision on all extenuating and mitigating factors deemed appropriate including, but not limited to, the nature and gravity of the offense.
5.40.170 Emergency suspension.
A. The permit officer may issue an order suspending a taxicab owner’s permit or a taxicab driver’s permit for a period not exceeding ten days without having conducted a hearing therefore, if the permit officer determines that the continued use of the permit will cause immediate hazard to the public safety, health or welfare.
B. Within ten days of the effective date of the emergency suspension order, the permit officer shall hold a hearing for the owner or driver to show cause why the permit should not be suspended or revoked.
C. The order issued by the permit officer under subsection A of this section shall also contain a notice of the hearing setting forth the date, time and place of the hearing.
D. Emergency suspensions made pursuant to Section 5.402.160.B which are upheld at the show cause hearing shall remain in effect until the permit holder has satisfactorily complied with all requirements imposed by the permit holder’s substance abuse professional (SAP).
5.40.180 Transfer of permits.
Neither a taxicab owner’s permit nor a taxicab driver’s permit issued pursuant to this chapter shall be transferable or assignable in any manner whatsoever.
5.40.190 Rates and Fares.
A. The city council may, but is not required to establish or, once established, amend maximum taxicab rates and fares m by resolution adopted after a duly noticed public hearing.
B. Before any action by the city council is taken to establish or amend maximum rates and fares, each person holding a taxicab owner’s permit issued by the City of Campbell, shall be given 30 days mailed written notice thereof and an opportunity to be heard by the city council.
C. The maximum rate and fare schedule adopted or amended by the city council may include a discount rate and fare schedule for senior citizens.
D. Prior to considering any adjustment to the maximum rate and fare schedule, the city council may require each taxicab owner possessing an owner’s permit to submit for city review an audited financial statement for the prior year’s business operations reflective of income earned and expenses incurred by the taxicab owner which are specifically attributable to the taxicab owner’s taxicab operations as distinguished from other business operations in which the taxicab owner may be engaged. Should a taxicab owner initiate a rate/fare adjustment request, the request shall be in writing, state the basis for the request, and be accompanied by an audited financial statement of the type described in this chapter.
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5.40.200 Accurate taximeter and rate schedule required.
A. Regardless of whether the city council establishes maximum rates or fares, all owners or operators of taxicabs shall register its rates and fares in a schedule filed with the police department. No owner or operator shall charge or receive any other or different fare for the use of such taxicabs than that specified in such fare schedule.
B. The taxicab business, operation or service shall disclose fares, fees, or rates to the customer. A permitted taxicab business, operation or service may satisfy this requirement by disclosing fares, fees, or rates on its Internet Web site, mobile telephone application, or telephone orders upon request by the customer.
C. The taxicab company shall notify the passenger of the applicable rate prior to the passenger accepting the ride for walkup rides and street hails. The rate may be provided on the exterior of the vehicle, within an application of a mobile telephone, device, or other Internet-connected device, or be clearly visible in either print or electronic form inside the taxicab.
D. No taxicab owner shall drive or operate or allow another to drive or operate any of his or her taxicabs unless the taxicab is equipped with an operative and accurate taximeter as determined by the Santa Clara County Department of Agriculture/Weights and Measures.
E. The taximeter shall display the rate charged and the running total of each fare in full view of the passenger compartment.
D. Taximeters shall show compliance with Section 5.40.040.A.12.
5.40.210 Rules of operation and service.
A. Receipt. Every driver shall, upon request, give a correct written receipt upon payment of the fare.
B. Individuals with Disabilities. No driver shall discriminate against individuals with disabilities by actions including, but not limited to, refusing to provide service to individuals with disabilities who can use taxi vehicles, refusing to assist with the stowing of mobility devices, or charging higher fares or fees for carrying individuals with disabilities and their equipment than are charged to other persons.
C. Boarding and Discharge of Passengers. No passenger shall be received or discharged in the roadway, but shall be received or discharged as nearly as possible to the right-hand curb or right-hand side of the roadway where there is no curb, except on one-way streets, where passengers may be discharged at either the right -hand or left-hand curb or right-hand or left-hand side of the roadway where there is no curb.
D. Direct Route. Each driver employed to carry a passenger(s) to a definite point shall take the most expeditious route possible to the passenger’s destination and by which the passenger will be transported safely, considering all factors affecting time and distance.
E. Obstructing Street Traffic. It is unlawful for any driver operating a taxicab to obstruct a street or otherwise impair traffic in the course of receiving or discharging passengers.
F. Identification of Company. The following identification shall be required for each taxicab and taxicab driver permitted to operate under this chapter:
1. The name of the taxicab company shall be affixed on both the driver’s and the passenger’s side of the taxicab in clear lettering of not less than three inches in height and no more than six inches in height; City Council Ordinance No.
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2. An individual number for each taxi of the taxicab company shall be affixed on both the driver’s and the passenger’s side, and rear-facing panel of the taxicab in clear lettering of not less than three inches in height and no more than six inches in height;
3. An operating light shall be affixed to the top of the roof, which shall be clearly visible from all sides of the taxicab, and which shall identify the vehicle as a taxicab; and
4. Taxicab drivers shall be in possession of, and have on their person in plain view a photo identification card identifying the taxicab driver by name and taxicab company at all times while on duty. The card shall contain a recent photograph of the driver and shall otherwise be in a form approved by the chief of police.
G. Notification of Drivers. No less often than annually, the owner shall notify all drivers in writing of the rules of operation and service described in this section, and shall obtain a written acknowledgement of receipt of the rules of operation and service.
5.40.220 Violations.
A. It is unlawful and a violation of this chapter to own a taxicab business, or otherwise conduct a taxicab business, operation or service, without a valid taxicab owner’s permit issued by the City of Campbell.
B. It is unlawful and a violation of this chapter to operate a taxicab within the City of Campbell without a valid taxicab driver’s permit issued by the City of Campbell.
Section 16. Campbell Municipal Code Section 5.50.135 (Temporary Uses) is hereby amended to read as follows with underlining (underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
Approval of a special event permit may also include related activity occurring on private property without being subject to the permit requirements or standards of Chapter 21.45 ( Temporary Use s)pursuant to Chapter 21.54, (Temporary Use Permits) .
Section 17. Campbell Municipal Code Section 10.08.100 (Sound truck permits.) is hereby deleted in its entirety and noted as Reserved.
Section 18. Campbell Municipal Code Section 21.1 0.030 (Commercial, Office, and Industrial Uses) is amended to read as follows with underlining (underlining) indicating new text and strikeouts (strikeouts) indicating deleted text:
21.10.030 Commercial, Office, and Industrial land uses.
The permissibility of land uses in Commercial, Office, and Industrialresidential districts shall be as specified by Table 2-5 (Land Use Table – Commercial, Office, and Industrial Zoning Districts) subject to the operational and locational standards contained in Article 3. Land uses that are listed as (P) are permitted and approved by issuance of a zoning clearance in compliance with Chapter 21.40 (Zoning Clearances). Land uses listed as (AC) may be allowed subject to the approval of an Administrative Conditional Use Permit and land uses listed as (C) may be allowed subject to the approval of a Conditional Use Permit, in compliance with Chapter 21.46 (Conditional use permits). Land uses listed as (N/A) shall not be: (1) permitted; (2) allowed subject to approval of an Administrative Conditional Use Permit or Conditional Use Permit; or (3) prohibited unless otherwise specified. Land uses listed as (X) and those not otherwise listed are prohibited and shall not be allowed. The list of land uses is organized by headers which themselves do not convey an intended land use.
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Table 2-5
Land Use Table — Commercial, Office, and Industrial Zoning Districts
Zoning District Map Symbol
# Land Use NC GC PO RD LI Special Use
Requirements
Manufacturing, Processing, and Storage
1 Artisan products, small-scale assembly X P X P P
2 Building material stores/yards X X X X C
3 Chemical products X X X X C
4 Clothing products manufacturing X X X P P
5 Contractor's equipment yards X X X X C
6 Electronics and equipment manufacturing X X X P P
7 Food and beverage product
manufacturing X X X P P
8 Furniture/cabinet shops X X X P P
9 Glass products manufacturing; X X X P P
10 Handicraft industries, small scale assembly X P X P P 11 Laboratories X X X X P
12 Laundries/dry cleaning plants X X X P P
13 Lumber and wood products, including
incidental mill work X X X X P
14 Machinery manufacturing X X X P P
15 Metal products fabrication X X X P P
16 Outdoor storage X X X X C
17 Paper products manufacturing X X X P P
18 Pharmaceutical manufacturing X X X P P
19 Plastics and rubber products X X X P P
20 Printing and publishing X X X P P
21 Recycling facilities - processing facility X X X X C 22 Research and development X X X P P
23 Rug and upholstery cleaning X X X X P
24 Sign manufacturing X X X P P
25 Storage facilities (one facility per every
five thousand people of the population) X X X X C
26 Textile products manufacturing X X X P P
27 Warehousing, wholesaling and
distribution facility, incidental. X X X X P
28 Warehousing, wholesaling and
distribution facility, primary. X X X X P
Recreation, Education, Public Assembly
29 Commercial child day care centers C C C X X Section 21.36.080 30 Commercial schools C C X X X
31 Community/cultural/recreational center C C C X X
32 Golf courses and golf driving ranges X C X X X
33 Libraries, public P P C X X
34 Membership organization facilities X X C X X
35 Miniature golf courses X C X X X
36 Museums, public C C X X X
37 Public assembly uses C C C X C
38 Studios, large C C X C C
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Zoning District Map Symbol
# Land Use NC GC PO RD LI Special Use
Requirements
a. When studio uses occupy 10% or less of
the gross non-residential floor area of a
property or shopping center.1
P P X C C
b. When studio uses occupy 20% or less of
the gross non-residential floor area of a
property or shopping center.1
AC AC X C C
c. All others. C C X C C
39 Studios, small C C X C C
a. When studio uses occupy 10% or less of
the gross non-residential floor area of a
property or shopping center.1
P P X C C
b. When studio uses occupy 20% or less of
the gross non-residential floor area of a
property or shopping center.1
AC AC X C C
c. All others. C C X C C
40 Schools—K-12, private C C C X X
41 Schools—K-12, public P P P X X
42 Tutoring centers, large, subject to Section
21.36.243 C C P X X Section 21.36.243
a. When tutoring uses occupy 20% or less
of the gross non-residential floor area of a
property or shopping center.
AC AC P X X
b. All others. C C P X X
43 Tutoring centers, small, subject to Section
21.36.243 C C P X X Section 21.36.243
a. When tutoring uses occupy 20% or less
of the gross non-residential floor area of a
property or shopping center.
AC AC P X X
b. All others. C C P X X
44 Universities/colleges, private C C C X X
45 Universities/colleges, public P P X X X
Retail
46 Alcohol sales, offsite C C X X X Section 21.36.142
47 Alcohol sales, onsite C C X X X Section 21.36.144
48 Alcohol sales, ancillary onsite Section 21.36.145 a. In conjunction with full service
restaurants. AC AC X X X
b. In conjunction with quick service
restaurants or cafes. C AC X X X
c. All others. C C X X X
46 Ancillary retail operations associated with
a lawfully established use which occupy
no more than twenty-five percent of the
use's existing floor area.
X X X X C
49 47 Ancillary retail uses serving industrial uses X X X C C 48 Convenience markets/stores; C C X X X
49 Department stores X C X X X
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Zoning District Map Symbol
# Land Use NC GC PO RD LI Special Use
Requirements
50 Furniture, furnishings, and equipment
stores (greater than ten thousand square
feet)
C P X X X
51 Furniture, furnishings, and equipment
stores (under ten thousand square feet) C P X X X
50 52 Garden centers/plant nurseries C P X X X
51 53 Gasoline stations C C X X X
52 54
Grocery stores (greater than ten thousand
square feet) C C X X X
a. When the tenant space is less than
20,000 gross square-feet in area. AC AC X X X
b. All others. C C X X X
55 Grocery stores (under ten thousand
square feet) P P X X X
56 Hardware stores (greater than ten
thousand square feet) C C X X X
57 Hardware stores (under ten thousand
square feet) P P X X X
58 Liquor establishments C N/
A X X X
59 Liquor establishments (on-site
consumption only); N/A C X X X
60 Liquor stores C N/
A X X X
61 Liquor stores (off-site consumption only); X C X X X 62 Meat markets P X X X X
63 Music (recordings) stores C C X X X
53 64 Outdoor retail sales and activities X C X X X
54 65 Pet stores C C X X X
66 Pharmacies/drug stores P P X X X
67 Pharmacies/drug stores, with drive-up
service; X C X X X
55 68 Retail stores, general merchandise; P P X X X
a. When the tenant space is less than
10,000 gross square-feet in area. P P X X X
b. When the tenant space is less than
20,000 gross square-feet in area. AC AC X X X
c. All others. C C X X X
56 69
Second hand/thrift stores with onsite
acquisition X C X X X
57 70
Shopping centers (greater than ten
thousand square feet) C C X X X
58 71
Shopping centers (under ten thousand
square feet) P P X X X
59 Vending machines P P X X X
City Council Ordinance No.
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Zoning District Map Symbol
# Land Use NC GC PO RD LI Special Use
Requirements
72 73 Warehouse retail stores C C X X X
Entertainment
60 74 Arcades C C X X X Section 21.36.030
61 75 Dancing and live entertainment C C X X X
62 76 Drive-in theaters X C X X X
63 77
Indoor amusement
/entertainment/recreation centers X C X X X
a. When the use occupies 10% or less of
the gross non-residential floor area of a
property or shopping center.1, 2
C P X X X
b. When the use occupies 20% or less of
the gross non-residential floor area of a
property or shopping center.1
C AC X X X
c. All others. C C X X X
64 78 Nightclubs with or without food service X C X X X 65 79
Outdoor
amusement/entertainment/recreation
centers
X C X X X
66 80 Theaters, movie or performing arts X C X X X
General Services
67 81 Adult day care facilities X C X X X
68 82 Automated teller machines (ATM's) P P X X X
69 83 Banks and financial services P P X X X
70 84
Bed and breakfast inns (only in historic
structures) X C X X X
85 Blueprinting shops X P X P P
71 86 Business support service X X X P P
72 87 Cat and dog day care facilities X C X X C
73 88 Cat and dog grooming facilities X C X X C
a. When cat and/or dog care, boarding, or
grooming facilities cumulatively occupy
10% or less of the gross non-residential
floor area of a property or shopping
center.1, 2
C P X X C
b. When cat and/or dog care, boarding, or
grooming facilities cumulatively occupy
20% or less of the gross non-residential
C AC X X C
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Zoning District Map Symbol
# Land Use NC GC PO RD LI Special Use
Requirements
floor area of a property or shopping
center.1
c. All others. C C X X C
74 89 Cat Boarding facilities X C X X C
75 90 Catering business X X X X C
76 91
Catering business, only when ancillary to a
restaurant P P X X X
77 92 Check cashing X C X X X
78 93 Construction equipment rentals X X X X C
79 94 Dog Boarding facilities X X X X C
80 95 Dry cleaning P P X X X
81 96 Equipment rental establishments X C X X X
82 97 Health/fitness centers C C C C C Section 21.36.095 a. When the tenant space is less than
10,000 gross square-feet in area. AC AC C C C
83 98 Hotel C P X X X
84 99 Laundromats, self-service P P X X X
85 100 Massage establishments X C C X X Section 21.36.270 86 101 Motel C P X X X
87 102 Payday lender X C X X X
88 103 Personal services, general P P X X X
89 104 Personal services, limited X C X X X
90 105 Photocopying P P X X X
91 106 Photography studio/supply shop P P X X X
92 107
Recycling facilities—Reverse vending
machines, other than such machines with
a permit issued pursuant to Section
21.36.245
C C X X X
93 108
Recycling facilities —- large collection
facility, other than such facilities with a
permit issued pursuant to Section
21.36.245.
X X X X C
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Zoning District Map Symbol
# Land Use NC GC PO RD LI Special Use
Requirements
94 109
Recycling facilities—small collection
facility, other than such facilities with a
permit issued pursuant to Section
21.36.245
C C X X X
95 110
Repair and maintenance, consumer
products P P X X P
96 111 Sign shops X C X X P
112 Spa services C C X X X
97 113 Tanning studios C C X X X
98 114 Veterinary clinics and animal hospitals C C X X C Section 21.36.250 99 115 Video rental stores C C X X X
Motor Vehicles, Trailers, and Watercraft
100
116
Marine sales (new and used),
with/without service facilities X X X X C
101
117
Motor vehicle —-cleaning, washing, and
detailing X C X X C
102
118 Motor vehicle—dismantling X X X X C
103
119 Motor vehicle—leasing X C
X X X C
104
120 Motor vehicle—-oil change facilities X C X X C
105
121 Motor vehicle—painting X X X X C
106
122
Motor vehicle —-parts and supplies (very
limited maintenance/installation) X C X X X
107
123 Motor vehicle—renting X C
X X X C
124 Motor vehicle—-renting and leasing X C X X N/A
108
125
Motor vehicle—repair and maintenance
(minor and major/only within an enclosed
structure)
X X X X C
Section 21.36.140
a. When the tenant space is less than
10,000 gross square-feet in area.2 X X X X AC
b. All others. X X X X C
126 Motor vehicle—repair and maintenance
(minor/only within an enclosed structure). X X X X C
109
127 Motor vehicle—-sales (new and/or used) X C X X C
110
128 Motor vehicle—tune-up X X X X C
111
129 Motor vehicle—tune-up—light duty only X X X X C
112
130 Motor vehicle—window tinting X X X X C
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Zoning District Map Symbol
# Land Use NC GC PO RD LI Special Use
Requirements
113
131
Trailer sales (with or without service
facilities) X X X X C
Food Services
114
132 Banquet facilities X C X X X
115 Drive-in/drive-in service C C X X X
116
133
Restaurants or cafes, quick servicefast
food (with or without drive-in service); C AC
C X X X
117
134
Restaurants, full service or cafes
(excluding fast food or drive-ins) P P X C C
135 Restaurants with late night activities or
banquet facilities C C X X X
Medical Services
118
136 Ambulance service X P X X P
119
137 Convalescent/rest homes C C X X X
120
138 Hospitals X C X X X
121
139 Medical services, clinics C C C C X
a. When the use occupies 10% or less of
the gross non-residential floor area of a
property or shopping center.1
AC P P C X
b. When the use occupies 20% or less of
the gross non-residential floor area of a
property or shopping center.1
AC AC P C X
c. All others. C C P C X
122
140 Medical services, extended care C C X C X
123
141 Medical services, laboratories X C
P C C C
X
Offices
124
142 Offices, professional; P P P AC AC
125
143 Travel agencies P P X X X
Transportation, Parking, and Communications
126
144 Alternative fuels and recharging facilities AC
C
AC
C
AC
X
AC
X
AC
C
127
145 Broadcast and recording studios C C C C C
146 Light rail lines X X X X P
147 Light rail passenger terminals P P X P P
128
148 Parking lots/structures, public P P C C C
129
149 Radio or television transmitters C C C C C
130
150 Radio stations X C X C C
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Zoning District Map Symbol
# Land Use NC GC PO RD LI Special Use
Requirements
131
151
Satellite television or personal internet
broadband dishes/antenna (less than 3
feet in diameter)
P P P P P
132
152 Towing services X X X X C Section 21.36.240
133
153 Trucking/freight terminal X X X X P
134
154 Wireless telecommunications facilities
May be allowed in compliance with
CMC Chapter 21.34 (Wireless
Communications Facilities)
Chapter 21.34
Other Uses
135
155 Caretaker/employee housing X C X C C Section 21.36.040 136
156
Emergency shelters; within parcels
depicted by Figure II-63 (Parcels Allowing
Emergency Shelters) of the City of
Campbell Housing Element
P P P P P
Section 21.36.085
137
157
Emergency shelters; outside parcels
depicted by Figure II-63 (Parcels Allowing
Emergency Shelters) of the City of
Campbell Housing Element
C C X C C
Section 21.36.085
138
158
Collection containers, small, subject to
obtaining a permit pursuant to Section
21.36.245
P P X P
X P
Section 21.36.245
139 Collection containers, large X P X P P Section 21.36.245 160 Conversion, commercial converted from
residence C C C X X
161 Conversion, industrial converted from
residence X X X X C
140
162
Government offices and facilities (local,
State or federal) C C C C C
141
163 Late night activities C C C C C
142
164
Drive-through/drive-up service/drive-up
window Outdoor active activities (e.g.,
drive-up windows)
X C X X X
143
165
Outdoor seating, when more than twelve
total seats AC AC X X X
144
166
Outdoor seating, when twelve total seats
or less P P X X X
145
167 Philanthropic collection trailers C C X X X
146
168 Public utility service yards X X X C X
147
169
Public utility structures and service
facilities C C X C C
148
170
Public works maintenance facilities and
storage yards X C X C C
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Zoning District Map Symbol
# Land Use NC GC PO RD LI Special Use
Requirements
149
171
Sexually oriented business in compliance
with Chapter 5.55 and section 21.35.205
of this Code.
X X X X P
Chapter 5.55 and
Section 21.35.205
150
172 Temporary uses
May be allowed in compliance with
CMC Chapter 21.45 (Temporary
Uses)
Chapter 21.45
173
The use of any building that was
constructed as a residential structure for a
commercial or office use
C C C X X
151
174 Transitional housing C C X X C
152
175
Warehousing, wholesaling and
distribution facility, incidental (less than
fifty percent of floor area);
X X X P X
Expressly Prohibited Uses
153
176
Any business that includes smoking
tobacco on site (e.g., smoking lounges,
hookah lounges, etc.)
X
N/A
X
N/
A
X
N/A X X
154
177
Any use inconsistent with state or federal
law X X X X X
155
178
Any use which is obnoxious or offensive or
creates a nuisance to the occupants or
commercial visitors of adjacent buildings
or premises by reason of the emissions of
dust, fumes, glare, heat, liquids, noise,
odor, smoke, steam, vibrations, or similar
disturbances
X X X X X
156
179 All incineration X
N/A
X
N/
A
X
N/A X X
180
Storage of commercial and industrial
vehicles, except for the purpose of loading
and unloading
X N/
A X X X
181 Storage of industrial vehicles, except for
the purpose of loading and unloading. N/A X N/A X X
182
The storage or warehousing of
merchandise or products in the building or
on the premises, unless otherwise
approved
X X X X X
183 The outdoor storage of merchandise or
products X X X X X
184 The outdoor storage of merchandise or
products, unless otherwise approved. N/A X N/A X X
185
The storage of raw, in process, or finished
material and supplies, and of waste
materials outside of an enclosed building;
N/A N/
A N/A X X
186
The assembly, compounding,
manufacturing, or processing of
merchandise or products, except such as
are customarily incidental or essential to
X X X X X
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Zoning District Map Symbol
# Land Use NC GC PO RD LI Special Use
Requirements
permitted retail commercial and service
uses
187
The use of any building that was
constructed as a residential structure.
Such building is considered
nonconforming and subject to the
provisions of Chapter 21.58
(Nonconforming Uses and Structures)
N/A N/
A N/A X X
(1) When located more than 50-feet from a public right-of-way, as measured from the back of a public sidewalk (or the back of the public curb/pavement of the public right-of-way where a public sidewalk is not present), on a ground-floor where a Tier 1 or Tier 2 requirement is indicated on the Form-Based Zone Map. (2) When located more than 500-feet, as measured between the nearest property lines, from properties with a residential and/or mixed-use land use designation excepting properties with a “General Commercial/Light Industrial” land use designation.
Section 19. Campbell Municipal Code Section 21.11.060.A (Land uses in the Central Business Mixed-Use zoning district) is hereby amended to read as follows with underlining (underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
A. Land uses in the Central Business Mixed-Use zoning district. The permissibility of land uses, whether on the ground floor, an upper floor, or on all floors, as applicable, shall be as specified by Table 2 -11 (Land Use Table — Central Business Mixed-Use Zoning District), except for land uses in the Winchester Boulevard and East Campbell Avenue Master Plan areas shall be as specified by Table 2-11a (Land Use Table — Master Plan Areas). Land uses that are listed as (P) are permitted and are approved by issuance of a zoning clearance in compliance with Chapter
21.40 (Zoning clearance). Land uses listed as (AC) may be allowed subject to the approval of an Administrative Conditional Use Permit and land uses listed as (C) may be allowed subject to the approval o f a Conditional Use Permit, in compliance with Chapter 21.46 (Conditional use permits). Land uses listed as (N/A) shall not be: (1) permitted; (2) allowed subject to approval of an Administrative Conditional Use Permit or Conditional Use Permit; or (3) prohibited unless otherwise specified. Land uses listed as (X) and those not otherwise listed are prohibited and shall not be allowed. Operational requirements for outdoor merchandise display, outdoor seating, alcohol sales for on-site consumption, and live entertainment are provided further in this chapter.
Table 2-11
Land Use Table — Central Business Mixed-Use Zoning District # Land Use Ground Floor Upper Floors Special Use
Requirements
1 Alcohol sales, offsite C5 X Section 21.36.142
2 Alcohol sales, onsite C5 C Section 21.36.144
3 Alcohol sales, ancillary onsite Section 21.36.145
a. In conjunction with full service
restaurants.
P5 C
b. In conjunction with quick service
restaurants or cafes.
C5 C
c. All others. C C
41 Apartments1 P P
52 Automated teller machines P X
63 Banks and financial services C P
74 Banquet facilities X C
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# Land Use Ground Floor Upper Floors Special Use
Requirements
85 Bed and breakfast inn2 C C
96 Cat and dog day care facilities P C
10 7
Cat and dog grooming facilities P C
11 8
Dancing and/or live entertainment
establishments3
C C
12 9
Hotels C C
13 10
Incompatible activities4 X X
14 11
Late night activities C C
12 Liquor establishments5 C6 C
13 Liquor stores7 C X
15 14
Medical services, clinics X C
16 15
Offices, professional C P
17 16
Outdoor retail sales and activities C X
18 Outdoor seating on private property6 P C
19 Outdoor seating and merchandise display
within the public right-of-way7
P X
20 17
Pedestrian-oriented activities8 P P
21 18
Temporary uses, subject to Chapter 21.45 P P Chapter 21.45 22 19
Wireless Communication Facilities May be allowed in compliance with Campbell Municipal Code Chapter 21.34
(Wireless Communications Facilities)
Chapter 21.34
(1) The ground floor of an apartment building shall be limited to commercial tenant space, parking facilities, and a lobby. Residential units, leasing offices, and recreation spaces shall be restricted to upper floors. (2) Restricted to structures listed on the Historic Resource Inventory and subject to Chapter 21.33 (Historic Preservation)
(3) Except as specified by Section 21.110.060.EF (Standards for live entertainment in the Central Business Mixed-Use Zzoning Ddistrict), which allows certain pedestrian-oriented activities to incorporate live entertainment without a conditional use permit.
(4) "Incompatible Activities" means any land use not identified in Table 2 -11A (Land Use Table) or that incorporates one or more of the following characteristics, as determined by the community development director in compliance with Section 21.02.020.F (Allowable uses of land). • Any use inconsistent with state or federal law;
• Services offered by a "body art" practitioner as governed by California Health and Safety Code sections 119300—119324 (i.e., tattoo parlors and similar uses); • Services offered by a deferred deposit transaction "licensee" as governed by California Financial Code sections 23000—23106 (i.e., payday lenders and similar uses); • Services offered by a "check casher" as governed by California Civil Code sections 1789.30— 1789.38 (i.e., check cashing and similar uses);
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• Services offered by a "pawnbroker" as governed by California Financial Code sections 21000 — 21307 (i.e., pawnshops and similar uses);
• Services offered by a "secondhand dealer" or "coin dealer" as governed by California Business and Professions Code sections 21500—21672 (i.e., secondhand/thrift stores, consignment shops, gold buying, and similar uses);
• Services, goods, or entertainment offered by a sexually oriented business pursuant to Chapter 5.55; • Storage of industrial vehicles;
• Storage or warehousing of merchandise or products unrelated to on -site retail sales; • Outdoor storage of merchandise or products;
• Assembly, compounding, manufacturing or industrial processing of merchandise or products; • Breeding, harboring, raising, or training of animals; • Repair, maintenance, or sale of motor vehicles;
• Service to consumers within a motor vehicle (i.e., drive-through lane, drive-up window, or drive-in service);
• Smoking or vaping of tobacco products (as defined by Chapter 6.11); • Cultivation, processing, sale or dispensing of Cannabis ("marijuana" as defined by Chapter 8.38 and
8.40); or
• All incineration; or
• Emission of dust, fumes, glare, heat, liquids, noise, odor, smoke, steam, vibrations, or similar disturbance which is obnoxious or offensive or creates a nuisance. (5) Liquor establishments are subject to the findings provided in Section 21.36.115 (Liquor establishments). (56) When clearly ancillary to a pedestrian-oriented activity and meeting the requirements of CMC 21.36.145 B.1.).Except as specified by Section 21.10.060.E (Standards for alcohol sales for on -site consumption in the Central Business Mixed-Use zoning district), which allows certain pedestrian-oriented activities to incorporate an ancillary liquor establishment without a conditional use permit. (7) Liquor stores are subject to the provisions provided in Section 21.36.110 (Liquor Stores). (6) Outdoor seating on private property is subject to the provisions provided in Section 21.36.150 (Outdoor seating)
(7) Outdoor seating and merchandise display within the public right -of-way are permitted as specified by Section 21.11.060.F.
(8) "Pedestrian-Oriented Activities" means any land use or combination of land uses that incorporate all of the following characteristics as determined by the community development director in compliance with Section 21.02.020.F (Allowable uses of land). This definition specifically includes retail stores, grocery stores, personal services, spa services/health spa (excluding massage establishments), full service restaurants, indoor amusement centers, and studios as defined by Chapter 21.72 (Definitions). • Provides or offers food, beverages, retail goods, services, instruction, and/or entertainment to the general public;
• Is open to the general public on a regular basis;
• Is conducted within the interior of a building, except for outdoor displays and outdoor dining areas as allowed by this Chapter;
• Maintains a transparent storefront open to the interior of the business and/or onto a merchandise display (when on the ground floor); and
• Is not otherwise classified as an incompatible activity as defined by this Chapter.
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Section 20. Campbell Municipal Code Section 21.11.060.B (Land uses in the Central Business Mixed-Use zoning district) is hereby amended to read as follows with underlining (underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
B. Land uses in the Area/Master Plan areas: The permissibility of land uses in the Winchester Boulevard and East Campbell Avenue Master Plan areas on properties with a General Plan land use designation of Central Business Mixed-Use shall be as specified by Table 2-11a (Land Use Table 2-11a -— Master Plan Areas). Land uses that are listed as (P) are permitted and are approved by issuance of a zoning clearance in compliance with Chapter 21.40 (Zoning clearance). Land uses listed as (AC) may be allowed subject to the approval of an Administrative Conditional Use Permit and land uses listed as (C) may be allowed subject to the approval of a Conditional Use Permit, in compliance with Chapter 21.46 (Conditional use permits). Land uses liste d as (N/A) shall not be: (1) permitted; (2) allowed subject to approval of an Administrative Conditional Use Permit or Conditional Use Permit; or (3) prohibited unless otherwise specified. Land uses listed as (X) and those not otherwise listed are prohibited and shall not be allowed. The boundaries of the Winchester Boulevard and East Campbell Avenue Master Plans are shown on the City of Campbell Zoning Map, available at the Community Development Department.
Table 2-11a
Land Use Table — Master Plan Areas
# Land Use LAND USES Permissibility
Permissibility
Special Use
Requirements
1 Alcohol sales, offsite C Section 21.36.142
2 Alcohol sales, onsite C Section 21.36.144
3 Alcohol sales, ancillary onsite Section 21.36.145
a. In conjunction with full service restaurants. AC
b. In conjunction with quick service restaurants or cafes except in areas with a Neighborhood Commercial or Neighborhood Commercial Mixed-Use land use designation or subject to the Downtown Alcohol Beverage Policy.
AC
c. All others. C
4 Apartments P
5 Arcades C
6 Banks and financial services C
7 Convenience markets/stores C
8 Dancing and/or live entertainment establishments C
9 Government offices and facilities C
10 Grocery stores C
11 Incompatible activities X1
12 Late night activities C
Liquor establishments C2
Liquor stores C3
13 Medical services, clinics C
14 Nightclubs C2
15 Offices, professional P
16 Outdoor seating on private property, when twelve seats or fewer
P Section 21.36.150
17 Outdoor seating on private property, when more than twelve seats
AC Section 21.36.150
18 Outdoor seating within the public right-of-way X
19 Parking lots/structures, public C
20 Personal services P
21 Public assembly uses C
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# Land Use LAND USES Permissibility
Permissibility
Special Use
Requirements
22 Restaurants, full service or cafes P
23 Restaurants or cafes, quick servicefast food C
Restaurants, standard C
24 Retail stores, general merchandise P
25 Secondhand/thrift stores with onsite acquisition C
Spa Services/Health Spa C
26 Studios, small and large C
27 Temporary uses, subject to Chapter 21.45 P Chapter 21.45 28 Theaters, movie or performing arts, and concert halls C 29 Tutoring centers (small and large) C
30 Wireless Communication Facilities May be allowed in compliance with
Campbell Municipal
Code Chapter 21.34
(Wireless
Communications
Facilities)
Chapter 21.34
(1) See Table 2-11, Note #4 of this Chapter for the definition of "Incompatible activities," excepting as "secondhand dealers" and "coin dealers" as to allow "Secondhand/thrift stores" to reference any "land use not identified" in Table 2-11a of this Chapter rather than Table 2-11 of this Chapter. (2) Liquor establishments are subject to the findings provided in Section 21.36.115 (Liquor establishments). (3) Liquor stores are subject to the provisions provided in Section 21.36.110 (Liquor stores).
Section 21. Campbell Municipal Code Section 21.11.0 60.D. (Standards for alcohol sales for on-site consumption in the Central Business Mixed-Use Zoning District) is hereby deleted in its entirety and noted as (Reserved).
Section 22. Campbell Municipal Code Section 21.36.030 (Reserved) is hereby deleted in its entirety.
Section 23. Campbell Municipal Code Section 21.36.030 (Arcades) is hereby added as follows with underlining (underlining) indicating new text:
21.36.030 Arcades.
A. Purpose. This section provides provisions for the establishment and operation of arcades where they are allowed in compliance with Article 2 (Zoning Districts).
B. Number of arcades permitted. There shall be authorized to be three arcades for every fifty thousand persons residing within the city limits. If the population exceeds fifty thousand persons, there shall be authorized one additional arcade.
C. Operational Standards.
1. Locking or barricading doors. No person shall keep any door or entrance to an area with an arcade locked, barred or barricaded in such manner as to make it difficult of access or ingress to police officers while two or more persons are present in such room, and no person shall visit or resort to any such locked, barred or barricaded room or place protected in any such manner to make it difficult of access or ingress to police when two or more persons are present.
2. Card tables. No card tables shall be kept, or any card games played or allowed in any facility with an arcade.
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3. Duties of proprietor. It shall be the duty of the proprietor or manager of each arcade or semiarcade to ensure that an adult employee (eighteen years or older) be in charge of the arcade or semiarcade at all times that it is open to the public.
4. Admittance.
a. Any establishment which contains an arcade and which has a primary business of the sale of prepared food products and has a secondary or supplemental business of sale for consumption on the premises of alcoholic beverages shall prohibit the playing of any amusement device after ten p.m. by any person under the age of eighteen years. b. Arcades located in premises not licensed for the sale of alcoholic beverages shall be closed to the public between the hours of twelve midnight and nine a.m. c. Any establishment which contains an arcade and which has a primary business of the sale of alcohol shall prohibit the entry of any person under the age of twenty- one years. d. Minors under the age of eighteen years shall not be allowed to remain in or gain entry to a facility with an arcade after ten p.m. unless accompanied by a parent or guardian.
D. Impounding. Any mechanical amusement device operated or maintained in violation of any law of the state, of any provision of this code, of any conditions upon which a permit or license may be granted, or of any lawful order of the chief of police or such other person who may hereafter be designated is a public nuisance and shall be impounded by the chief of police, and, if any court of competent jurisdiction determines that the device or the use or operation thereof violates or has violated any such laws or ordinances, conditions or orders, the mechanical amusement device shall be confiscated by the chief of police. Likewise, if any such device is placed, operated or maintained to be operated without a current license, the chief of police may immediately cause the same to be impounded and may not release the mechanical amusement device until a new permit has been obtained in the manner provided for in this chapter for obtaining an original permit.
Mechanical amusement devices impounded under the provisions of this section shall be held for a period of thirty days, and if not redeemed within such period may be destroyed or otherwise disposed of by the chief of police. Any proceeds obtained from the disposal thereof, together with all moneys thereon, shall be de emed forfeited to the city to compensate it for the impounding of such device.
E. Gambling, card tables, and games.
1. Games for value. No person shall permit gambling of any kind or description or playing any amusement device or games whatsoever for money or anything of value within any arcade. Gambling and/or gaming in any business establishment where amusement devices are located will subject the owners of the business establishment, their servants, agents, and employees to prosecution for a misdemeanor, and upon conviction they shall be subject to such fine and imprisonment as provided in this code.
Section 24. Campbell Municipal Code Section 21.36.035 (Bingo) is hereby added as follows with underlining (underlining) indicating new text:
21.36.035 Bingo.
A. Authority. Pursuant to the authority provided in Section 19(c) of Article IV of the State Constitution and Section 326.5 of the Penal Code, the city establishes the following requirements for the conduct of bingo games by nonprofit charitable organizations within the incorporated area of the city.
B. Purpose. This section provides provisions for the establishment and operation of bingo activities where they are allowed in compliance with Article 2 (Zoning Districts) and Chapter 21.45 (Temporary Uses).
C. Operational Standards.
1. Organizations permitted to conduct bingo games. No person, organization or other legal entity shall be permitted to conduct bingo games in the incorporated area of the city unless such persons, organizations or other legal entities are classified as a mobile home park association , senior citizens’ organization, or possess a valid certificate or letter from the franchise tax board and the Internal City Council Ordinance No.
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Revenue Service, stating that they are exempted from the payment of the bank and corporation tax by a section of the Revenue and Taxation Code as follows:
23701-a and are described as labor, agricultural, or horticultural organizations; 23701-b and are described as fraternal, beneficiary societies, orders, or organizations;
23701-d and are described as religious, charitable, scientific, literary, education and humanitarian corporations;
23701-e and are described as business leagues, chambers of commerce, real estate boards, and boards of trade;
23701-f and are described as civic leagues, social welfare and employees' organizations;
23701-g and are described as nonprofit pleasure and recreation clubs; 23701-i and are described as voluntary government employees' beneficiary organizations;
2. Minors. No minors shall be allowed to participate in any bingo game.
3. Open to the public. All bingo games shall be open to the public, not just to the members of the organization.
4. Staffing and operation. A bingo game shall be operated and staffed by members of the organization which organized it. Only an organization authorized to conduct a bingo game pursuant to this Section shall operate such game, or engage in the promotion, supervision, or any other phase of such game.
5. No profit, wage, or salary. No person or agent of such person shall receive a profit, wage, salary, or other income from any bingo game authorized by this section, except as a bona fide prize(s) received as a participant in such bingo game.
6. Equipment. All equipment used in the operation of bingo games shall be owned by the organization authorized to conduct such bingo games.
7. Financial interest. No individual, corporation, partnership, or other legal entity, except the organization authorized by permit and license to conduct a bingo game, shall hold a financial interest in the conduct of such bingo game.
8. Separate fund. All profits derived from a bingo game shall be kept in a special fund or account and shall not be commingled with any other fund or account.
9. Records. Each organization conducting a bingo game shall maintain detailed records of all profits, expenditures, prizes, and other expenses associated with the operation of bingo games. Said records shall be retained for such period of time as required by state and federal law and for a period of three years for purposes of this section.
10. Total value of prizes. The total value of prizes awarded during the conduct of any bingo games shall not exceed two hundred and fifty dollars in cash or kind, based or both for each separate game which is held. The total value of prizes may be increased to account for inflation based on the relative increase in the Consumer Price Index (CPI), as published by the United States Bureau of Labor Statistics, using a base month and year of December 1977.
11. Physical presence at bingo game required. No person shall be allowed to participate in a bingo game unless such person is physically present at the time and place at which the bingo game is being conducted.
12. Frequency and Duration. An organization shall not conduct a bingo game for a period exceeding six hours per day, or with a frequency of more than twelve times per year.
13. Filing of annual report. At the end of each year, each organization conducting bingo games shall file a report made under penalty of perjury with the city clerk indicating the total amount of money received from the operation of the bingo games in the previous year and the total amount paid out in prizes.
D. Location. An organization authorized to conduct bingo games shall conduct such games only on property owned or leased by it, and which property is used by such organization for an office or for performance of the purposes for which the organization is organized. Noth ing in this section shall be construed to require that the City Council Ordinance No.
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property owned or leased by the organization be used or leased exclusively by such organization. No bingo game shall be conducted by any organization or other legal entity on any property owned or controlled by any organization or other legal entity on any property owned or controlled by the city, unless the City Manager or designee has specifically approved the use of city property.
E. Investigation. The chief of police shall have the authority to obtain criminal history information for each person operating or assisting in the operation of a bingo game.
F. Compliance with State Law. The provisions of this Section are not intended to conflict with, but shall supplement, all laws of the state relating to lotteries, gaming, and/or gambling.
Section 25. Campbell Municipal Code Section 21.36.142 (Offsite alcohol sales) is hereby added as follows with underlining (underlining) indicating new text:
21.36.142 Offsite alcohol sales.
This section provides provisions for the establishment and operation of facilities with offsite alcohol sales, where they are allowed in compliance with Article 2 (Zoning Districts), except for property located within an overlay/combining zoning district subject to a master use permit authorized by Section 21.14.030.C (Master use permit) and activities authorized by Chapter 21.45 (Temporary Uses):
A. Location. All facilities with offsite alcohol sales shall meet the following location requirements:
1. Proximity to sensitive receptors. All facilities with offsite alcohol sales, except grocery stores, shall be separated from a park, playground, or school a minimum distance of 300 feet as measured between the nearest property lines.
2. Proximity to other establishments. All facilities with offsite alcohol sales, except grocery stores, shall be a minimum of 500 feet from another such use, either within or outside the city.
3. Proximity to payday lenders. All facilities with offsite alcohol sales, except grocery stores, shall be a minimum of five hundred feet from any payday lender, either within or outside the city.
B. Required findings. The decision-making body shall make the following findings, in addition to any other findings required, prior to the establishment of a facility with onsite alcohol sales:
1. The establishment will not significantly increase the demand on city services; and
2. The establishment will be consistent with the Downtown Alcohol Beverage Policy, when applicable.
Section 26. Campbell Municipal Code Section 21.36.144 (Onsite alcohol sales) is hereby added as follows with underlining (underlining) indicating new text:
21.36.144 Onsite alcohol sales.
This section provides provisions for the establishment and operation of facilities with onsite alcohol sales, where they are allowed in compliance with Article 2 (Zoning Districts), except for property located within an overlay/combining zoning district subject to a master use permit authorized by Section 21.14.030.C (Master use permit) and activities authorized by Chapter 21.45 (Temporary Uses):
A. Required findings. The decision-making body shall make the following findings, in addition to any other findings required, prior to the establishment of a facility with onsite alcohol sales:
1. The establishment will not result in an over concentration of another such use in the surrounding area;
2. The establishment will not significantly increase the demand on city services; and
3. The establishment will be consistent with the Downtown Alcohol Beverage Policy, when applicable.
Section 27. Campbell Municipal Code Section 21.36.145 (Onsite alcohol sales) is hereby added as follows with underlining (underlining) indicating new text:
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21.36.145 Onsite alcohol sales, ancillary.
This section provides provisions for the establishment and operation of facilities with ancillary onsite alcohol sales, where they are allowed in compliance with Article 2 (Zoning Districts), except for property located within an overlay/combining zoning district subject to a master use permit authorized by Section 21.14.030.C (Master use permit) and activities authorized by Chapter 21.45 (Temporary Uses):
A. Required findings. The decision-making body shall make the following findings, in addition to any other findings required, prior to the establishment of a facility with ancillary onsite alcohol sales when a permit, other than a zoning clearance, is required by Title 21 (Zoning):
1. The establishment will not significantly increase the demand on city services; and
2. The establishment would be consistent with the Downtown Alcohol Beverage Policy, when applicable.
B. Facility types.
1. “Full service restaurants” or “Quick service restaurants or cafes”, in compliance with Chapter 21.72 (Definitions), when all of the following requirements are satisfied:
a. The business does not sell alcohol, other than beer and wine, for onsite consumption. b. The business does not sell alcohol, of any kind, for offsite consumption. c. The business has obtained, and shall maintain in good standing, a Type 41 (On -Sale Beer & Wine – Eating Place) license issued by the California Department of Alcoholic Beverage Control. d. The business does not incorporate a separate bar area, defined as a separate area, tables, or a room intended primarily for serving alcoholic beverages.
e. A full-service menu is available during all hours, and at all locations within the business, where alcohol is served.
Section 28. Campbell Municipal Code Section 21.36.110 (Liquor stores) is hereby deleted in its entirety and noted as Reserved.
Section 29. Campbell Municipal Code Section 21.36.115 (Liquor establishments) is hereby deleted in its entirety and noted as Reserved.
Section 30. Campbell Municipal Code Section 21.36.140 (Motor vehicle repair facilities) is hereby amended to read as follows with underlining ( underlining) indicating new text and strikeouts (strikeouts) indicating deleted text.
21.36.140 Motor vehicle repair facilities.
This section provides locational and operational standards for the establishment of motor vehicle repair facilities, in compliance with Article 2, (Zoning Districts), which shall be subject to the following criteria and standards.
A. The motor vehicle repair facility shall provide adequate vehicular circulation to ensure free ingress and egress, and safe and unimpeded on-site circulation.
B. All work shall be performed within a fully enclosed structure.
C. Structures shall be sufficiently soundproofed to prevent a disturbance or become a nuisance to the surrounding properties.
D. Artificial light shall be designed to reflect away from adjoining properties.
E. Screening and buffering.
1. A six-foot high solid masonry wall shall be maintained along the exterior boundaries of the motor vehicle repair facility, excluding the front yard setback area, those locations approved for ingress and egress, and areas adjoining a street, other than an alley.
2. All damaged or wrecked motor vehicles awaiting repair shall be effectively screened from view from any public street or highway, or adjoining properties, by a six-foot high decorative masonry wall or other opaque material approved by the community development director.
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F. Motor vehicles associated with the subject use shall not be parked or stored on a public street or alley.
G. Motor vehicles shall not be stored at the site for purposes of sale (unless the use is also a vehicle sales lot).
H. Noise from bells, loudspeakers, public address systems, or tools shall not be audible from residentially zoned or occupied parcels between the hours of seven p.m. and seven a.m. on weekdays and Saturdays, and before ten a.m. and after seven p.m. on Sundays and nationally recognized holidays.
I. Service bay doors shall not directly face or be viewable from adjoining public rights -of-way or a residential development or zoning district.
J. Residential uses shall not be allowed on a site containing a motor vehicle repair facility.
K. Vehicle Identification. Motor vehicle repair facilities established on, or after , the effective date of this Section
21.36.140.K., shall be required to identify vehicles awaiting or undergoing repair with a label on the dash of every vehicle. The size of the label shall be a half letter size (5.5 inches by 8.5 inches) or greater.
L. Vehicle Ledger. Motor vehicle repair facilities established on, or after the effective date of this Section
21.36.140.L., shall be required to keep a ledger of all vehicles under their care, and make the list available to City staff on request. The list shall be used to confirm if vehicles under the care of the operator are parked in the street and/or not appropriately identified on the premises.
Section 31. Campbell Municipal Code Section 21.36.243 (Tutoring centers) is hereby amended to read as follows with underlining (underlining) indicating new text and strikeouts (strikeouts) indicating deleted text:
21.36.243 Tutoring centers.
This section provides provisions for the operation of locational and operational standards for 'tutoring centers, large' and 'tutoring centers, small' (hereinafter collectively referred to as 'tutoring centers') where they are allowed in compliance with Article 2, (Zoning Districts):
A. Location. Tutoring centers shall satisfy all of the following standards:
1. The tenant space is located in a professional office and/or medical service building (e.g. the space does not have storefront windows, clear-span interiors, or service areas typically associated with a retail store);
2. The tenant space has not been occupied by a retail store in the past twelve months; and
3. The tenant space is located in an area without high pedestrian/vehicle visibility and access.
A.B. Operation. Tutoring centers established on or after April 19, 2019 (the effective date of City Council Ordinance No. 2240)the effective date of this ordinance, regardless of zoning district, shall abide by the following standards:
1. Appointment only. Instruction shall be provided by appointment only and scheduled at least one -day in advance of the instruction;
2. Outdoor activities. All instructional activity shall occur within the interior of the tenant space; and
3. Noise. Sound generated within the tenant space, regardless of decibel level, shall not create unreasonable noise which obstructs the free use of neighboring businesses or residences. Further, doors shall be kept closed at all times instruction is provided.
Section 32. Campbell Municipal Code Section 21.45.030 (Exemptions) is hereby amended to read as follows with underlining ( underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
21.45.030 Exemptions
This Chapter shall not apply to the following:
1. Special events approved by the City Council pursuant to Chapter 5.50, (Special Events Permit);
2. Property located within an overlay combining zoning district subject to a master use permit authorized by Section 21.14.030.C (Master use permit);
3. Private events not open to the general public occurring entirely within the interior of a commercial establishment, conducted in compliance with an existing City land use permit; City Council Ordinance No.
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4. Fundraising and commercial activities conducted by minor children (e.g., cookie sales, lemonade stands, etc.);
5. Non-Commercial speech activity protected by the United States or California constitutions (e.g., the distribution of political or religious materials, initiative/petition signings, voter registration drives, etc.); and
6. Entertainment performances conducted on publicprivate property (e.g., busking, "First Friday" musical performances, etc.), provided that such performances do not constitute a public nuisance as defined by Section
6.10.020 (Nuisance conditions).
Section 33. Campbell Municipal Code Section 21.45.040.A. (Allowed uses) is hereby amended to read as follows with underlining (underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
A. Allowed uses. The following temporary uses are permitted by right without the need to obtain a temporary use permit and without cost, when located on a non- residentially zoned private property, in compliance with Article 2, (Zoning Districts), subject to the specified general standards.
1. Activity occurring on private property in association with a special event permit approved pursuant to Chapter
5.50, (Special Events Permit);
2. Beer and wine festivals/walks occurring within the CB-MU Zoning District, held by a chamber of commerce or incorporated business association, and subject to issuance of a Daily (Special One -day Event Permit) from the California Department of Alcoholic Beverage Control;
3. Bingo in compliance with CMC 21.36.035 (Bingo);
4.3. Blood drives;
5.4. Grand opening and ribbon cutting events sponsored by a chamber of commerce;
6.5. Halloween pumpkin sales lots occurring from September 1st to October 31st;
7.6. Holiday tree sales lots occurring from November 1st to December 25th;
8.7. Parking lot/sidewalk sales conducted by an on-site retail business, provided that no more than five parking stalls are utilized for a period of no more than six hours;
9.8. Placement of on-site construction trailers on a property subject to an active building permit;
10.9. Placement of up to two cargo containers on a property subject to an active building permit;
11.10. Sales offices located on a property subject to an active building permit; and
12.11. Social and/or fundraising events conducted on the property of a public assembly use (as defined by section 21.72.020.p) for a period not exceeding six hours, provided that such events do not occur more than twelve times per year.
Section 34. Campbell Municipal Code Section 21.72.020.A (Definitions, “A.”) is hereby amended to add the definition of “Alcohol sales, offsite”, after the definition of “Adult day care facilities”, with underlining (underlining) indicating new text as follows:
"Alcohol sales, offsite" or “Offsite alcohol sales” means a retail activity that involves the selling of alcoholic beverages for consumption off the premises. Retail activities that involve offsite alcohol sales shall comply with the provisions of Section 21.36.142 (Offsite alcohol sales) and may include, but are not limited to, the following land use types:
1. Breweries;
2. Convenience markets/stores;
3. Distilleries;
4. Grocery stores;
5. Liquor stores; and
6. Wineries.
Section 35. Campbell Municipal Code Section 21.72.020.A (Definitions, “A.”) is hereby amended to add the definition of “Alcohol sales, onsite”, after the definition of “Alcohol sales, offsite”, with underlining (underlining) indicating new text as follows:
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"Alcohol sales, onsite" or “Onsite alcohol sales” means a retail activity that involves the selling of alcoholic beverages for consumption on the premises. Retail activities that involve onsite alcohol consumption shall comply with the provisions of Section 21.36.144 (Onsite alcohol sales) and may include, but are not limited to, the following land use types:
1. Arcades;
2. Banquet facilities;
3. Bars;
4. Breweries;
5. Community/cultural/recreational center;
6. Distilleries;
7. Golf courses and golf driving ranges;
8. Indoor amusement/entertainment/recreation centers;
9. Hotels;
10. Motels;
11. Nightclubs;
12. Outdoor amusement/entertainment/recreation centers;
13. Public assembly uses;
14. Restaurants, full service;
15. Theaters, movie or performing arts; and
16. Wineries.
Retail activity meeting the definition of "Alcohol sales, ancillary onsite" are excluded from this definition.
Section 36. Campbell Municipal Code Section 21.72.020.A (Definitions, “A.”) is hereby amended to add the definition of “A”, after the definition of “Alcohol, offsite sales”, with underlining (underlining) indicating new text as follows:
"Alcohol sales, ancillary onsite" or “Ancillary onsite alcohol sales” means a retail activity that involves the selling of alcoholic beverages for consumption on the premises meeting the requirements of one of the facility types identified by Section 21.36. 145.B. (Facility types ). Retail activities meeting this definition are excluded from the definition of “Alcohol sales, onsite.”
Section 37. Campbell Municipal Code Section 21.72.020. A (Definitions, “ A.”) is hereby amended to add the definition of “ Amusement device”, after the definition of “ Ambulance service”, with underlining (underlining) indicating new text as follows:
"Amusement device" means a piece of equipment or a mechanism designed for the purpose of entertaining or creating a game for a person or persons to play. Examples of amusement devices include, but are not limited to, arcade video games, electro-mechanical games, air hockey tables, photo booths, and pinball machines.
Merchandiser games (i.e., claw machines) and similar devices where an award is given in exchange for money are not included in this definition.
Section 38. Campbell Municipal Code Section 21.72.020.A (Definitions, “A.”) is hereby amended to add the definition of “Ancillary onsite alcohol sales”, after the definition of “Amusement device”, with underlining (underlining) indicating new text as follows:
“Ancillary onsite alcohol sales.” See “Alcohol sales, ancillary onsite.”
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Section 39. The definition of “Ancillary retail uses serving industrial uses” in Campbell Municipal Code Section 21.72.020.A (Definitions, “A.”) is hereby amended with underlining (underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
"Ancillary retail uses serving industrial uses" means the retail sales of various products within an industrial area for the purpose of serving the employees and businesses and/or ancillary retail operations associated with an industrial use which occupy no more than twenty-five percent of the uses existing floor area.
Section 40. The definition of “Arcades” in Campbell Municipal Code Section 21.72.020.A (Definitions, “A.”) is hereby amended with underlining ( underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
"Arcades" means establishments providing three or more amusement devices arcade machines within an indoor amusement and entertainment facility. Two or less amusement devicesarcade machines are not considered a land use separate from the primary use of the site. This land use does not include arcade games or other activities located within private entertainment facilities.
Section 41. Campbell Municipal Code Section 21.72.020.B (Definitions, “B.”) is hereby amended to add the definition of “Bingo”, after the definition of “ Beer and wine festivals/walks”, with underlining (underlining) indicating new text as follows:
"Bingo" means a game of chance in which prizes are awarded on the basis of designated letters, numbers, or symbols on a card which conform to letters, numbers, or symbols selected at random. Bingo activities are subject to the requirements of Section 21.36.035 (Bingo.)
Section 42. The definition of “Blueprinting shop” in Campbell Municipal Code Section
21.72.020.B (Definitions, “B.”) is hereby amended with underlining ( underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
"Blueprinting shop" means an establishment primarily engaged in reproducing text, technical drawings, architectural plans, maps, or other images by blueprinting, photocopying, or other methods of duplication. This use is included in the definition of “Printing and publishing”. Does not include printing and publishing services ("printing and publishing") or other business support services ("business support services").
Section 43. The definition of “Convenience markets/stores” in Campbell Municipal Code Section 21.72.020.C (Definitions, “C.”) is hereby amended with underlining ( underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
"Convenience markets/stores" means an establishment that includes the retail sale of shelf stable food, beverages, and small personal convenience items, primarily for off-premises consumption and typically found in establishments with long or late hours of operation and in a relatively small building; but excluding delicatessens and other specialty food shops and also excluding establishments which have a sizeable assortment of fresh fruits and vegetables and fresh-cut meat. A minor portion of the food sold onsite may be perishable (e.g., coffee, hotdogs, slushies, snacks,) when prepared for immediate consumption (i.e., the sale of raw meat is prohibited).
These stores are included in the definition of “Retail stores, general merchandise” and excluded from the definition of “Grocery stores”. can be part of a gasoline station or an independent facility.
Section 44. The definition of “Liquor establishments” in Campbell Municipal Code Section
21.72.020.L (Definitions, “L.”) is hereby deleted in its entirety.
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Section 45. The definition of “Liquor stores” in Campbell Municipal Code Section
21.72.020.L (Definitions, “L.”) is hereby amended with strikeouts ( strikeouts) indicating deleted text as follows.
"Liquor stores" means a retail activity that is primarily devoted to the selling of alcoholic beverages, including beer and wine, for consumption off the premises. Liquor stores shall comply with the provisions of Section 21.36.110.
Section 46. The definition of “Grocery stores” in Campbell Municipal Code Section
21.72.020.G (Definitions, “G.”) is hereby amended with underlining ( underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
"Grocery stores" means an establishment which sells perishablestaple food items (e.g., meat, eggs, dairy products, fruits, vegetablescoffee, sugar, flour, etc.). Grocery stores may also sell and usually meats and other foods (e.g., fruits, vegetables, dairy products, etc.) and household staples and supplies (e.g., soap, matches, paper napkins, etc.); a minor portion of the food sold may be processed on site (e.g., deli or bakery services). Food stores specializing in a single type of these items (e.g., candy stores, produce only shops, coffee and tea shops, etc.) are not classified as grocery stores. Grocery stores include delicatessens and meat markets, but do not include uses meeting the definition of “Convenience markets/stores”.
Section 47. The definition of “Outdoor “active” activities” in Campbell Municipal Code Section 21.72.020.O (Definitions, “O.”) is hereby deleted in its entirety.
Section 48. The definition of “Printing and publishing” in Campbell Municipal Code Section
21.72.020.P (Definitions, “P.”) is hereby amended with underlining ( underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
"Printing and publishing" means establishments engaged in printing by gravure, letterpress, lithography, offset, screen, or other common process, including electrostatic (xerographic) copying and other "quick printing" services; and establishments serving the printing trade including bookbinding, electrotyping, engraving, photoengraving, silk screening, and typesetting. This use also includes establishments that publish books, newspapers, and periodicals; and establishments manufacturing business forms and binding devices. Printing and publishing establishments also include “Blueprinting shops”.
Section 49. The definition of “Restaurants” in Campbell Municipal Code Section
21.72.020.R (Definitions, “R.”) is hereby amended with underlining ( underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
Restaurants.
1. Restaurants, drive-through. (See "drive-through/drive-up service/drive-up window").
2. Restaurants, drive-in. (See "Drive-in/drive-in service").
3. "Restaurants or cafes, quick servicefast food" or “restaurants, fast casual” or “fast casual restaurants” or “quick service restaurants or cafes” means establishments whose primary business is the sale of food and beverages to customers for consumption on-site or off-site. This type of restaurant provides onsite seating and typically includes the following operational characteristics:
• High turnover rates for eat-in customers (typically less than 40 minutes); • High percentage of carry-out clientele and/or presence of a dedicated food/beverage pickup area;
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• Very limited or no table service;
• Does not accept dining reservations;
• Drink dispensers, condiment bars, and/or t rash disposal areas are provided in locations accessible to customers to accommodate self-service;
• Customers typically order from a menu board or electronic system and pay before receiving food and beverages; and
• Food and beverages are served with disposal tableware.
Customarily less than fifty percent of the total gross floor area is used for customer seating. Interior furnishings include standardized floor plans, stationary seats, and tables. Food is primarily pre-packaged rather than made to order. Plates and cutler y are disposable. Condiment bars and trash disposal are self-service.
4. "Restaurants, full service or cafes" or “Full service restaurants” means establishments whose primary business is the sale of food and beverages to customers for their consumption within the restaurant or restaurant patio area. This type of restaurant provides onsite seating and typically includes the following operational characteristics:
• Low turnover rates for eat-in customers (typically more than 40 minutes); • Low percentage of carry-out clientele and/or lack of a dedicated food/beverage pickup area; • Provides table service;
• Accepts dining reservations;
• Drink dispensers, condiment bars, and/or trash disposal areas are not accessible to customers; • Customers typically order from a menu where they are seated and pay after receiving food and beverages; and
• Food and beverages are served with non-disposal tableware.
Customarily at least fifty percent of the total gross floor area is used for the seating of customers. The restaurant may be open for breakfast, lunch, and/or dinner. Alcoholic beverages and carryout food service are allowed if they are incidental to the p rimary purpose of consumption of food and beverages in the restaurant.
5. "Restaurants, standard" means any establishment whose principal business is the sale of foods, desserts, or beverages to the customer in a ready -to-consume state, and whose design or principal method of operation includes one or both of the following characteristics:
a. Customers, normally provided with an individual menu, are served their foods, desserts, or beverages on tableware by a restaurant employee at the same table or counter at which said items are consumed.
b. A cafeteria -type operation where foods, desserts, or beverages generally are consumed within the restaurant building.
Section 50. The definition of “Retail stores, general merchandise” in Campbell Municipal Code Section 21.72.020.R (Definitions, “R.”) is hereby amended with underlining (underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
"Retail stores, general merchandise" means retail trade establishments selling many lines of merchandise.
These stores and lines of merchandise include:
1. Antiques; Art stores/ galleries;
2. Antiques; Art stores/ galleries;
3. Artists' supplies;
4. Bakeries (retail only);
5. Boat supplies;
6. Beauty supply;
7. Bicycles;
8. Cameras and photographic supplies;
9. Candy stores;
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10. Clothing and accessories;
11. Collectibles;
12. Convenience markets/stores;
13. Department stores;
1412. Drug and discount stores;
1513. Fabrics and sewing supplies;
16. Furniture, furnishings, and equipment stores;
17.14. Florists and houseplant stores (indoor sales only—outdoor sales are "garden centers/plant nurseries");
18.15. Gifts, novelties and souvenirs;
16. Delicatessens;
19.17. Handcrafted items (stores may include crafting preparations subordinate to retail sales);
20. Hardware stores;
21.18. Hobby materials;
22.19. Jewelry;
23.20. Luggage and leather goods;
24. Medical stores;
25. Music (recordings) stores
21. Meat market;
26.22. Newsstands;
23. Orthopedic supplies;
27. Pharmacies/drug stores;
28.24. Photography studio/supply shops;
29. Secondhand/thrift stores without onsite acquisition
30.25. Shoes;
31.26. Small wares;
32.27. Specialty shops;
33.28. Sporting goods and equipment;
34.29. Stationery;
35.30. Toys and games; and
36.31. Variety stores.
Retail stores included in this definition may provide limited indoor seating for customer convenience, provided that no more than 12 seats are provided when the tenant space is less than 10,000 gross square-feet in area.
Section 51. Campbell Municipal Code Section 21.72.020. M (Definitions, “M.”) is hereby amended to add the definition of “Medical stores”, after the definition of “Massage therapy”, with underlining (underlining) indicating new text as follows:
“Medical stores” means a retail store specializing in the sale of medical equipment and devices that also includes related medical services in an ancillary capacity, such as an eyewear store with an on -site optometrist.
This type of retail store is included in the definition of “Retail stores, general merchandise” and excluded from the definition of “medical services, clinics”.
Section 52. Campbell Municipal Code Section 21.72.020. O (Definitions, “ O.”) is hereby amended to add the definition of “ Offsite alcohol sales ”, after the definition of “ Offices, professional”, with underlining (underlining) indicating new text as follows:
“Offsite alcohol sales.” See “Alcohol sales, offsite.”
City Council Ordinance No.
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Section 53. Campbell Municipal Code Section 21.72.020.O (Definitions, “O.”) is hereby amended to add the definition of “Onsite alcohol sales”, after the definition of “Offsite alcohol sales”, with underlining (underlining) indicating new text as follows:
“Onsite alcohol sales.” See “Alcohol sales, onsite.”
Section 54. The definition of “Secondhand/thrift stores” in Campbell Municipal Code Section 21.72.020. S (Definitions, “ S.”) is hereby amended with underlining ( underlining) indicating new text and strikeouts (strikeouts) indicating deleted text as follows:
"Secondhand/thrift stores with onsite acquisition" means indoor retail establishments that acquire and sell used products onsitebuy and sell used products, including books, clothing, furniture, and household goods. Used products may be purchased, received in donation, or placed in care of the store for consignment. The sale of cars and other used vehicles is included under "Motor Vehicle Sales."
Section 55. Campbell Municipal Code Section 21.72.020. S (Definitions, “ S.”) is hereby amended to add the definition of “Secondhand/thrift stores without onsite acquisition”, after the definition of “ Secondhand/thrift stores with onsite acquisition”, with underlining (underlining) indicating new text as follows:
"Secondhand/thrift stores without onsite acquisition" means indoor retail establishments that sell used products, including books, clothing, furniture, and household goods onsite. This type of retail store does not accept products for sale onsite and is included in the definition of “Retail stores, general merchandise” and excluded from the definition of “Secondhand/thrift stores, with onsite acquisition”. The sale of cars and other used vehicles is included under "Motor Vehicle Sales."
Section 56. The definition of “Spa Services/Health Spa” in Campbell Municipal Code Section 21.72.020.S (Definitions, “S.”) is hereby deleted in its entirety.
Section 57. If any section, sentence, clause, phrase, word, or other provision of this Ordinance is for any reason held to be unconstitutional or otherwise invalid, such holding shall not affect the validity of the remaining sections, sentences, clauses, phrases, words or other provisions of this Ordinance, or the validity of this Ordinance, shall stand notwithstanding the invalidity of any section, sentence, clause, phrase, word or other provision.
Section 58. The proposed Ordinance is exempt under Section 15061(b)(3) of the California Environmental Quality Act (CEQA) as there is no possibility that the proposed changes to the City’s Municipal Code may have a significant effect on the environment.
Section 59. The City Council further finds and determines that the proposed Ordinance is consistent with the goals, policies, and actions of the 2040 General Plan.
Section 60. That this Ordinance shall become effective thirty (30) days following its passage and adoption and shall be published, or summary thereof, one time within fifteen (15) days upon passage and adoption in the Metro Silicon Valley, a newspaper of general circulation for the City of Campbell, County of Santa Clara.
City Council Ordinance No.
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PASSED AND ADOPTED this _______ day of ________________, 2024 , by the following roll call vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
APPROVED:
Susan M. Landry, Mayor
ATTEST:
Andrea Sanders, City Clerk