Campbell City Council
August 20, 2024

August 2023

CITY OF CAMPBELL

FIRST AMENDED AGREEMENT FOR CITY CLERK SERVICES

This First Amended Agreement for City Clerk Services (“First Amended Agreement”) is between the City of Campbell (“City”), a municipal corporation and general law city, and Andrea Sanders (hereafter, collectively referred to as “Parties”), and is effective upon execution.

WHEREAS, Campbell voters approved the conversion of the City Clerk position from an elected position to an appointed position at the November 2, 2012 General Municipal Election; and

WHEREAS, on July 1, 2022, the City Council appointed Andrea Sanders, then Deputy City Clerk, as Acting Interim City Clerk, pursuant to Government Code Section 36510; and

WHEREAS, on August 2, 2022, the City Council appointed Andrea Sanders as the City Clerk, pursuant to Government Code Section 36510, at a rate of pay of $65.16 per hour; and

WHEREAS, City desires to continue to employ Andrea Sanders (hereafter, “City Clerk”) as its City Clerk and Andrea Sanders desires to continue to be employed by the City as its appointed City Clerk; and

WHEREAS, City desires to provide City Clerk with certain benefits, establish certain conditions of employment, and set working conditions for City Clerk.

NOW THEREFORE, for and in consideration of each other’s mutual promises, the undersigned Parties agree as follows:

1. DUTIES: City Clerk agrees to perform the function and duties of the City Clerk as set forth in applicable State or local laws, ordinances, resolutions, and policies, including the duties as outlined in the attached Job Description.

2. PAYMENT: During the term of her employment, City agrees to pay City Clerk for services rendered, pursuant to this First Amended Agreement, an annual base salary within the range adopted by the City Council for the position of City Clerk.

The compensation for City Clerk as of the 7
th day of August, 2023, is Seventy-Six
Dollars and Eighty-Eight Cents ($76.88) per hour, which amount may be adjusted from time to time. The compensation shall be payable in bi-weekly installments at the same time as other employees of City are paid.

Compensation will be evaluated at least annually. This evaluation will include consideration of the salary range for the position of City Clerk; annual increases afforded classified management employees; the City's willingness/ability to grant

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increases, as well as merit increases; "across-the-board" increases; and such one-time payments and/or bonuses available or provided to management employees. Salary adjustments can be made by City Council Resolution. City Clerk shall be entitled to receive holidays, sick leave, disability, retirement, life and other insurance, and other benefits and compensation, including car allowance and City contributions toward deferred compensation plan, as provided to other City classified management employees. For health insurance benefits, the City shall pay the full premium towards any health plan the City Clerk elects for her and her dependents.

3. CONTINUING EDUCATION: During the term of this employment contract, continuing education shall be maintained toward achieving Master Municipal Clerk Designation, and such other continuing education as is annually approved by the City Council.

4. EVALUATION: The City Council shall review and evaluate City Clerk annually during the month of June. As part of the review process, a subcommittee of the City Council may conduct a review and make recommendations to the City Council. City Clerk may also be reviewed and evaluated at any other times the City Council deems necessary and appropriate.

5. TERM: This First Amended Agreement shall remain in effect from year to year until terminated.

6. TERMINATION: Because an intimate and confidential relationship is necessary between City Clerk and City, City Clerk understands and agrees that City Clerk serves at the pleasure of City, and may be terminated at the will of the City Council at any time and without prior notice, and without statement of reasons or grounds therefore. City may terminate this First Amended Agreement at any time, provided City continues to pay City Clerk's salary and benefits for a period of six (6) months from the date City Clerk vacates the position of City Clerk. City Clerk shall not be removed during the sixty (60) day period following any change in membership of the City Council except upon a vote of at least four/fifths of the City Council.

7. RESIGNATION: In the event City Clerk voluntarily chooses to resign her employment, City Clerk shall give City at least thirty (30) days’ written notice so City may undertake a reasonable effort to find a successor.

8. BONDS: City shall bear the full cost of any fidelity or other bonds required of City Clerk under any law or ordinance.

9. NON-WAIVER: City's waiver of any term, condition or covenant, or breach of any term, condition or covenant shall not be construed as the waiver of any term,

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condition or covenant or waiver of the breach of any other term, condition, or covenant.

10. ENTIRE AGREEMENT: This First Amended Agreement contains the entire agreement between City and City Clerk relating to the matters contained herein.

Any prior agreements, promises, negotiations, or representations not expressly set forth in this First Amended Agreement are of no force or effect. Subsequent modifications to this First Amended Agreement shall be in writing and signed by both City and City Clerk.

11. SEVERABILITY: If any term, condition, or covenant of this First Amended Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions of this First Amended Agreement shall be valid and binding on City and City Clerk.

12. GOVERNING LAW: This First Amended Agreement shall be governed and construed in accordance with the laws of the State of California.

13. EXECUTION: This First Amended Agreement may be executed in counterparts and will be binding as so executed.

The undersigned Parties having read and understood the foregoing terms and conditions of this First Amended Agreement hereby agree to be bound thereby.

Dated: __________________ ___________________________ Andrea Sanders, City Clerk

City of Campbell:

Dated: __________________ by_________________________ Anne Bybee, Mayor

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Attachment: Agreement City Clerk Services (Resolution Amending Agreement for City Clerk Services)

City
Council
Report

TITLE: Resolution Adjusting Compensation of City Attorney's Office (Resolution/Roll Call Vote)

RECOMMENDED ACTION

That the City Council adopt a Resolution adjusting the compensation of the City Attorney's Office.

BACKGROUND

William Seligmann was appointed as Interim City Attorney for the City of Campbell (City) in October of 1985 and was later appointed as City Attorney for the City commencing January 1, 1987. During his tenure as City Attorney, Mr. Seligmann and his firm have provided quality service to the City on a contractual basis.

Under the current Sixth Amended Agreement for City Attorney Services (Sixth Amended Agreement), and City Council Resolution 12708, the City Attorney receives a monthly retainer of $20,640 covering approximately one hundred (100) billable hours per month.

In addition, City Council Resolutions 12708 and 13019 provide hourly rates for services provided in excess of those covered by the retainer . Specifically, the City Attorney and Firm Partners are billed at $350 per hour, an Associate Attorney is billed at $275 per hour, and Paralegals and Law Clerks are each billed at $160 per hour.

Recently the City Council completed its annual performance evaluation of the City Attorney. Following their deliberation, the City Council directed staff to return to the City Council with a resolution for their consideration and approval, as more fully described below.

DISCUSSION

The City has continued to be pleased with the services provided by the City Attorney and the City Attorney’s Office. In addition, through the years, the cost of providing legal services has increased; and as consequence, the cost of Associate Attorneys, Paralegals, and Law Clerks has increased. Following the City Attorney’s recent annual performance evaluation, and consistent with Section 7 of the Sixth Amended Agreement, the City Council directed staff to return to them with a proposed resolution increasing the monthly retainer fee from $20,640 to $21,250 per month, to cover the first 100 hours of services ; increasing the hourly rate for Associate Attorneys from $275 to Item: 20
Category: NEW BUSINESS
Meeting Date: August 20, 2024
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Resolution Adjusting Compensation of City Attorney's Office Page 2 of 3 $285 per hour; and, increasing the hourly rate for Paralegals and Law Clerks from $160 to $165 per hour.

Per the City Council’s direction, attached to this memorandum for the City Council’s consideration and approval , and as provided for in Section 7 of Sixth Amended Agreement, is a resolution establishing the following:
• The City Attorney shall receive a non-refundable retainer of $21,250 per month to cover the first 100 hours of services.
• Services not covered by the retainer shall be billed at the following rates:

1. $350 per hour for services rendered the City Attorney or a Partner;

2. $285 per hour for services rendered by an Associate Attorney; and

3. $165 per hour for services rendered by a Paralegal or Law Clerk.

For the above reasons, staff recommends the City Council adopt the proposed resolution.

FISCAL IMPACT
Adoption of the attached resolution is within the currently proposed budget for City Attorney services.

ALTERNATIVES

1. Do not adopt the proposed resolution and keep the monthly retainer and hourly fees the same.

2. Direct staff to return with other changes to the monthly retainer and/or hourly fees.

Prepared by:

Angelique Gaeta, Assistant City Manager
Approved by:
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Brian Loventhal, City Manager
Resolution Adjusting Compensation of City Attorney's Office Page 3 of 3 Attachment:
a. Draft Resolution Increasing City Attorney Rates
b. CC Resolution 12708
c. CC Resolution 13019_City Attorney Sixth Amended Agreement and City Attorney Office Rates_2023
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RESOLUTION NO. _________________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CAMPBELL ADJUSTING COMPENSATION OF THE CITY ATTORNEY’S OFFICE

WHEREAS, William Seligmann was appointed as Interim City Attorney in October of 1985, and later appointed as City Attorney commencing January 1, 1987; and

WHEREAS, during his tenure as City Attorney, Mr. Seligmann and his firm have provided quality service to the City; and

WHEREAS, u nder the current Sixth Amended Agreement for City Attorney Services (Sixth Amended Agreement), and City Council Resolution 12708, the City Attorney receives a monthly retainer of $20,640 covering one hundred (100) billable hours per month; and

WHEREAS, under City Council Resolutions 12708 and 13019 , hourly rates for services provided in excess of those covered by the monthly retainer are as follows: City Attorney and Firm Partners are billed at $350 per hour, an Associate Attorney is billed at $275 per hour, and Paralegals and Law Clerks are billed at $160 per hour; and

WHEREAS, r ecently the City Council completed its annual performance evaluation of the City Attorney and is pleased with the services rendered by the City Attorney and the City Attorney’s Office; and

WHEREAS, through the years, the cost of providing legal services has increased; and as consequence, the cost of Associate Attorneys, Paralegals, and Law Clerks has increased; and

WHEREAS, the City Council has determined that an adjustment to the compensation of the City Attorney’s Office is warranted;

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Campbell that pursuant to Section 7 of the Sixth Amended Agreement for City Attorney Services, the monthly retainer amount and the compensation for services performed by the City Attorney’s Office on or after July 1, 2024 shall be as follows:

1. The City Attorney shall receive a non-refundable retainer of $21,250 per month to cover the first 100 hours of services, as well as time spent at seminars, educational conferences, and other educational activities intended to enhance the City Attorney’s skills and knowledge as it relates to his duties, and such team building and staff development retreats and activities as are normal and appropriate for the City Attorney to attend; and

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Attachment: Draft Resolution Increasing City Attorney Rates (Resolution Adjusting Compensation of City Attorney's Office)

2. Services not covered by the retainer shall be billed at the following rates:
a. $350 per hour for services rendered the City Attorney or a Partner; b. $285 per hour for services rendered by an Associate Attorney; and c. $165 per hour for services rendered by a Paralegal or Law Clerk.

PASSED AND ADOPTED this 20th day of August, 2024, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

APPROVED:

________________________
Susan M. Landry, Mayor

ATTEST:

___________________________
Andrea Sanders, City Clerk

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Attachment: Draft Resolution Increasing City Attorney Rates (Resolution Adjusting Compensation of City Attorney's Office)

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Attachment: CC Resolution 12708 (Resolution Adjusting Compensation of City Attorney's Office)

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Attachment: CC Resolution 12708 (Resolution Adjusting Compensation of City Attorney's Office)

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Attachment: CC Resolution 12708 (Resolution Adjusting Compensation of City Attorney's Office) RESOLUTION NO. 13019

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CAMPBELL

APPROVING A SIXTH AMENDED AGREEMENT FOR CITY ATTORNEY

SERVICES AND ADJUSTING COMPENSATION OF THE CITY ATTORNEY

FOR SERVICES PERFORMED BY PARALEGALS AND LAW CLERKS
WHEREAS, William Seligmann was appointed as Interim City Attorney for the City of Campbell (City) in Octoberof 1985, and laterappointedas CityAttorney commencing January 1, 1987; and
WHEREAS, William Seligmann has effectively preformed the duties of his office during his long tenure as City Attorney; and
WHEREAS, the City has previously covered payment of the full premium for medical insurance policies for the City Attorney and his eligible family members; and
WHEREAS, the City Attorney' s agreement was not previously amended to reflect the practice of the City' s payment of the full medical premiums; and WHEREAS, the parties desire to amend the agreement to reflect the ongoing practice with respect to the payment of medical insurance premiums; and WHEREAS, in a paper presented at the California League of Cities Annual Conference on September 22, 2011, attorney Brian Libow advised that the requirements of California Government Code section 53202. 3 allow for a city to pay a higher share of the premiums for some employees, as long as the same basic medical insurance plans or policies are available to a large group of employees; and
WHEREAS, in April of 2021, the City Attorney restructured the rate structure of his office as set forth in City Council Resolution No. 12708 to eliminate a surcharge, which resulted in a significant savings to the City and reduction in compensation the City Attorney' s Office; and
WHEREAS, the hourly rate charged for paralegal and law clerk services for services not covered under the City Attorney' s monthly retainer of $ 150 dollars per hour has remained unchanged since July 1, 2013; and WHEREAS, the City Council has determined that an adjustment to the City Attorney' s compensation rate for paralegals and law clerks is warranted;

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Attachment: CC Resolution 13019_City Attorney Sixth Amended Agreement and City Attorney Office Rates_2023 (Resolution Adjusting NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Campbell as follows:

1. The City Council approves the Sixth Amended Agreement for City Attorney Services, as attached hereto, and authorizes the Mayor to execute the Agreement; and

2. The City Attorney's compensation rate for service performed by paralegals or law clerk that are not covered under the monthly retainer shall be $ 160 per hour for services performed on or after July 1, 2023, while all other rates of compensation shall remain as adopted by City Council Resolution No. 12708, attached hereto.

PASSED AND ADOPTED this 18t" day of July, 2023, by the following vote:

AYES: Councilmembers: Lopez, Scozzola, Furtado, Landry, Bybee NOES: Councilmembers: None
ABSENT: Councilmembers: None
ATTEST:
1wa . raw-,
Andrea San rs, City Clerk

APPROVED:

Anne C. Bybee, Mayor

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Attachment: CC Resolution 13019_City Attorney Sixth Amended Agreement and City Attorney Office Rates_2023 (Resolution Adjusting

SIXTH AMENDED AGREEMENT BETWEEEN THE CITY OF CAMPBELL AND WILLIAM R. SELIGMANN FOR CITY ATTORNEY SERVICES
WHEREAS, on or about January 1, 1987, the City Council of the CITY OF CAMPBELL did retain William R. Seligmann, of the law office of WILLIAM R.

SELIGMANN, to provide legal services to the CITY OF CAMPBELL; and WHEREAS, the parties desire to update the Agreement to be consistent with current practices;
NOW THEREFORE, IT IS AGREED that the contract between William R.

Seligmann and the CITY OF CAMPBELL for City Attorney services is amended in its entirety as follows:

1. Designation of City Attorne rV
William R. Seligmann of the law office of WILLIAM R. SELIGMANN ( currently practicing in an "Of Counsel" relationship with ATCHISON, BARISONE & CONDOTTI) continues to be retained to provide legal services to the CITY OF CAMPBELL, and shall continue to serve as the " City Attorney" for the CITY OF CAMPBELL ( City). His duties will be. attendance at all regular City Council and Planning Commission meetings, and special Council and Planning Commission meetings where needed, and to provide legal assistance and services for Council and employees of the City, as more fully set forth in this Sixth Amended Agreement For City Attorney Services.

2. Regular Duties
A. The City Attorney, or his representative, shall attend all regular meetings of the City Council and Planning Commission, and special meetings of the City Council and Planning Commission as needed. The City Attorney' s duties in this connection shall be to render advice and opinions with respect to all legal matters which may arise during any meetings, excepting, however, legal matters or proceedings wherein legal services are to be provided by special counsel.

B. The City Attorney or his representative shall also attend meetings of other boards, commissions, committees and staff of the City when requested to do so by the City Councilor the City Manager, at which time legal advice shall be given or opinions rendered. The City Attorney shall normally attend City executive staff meetings.

C. When requested to do so by the City Council or the City Manager, the City

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Attachment: CC Resolution 13019_City Attorney Sixth Amended Agreement and City Attorney Office Rates_2023 (Resolution Adjusting Attorney or his representative shall prepare resolutions, notices, contracts, ordinances, opinions and other documents and papers necessary, or appropriate, in matters pertaining to the City, and shall examine for legal sufficiency all documents submitted to him by the City.

D. The City Attorney shall cooperate with and assist the City, its officers, agents and employees on all general legal matters pertaining to the City, including the enforcement of state and local laws and codes. However, the City Attorney shall only provide legal advice to the staff when authorized to do so by the City Council or the City Manager.

E. The City Attorney shall also perform such other related legal services for the City as may be requested by the City Council or City Manager.

F. The City Attorney shall at all times endeavor to provide a response to the City Council, City Manager, and staff inquiries concerning legal matters on a "same day" basis. The intent of this requirement is to provide City officials with a timely and immediate initial contact on legal problems and not necessarily the final researched answers.

3. Special Requirements and Provisions
A. The City Attorney is retained by the City as an employee and shall be entitled to receive those benefits granted to department heads with the exceptions that: ( 1) the City shall pay the full premium for any medical insurance coverage for the City Attorney and eligible family members on any insurance policy made available to department heads, in keeping with the City' s past practice, which is hereby affirmed; and ( 2) the City Attorney shall not be eligible for the automobile allowance or any of the paid time off provisions.

The City shall pay any and all contributions necessary to maintain the City .

Attorney as a member of the Public Employees' Retirement System, except such amounts which would otherwise be the obligation of the employee. The City Attorney waives any right to any portion of any refund that the City may obtain from PERS attributable to PERS contributions made by the City on compensation resulting from the City Attorney' s hourly rates over and above the City Attorney' s monthly retainer.

B. The City Attorney shall maintain regularly scheduled office hours at a designated City office. The hours shall be five hours per week unless different hours are mutually agreed upon by the City Attorney and the City Council or their designated representative.

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Attachment: CC Resolution 13019_City Attorney Sixth Amended Agreement and City Attorney Office Rates_2023 (Resolution Adjusting C. The City shall provide to the City Attorney those legal books, texts, and periodicals on municipal law that are currently available at City Hall. Additionally, such legal material shall be considered annually during the City budget adoption process. The City Attorney shall, upon vacating the office of City Attorney, surrender to his successor all City purchased books, texts, and periodicals, as well as any and all files and other documents pertaining to City business.

D. The City Attorney shall be entitled to attend meetings and conferences such as the League of California cities sponsored activities as approved in the City Attorney' s annual budget. He shall be entitled to reimbursement for registration, . meals, lodging and transportation on the same basis as the department heads for attending similar conferences and meetings.

E. The City Attorney will be allowed to conduct an outside law practice.

4. Litigation Duties
A. " Litigation" as used in this agreement shall mean the representation of the City and/ or its officers, officials and employees in judicial or quasi- judicial actions filed or pending before a court or administrative body or in which the City has authorized the filing of a judicial or quasi- judicial action before a court or administrative body, or authorized response to an action to which it is a party. This representation shall include negotiations between the parties and/ or their counsel, research of relevant legal authorities, preparation of documents for filing with the court or administrative body and such related documents as are reasonably necessary to carry -out the representation of the City and/or its officers, officials and employees, investigation of the facts, appearances before the court or administrative body, consultations with the clients, necessary and appropriate correspondence, and such other acts reasonably necessary to represent the clients.

B. The City Attorney shall represent the City, its officers, officials and employees in all litigation, whether civil or criminal, required in the enforcement of the City' s ordinances.

C. As authorized by the City Council, .the City Attorney or his representative shall represent the City, its officers, officials and employees in litigation to which the City may be a party except where a conflict of interest exists .or where the requirement of specialized legal expertise makes representation inappropriate. In such situations, the City Council may request that the City Attorney spend time as necessary to brief and/ or coordinate the activities of specialized counsel as their work relates to the City' s interest.

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5. Services of Assistants and Paralegals .

A. The City Attorney may delegate some of his duties to other competent attorneys, paralegals, or law clerks employed by him or his _law firm, provided that the City Attorney shall be personally responsible for all work performed by such assistants, and shall ensure that all work is performed in a competent and professional manner.

B. The City Attorney, with the prior notice to the City Council, may select another person or persons to act as City Attorney in representing the City in cases where the City Attorney is unable to act due to illness, vacation or other reason, or when the City Attorney requires such assistance. Such representatives will be compensated at the city Attorney' s own expense. The City Council shall have the right to reject the City Attorney' s choice of representative in its discretion.

6. Limitation of Duties
A. The City presently contracts for professional employer -employee relations services, providing assistance with interpretation of City labor agreements and, employee disciplinary actions. The City Attorney will not be required to participate in the City negotiation process with its designated employee representative. The CityAttorneymayberequired, however, to.adviseanddefendtheCityon personnel matters subject to litigation, normally involving hiring and promotional practices, and disciplinary actions.

B. The City currently contracts for both the administration and legal representation for all workers' compensation claims and litigation. The City Attorney will not be required to assist in this area:

C. The City presently contracts for the administration and legal representation for some general liability claims and litigation. The City Attorney's role in such cases shall be consistent with. the adopted policy of the City Council.

D. It is anticipated that major litigation in specialized areas will be contracted out to an appropriate law firm specializing in the particular subject area. The City Attorney will be responsible for general oversight in such cases and for providing general legal assistance to the other law firm as required.

7. Compensation
A. The City Attorney shall receive a non-refundable monthly retainer in an amount to be established by resolution of the City Council. This retainer shall cover rendition of a specified amount of the regular duties and representation in

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Attachment: CC Resolution 13019_City Attorney Sixth Amended Agreement and City Attorney Office Rates_2023 (Resolution Adjusting litigation. described in sections 2 and 4 of this Agreement as determined by the City Council, as well as time spent at seminars, professional conferences, and on educational activities intended to enhance the City Attorney' s skills and knowledge as it relates to his duties, and such team building and staff development retreats and activities as are normal and appropriate for the City Attorney to attend.

B. Services of other attorneys employed under the supervision of the City Attorney shall be billed at hourly rates established by resolution by the City Council.

C. The City Council may in its discretion authorize additional compensation for services that would require services above and beyond those covered by the City Attorney' s retainer.

8. Costs
The City Attorney shall be entitled to be reimbursed by the City for all costs advanced on his behalf such as court costs, filing fees, service of process fees, juror' s fees, witness fees, investigators; fees, appraisers' fees, costs of photographs and charts in connection with litigation, and the like.

9. Overhead
Except as expressly provided, the City Attorney shall pay all overhead incurred in providing City Attorney services to CAMPBELL including, but not limited to rent of the law firm' s office, telephone, secretarial, bookkeeping, postage, stationary, office supplies, insurance, library, copying, taxes and licenses.

10. Records, Monthly Statements, and Audit
The City Attorney shall maintain careful and accurate records of all time spent by the City Attorney -to closest one -quarter (1/4) of an hour, and all reimbursable costs advanced by the City Attorney's office in conjunction with City business. The Attorney shall render monthly statements to the City for the performance of all regular and litigation services showing the services performed, the hours spent, the costs advanced and the amount the City Attorney is entitled to receive from the City for the month. If approved, the sum shown to be due by such statement shall be paid to the City Attorney by the City within thirty (30) days after said approval.

Books of account and the time records of the City Attorney pertaining to business transacted for the City shall be open to audit by the City auditor, upon prior request of the City Council.

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11. Termination
This Agreement may be terminated upon either party giving the other sixty ( 60) days written notice.

12. Effective Date
This Sixth Amended Agreement shall be effective from July 1, 2023, and shall supersede all prior agreements between the City and the City Attorney.

IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the 18t" day of July, 2023.

CITY OF CAMPBELL
4&'_'By: iG' e C
Anne C. Bybee, Mayor

William . Seligmann

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City
Council
Report

TITLE: Economic Development Brand Story Strategy

RECOMMENDED ACTION

That the City Council select an option concerning pursuit of a Brand Story Strategy in coordination with implementation of the City's Economic Development Plan.

BACKGROUND

The City adopted the updated Economic Development Plan in April 2024 which included an evaluation of Economic Development Marketing and Placemaking . An identified addendum to the Plan was the preparation of a “ Brand Story Strategy ” report, a separate strategy document that identifies how the City can pursue a city-wide branding strategy. This includes preparing and promot ing a brand story that captures the essence and sense of place of Campbell. A brand’s foundation is in what makes the City unique and what is important to residents noted in the City’s general plan vision.

During preparation of the Economic Development Plan, a work session focused on marketing and branding was held with the Economic Development Advisory Committee and the Economic Development Sub -Committee on August 28 , 2023, that focused on the process for developing a brand story. 1 The following topics were addressed in the work session:

1. Place Branding Overview

2. Power of Brand and Messaging

3. Foundation and Brand Architecture & Pillars

4. Campbell’s Conceptual Story – (Visuals)

5. Campbell’s Brand Story

6. Brand Architect Consistency

7. Concepts and Talking Points

Concepts, ideas, and examples were presented and discussed at the work session.

The Brand Framework, referred to as the Brand Architecture, audience profile s and personas, key word and brand identity concepts were prepared and received extensive feedback from the two committees. These were translated into a draft “Brand Story

1 A copy of the Power Point presentation used at the work session is attached to this report as Attachment B.

Item: 21
Category: UNFINISHED BUSINESS
Meeting Date: August 20, 2024
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Brand Story Strategy Page 2 of 5
Strategy” (“Strategy”), that was prepared by the consultant team. Due to competing demands and the need to prioritize completion of the Economic Development Plan, the Strategy was not previously presented to Council. The Strategy (Attachment A) is now available for Council review and can be used to support a decision for next steps on implementing a brand identify for the city.

DISCUSSION

The Brand Story Strategy is a guide for determinin g and implementing a City brand identity that requires input from all City departments and stakeholders. Th e strategy outlines the steps the City could take to pursue a fully developed branding and marketing program. The report includes brand extensions and sub -brands that can be used by the various departments so there is consistency across sub -brands.2 The Strategy also demonstrates how the brand is communicated to and managed for different audiences for different purposes to achieve the authenticity of Campbell. A comprehensive brand identity, aligned with the Campbell brand story, is a strategic tool that will communicate the brand’s essence, build recognition, and foster a consistent and positive perception of the City in the minds of various audiences.

The Strategy provides detailed background and contextual information that support the brand. Specific strategies, tactics, concepts and examples are suggested for consistent promotion of the brand story to priority target audiences and personas.3

▪ Assessment of Image : (Page 1) The City of Campbell is fortunate to have an excellent organic and experiential image which reduces the need for induced branding.

▪ Sense of Place : (Page 2 -3) The City of Campbell has a strong sense of place which can be enhanced by Placemaking Initiatives (Economic Development Plan, Strategic Initiative 5.0, Action 5.1 Placemaking).

▪ Brand Story: (Pages 1 -3) The Campbell’s Brand Story is best told digitally; see link https://vimeo.com/856576006. The City’s brand story is the core of the brand identity. It is a narrative that encapsulates its unique identity, culture, history, and aspirations, creating a compelling and cohesive image for residents, visitors, and businesses. It is a story that celebrates the City’s distinct character, showcases its sense of place, fostering a sense of pride and belonging among its community while attracting interest and investment from an external audience. The story is based on what was shared by residents, stakeholders, businesses, and council members during Phase I process of the Economic Development Plan.

2 Brand Extensions: Using existing brand name for different brand offering or departments. Brand Sub - brands: Creating a secondary brand under the umbrella of a primary brand to target specific market segments for different departments and stakeholders.

3 Audience Persona & Profiles are gathered from various sources including Nielsen, Gartner and Forrester research reports on demographics and psychographic insights, google, Facebook and twitter analytics, Reddit and consulting team expertise in field of marketing. 21 Packet Pg. 499
Brand Story Strategy Page 3 of 5

▪ Brand Architecture: (Page 4) The Brand Architecture is the brand framework and the core element of the strategy for building Campbell’s Brand Story. An initial brand architecture was created based on the words and value points articulated during the stakeholder engagement: Place, People, Living and Business are the focal points for creating sub -brands to the City’s identity brand. The sub -brands can be used for messaging on social media, website, video and printed material.

▪ Stakeholder Engagement & Findings : (Page 3) Through surveys, stakeholder engagement and work sessions, the theme “Rooted in Community” was created but during the implementation process, a different theme may be identified.

▪ Audience Profile & Personas : (Page 5 -13) Audience profiles and personas are used for marketing, targeting and storytelling to specific target audiences both existing and external to Campbell. Audience profiles and personas in the strategy report were created mainly for economic development – retail, traded sectors, innovative entrepreneurs, office (and visitors).

▪ Brand Identity Concept Portfolio : (Pages 16-27) Creative concepts and ideas for materials, websites, billboards, signage, merchandise, banners are included.

Also included are logo concepts with each a different feel – industrial, heritage and traditional. Again, these are examples that can be refined if the strategy is implemented.

The City’s brand story is essential to implementing the new economic development plan especially for opportunities to attract visitors and businesses and placemaking efforts such as planning for infill development of the area between Downtown and commercial centers like the Pruneyard.

NEXT STEPS

The Strategy provides a solid foundation and potential roadmap for the City to use in deciding how to next pursue a brand identify to support economic development. Staff has identified three options the City Council could consider to further pursue branding for the city.

Option 1 – Comprehensive Approach: Implement a Comprehensive plan to create an authentic brand identity and strategy for the City. This effort will require collaboration and participation from various City departments. The involvement of these departments is crucial to ensure a holistic and representative approach. They each have different audiences and different messages for those audiences. A collective effort ensures that the brand reflects the diverse facets of the City, resonates with the communit y, and stands out in a broader context while providing greater consistency and coordination for marketing and promoting the City. Bringing together the various departments should be led by City staff that are most involved with the City’s current outreach, marketing and promotion efforts.
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Brand Story Strategy Page 4 of 5

A comprehensive approach will have significant impacts on City resources and staff and require assistance from a consultant. Implementation requires a minimum of a year and the estimated cost for a city brand strategy process is at least $250,000 to $300,000 (including engagement and final designs for collateral, social media, websites, and printed materials). In addition to funding, Option 1 will require considerable staff support (primarily from the economic development manager and the communications and public engagement coordinator) and consultants.

Option 2 – Limited Branding Campaign : Select one component for implementation such as the development of a city logo concept . This option could serve as an initial step and based on the end product, the City could subsequently pursue a more robust and comprehensive strategy when resources are available.

The estimated cost to retain a consultant for the development of a log o is $50,000 - $75,000. The project will also require considerable staff time and the assistance of consultants as well as an internal and, potentially, an external stakeholder engagement process. Tasks, and timeline for this option will need to be carefully managed to control the budget. This has not been identified as a workplan in the FY 25 budget and would potentially be added to the future workplan of the yet to be hired Economic Development Manager.

Option 3 – Deferral: Defer implementation until the City has allocated funding and has hired an economic development manager. There would be dedicated staff to manage implementation, but assistance is also needed from the communications and public engagement coordinator, City departments and outside consultants.

Recommendation: Staff recommends Option 2 as a logo can be used by many stakeholders and City departments and provides a first step for launching implementation of the full brand story strategy. Implementation of this project should be deferred until the economic development manager is hired and their workplan could be adjusted to add this component . This option should also be coordinated with communications and public engagement staff and funding will need to be identified.

FISCAL IMPACT

Funding for Options 1 and 2 were not identified in the FY 2025 budget and thus would require a budget adjustment. Based on the current commitment to ARPA funds to programs and actions identified by Council at their July 2, 2024 meeting, there may be remaining ARPA funds available to re -allocate into funding Options 1 and 2. This could be discussed with a review of the ARPA funded programs and available funding at an upcoming Council meeting in October. However, in accordance with the ARPA requirements, the City will need to encumber the funding for the branding work (such as a fully executed service agreement with a firm to prepare a logo or branding plan) by December 31, 2024 and fully spend down the allocated funding by December 31, 2026.

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Brand Story Strategy Page 5 of 5

Prepared by:

Leslie Parks, Economic Development

Reviewed by:

Rob Eastwood, Community
Development Director

Approved by:

Brian Loventhal, City Manager

Attachment:
a. Campbell Brand Story
b. Campbell Brand Story Work Session Final 8.28.23
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Campbell
Brand
Story
Strategy

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CONTENTS

INTRODUCTION
Campbell’s Organic, Experiential and
Induced Image 1
Brand Story(s) 1
Theme — Rooted in Community 3
Brand Architecture 4
Audience Profiles & Personas 5
Next Steps in Building Out Campbell’s
Brand Identity Strategy 14

EXAMPLES
Brand Identity Concept Portfolio 16
Logo Concepts 26
Campbell
Brand
Story
Strategy

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Attachment: Campbell Brand Story (Brand Story Strategy) Organic The organic image of a place is the spontaneous, naturally evolving perception that people have based on factors such as the location’s history, geography, culture, and the attitudes of its residents. It is the image that emerges without deliberate efforts or interventions in branding. Organic images are often shaped by the authenticity and genuine characteristics of a place.

Experiential The experiential image refers to the perception of a place that individuals develop through personal experiences and interactions with the location. It is influenced by firsthand encounters, visits, and engagements with the local environment, people, and activities.

Experiential images are dynamic and can be influenced by tourism, events, or specific activities that individuals participate in while in the place.

Induced The induced image is intentionally crafted and managed through marketing, communication, and promotional efforts. It involves strategic initiatives to shape and control the way a place is perceived by highlighting specific attributes, attractions, or characteristics.

Induced images are a result of deliberate branding campaigns, advertising, and other promotional activities designed to influence public perception.

FIGURE 1 • IMAGE: ORGANIC, EXPERIENTIAL & INDUCED
CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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INTRODUCTION
In the dynamic tapestry of community landscapes, the identity of a city is a powerful force that shapes perceptions, fosters community pride, and beckons visitors. The City of Campbell is fortunate to have an organic image throughout the region as a city with a small-town feel and sense of place. Campbell also has an experiential image of a quality community.

These positive images can be leveraged for creating brand identity and brand messaging conducted by different departments in the City.

This report provides guidance to finalize a City brand identity — with the input from all City departments and stakeholders — including brand extensions and sub-brands1 for the various departments so there is consistency across sub-brands, how it is communicated to different audiences for different purposes and managed, to achieve the authenticity of Campbell.

Economic Development was used as the example for logo concepts and for the marketing concepts used with other various mediums (included in this report).

A comprehensive brand identity, aligned with Campbell brand story, is a strategic tool, it will communicate the brand’s essence, build recognition, and foster a consistent and positive perception in the minds of various audiences.

Campbell’s Organic, Experiential
and Induced Image
Organic, experiential, and induced images 2 are the essence of place identity, describing different aspects of how a place (City) is perceived and how that image of place has been shaped (Figure 1, facing page).

Campbell is fortunate to have positive images with both Organic and Experiential Images.

Campbell does little marketing, except by the Parks & Recreation Department, but the City has an active social media platform. Much of the experiential image is created by the quality restaurants, shopping, and events — the Farmer’s Market, Downtown Campbell Business Association and Chamber of Commerce events.

Brand Story(s)
The City’s brand story is the core of the Brand Identity. It is a narrative that encapsulates its unique identity, culture, history, and aspirations, creating a compelling and cohesive image for residents, visitors, and businesses. It is a story that celebrates the City’s distinct 1 Brand Extensions: Using existing brand name for different brand offering or departments.

Brand Sub-brands: Creating a secondary brand under the umbrella of a primary brand to target specific market segments.
2 Source: Journal of Destination Marketing & Management CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy) character, showcases its sense of place, fostering a sense of pride and belonging among its community while attracting interest and investment from the wider world.

A brand story serves as the foundation for consistent messaging across various communication channels. It is the foundation that everyone should use to communicate a cohesive narrative, maintaining a unified brand identity.

Brand stories are easier to remember than facts and figures. Brand stories create a memorable narrative that consumers can recall, aiding in brand recognition contributing to the overall memorability of the brand identity.

The brand story helps establish an emotional connection with the audience.

Campbell’s Brand Story
To best tell Campbell’s story, a Campbell Brand Story Video (Figure 2 and vimeo.com/856576006) was created taking from what was shared by businesses, residents, stakeholders, council members to showcase what is great about Campbell creating a foundation for developing sub-stories by the City’s different departments and stakeholders.

FIGURE 2 • CITY OF CAMPBELL VIDEO SCRIPT
What makes the place truly
remarkable?
It's the hidden gems within
the heritage, the diversity, the
residence, it's unique character.

They're all part of the unique
tapestry that is Campbell
California, a place that sits in the
heart of Silicon Valley, a place
where innovation meets tradition, a place where you can learn, work and live a place to unwind and rejuvenate a place that feels like home.

Even if you just arrived in Campbell California, you feel like you are home.

View Here: vimeo.com/856576006
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Attachment: Campbell Brand Story (Brand Story Strategy) Theme — Rooted in Community
Words most of heard when asked to describe Campbell led to the creation of the tagline “Rooted in Community.”
Tagline: ROOTED IN COMMUNITY
“Rooted in Community” is a powerful tagline that communicates a sense of belonging, community support, and shared values. Conveys a commitment to being an integral and supportive part of the local community.

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Attachment: Campbell Brand Story (Brand Story Strategy) Brand Architecture
Words are fundamental to the brand framework (architecture) as they articulate the brand’s identity, values, and messaging. Thoughtful language choices contribute to the brand’s uniqueness, clarity, and resonance with the target audience, shaping how the brand is perceived and remembered.

Brand identity and messaging will involve several departments in the City. An initial brand architecture was created based on the words and value points articulated during the stakeholder engagement process ( Figure 3). This architecture can be used to build out sub-brands to the City’s identity brand and for messaging. Each of the words can be created into stories and messaging for all platforms, digital, website, video, printed material.

Downtown
Hiking Trails
Architect
Sense of Place
Recreation
Heritage
Arts
Architect
History
West Valley
Safe
Sense of Belonging
Great place to raise a
family
Community
Neighborhoods
Schools
Entertainment
Diversity
Cultural
Families
Children
Youth
Council
Volunteers
Leaders
Police
City
Heros
Location
Diverse
Loyal
Small
Entrepreneurs
Longevity
Businesses
Access
Transportation
Place People Living Business
FIGURE 3 • BRAND ARCHITECTURE
BRAND ARCHITECTURE: CITY OF CAMPBELL
BRAND FOUNDATION: ROOTED IN COMMUNITUY
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Attachment: Campbell Brand Story (Brand Story Strategy) Audience Profiles & Personas
The following are initial audience personas 3 and profiles prepared mainly for economic development but also includes the visitor audience. These can be used as a guide when marketing strategies and tactics are developed (Figure 4).

Audience profiles and personas should be refined with real data from the City of Campbell, including demographic studies, consumer behavior reports, and local business input to assist with more effective and efficient marketing efforts that address the needs and preferences of each audience at the time of marketing.
3 Audience Persona & Profiles are gathered from various sources including Nielsen, Gartner and Forreter research reports on demographics and psychographic insights, google, Facebook and twitter analytics, Reddit and consulting team exper- tise in field of marketing.

RETAIL
Family Shoppers
Young
Professionals
Eco-Conscious
Retirees and
Seniors
OFFICE
Tech Startups &
Scaleups
Established
Technology Firms
Professional
Service Firms
Creative & Design
Enterprises
Manufacturing &
Logistic Firms
Real Estate

TRADED SECTOR
AI & Machine
Learning
Innovators
Robotics and
Automation
Engineers
VR/AR Developers
Electronic &
Autonomous
Vehicle Pioneers

INNOVATIVE

ENTREPRENEURS
Tech Industry
Professionals
Corporate
Executives in
Transition
Startup Founders

VISITORS
Family Event
Goers
Outdoor
Enthusiasts
Pet Lovers
Cultural
Enthusiasts
FIGURE 4 • OVERVIEW OF CAMPBELL PROFILES & PERSONAS
By visualizing a single audience member — that person’s characteristics and preferences — we can better strategize how to engage the audience as a whole. The tactics and concepts on the following pages are driven by each of the above audience categories.

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CATEGORY PROFILES & PERSONAS TACTICS & CONCEPTS
Family Shoppers DEMOGRAPHICS: Families with children,
living in or near Campbell. Middle to up -
per-middle income.

INTERESTS: Value, convenience, family-ori -
ented activities, educational toys, clothing,
and healthy food options.

BEHAVIORS: Prefer shopping on weekends,
likely to respond to family deals, seasonal
sales for back-to-school, holidays, and bulk
buying opportunities.

PERSONA: “Family-focused Fiona,” a work -
ing family of two, always looking for the
best deals to stretch the family budget
while ensuring quality for her children’s
needs.

Retail Marketing Tactics &
Campaign Concepts
TACTIC: Family Fun Days with discounts
on family essential s, entertainment for
children, and meal deals.

CAMPAIGN CONCEPT: “Campbell Family
Weekends” — A series of weekend events
featuring family discounts, fun work -
shops for kids, and a loyalty program for
families to earn points towards holiday
specials.

Young
Professionals
DEMOGRAPHICS: Ages 25-35, single or new -
ly partnered, living in Campbell or nearby
urban centers. Higher disposable income.

INTERESTS: Fashion, technology, dining out,
fitness, and social events.

BEHAVIORS: Shop online but enjoys
boutique experiences, happy hours, and
pop-up events. Values convenience and
exclusivity.

PERSONA: “Tech-savvy Tom”, a software
engineer who appreciates the latest tech
gadgets, fashionable attire for work and
leisure, and spends on dining and nightlife.

Retail Marketing Tactics & Camp
aign Concepts
TACTIC: Exclusive night shopping events
with live music, pop-up stores from local
artisans, and tech showcases.

CAMPAIGN CONCEPT: “Campbell After
Hours” — Highlighting the city’s vibrant
nightlife and shopping scene with themed
nights like “Tech Tuesdays” and “Fashion
Fridays”.

Eco-conscious
Consumers
DEMOGRAPHICS: Wide age range, with a
notable concentration in the 25-45 age
group. Prioritizes sustainability and ethical
practices.

INTERESTS: Eco-friendly products, organic
food, second-hand and upcycled goods,
local artisans, and community events.

BEHAVIORS: Willing to pay a premium
for sustainability, actively seeks out
eco-friendly businesses, and participates
in community clean-ups and green initia -
tives.

PERSONA: “Green-minded Gina”, a market -
ing professional who goes out of her way
to shop at farmers’ markets, supports local
businesses that prioritize sustainability,
and advocates for environmental issues.

Retail Marketing Tactics &
Campaign Concepts
TACTIC: Green Market Days featuring
local, sustainable goods, workshops on
sustainable living, and partnerships with
eco-friendly brands.

CAMPAIGN CONCEPT: “Sustainable Satur -
days in Campbell” — A monthly event pro -
moting sustainability through eco-friendly
products, upcycling workshops, and
community clean-ups
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CATEGORY PROFILES & PERSONAS TACTICS & CONCEPTS
Retirees and
Seniors
DEMOGRAPHICS: Ages 60+, living in Camp -
bell or surrounding areas. Fixed income,
but with discretionary spending for grand -
children and personal hobbies.

INTERESTS: Health and wellness products,
gardening, arts and crafts, local history,
and community activities.

BEHAVIORS: Prefers in-person shopping
experiences, values customer service and
senior discounts, enjoys leisurely shopping
trips, and community gatherings.

PERSONA: “Retired Ray”, a former school
teacher who enjoys gardening, spends
time on hobbies, and looks for health
products and gifts for his grandchildren.

Retail Marketing Tactics &
Campaign Concepts
TACTIC: Senior Appreciation Days with
special discounts, health and wellness
seminars, and leisure activities tailored to
interests like gardening and crafts.

CAMPAIGN CONCEPT: “Golden Years Gath -
erings” — A campaign focused on enrich -
ing the lives of Campbell’s senior commu -
nity with events and discounts designed
for their lifestyle.

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CATEGORY PROFILES & PERSONAS TACTICS & CONCEPTS
Family Event
Goers
DEMOGRAPHICS: Families with children of
various ages, looking for community and
outdoor events where they can spend
quality time together.

INTERESTS: Family-friendly events like
farmers markets, holiday parades, and
festivals organized by the chamber of com -
merce or downtown business associations.

BEHAVIORS: Seek activities that are edu -
cational, entertaining, and offer value for
the whole family. Prefer events that are
safe, accessible, and provide amenities for
children.

PERSONA: “Family Fun-seeker Fiona”, a
parent who actively looks for weekend
activities that can accommodate the whole
family, offering both fun and learning op -
portunities for her children.

Retail Marketing Tactics &
Campaign Concepts
TACTIC: Promote family-oriented events
with engaging themes, interactive work -
shops for kids, and family discounts.

CAMPAIGN CONCEPT: “Campbell Family
Days” — A series of events throughout
the year tailored to families, featuring
hands-on activities, entertainment, and
educational booths from local businesses
and organizations.

Outdoor
Enthusiasts
DEMOGRAPHICS: Individuals and groups of
all ages with a passion for nature and out -
door activities. They may be local or from
neighboring regions.

INTERESTS: Hiking, biking, bird-watching,
and exploring parks, trails, and open spac -
es. They value conservation and seek to
enjoy natural settings responsibly.

BEHAVIORS: Plan trips based on outdoor
opportunities, often looking for well-main -
tained trails, guided tours, and environ -
mental education programs.

PERSONA: “Trail Trekker Tom”, an avid hiker
and nature photographer who seeks out
scenic trails and parks for weekend excur -
sions and values environmental conserva -
tion.

Retail Marketing Tactics &
Campaign Concepts
TACTIC: Highlight the city’s natural beauty
through guided outdoor tours, environ -
mental workshops, and promotions for
outdoor gear rental or purchases.

CAMPAIGN CONCEPT: “Explore Campbell
Outdoors” — An initiative promoting
the city’s trails, parks, and conservation
efforts, including special weekend hiking
groups, photography contests, and
eco-friendly events.

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CATEGORY PROFILES & PERSONAS TACTICS & CONCEPTS
Pet Lovers DEMOGRAPHICS: Pet owners who enjoy
traveling with their pets or attending
pet-friendly events. They span various age
groups and typically treat their pets as
family members.

INTERESTS: Pet-friendly parks, cafes, and
events, such as dog walks, pet adoption
fairs, and any gathering where pets are
welcome.

BEHAVIORS: Look for destinations that of -
fer amenities for pets, including parks with
off-leash areas, pet-friendly dining, and
accommodations.

PERSONA: “Pet Parent Patty”, who rarely
goes anywhere without her furry com -
panion and is always on the lookout for
pet-friendly activities and venues.

Retail Marketing Tactics &
Campaign Concepts
TACTIC: Organize pet-centric events, such
as dog-friendly hikes, pet parades, and
partnerships with local pet businesses for
fairs or adoption events.

CAMPAIGN CONCEPT: “Paws in the Park”
— A monthly meet-up for pet owners
featuring pet-friendly activities, vendor
booths with pet products, and informa -
tional sessions on pet care, all set in one
of Campbell’s beautiful parks.

Cultural
Enthusiasts
DEMOGRAPHICS: Visitors interested in
the City’s cultural and historical heritage,
including museums, art galleries, and
historic sites.

INTERESTS: Cultural events, art exhibits,
historical tours, and local artisan markets.

BEHAVIORS: Seek enriching experiences
that offer insights into the local culture,
history, and arts scene.

PERSONA: “Culture Curator Chris”, a history
buff and art lover who plans visits around
cultural festivals, museum exhibits, and
historical landmarks.

Retail Marketing Tactics &
Campaign Concepts
TACTIC: Leverage the City’s cultural assets
through themed cultural weekends, art
walks, and history tours that showcase
local heritage and talent.

CAMPAIGN CONCEPT: “Campbell Cultural
Trails” — A program that maps out week -
end itineraries for visitors to explore the
city’s cultural and historical highlights,
complemented by special events and
exhibits.

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CATEGORY PROFILES & PERSONAS
Tech Startups &
Scaleups
■ INDUSTRY FOCUS: Technology, SaaS (Software as a Service), IoT (Internet of Things), Biotech.
■ COMPANY SIZE: Small to mid-sized with potential for growth. ■ GROWTH STAGE: Early to mid-stage startups looking for an office space that can accommodate rapid growth.
■ NEEDS AND PREFERENCES: Flexible office layouts, high-speed internet, proximity to talent pools from universities and tech hubs, networking opportunities with other tech companies, and access to venture capital.

Established
Technology Firms
■ INDUSTRY FOCUS: Software development, hardware manufacturing, cybersecurity.
■ COMPANY SIZE: Medium to large.
■ GROWTH STAGE: Established, looking to expand or relocate departments such as R&D, customer support, or back-office operations.
■ NEEDS AND PREFERENCES: State-of-the-art facilities, robust infrastructure, oppor - tunities for local collaboration and partnerships, and incentives for relocation or expansion.

Professional
Services Firms
■ INDUSTRY FOCUS: Consulting, legal services, financial services, marketing agencies.
■ COMPANY SIZE: Small to large.
■ GROWTH STAGE: Stable or expanding.
■ NEEDS AND PREFERENCES: Modern office spaces with meeting and conference facilities, accessibility for clients, prestige locations, and proximity to financial or business districts.

Creative & Design
Enterprises
■ INDUSTRY FOCUS: Design, architecture, digital media, and advertising. ■ COMPANY SIZE: Small to medium.
■ GROWTH STAGE: Any stage, often looking for inspiring spaces that foster creativity.
■ NEEDS AND PREFERENCES: Open-concept spaces, natural light, collaborative ar - eas, proximity to cultural and artistic venues, and flexible lease terms.

Manufacturing &
Logistic Firms –
Corporate or
Administrative
Offices
■ INDUSTRY FOCUS: Manufacturing, distribution, logistics. ■ COMPANY SIZE: Medium to large.
■ GROWTH STAGE: Established, seeking to optimize operations or expand. ■ NEEDS AND PREFERENCES: Easy access to transportation networks, spacious parking, offices close to warehouses or manufacturing plants, and robust logisti - cal infrastructure.

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CATEGORY PROFILES & PERSONAS
Real Estate
Developers
■ INTERESTS: Investing in and repurposing high-rise buildings for new uses such as mixed-use spaces, co-working offices, or residential units. ■ PERSONA: “Developer Dan”, a visionary real estate developer interested in cap - italizing on the changing landscape of Silicon Valley by transforming traditional office spaces into innovative environments that meet the new demands of the market.
■ ENGAGEMENT CONCEPT: Organize real estate investment summits and work - shops on sustainable development and urban repurposing. Provide platforms for developers to showcase innovative repurposing projects and explore part - nerships with the city and local businesses
Strategies to Reach These Personas
■ TARGETED DIGITAL MARKETING: Use LinkedIn,
industry-specific forums, and websites to target
decision-makers within these sectors.
■ NETWORKING AND EVENTS : Participate in industry
conferences, local business networking events, and
webinars to raise awareness.
■ PARTNERSHIPS: Collaborate with local chambers of
commerce, industry associations, and economic
development agencies to tap into their networks.
■ INCENTIVES: Offer attractive relocation or expan -
sion incentives, including tax breaks, grants, or
customized lease agreements.
■ SUCCESS STORIES : Showcase success stories of
businesses that have thrived in Campbell to
demonstrate the community’s support for new
companies.

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CATEGORY PROFILES & PERSONAS
AI & Machine
Learning
Innovators
INTERESTS: Developing AI technologies, machine learning models, data analytics, and applying AI in various industries.

PERSONA: “AI Architect Alex”, a forward-thinking entrepreneur or researcher focused on leveraging AI and machine learning to solve complex problems, improve efficiency, and create new products or services.

ENGAGEMENT CONCEPT: Host AI innovation challenges and hackathons to solve indus - try-specific problems, along with workshops and seminars on ethical AI, data privacy, and navigating the regulatory landscape.

Robotics &
Automation
Engineers
INTERESTS: Designing and manufacturing robotic systems and automation technologies for industries such as manufacturing, healthcare, and logistics.

PERSONA: “Roboticist Riley”, an engineer or business owner passionate about advancing robotics and automation to enhance productivity, safety, and innovation.

ENGAGEMENT CONCEPT: Facilitate industry expos and demo days where businesses can showcase their robotic solutions, and organize networking events to connect with poten - tial investors and partners.

VR/AR Developers INTERESTS: Creating immersive experiences for education, training, entertainment, and simulation through VR and AR technologies.

PERSONA: “Virtual Visionary Vicky”, a developer or entrepreneur specializing in VR/AR content creation, looking to push the boundaries of immersive technology.

ENGAGEMENT CONCEPT: Set up VR/AR innovation labs or co-working spaces equipped with the latest technology for developers to use, and sponsor competitions that challenge creators to develop new applications for VR/AR.

Electric &
Autonomous
Vehicle Pioneers
INTERESTS: Developing electric vehicles (EVs) and autonomous driving technologies to revolutionize transportation, reduce emissions, and improve road safety.

PERSONA: “Eco-mobility Evan”, an innovator or small business owner working on the next generation of EVs or autonomous vehicle systems, aiming to lead the shift towards sustainable transportation.

ENGAGEMENT CONCEPT: Organize symposiums on sustainable transportation and auton - omous technology, including test drive events for electric and autonomous vehicles, to showcase local innovations and attract investment.

Tactics to Engage These Audiences
PARTNERSHIPS WITH ACADEMIC INSTITUTIONS: Collab-
orate with nearby universities and research institu -
tions to facilitate technology transfer, commercialize
academic research, and create internship and training
opportunities for students.

INDUSTRY-SPECIFIC NETWORKING EVENTS: Host regular
networking events, roundtables, and webinars with
industry leaders, venture capitalists, and policymak -
ers to discuss trends, challenges, and opportunities in these sectors.

ACCESS TO TEST BEDS AND PILOT PROGRAMS: Provide
startups and small businesses with access to public
spaces or facilities to test and showcase their technol - ogies in real-world environments.

TARGETED MARKETING CAMPAIGNS: Use digital market -
ing, social media, and industry publications to high -
light success stories, investment. Opportunities, and
the supportive ecosystem available in Campbell for
businesses in these sectors.

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CATEGORY PROFILES & PERSONAS
Tech Industry
Professionals
INTERESTS: Networking, career development, innovation, and work-life balance.

PERSONA: “Techie Taylor”, a software engineer who values opportunities for professional growth and staying ahead of tech trends. With the instability in the job market, Techie Taylor also seeks networking events and skill-building workshops to stay competitive.

ENGAGEMENT CONCEPT: Host tech meetups, hackathons, and workshops that focus on emerging technologies, career resilience, and innovation, facilitating a supportive com - munity for professionals navigating the volatile tech landscape.

Corporate
Executives in
Transition
INTERESTS: Investment opportunities, consulting, mentoring startups, and leveraging their expertise in new ventures.

PERSONA: “Executive Erin”, who has experienced a layoff or is in transition due to the shifting corporate environment. Erin is looking to invest in new ventures or consult for startups, seeking meaningful ways to apply her skills and experience.

ENGAGEMENT CONCEPT: Create forums and networking events that connect corporate ex - ecutives with startups and small businesses. Offer mentorship programs and investment pitch sessions to foster collaboration between experienced executives and emerging entrepreneurs.

Startup Founders INTERESTS: Scalable office spaces, networking with investors, and collaboration opportu - nities.

PERSONA: “Founder Frankie”, an ambitious startup founder looking for flexible and inno - vative office solutions that can adapt to the growth and needs of their startup. Frankie is also keen on connecting with investors and other founders for collaboration and support.

ENGAGEMENT CONCEPT: Develop co-working spaces and incubators that offer flexible terms and resources for startups. Host pitch nights and investor meet-and-greets to sup - port the startup ecosystem in Campbell.

Strategies to Engage These Personas
■ LEVERAGE LOCAL AND TECH MEDIA: Use targeted
advertising and content in tech and local business
publications to reach these personas with informa -
tion about events, opportunities, and community
initiatives.
■ PARTNERSHIPS WITH TECH COMPANIES AND UNI -
VERSITIES: Collaborate with tech companies, even
those undergoing layoffs, and universities to offer
continuous learning and networking opportunities.
■ ONLINE PLATFORMS AND SOCIAL MEDIA: Utilize
LinkedIn and other professional social media
platforms to create groups or forums dedicated
to Silicon Valley professionals, offering resources,
event information, and a space for discussion.
■ CITY-SPONSORED INNOVATION CHALLENGES:

Encourage innovation and collaboration by spon -
soring challenges that address local issues, offering
support and visibility to participating startups and
developers.

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Attachment: Campbell Brand Story (Brand Story Strategy) Next Steps in Building Out Campbell’s
Brand Identity Strategy
A brand strategy is a comprehensive plan that outlines the brand identity, how it is communicated, and managed. It involves a set of key elements that work together to create a consistent and compelling brand identity.

Creating an authentic brand identity and strategy for a city requires collaboration and participation from various city departments. The involvement of these departments is crucial to ensure a holistic and representative approach. They each have different audiences and different messages to those audiences.

A collective effort ensures that the brand reflects the diverse facets of the City, resonates with the community, and stands out in a broader context. Bringing together the various departments could be led by City staff that are most involved with the City’s current marketing, messaging, and social media. Items that the working group would need to address:
■ Brand Purpose and Mission — Define the fundamental reason for the brand’s existence and its overarching mission. This is the guiding principle that shapes the brand’s actions and decisions.
■ Visual Identity — Develop a consistent visual identity that includes elements such as logo, color palette, typography, and imagery. These visual elements contribute to brand recognition and help convey the brand’s personality (concepts were provide with Economic Development audience in mind, see Examples).
■ Brand Messaging — Using the architecture to create a consistent and concise messaging framework that communicates the brand’s key messages across various channels. This includes taglines, slogans, and key talking points.
□ Each department will have a variation of the overarching messaging, but will need to understand its audience and the problems that particular audience might face, or desires/needs of that audience, so that the individual department message resonates. ■ Brand Extensions & Sub-Brands — Because each department has different audiences, it is important to plan for potential brand extensions or sub-brands. Consider how the brand can evolve or expand while maintaining consistency and relevance. This is not necessarily a logo but stories and messaging or a version of the primary logo. ■ Brand Stories — Craft narrative(s) that communicate the brand’s history, mission, values, and vision. Sub-stories are important, such as public safety. Safety is highly valued in Campbell.

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Attachment: Campbell Brand Story (Brand Story Strategy) ■ Brand Guidelines — After determining the elements of the brand identity, document and communicate brand guidelines that provide clear instructions on how the brand should be represented across different touchpoints. This includes guidelines for usage, color schemes, and tone of voice.

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Attachment: Campbell Brand Story (Brand Story Strategy)

EXAMPLES
Brand Identity Concept Portfolio
The following were created to provide visual concepts of different marketing tools that could be used to continue to build a positive image of Campbell. Economic Development was the primary audience.

Economic Development Newsletter
CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy) Community Development Newsletter from the Mayor
CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy) Website
Social Media
CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy) Mobile
Print Ad
CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy) Vehicle Wrap
Wayfinding / Transportation Signage
CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy) Banners
CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy) Signage (Trails)
CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy) Billboards as Gateways
Merchandise
CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy) More Merchandise
CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy) CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy) Logo Concepts
Creating a brand identity involves much more than a logo. While the logo(s) (depending on the family of logos chosen) is a crucial visual element, a comprehensive brand identity encompasses a range of components that collectively shape how the brand is perceived.

These logos were designed with Economic Development as the base audience.

1. Economic Development — Industrial Feel
(Dell & McGincy, New Emerging Industry)

2. Embracing Heritage Feel
CITY OF CAMPBELL BRAND STORY STRATEGY • JANUARY 2024
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Attachment: Campbell Brand Story (Brand Story Strategy)

3. Traditional Community Feel
Heritage Feel (continued)
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Attachment: Campbell Brand Story (Brand Story Strategy) City of Campbell
Economic Development Strategic Plan
Brand Story
Work Session
August 28, 2023

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 2 Agenda
Brand Story Work Session
I. Call to Order
II. Introductions / Purpose of Work Session
Leslie Parks, City of Campbell Economic
Development Manager
III. Place Branding Overview
IV. Power of Brand Story & Messaging
V. Brand Foundation
VI. Campbell’s Brand Architecture
VII. Conceptual Brand Story
VIII. Brand Architecture – Concepts & Talking
Points
IX. Next Steps – Marketing Plan

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Introductions
Purpose of
Work Session
Leslie Parks, City of Campbell
Economic Development Manager

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Place Branding
Overview
Audrey Taylor, Chabin Concepts

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 5 1. Goal: Help identify brand concepts that are
oriented towards the City’s future vision.

2. Listen: What is organic to the city, what do
residents say, how do outsiders perceive the city,
what is important – both in what is said and what
is visual – what is the city’s DNA.

3. Creative: interpret what we’ve heard and learned
through visuals:
• Concepts and directions
• Logo concepts – black/while and color
• Color scheme options
• Mood boards

4. Story: weave a story that best represents
Campbell as a place.

5. Details:
• Brand Guidelines
• Branding Strategy
Scope of Work – Branding Concepts

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Place Branding
6 Place branding is different than any other branding - products, missions, personalities.

What constitutes a city’s brand and identity is the
image of the city - the sense of identity, well-being
and belonging among citizens created through three
stages:

ORGANIC
IMAGE

EXPERIENTIAL
IMAGE

MARKETING

INDUCED IMAGE
● General awareness
● Place history
● Natural resources
● Population
● Reputation
● Positive opinions
● Attractive places
● First-hand
interactions
people have
with the place,
events, stores,
people and the
environment.
● Advertisements
● Public Relations
● Websites
● Social Media
● Brochures
● Videos

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 7 An effective city brand will convey the distinctive
character of the community and highlight
strengths and assets that set it apart.

For Campbell, this may include its historic
downtown, thriving arts scene, award-winning
schools, diverse neighborhoods, Silicon Valley
location, and/or other defining qualities.

The brand promise communicates what residents
and visitors can expect from their experience.

Effective Brand

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 8 The ultimate goal of a city brand is to leverage the
organic image, build the experiential image, foster
community pride, attract attention, and build a
reputation as a great place to live, work, and visit.

A cohesive brand strategy unites stakeholders
around this shared vision for Campbell's future.

Brand Goal

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Power of Brand
& Messaging
Michael Coogan, MC2 Design Group, Inc.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 10 The Power of
Brand Story
▪
▪
▪
▪
▪
▪
▪

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 11 An impactful brand story is
the soul of a city, reflecting
its essence.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 12 What is a Brand Story?

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Brand vs Brand Story
Authenticity
The Narrative that embodies the
very essence of the brand
Distinction
It is ongoing and evolving
Strategy
Connects the past to the future
The brand story is a comprehensive narrative that embodies the very essence of the brand.

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Packet Pg. 546
Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 14 “A brand is the cover of a
book… The brand story is
everything inside.”
Brand vs Brand Story

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Stories of Iconic Brands
Apple
Harley Davidson
Airbnb

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 16 The Brand Story of
a City
▪ What you stand for,
▪ What you believe in,
▪ What makes you unique.
▪ Resonates authentically with your
lived experiences.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 17 What Do Brand
Stories Matter?

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) The Impact of a Brand Story
Connecting on an emotional level
A brand story forges an emotional
bond between the city and its
residents by reflecting shared values
and experiences
Shaping collective identity
The narrative shapes the community's
identity by defining its character,
heritage and aspirations
Strengthening communal bonds
The story can strengthen social cohesion
by inspiring civic pride, participation and
vision
An impactful brand story connects the community emotionally and shapes its collective identity and future.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) A Tangible
Difference
Communal Bonds & Civic Pride
Fostering Belonging & Vision
Internally

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) A Tangible
Difference
Communal Bonds & Civic Pride
Fostering Belonging & Vision
Shaping Perceptions
Entrepreneurs and opportunity
Internally
Externally
Connects with visitors and newcomers
Attracting Investment

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Promotes Economic Growth
Attracts Investment
A compelling brand story
highlights a city's strengths and
vision, attracting capital and
investment.

Draws Entrepreneurs
Brand stories signal opportunities
to entrepreneurs and provide
inspiration to build innovative
ventures.

Spurs Opportunity
Brand stories catalyze
economic ecosystems that
generate new jobs, industries,
and growth.

Promotes the Local Environment
Brand stories boost local businesses by making
residents proud to support homegrown
companies and products.

Boosts Tourism
Brand stories highlight signature experiences and
landmarks, increasing visitor traffic and tourism
dollars.

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Packet Pg. 554
Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Promotes Economic Growth
Attracts Investment
A compelling brand story
highlights a city's strengths and
vision, attracting capital and
investment.

Draws Entrepreneurs
Brand stories signal opportunities
to entrepreneurs and provide
inspiration to build innovative
ventures.

Spurs Opportunity
Brand stories catalyze
economic ecosystems that
generate new jobs, industries,
and growth.

Promotes the Local Environment
Brand stories boost local businesses by making
residents proud to support homegrown
companies and products.

Boosts Tourism
Brand stories highlight signature experiences and
landmarks, increasing visitor traffic and tourism
dollars.

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Packet Pg. 555
Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Promotes Economic Growth
Attracts Investment
A compelling brand story
highlights a city's strengths and
vision, attracting capital and
investment.

Draws Entrepreneurs
Brand stories signal opportunities
to entrepreneurs and provide
inspiration to build innovative
ventures.

Spurs Opportunity
Brand stories catalyze
economic ecosystems that
generate new jobs, industries,
and growth.

Promotes the Local Environment
Brand stories boost local businesses by making
residents proud to support homegrown
companies and products.

Boosts Tourism
Brand stories highlight signature experiences and
landmarks, increasing visitor traffic and tourism
dollars.

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Packet Pg. 556
Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Promotes Economic Growth
Attracts Investment
A compelling brand story
highlights a city's strengths and
vision, attracting capital and
investment.

Draws Entrepreneurs
Brand stories signal opportunities
to entrepreneurs and provide
inspiration to build innovative
ventures.

Spurs Opportunity
Brand stories catalyze
economic ecosystems that
generate new jobs, industries,
and growth.

Promotes the Local Environment
Brand stories boost local businesses by making
residents proud to support homegrown
companies and products.

Boosts Tourism

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Packet Pg. 557
Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Promotes Economic Growth
Attracts Investment
A compelling brand story
highlights a city's strengths and
vision, attracting capital and
investment.

Draws Entrepreneurs
Brand stories signal opportunities
to entrepreneurs and provide
inspiration to build innovative
ventures.

Spurs Opportunity
Brand stories catalyze
economic ecosystems that
generate new jobs, industries,
and growth.

Promotes the Local Environment
Brand stories boost local businesses by making
residents proud to support homegrown
companies and products.

Boosts Tourism
Brand stories highlight signature experiences and
landmarks, increasing visitor traffic and tourism
dollars.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 26 Brand Story
Clarity & Consistency

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) The Power of Clarity & Consistency
Makes your message memorable
Repeated exposure to a clear,
consistent narrative ensures your
brand identity sticks.

Aligns all communications
It aligns all communications and
touchpoints back to core values and
positioning and provides focus and
direction.

Avoids confusion
When we confuse with our messaging ,
we lose people’s attention
A focused brand story provides a North Star to guide all communications and expressions of your identity.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 28 Connecting With
Your Audience

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Speaking Their Language
Tailoring Messages
Community Fabric
Future Forward
By speaking the varied languages of your audiences, Campbell's brand story can inspire and connect on an authentic level.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 30 Brand Story Impact on
Economic Development

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Branding as an Economic Catalyst
Austin Texas
Austin's 'Keep Austin Weird' brand
story has fostered a thriving
entertainment scene and creative
ventures.

Nashville Tennessee
Nashville's 'Music City' brand identity
has developed into a successful music
industry ecosystem.

Silicon Valley
The Silicon Valley brand story of
innovation has attracted talent and
investment worldwide.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Highlighting Campbell's Strengths
Agricultural Roots
Leverage Campbell's orchards and packing houses
heritage to encourage food startups.

Small Town Charm
Promote Campbell's community-focused
identity and high quality of life to attract new
residents.

Technology
Showcase Campbell's innovative spirit and
success stories to draw tech companies and
talent.

Creative Culture
Highlight Campbell's arts, entertainment, and
creativity to catalyze economic growth.

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Packet Pg. 565
Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Highlighting Campbell's Strengths
Agricultural Roots
Leverage Campbell's orchards and packing houses
heritage to encourage food startups.

Small Town Charm
Promote Campbell's community-focused
identity and high quality of life to attract new
residents.

Technology Ecosystem
Showcase Campbell's innovative spirit and
success stories to draw tech companies and
talent.

Creative Culture
Highlight Campbell's arts, entertainment, and
creativity to catalyze economic growth.

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Packet Pg. 566
Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Highlighting Campbell's Strengths
Agricultural Roots
Leverage Campbell's orchards and packing houses
heritage to encourage food startups.

Small Town Charm
Promote Campbell's community-focused
identity and high quality of life to attract new
residents.

Technology
Showcase Campbell's innovative spirit and
success stories to draw tech companies and
talent.

Creative Culture
Highlight Campbell's arts, entertainment, and
creativity to catalyze economic growth.

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Packet Pg. 567
Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Highlighting Campbell's Strengths
Agricultural Roots
Leverage Campbell's orchards and packing houses
heritage to encourage food startups.

Small Town Charm
Promote Campbell's community-focused
identity and high quality of life to attract new
residents
Technology
Showcase Campbell's innovative spirit and
success stories to draw tech companies and
talent.

Creative Culture
Highlight Campbell's arts, entertainment, and
creativity to catalyze economic growth.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 36 Brand Story Impact on
Community Development

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Branding Beyond Economics
Educational excellence:

Spotlighting your schools and
programs as cornerstones for future
generations.

Celebrated local events:

Signature festivals, markets, and
cultural experiences that bring
residents together.

Natural assets:

Preserving your open spaces, trails,
parks, and agricultural heritage.

Diversity and inclusion:

Profiling how Campbell embraces and
unites a mosaic of cultures.

Local pride:

Finding unique hyperlocal stories,
landmarks, and characters that
exemplify your spirit

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 38 Campbell’s Unique Story

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Crafting Campbell's Narrative
Agricultural heritage
Highlight Campbell's roots as an agricultural
center with orchards and packing houses
Small town charm
Emphasize the tight-knit community feel
and high quality of life
Innovative spirit
Showcase Campbell's culture of creativity,
innovation and entrepreneurship
By reflecting on these unique strengths and values, Campbell can articulate an authentic brand story that resonates with residents and attracts newcomers.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 40 The Power of
Brand Story

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Foundation
What we want to be…
What people think of us…
Our identity & icons…
All tell a story
Audrey Taylor, Chabin Concepts
Brian Curtis, MC2 Design Group, Inc.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 42 Guiding Principle 1: 2040 General Plan Vision
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.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 43 Guiding Principle #2: 2040 General Plan Objectives

1. Address issues and concerns identified by city residents, businesses, decision-makers, and other stakeholders;

2. 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;

3. Protect and enhance Campbell community character, and sense of community;

4. Proactively plan for and accommodate local and regional growth in a balanced and sustainable manner, with an emphasis on maintaining Campbell’s unique character;

5. Attract and retain businesses and industries that provide high quality and high-paying jobs;

6. Support and enhance Campbell’s small business community to sustain a vibrant city with a strong downtown core and community identity;

7. Address emerging transportation, housing, and employment trends;

8. Encourage mixed use corridors that promote vibrant commercial and residential areas.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 44 Principle #3: What people think… (organic)

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Principle #4: Our Identity & Icons*
● Small Town Feel
● Community Oriented
● Pride in historic
significance and annual
history events
● Great place to raise a family
● Sense of Place
● Safety, secure
● Downtown & Pruneyard
● Good Schools
• Residents rank Quality
of Life high
• Cultural & Diversity
• Good draw from outside the area
• Location - proximity to
Silicon Valley
• Local events and festivals
• Foster healthy lifestyle
• Appreciation for small
businesses
• Cleanliness & appearance
• Responsive city
• Parks, trails and
recreation
45 *Survey & interview responses, Phase I Working Paper Perceptions

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 46 21.b
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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 47 Value and respect for the
city’s agriculture heritage,

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 48 21.b
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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 49 … California Water Company
and the iconic water tower

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 50 21.b
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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 51 21.b
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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 52 High quality of life
while all being centered
in the Silicon Valley…

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Campbell’s
Brand Architecture
Audrey Taylor, Chabin Concepts
Brian Curtis, MC2 Design Group, Inc.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 54 What is Brand Architecture?
○ The organizational framework used to structure brand, audiences and messages.
○ The framework helps define both breath and depth of the brand, identifying key areas for messaging while maintaining a brand identity and strengthening the brand.
○ The brand architecture is used to inform internal efforts. It is the foundation from which marketing and messaging occur to create consistency.

Creating Brand Architecture for a City
o When people describe a place they especially enjoy with words like "safe," "fun," "charming," and "welcoming" these types of adjectives describe the Intangible Qualities of a city.
o What constitutes a city’s brand and identity is the image of the city - the sense of identity, well-being and belonging among citizens (organic) o These form the basis to make a place memorable.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 55 “This puzzle of thousands of tiny tiles is a symbol for “Community” in a landscape where each of the pieces represents a valuable, unique part of the diversity of human experience that has forged Campbell.” The Memory Landscape – 1 West Campbell Avenue, Campbell, CA 95008 Brand Architecture Additional Inspiration

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 56 Brand Architecture: City of Campbell
Brand Foundation: Rooted in Community

PLACE PEOPLE LIVING BUSINESS
Downtown
Hiking Trails
Architect
Sense of Place
Recreation
Heritage
Arts
Architect
History
West Valley
Diversity
Cultural
Families
Children
Youth
Council
Volunteers
Leaders
Police
City
Heros
Safe
Sense of
Belonging
Great place to
raise a family
Community
Neighborhoods
Schools
Entertainment
Location
Diverse
Loyal
Small
Entrepreneurs
Longevity
Businesses
Access
Transportation

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Campbell
Conceptual
Brand

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 58 A city's brand is made up of many elements that
work together to create a unique identity and
perception.

At the heart of the brand is the logo, tagline, and
other visual assets that identify the city.

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Tagline

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) “Rooted in
Community”

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy)

CAMPBELL
Insights

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 62 21.b
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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Campbell Economic Development Plan 63

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Campbell Economic Development Plan 65

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy)

CAMPBELL
Brand Concepts

21.b
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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy)

CAMPBELL
Brand refresh concept

21.b
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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 73 Business System Treatment

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy)

CAMPBELL
Water Tower concept

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy)

BRAND CONCEPTS
Business system
& communicaton tools

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 92 Email Newsletter & traditional postcard mailer

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy)

BRAND CONCEPTS
Webite

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy)

BRAND CONCEPTS
Digital & Print

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Signage/wayfinding
& billboards

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Wearables & Swag

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Brand Story
Telling the story…
Brian

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) This video is for demonstration purposes only and not for distribution

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) Creating Consistency
Across Departments
Brand Architecture
Audrey/Brian

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 124
Brand Architecture: City of Campbell
Brand Foundation: Rooted in Community

PLACE PEOPLE LIVING BUSINESS
Downtown
Hiking Trails
Architect
Sense of Place
Recreation
Heritage
Arts
Architect
History
West Valley
Diversity
Cultural
Families
Children
Youth
Council
Volunteers
Leaders
Police
City
Heros
Safe
Sense of Belonging
Great place to raise
a family
Community
Neighborhoods
Schools
Entertainment
Location
Diverse
Loyal
Small
Entrepreneurs
Longevity
Businesses
Access
Transportation
Who Markets
these Messages?
Who Markets
these Messages?
Who Markets
these Messages?
Who Markets
these Messages?

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy)

1. Brand Concepts
Concepts are just visual
depictions – the council at
some point in time – if they
decide to refresh or change
their brand – can utilize to
finalize a new brand.
• Feedback to the council
from this body will be
valuable
• 2 Dots –
• Post on broads your preferred
and alternate logo
• Yellow post-it pad for your
notes:
• Why you like
• What you would change

2. Talking Points

1. Pillar Words
• Are there more?
• Write on your yellow post-it,
post on Pillar board.

2. Talking Points – key to
marketing
• Choose your favorite word,
phrase (or more than one).
• Let’s kick start launching
brand messaging
• Write your talking points for
this pillar element
• Form to guide you
• Keep it short and simple
125

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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) 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]

21.b
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Attachment: Campbell Brand Story Work Session Final 8.28.23 (Brand Story Strategy) City
Council
Report
TITLE: Approve Appointments to the Civic Improvement Commission

RECOMMENDED ACTION
It is recommended that the City Council approve the recommendation of the Advisory Commissioner Appointment Interview Subcommittee regarding appointments to the Civic Improvement Commission for two full-terms expiring August 2028.

BACKGROUND
Pursuant to Council Policy #1.9b regarding Advisory Commission Reappointments, current Commissioners were notified of their term expiration and notices of the upcoming vacancies were posted at City Hall, at the Campbell Library and on the City’s website.

Civic Improvement Commission: The term of Heather Malcolm and Jennifer Dooley expire August 31, 2024. Ms. Dooley is seeking reappointment and Ms. Malcolm is not.

DISCUSSION
At the close of the recruitment period on August 2, 2024, the City Clerk’s Office had received one new application. The Advisory Commissioner Appointment Interview Subcommittee (Vice Mayor Landry and Councilmember Furtado) will meet on August 15, 2024 to interview Ms. Dooley and Dr. Samantha Kibbish. The Council Subcommittee will report on the interviews and make recommendations regarding the appointment of two members to the Civic Improvement Commission for two full term positions, expiring August 2028.

FISCAL IMPACT
There is no fiscal impact associated with these appointment recommendations.

Prepared by:

Item: 22
Category: COUNCIL COMMITTEE

REPORTS
Meeting Date: August 20, 2024
22 Packet Pg. 655
Andrea Sanders, City Clerk

Approve Appointments to CIC Page 2 of 2
Approved by:

Brian Loventhal, City Manager
Attachment:
a. Applications
22 Packet Pg. 656

22.a
Packet Pg. 657
Attachment: Applications (Approve Appointments to CIC)

CITY OF CAMPBELL
70 N. FIRST STREET
CAMPBELL, CA 95008-1423

APPLICATION FOR APPOINTMENT AS

__________________________________________________________

REQUIREMENTS:- Campbell resident and at least 18 years of age.

Name _______________________________________________________________________

Address ________________________

Telephone No: Home Work _______________ Email _

Have you served in a similar capacity previously? Yes _____ No _______

If "Yes", give name of City or other jurisdiction:

____________________________________________________________________________

Present Occupation __________________________________________________________ (Give Title)

Name and Address of Present Employer (If employed)
____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________

Education: High School _____________________________________________________

College _________________________________________________________

Degree(s) Obtained ________________________________________________

What is your specific interest in this appointment?
____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________

Signature _______________________________________ Date _______________________

Rev. 12/10

22.a
Packet Pg. 658
Attachment: Applications (Approve Appointments to CIC)

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: 23
Category: COUNCIL COMMITTEE

REPORTS
Meeting Date: August 20, 2024
23 Packet Pg. 659
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 Administration Committee Valley Transportation Authority Policy Advisory Board

23 Packet Pg. 660
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

23 Packet Pg. 661
To: Honorable Mayor and City Council

Date: August 20 2024
From: Andrea Sanders, City Clerk
Subject: Desk Item 11 – Revised MRG Contract Amendment and Resolution

The purpose of this desk ite m is to provide a form al contract amendment that clearly outlines the proposed contract revisions. Also included is a revised resolution updating the recommended action.

City of Campbell

MEMORANDUM

City Clerk’s Office

AMENDMENT TO CONSULTANT SERVICES AGREEMENT
AMENDMENT #1

CITY OF CAMPBELL
70 NORTH FIRST STREET
CAMPBELL, CA 95008
(408) 866-2140

This First Amendment to Contract Services Agreement (hereinafter “First Amendment”), effective as of August 21, 2024, amends the Consultant Services Agreement (hereinafter “Agreement”) to provide on-demand human resources consulting services, originally entered into on the 15 th day of May 2024, by and between the City of Campbell (a Municipal Corporation, hereinafter referred to as “City” ) and Municipal Resources Group, LLC (hereinafter referred to as “Consultant” or “MRG”).

RECITALS
WHEREAS, City and Consultant have previously entered into that certain Consultant Services Agreement (“Agreement”) dated May 15, 2024, incorporated herein by this reference; and WHEREAS, City and Consultant desire to enter into this First Amendment to the Agreement to add Special Terms and Conditions, as specified herein.

AGREEMENT
NOW, THEREFORE, it is agreed between the Parties to incorporate the above Recitals hereto, and that the Agreement is hereby amended as follow:

1. The not-to-exceed amount stated in section 3.1 of the Agreement is increased from $50,000 to $121,500;

2. The estimated term of the Agreement set forth in section 10.9 of the Agreement is extended to September 30, 2024; and

3. Exhibit B of the Agreement is hereby replaced by the Amended Exhibit B, which is attached hereto and incorporated herein.

Except as amended by this First Amendment, all other terms and conditions as set forth in the Agreement and attachments shall remain in effect. The terms of this First Amendment shall control if any conflict exists. Each party acknowledges that it has reviewed this First Amendment and that the normal rule of construction to the effect that any ambiguities are to be resolved against the drafting party shall not be employed in the interpretation of this First Amendment.

The unenforceability, invalidity or illegality of any provision(s) of this First Amendment shall not render the other provisions unenforceable, invalid or illegal.

The Parties may execute this First Amendment in two or more counterparts, which shall, in the aggregate, be deemed an original but all of which, together, shall constitute one and the same instrument. A scanned, electronic, facsimile or other copy of a party’s signature shall be accepted and valid as an original.

Signature Warranty:

The undersigned warrant and represent that each is authorized to enter into this First Amendment on behalf of the mselves and the entities that they represent and that their respective signatures serve to legally obligate their respective representatives, agents, successors, and assigns to comply with the provisions of this First Amendment.

This Amendment to the Consultant Services Agreement shall become effective upon its execution by the City, in witness whereof, the parties have executed this Amendment the day and year first written above.

CONSULTANT CITY OF CAMPBELL
By: By:

Name: Mary Egan Name: Brian Loventhal

Title: CEO Title: City Manager

Date: Date:

Attachments:

Amended Exhibit B

Amended Exhibit "B"

The parties anticipate an additional 240 hours to complete the project services, plus 25 hours plus expenses for investigative services and to extend the term through September 30, 2024. This amendment will add $71,500 to the master contract, which will be invoiced at $260 per hour for HR On-Demand Services and $350 for Investigative Services.

The City agrees to pay MRG at the rate of $350.00 per hour for investigative services. When appropriate, MRG uses a research assistant at $125.00 per hour to handle work commensurate with his/her experience and expertise. Often new facts and witnesses are discovered through the investigative process. As such, any estimates are for planning purposes. The estimate for the requested matter is 25 hours plus expenses. MRG understands the need to manage costs and do all we can to balance these concerns. We will notify you if the scope or witness list expands dramatically after the initial intake. Time charged will include, for example, time spent interviewing witnesses, writing the report of findings, and performing necessary research. The time charged will also include the time MRG spends on telephone calls relating to your matter, including calls with witnesses, potential witnesses, or counsel representing any of the parties.

MRG will invoice for actual hours worked.

MRG may incur minor costs and expenses in performing services under this Agreement. The invoice for this matter will include all costs and expenses incurred, in addition to the hourly fee.

Reimbursable expenses include but are not limited to; mileage reimbursement at the current IRS rate per mile, postage, document production costs, transcripts, parking, tolls, and travel accommodations (such as hotel and airfare) as needed, and electronic files (zip drive) as needed.

All costs and expenses will be charged at MRG’s cost. MRG will invoice for all fees upon delivery of the final written report or two weeks after delivery of the draft report, whichever is sooner.

Each engagement shall be considered concluded after MRG has provided a final invoice for an investigation. After the conclusion of each engagement, should a need arise for MRG to respond to any subpoena, or to otherwise provide deposition or trial testimony about the matter, the City shall compensate MRG at its then applicable rates for time expended, including time involved in preparing for such deposition or testimony, or responding to any subpoena.

RESOLUTION NO. ____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CAMPBELL

DISPENSING WITH FORMAL BIDDING PROCEDURES, APPROVING AN

AMENDMENT TO A CONTRACT WITH MUNICIPAL RESOURCE GROUP, LLC FOR

ON-DEMAND HUMAN RESOURCES CONSULTING SERVICES, AND

AUTHORIZING THE CITY MANAGER TO EXECUTE THE AMENDED AGREEMENT

WHEREAS, on April 26, 2024, Municipal Resource Group, LLC (“MRG”) submitted a proposal to the City of Campbell (“City”) to provide on- demand human resources consulting services in light of recent Human Resource staff vacancies; and

WHEREAS, in response to the proposal, the City Manager approved and executed a Consultant Services Agreement (“Agreement”) with MRG with a not-to-exceed amount within the City Manager’s approval threshold for an initial contract term of three months and had a scope of services that included assistance with employee recruitment and selection, employee and labor relations, review of policies and procedures and leave guidance, classification analysis, discipline and retention, organizational assessments and change mana gement, and other special projects relating to t echnology upgrades; and

WHEREAS, on June 6, 2024, M RG submitted a request for an amendment to the Agreement to add an additional 240 hours for on- demand human resources services at $260 per hour , and to add 25 hours, plus expenses, for investigative services , at $350 per hour; and

WHEREAS, the total cost of the amendment request was $71,500 in addition to the existing not-to-exceed amount, bringing the Agreement total to a not -to-exceed amount of $121,500; and

WHEREAS, the purchasing procedures outlined in the C ampbell Municipal Code (“CMC”) Section 3.20.050 state that “ purchases and contract for supplies, services and equipment of estimated fair market value greater than fifty thousand dollars ” shall be made according to specified bidding procedures; and

WHEREAS, CMC Section 3.20.030 provides that the bidding procedures may be dispensed with when any one of eight potential circumstances are found to exist; and

WHEREAS, the City Council has found the following circumstances as specified in CMC Section 3.20.030 (4) to exist, thereby warranting the bidding procedures to be dispensed with:

• The city seeks the special services, consultation or advice in financial, economic, accounting, engineering, legal, administrative or other matters from persons specially trained, experienced and competent to perform the special services required; and

WHEREAS, the City Council has determined that MRG has specialized training and extensive knowledge of Human Resources and has been able to address the City’s Human Resources Division needs due to this extensive and special knowledge;

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Campbell hereby dispenses with the bidding procedures, as set forth in CMC Section

3.20.030 (4), approves the First A mendment to the consultant services agreement with Municipal Resources Group, LLC to provide On- Demand Human Resources consulting services, for a contract amount not to exceed $121,500, and authorizes the City Manager to execute the amendment.

PASSED and ADOPTED this day of 2024, by the following roll call vote:

AYES: Councilmembers

NOES: Councilmembers

ABSENT: Councilmembers

APPROVED:

Susan M. Landry, Mayor

ATTEST:
__________________________
Andrea Sanders, City Clerk
Date: August 16, 2024 To: Honorable Mayor and City Council From: Andrea Sanders, City Clerk
Subject: Desk Item 15 – Added Reference
Attachment
T
he staff report for Item 15 references Attachment C as a full list of General Plan goals, policies, actions that support the ordinance (General Plan Relevant Goals, Policies, and Actions). This attachment was inadvertently not included in the packet and is being provided as a desk item.

C
ity of Campbell M

EMORANDUM
City Clerk’s Office

The City has a responsibility to establish codes and regulations which serve in the best interests of public health, safety, and welfare of the community. Specific to preserving and protecting air quality through the regulation of NOx emissions, the 2040 General Plan includes the following goals, policies, and actions: Conservation and Open Space (COS) o Goal COS-10: Improve air quality in Campbell and the region through reductions in air pollutants and greenhouse gas (GHG) emissions. o Action COS-Chapter 18.70, Woodburning Appliances, in order to improve and maintain air quality conditions in the City and enhance the health and quality of life of its citizens. o Policy COS-10.4: Require projects to adhere to the requirements of the Bay Area Air Quality Management District (BAAQMD), including standards related to fireplaces, wood stoves, heaters, dust control, and abatement measures. o Policy COS-10.8: Comply with regional, state, and federal standards and programs for control of all airborne pollutants and noxious odors, regardless of source. Community Health and Wellness (CHW) o Policy CHW-2.1: Practice effective city leadership in order to promote and enhance overall health conditions for residents. o Goal CHW-2: Promote a comprehensive and diverse approach to community health and wellness. o Policy CHW-2.2: Consider the effects of planning decisions on the overall health and well-being of the community and its residents. Safety (SA) o Goal SA-5: Protect citizens from hazardous materials. o Goal SA-7: Minimize risks to life, property, the economy, and the environment through climate adaptation strategies that enhance and o Action SA-7.c Periodically assess and monitor the effects of climate change and the associated levels of risk in order to adapt to changing climate conditions.

To: Honorable Mayor and City Council

Date: August 20 2024
From: Andrea Sanders, City Clerk
Subject: Desk Item 15 – Correspondence

The attached public comments were received in relation to Item 15 – Air Quality Ordinance.

City of Campbell

MEMORANDUM
City Clerk’s Office

County of Santa Clara
Public Health Department

Public Health Administration
150 W. Tasman Drive, 2nd Floor
San José, CA 95134
408.792.5040

Board of Supervisors: Sylvia Arenas, Cindy Chavez, Otto Lee, Susan Ellenberg, S. Joseph Simitian County Executive: James R. Williams

August 20, 2024

City of Campbell
Attn: City Council
70 N First Street
Campbell, CA 95008

RE: Support for the City of Campbell’s Consideration of Policies to Protect Public and Environmental Health

To Mayor Susan Landry and Members of the Campbell City Council:

The County of Santa Clara’s Public Health Department aims to improve and protect the health and wellness of our community by working to reduce disparities caused by a wide range of health threats, including indoor and outdoor air pollution and climate change. Residents of vulnerable communities are more likely to suffer from higher exposure to outdoor air pollution, due to their proximity to roadways and mobile sources of pollution like cars and trucks, as well as proximity to stationary, industrial sources of pollution. Compared to national averages, American Indian and Alaska Native households, and Black and Hispanic or Latino households, also suffer significantly higher exposure to unsafe indoor air pollution, like nitrogen oxides (NOx), due to sources like gas appliances. NOx exposure has been linked to respiratory and cardiovas cular disease, and NOx emissions also contribute to climate change, which disproportionately affects vulnerable populations such as low -income communities of color.

The most effective way to reduce the impact of hazardous exposures on human and environmental health is to eliminate the hazard, usually through the adoption of safer alternatives that do not pose the same hazard.

Therefore, we commend the City of Campbell for its leadership in considering policies that focus on upstream, preventive measures to protect public and environmental health such as those that may reduce air pollution and attempt to counteract climate change. We also encourage jurisdicti ons and uti lities to explore strategies that support the replacement of gas appliances with zero -emission appliances in existing buildings, particularly in and among communities that experience disproportionate and high exposure to pollution, in order to f urther reduce health inequities. Lastly, we encourage the City to prioritize equity, by assessing the implications of all such policies as they may impact vulnerable communities based on determinants of health such as income, geography, language ability, i mmigration status, race, gender, and sexual orientation. Thank you for your collaboration in such ventures to protect the health of our joint residents and enhance health equity.

Sincerely,

Sarah L. Rudman, MD MPH
Deputy Health Officer
Santa Clara County Public Health Department
Docusign Envelope ID: 879AC985-6124-448B-A835-7F7590E86B89

To: Honorable Mayor and City Council

Date: August 20 2024
From: Andrea Sanders, City Clerk
Subject: Desk Item 17 – Correspondence

The attached public comments were received in relation to Item 17 – Inclusionary Housing Ordinance.

City of Campbell

MEMORANDUM

City Clerk’s Office

J #
August 20, 2024
Dear Mayor and Council members:

I am writing to express my concerns regarding the proposal to lower the City's inclusionary housing threshold from 10 units to 5 units. It will have unintended consequences to the development landscape in the city, particularly for lower-density residential projects.

Homeowners of below-market-rate (BMR) single-family homes often have limited financial resources and have to prioritize essential expenses. Necessary upkeep such as exterior painting, roof repairs, and window replacements may be deferred. Over time, this can lead to the deterioration of the homes, negatively impacting the neighborhood. By extending the inclusionary housing requirement to low density developments, BMR units are being created that homeowners may have difficulty maintaining.

Larger developments have a greater ability to absorb the cost of BMR units, but even projects with 10 units have difficulty. As it is, builders must seek higher market-rate prices to offset the financial loss associated with BMRs, which ultimately makes housing less affordable. This is contrary to the original intent of inclusionary housing policies.

For low-density rental properties, the challenges are equally concerning. Reduced rental income from BMR units makes it difficult to finance necessary capital improvements such as painting, roof repairs, or building upgrades. Without a mechanism to help property owners recoup these costs and achieve a modest return, the long-term sustainability of these properties are at risk.

BMR rental units pose additional on-going financial risks for property owners, and smaller developments simply cannot take these on. We have personal experience with this. At one of our properties in Campbell, a tenant refused to cooperate with the City's annual requalification process. This triggered a loss of rental income and legal fees in excess of $100,000 for one unit.

When our BMR units turnover, there are almost always above-average vacancy periods due to the tenant qualification process. How can a small property owner absorb these losses? The City must provide adequate protections and indemnification for property owners to prevent these burdens from falling disproportionately on small business owners. 2185 THE ALAMEDA, SUITE 150, SAN JOSE, CA 95126 I 408.345.1767 | ROBSONHOMES.COM

In light of these concerns, I urge you not to lower the inclusionary housing threshold. This policy change could discourage development especially for low density projects and does not address the existing challenges within the BMR program. Instead, BMR homeowners need more financial support to maintain their properties, and rental property owners require mechanisms to invest in capital improvements and safeguards against potential legal and financial risks from the City's BMR tenant qualification/placement process.

Thank you for your attention to this matter. I hope the City Council will take these concerns into account to ensure that any policy changes promote long-term stability and fairness for all parties involved.

Sincerely,
Mark Robson

To: Susan M. Landry and City Council Members

Date: August 20, 2024
From: Eloiza Murillo-Garcia, Housing Manager
Via: Rob Eastwood, Community Development Director
Subject: Public Hearing Agenda, Item 17 – Affordable Housing Nexus Study, etc.)

In response to Public Comment s outlined in “ Attachment F ” of the packet , the City’s consultant, BAE urban economics, has provided detailed responses (see “Exhibit A”).

In general, the responses highlight incorrect claims and assumptions in the commenter’s analysis and support the approach and conclusions of the Nexus Study – including that smaller 5-to-9-unit projects will remain feasible to develop with the implementation of the staff recommended action.

Exhibit(s):

A. Response to Public Comment
City of Campbell

MEMORANDUM
Housing Division

Exhibit A
Detailed Response to Public Comment

Section Titled “Flawed Nexus Study”

Comment #1: The study does not reference SB 684, SB 10, SB 9, or upcoming SB 1123

Response: The bills that the commenter cited are intended to improve the feasibility of residential development by allowing more units on some parcels and streamlining approval processes. Therefore, projects that rely on the provisions of these bills will generally have fewer barriers to feasibility than other projects, and therefore may be more feasible than the prototypes that were evaluated in the study. The study avoids overstating the feasibility of new development by not assuming that all new developments will be SB 9 or SB 10 projects and by not assuming any specific savings on costs due to SB 684 or SB 1123.

Comment #2: The commenter cited text on page 41 and referenced a small lot single- family home sale price of $2.65 million (the actual sale price assumption used in the study was $2.6 million, see below). The commenter made an assumption that the single-family home prototype has a unit size of 1,900 square feet and stated that the sale price assumption for the single- family prototype is unrealistically high based on this square footage.

Response: The commenter’s assumption about the size of the homes in the single-family prototype is incorrect, and therefore the assumption that the sale price is overstated is also incorrect. The single-family prototype development program is summarized in Table 12 and the development program is shown in more detail in Appendix C, Table C -5. As shown, the prototype has an average house size of 2,600 square feet. As shown in Table C-5, the financial feasibility analysis is based on a sale price of $2.6 million per unit, or $1,000 per square foot. This assumption is based on data from Redfin on single- family home sales in Campbell that were built in 2015 or later and sold between December 2022 and November 2023 (i.e., the year prior to the date when BAE accessed the data). This data indicates a median sale price of approximately $1,060 per square foot and a sale price of approximately $1,000 per square foot at the 25 th percentile. The $1,000 per
square foot sale price assumption used in the study is therefore consistent with sale prices at the 25
th percentile among newer homes in Campbell. This assumption is also consistent with input from the development community that we received while preparing the study.

Comment #3: The commenter states that construction costs for the single family prototype would equal $500 per square foot.

Response: Developers that BAE has spoken to, including smaller-scale developers that would be likely to build a smaller-scale infill project, have indicated that development costs for the single- family prototype would be lower than $500 per square foot, and BAE believes that our total development cost estimate of $365 per square foot, not including land or developer profit, is reasonable. However, as shown in Table 13, the residual land value associated with the single-family prototype is significantly higher than the required land purchase price for the prototype, meaning that the project would continue to be feasible even with higher construction costs.

Section Titled “What is the data pointing to”

Comment #4: The commenter stated that with land, the total development cost for a single-family home would be $1.4 million and that the sale price would be $1.8 million. Based on this, the commenter states that the study overestimates the residual value of the single-family prototype.

Response: This is inaccurate in two respects. First, the study uses a sale price of $2.6 million per unit for the single family prototype (see above), rather than the $1.8 million that the commenter cited.

Second, the residual values shown in Table 13 and in the pro formas provided in Appendix C are residual land values. As discussed on pages 38-39 of the report, the residual land value is the amount that the developer could feasibly pay for land, after accounting for all other development costs and developer profit, based on the value of a project once built. If the residual land value is at least as high as the cost of land, the project would be feasible. This means that the cost of land is encompassed in the residual land values that are shown in the report and it is not methodologically accurate to add the cost of land to the total development cost before calculating the residual land value. The commenter cites a prevailing land cost of $400,000 to $450,000 per unit, which is significantly lower than the residual land value shown in the analysis, meaning that the prototype could support a land purchase at the price that the commenter cited.