City Council Agenda
City of Campbell, 70 N. First St., Campbell, California
NOTE: This City Council Regular meeting will be conducted in person as well as telecommunication and is compliant with provisions of the Brown Act.
The City Council meeting will be live -streamed on Channel 26 (Xfinity) or Channel 88 (Direct TV), the City's website and on YouTube https://www.youtube.com/user/CityofCampbell for those who only wish to view the meeting.
Those members of the public wishing to provide public comment virtually are asked to register in advance at: https://www.campbellca.gov/signup. After registering, you will receive a confirmation email containing information about joining the meeting. Members of the public may attend the meeting in person at Campbell City Hall - Council Chambers.
Public comment will also be accepted via email at [email protected] until 12:00p.m. prior to the start of the meeting. Written comments will be posted on the website and distributed to the Council. If you choose to email your comments, please indicate in the subject line “FOR PUBLIC COMMENT” and indicate the item number.
REGULAR MEETING OF THE CAMPBELL CITY COUNCIL
Tuesday, September 16, 2025 7:00 p.m.
City Hall Council Chamber – 70 N. First Street
CALL TO ORDER
ROLL CALL
PLEDGE OF ALLEGIANCE
SPECIAL PRESENTATIONS AND PROCLAMATIONS
COMMUNICATIONS AND PETITIONS
ORAL REQUESTS
NOTE: This portion of the meeting is reserved for persons wishing to address the City Council on any matter not on the agenda. Persons wishing to address the Council are requested, but not required to complete a Speaker’s Card. Speakers are limited to two (2) minutes. The law generally prohibits the Council from discussion or taking action on such items. However, the Council may instruct staff accordingly regarding Oral Requests.
COUNCIL ANNOUNCEMENTS
CONSENT CALENDAR
NOTE: All matters listed under consent calendar are considered by the City Council to be routine and will be enacted by one motion. There will be no separate discussion of these items
unless a request is made by a member of City Council, City staff, or a member of the public.
Any person wishing to speak on any item on the consent calendar should ask to have the item removed from the consent calendar prior to the time the Council votes to approve. If removed, the item will be discussed in the order in which it appears.
1. Minutes of City Council Executive Session Meeting of September 2, 2025 Recommended Action : Approve the executive session meeting minutes of September 2, 2025.
2. Minutes of City Council Regular Meeting of September 2, 2025 Recommended Action: Approve the regular meeting minutes of September 2, 2025
3. Approving Bills and Claims
Recommended Action: Approve the bills and claims in the amount of $2,674,699.61.
PUBLIC HEARINGS AND INTRODUCTION OF ORDINANCES
NOTE: Members of the public may be allotted up to two (2) minutes to comment on any public hearing item. Applicants/Appellants and their representatives may be allotted up to a total of five (5) minutes for opening statements and up to a total of three (3) minutes maximum for closing statements. Items requested/recommended for continuance are subject to Council’s consent at the meeting.
4. Public Hearing to Consider Adoption of an Interim Ordinance Extending Ordinance No. 2334 to Continue Urgency Measures Implementing Senate Bill 1123 (2024) and Assembly Bill 130 (2025) Regarding Ministerial Approval of Starter Home Projects. (Ordinance/Roll Call Vote) Recommended Action: It is recommended that the City Council adopt an ordinance to extend Interim Ordinance No. 2334.
5. Approval of Amendment to Fiscal Year (FY) 2026 Schedule of Fees and Charges
Recommended Action: That the City Council adopt a Resolution amending Housing Development Project Permit fee rates for minor projects to be incorporated into the City's existing Fiscal Year (FY) 2026 Schedule of Fees and Charges, effective November 15, 2025.
NEW BUSINESS
6. Approval of the Fiscal Year (FY) 2025 -26 City of Campbell Investment Policy Update (Resolution/Roll Call Vote)
Recommended Action: It is recommended that the City Council adopt a Resolution approving the annual update to the City’s Investment Policy for FY 2025-26.
7. Parks and Recreation Master Plan (Resolution/Roll Call Vote) Recommended Action: That the City Council adopt a resolution approving the Parks and Recreation Master Plan.
UNFINISHED BUSINESS
COUNCIL COMMITTEE REPORTS
8. Council Committee Reports
Recommended Action: That the City Council report on activities from their committee assignments.
ADJOURN
IMPORTANT NOTICE: Materials related to an item on this agenda submitted to the City Council after distribution of the agenda packet are available for public inspection with the agenda packet in the lobby of City Clerk’s Office, 70 N. First Street, Campbell, CA 95008, during normal business hours. These materials will also be available on the City website at https://www.ci.campbell.ca.us/agendacenter with the agenda packet following the last item of the agenda, subject to staff’s ability to post the documents prior to the meeting. All documents not posted prior to the meeting will be posted the next business day.
In compliance with the Americans with Disabilities Act, listening assistive devices are available for all meetings held in the City Council Chambers. If you require accommodation, please contact the City Clerk’s Office, (408) 866-2117, at least one week in advance of the meeting.
CITY COUNCIL MINUTES
City of Campbell, 70 N. First St., Campbell, California
CITY COUNCIL EXECUTIVE SESSION
Tuesday, September 2, 2025 – 6:15 PM
Doetsch Conference Room
70 N. First Street, Campbell, California
This City Council meeting was duly noticed pursuant to open meeting requirements of the Ralph M. Brown Act (G.C. Section 54956).
CALL TO ORDER
The City Council of the City of Campbell convened this day in the special meeting place, the Doetsch Conference Room, 70 N. First Street, Campbell, California.
ROLL CALL
Attendee Name Title Status
Sergio Lopez Mayor Present
Dan Furtado Vice Mayor Present
Elliot Scozzola Councilmember Present
Terry Hines Councilmember Present
Anne Bybee Councilmember Present
PUBLIC COMMENT
Sheri Wysocki requested confirmation that her public comments had been provided to the City Council.
City resident requested confirmation that their public comments had been provided to the City Council.
It was confirmed that the City Council had received their public comments.
MOVE INTO CLOSED EXECUTIVE SESSION
A. Personnel
B. Litigation - CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION Initiation of litigation pursuant to paragraph (4) of subdivision (d) of California Government Code Section 54956.9: One case
1 Packet Pg. 4
Minutes Acceptance: Minutes of Sep 2, 2025 6:15 PM (CONSENT CALENDAR)
Minutes of September 2, 2025 City Council Meeting Page 2 C. Real Property
D. Labor Negotiations
The City Council met in Executive Session to discuss Item B on the agenda. City Attorney Seligmann and Assistant City Manager Gaeta were in attendance.
City Attorney Seligmann reported on Executive Session actions in open session at the September 2, 2025 Regular meeting, stating the City Council authorized the City Attorney’s Office to initiate litigation for the item that was listed as Item B on the agenda.
ADJOURN
Mayor Lopez adjourned the meeting at 6:55 PM
APPROVED:
ATTEST:
Sergio Lopez, Mayor
Andrea Sanders, City Clerk
1 Packet Pg. 5
Minutes Acceptance: Minutes of Sep 2, 2025 6:15 PM (CONSENT CALENDAR)
CITY COUNCIL MINUTES
City of Campbell, 70 N. First St., Campbell, California
REGULAR MEETING OF THE CAMPBELL CITY COUNCIL
Tuesday, September 2, 2025 7:00 p.m.
City Hall Council Chamber – 70 N. First Street
This City Council meeting was duly noticed pursuant to open meeting requirements of the Ralph M. Brown Act (G.C. Section 54956).
This meeting was recorded and can be viewed in its entirety at www.campbellca/agendacenter.
CALL TO ORDER
The City Council of the City of Campbell convened this day in the regular meeting place, the City Hall Council Chamber, 70 N. First St., Campbell, California.
ROLL CALL
Attendee Name Title Status
Sergio Lopez Mayor Present
Dan Furtado Vice Mayor Present
Elliot Scozzola Councilmember Present
Terry Hines Councilmember Present
Anne Bybee Councilmember Present
PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was led by Lisa Pagan of KoaStrong and Allyssa Gil-Ojeda Jacob’s Heart on behalf of Childhood Cancer Awareness Month.
Mayor Lopez presented Certificates of Appreciation to Ms. Pagan and Ms. Gil-Ojeda for leading the Pledge.
SPECIAL PRESENTATIONS AND PROCLAMATIONS
1. Proclamation Declaring the Week of September 1 -5, 2025 as "National Payroll Week" in the City of Campbell
Recommended Action: It is recommended that the City Council proclaim the week of September 1 - 5, 2025 as "National Payroll Week" in the City of Campbell.
Mayor Lopez presented information related to National Payroll Week and invited Finance Director Will Fuentes and Payroll Technician Kim Graham to speak. 2 Packet Pg. 6
Minutes Acceptance: Minutes of Sep 2, 2025 7:00 PM (CONSENT CALENDAR)
Minutes of September 2, 2025 City Council Meeting Page 2
Director Fuentes spoke of the important role payroll staff and HR perform to ensure that staff is paid timely, and correctly. He thanked his team for their dedicated efforts.
Councilmembers thanked Ms. Graham and the payroll team for their excellent service and efforts.
Mayor Lopez thanked Mr. Fuentes, Ms. Graham and the payroll team, and presented them a proclamation proclaiming the Week of September 1 -5, 2025 as "National Payroll Week" in the City of Campbell.
2. Proclamation Declaring the Month of September 2025 as "Childhood Cancer Awareness Month" in the City of Campbell
Recommended Action: That the City Council authorize the Mayor to proclaim the month of September 2025 as Childhood Cancer Awareness Month in the City of Campbell.
Item taken out of order, following the Pledge of Allegiance.
Mayor Lopez shared information on Childhood Cancer Awareness Month. He invited Lisa Pagán, Founder and Executive Director of KoaStrong Childhood Cancer Prevention Organization and Allyssa Gil -Ojeda, Outreach Coordinator, for Jacob's Heart to provide comments.
Lisa Pagán thanked the City Council for supporting this cause and advocating for Childhood Cancer prevention and awareness.
Allyssa Gil -Ojeda of Jacob’s Heart thanked the City for accepting and recognizing the proclamation for Childhood Cancer Awareness Month. Ms. Gil - Ojeda provided information on the challenges presented to families suffering from childhood cancer.
Councilmembers stated their support for Childhood Cancer Awareness Month and thanked the organizations for coming and bringing awareness to this noteworthy cause.
Mayor Lopez presented proclamations to KoaStrong and Jacob’s Heart proclaiming the month of September as Childhood Awareness Month in the City of Campbell.
COMMUNICATIONS AND PETITIONS
There were no communications and petitions.
City Attorney Seligmann reported on Executive Session actions stating the City Council has authorized the City Attorney’s Office to initiate litigation for the item that was listed as Item B on the September 2, 2025, Executive Session agenda. 2 Packet Pg. 7
Minutes Acceptance: Minutes of Sep 2, 2025 7:00 PM (CONSENT CALENDAR)
Minutes of September 2, 2025 City Council Meeting Page 3
ORAL REQUESTS
There were no Oral Requests.
COUNCIL ANNOUNCEMENTS
Let’s come together to protect and preserve one of Campbell’s most cherished natural resources, Los Gatos Creek. Join Councilmember Terry Hines for a hands -on community cleanup at Campbell Park, located near Gilman and Campbell Avenue, and be part of a movement that makes a visible and lasting impact on our environment on Saturday, September 20, 2025 from 9:00am to 12:00pm. Register at www.cleanacreek.org. Please be sure to reference Site No 41. Pre-Registration is required.
The Creek Connections Action Group is a consortium of public agencies and organizations, including Valley Water and the West Valley Storm Water Authority, that share the goal of protecting Santa Clara County’s waterways.
The History Happy Hour lecture series at the Ainsley House is a great place to learn about interesting topics, meet new people and tour the Ainsley House. On Friday, September 12 from 5:30 to 7:30pm, discover the rich legacy of winemaking in the Santa Clara Valley. Bonnie Bamburg of Friends of the Winemakers uncorks the fascinating story of our region’s rich winemaking roots from the padres of Mission Santa Clara to Prohibition-era bootleggers and beyond. Registration is required. $25 per person includes appetizers, drinks and entry to the Ainsley House. For more information, please visit campbellmuseums.com.
The 15 th Annual Caregivers Count Conference. The Caregivers Count Conference offers a comprehensive educational series designed to support family caregivers. This year’s three -part conference will take place from 10:00am -12:00pm over three consecutive Saturdays: 9/6, 9/13, and 9/20. The topics include: Seven Questions About Transitions That Worry Caregivers; Tailoring Care and Support Transitions and Care Transitions and Technology. All sessions are free by pre -registering at caregiverscount.net.
Back to School means sharing the road. As the school year begins again this fall, please remember to keep an eye out for young students who are walking or bicycling to school. Pay attention to school zones; avoid distractions, stay alert; take extra precaution when you’re behind or approaching a school bus and be prepared for more traffic and for motorists making sudden stops. If you would like to do your part to help improve traffic safety for our young students, consider serving as a volunteer at your child’s school. Help make our schools safe places to walk and bike.
CONSENT CALENDAR
Mayor Lopez asked if anyone wished to remove an item from the Consent Calendar.
Item nine was removed from the Consent Calendar.
2 Packet Pg. 8
Minutes Acceptance: Minutes of Sep 2, 2025 7:00 PM (CONSENT CALENDAR)
Minutes of September 2, 2025 City Council Meeting Page 4 The Consent Calendar was considered as follows:
3. Minutes of City Council Special Meeting of August 18, 2025 Recommended Action: Approve the special meeting minutes of August 18, 2025.
This action approves the special meeting minutes of August 18, 2025.
4. Minutes of City Council Executive Session Meeting of August 19, 2025 Recommended Action : Approve the Executive Session meeting minutes of August 19, 2025.
This action approves the executive session meeting minutes of August 19, 2025.
5. Minutes of City Council Regular Meeting of August 19, 2025 Recommended Action: Approve the regular meeting minutes of August 19, 2025.
This action approves the regular meeting minutes of August 19, 2025.
6. Approving Bills and Claims
Recommended Action: Approve the bills and claims in the amount of $3,930,558.09.
This action approves the bills and claims in the amount of $3,930,558.09 as follows: bills and claims checks dated August 4, 2025, in the amount of $316,573.61; bills and claims checks dated August 8, 2025, in the amount of $3,030,204.01; bills and claims checks dated August 11, 2025, in the amount of $442,125.69; payroll checks dated August 14, 2025, in the amount of $77,361.86; and bills and claims checks dated August 15, 2025, in the amount of $64,292.92.
7. Monthly Investment Transactions Report (July 2025)
Recommended Action: That the City Council review and accept the Monthly Investment Transactions Report for July 2025.
This action reviews and accepts the Monthly Investment Transactions Report for July 2025.
8. Monthly Treasurer's Report (July 2025)
Recommended Action: That the City Council review and accept the Monthly Treasurer’s Report for the month ended July 31, 2025.
This action reviews and accepts the Monthly Treasurer’s Report for the month ended July 31, 2025.
M/S: Bybee/Hies - That the City Council approve the Consent Calendar, with the exception of Item nine. The motion was adopted by the following roll call vote:
RESULT: ADOPTED [UNANIMOUS]
MOVER: Bybee
SECONDER: Hines
2 Packet Pg. 9
Minutes Acceptance: Minutes of Sep 2, 2025 7:00 PM (CONSENT CALENDAR)
Minutes of September 2, 2025 City Council Meeting Page 5 AYES: Bybee, Hines, Scozzola, Furtado, Lopez
ITEMS CONSIDERED SEPARATE FROM CONSENT
9. Approve a Contract and Authorize the City Manager to Execute a Consultant Services Agreement with HMH Engineers for the Preparation of the East Campbell Avenue Plan Line Project 25 -CC (Resolution/Roll Call Vote)
Recommended Action: That the City Council adopt a resolution approving a contract and authorizing the City Manager to execute a consultant services agreement with HMH Engineers for the preparation of the East Campbell Avenue Plan Line Project 25-CC.
Vice Mayor Furtado asked for a brief overview of the item.
Senior Civil Engineer Storz presented a staff report dated September 2, 2025.
Vice Mayor Furtado asked if the developer is aware what the City’s plan and vision is for the Del Grande area. Staff confirmed that they have a valid Street Improvement plan and agreement that is still consistent with the Campbell Avenue Master Plan.
Vice Mayor Furtado asked what safety precautions are being put in place for pedestrians walking across the street. Staff confirmed that the area of Harrison and Civic Center Drive are a recognized concern. As part of the Tipsy project and the PDA Public Works project, a reconfiguration of that area has been designed.
Mayor Lopez asked if anyone from the public wished to speak. There were no public comments.
After discussion, M/S: Hines/Furtado - That the City Council adopt Resolution 13331 approving a contract and authorizing the City Manager to execute a consultant services agreement with HMH Engineers for the preparation of the East Campbell Avenue Plan Line Project 25 -CC. The motion was adopted by the following roll call vote:
RESULT: ADOPTED [UNANIMOUS]
MOVER: Hines
SECONDER: Furtado
AYES: Bybee, Hines, Scozzola, Furtado, Lopez
PUBLIC HEARINGS AND INTRODUCTION OF ORDINANCES
There were no public hearings and introduction of ordinances.
NEW BUSINESS
2 Packet Pg. 10
Minutes Acceptance: Minutes of Sep 2, 2025 7:00 PM (CONSENT CALENDAR)
Minutes of September 2, 2025 City Council Meeting Page 6
10. Approval of Plans and Specifications, Authorization to Solicit Bids, Award and Approve Contract, and Other Associated Actions for the John D.
Morgan Park – Budd Ave – Restroom Improvements Project No. 24 -DD (Resolution/Roll Call Vote)
Recommended Action: That the City Council adopt a resolution 1) approving the plans and specifications for the John D. Morgan Park - Budd Avenue - Restroom Improvements Project (No. 24 -DD); 2) authorizing the solicitation of bids; 3) awarding and approving the subsequent construction contract to the lowest, responsive bidder in an amount not to exceed $1,410,000, plus a 10% contingency of $141,000; 4) authorizing the City Manager to execute said contract as specified in Campbell Municipal Code Section 3.20.100; 5) authorizing the City Engineer to negotiate and execute contract change orders up to and within the allocated construction contingency; and 6) authorizing the Public Works Director to reject bids and rebid the project, should bids received have unamenable irregularities.
Public Works Director Olay presented a staff report dated September 2, 2025.
Following City Council questions, Mayor Lopez asked if anyone from the public wished to speak. There were no public speakers.
After discussion, M/S: Scozzola/Bybee – That the City Council adopt Resolution 13332 approving the plans and specifications for the John D.
Morgan Park - Budd Avenue - Restroom Improvements Project (No. 24-DD); authorizing the solicitation of bids; awarding and approving the subsequent construction contract to the lowest, responsive bidder in an amount not to exceed $1,410,000, plus a 10% contingency of $141,000; authorizing the City Manager to execute said contract as specified in Campbell Municipal Code Section 3.20.100; authorizing the City Engineer to negotiate and execute contract change orders up to and within the allocated construction contingency; and authorizing the Public Works Director to reject bids and rebid the project, should bids received have unamenable irregularities. The motion was adopted by the following roll call vote:
RESULT: ADOPTED [UNANIMOUS]
MOVER: Scozzola
SECONDER: Bybee
AYES: Lopez, Furtado, Scozzola, Hines, Bybee
11. Campbell Multimodal Transportation Plan Workplan
Recommended Action: That the City Council receive the report regarding an overview of the Campbell Multimodal Transportation Plan workplan.
Environmental Programs Specialist Hudson and Alta Planning Assistant Project Manager Charlie Simpson presented a staff report dated September 2, 2025. A phased approach to the multimodal transportation plan, related stakeholder and community outreach and next steps were presented.
2 Packet Pg. 11
Minutes Acceptance: Minutes of Sep 2, 2025 7:00 PM (CONSENT CALENDAR)
Minutes of September 2, 2025 City Council Meeting Page 7
Council inquired about seniors living in the community and staff confirmed their mobility and accessibility within the City will be a consideration of this Plan. It was noted that all modes of transportation will be looked at.
In response to City Council inquiries, staff confirmed that City Boards and Commissions will be included as part of the process.
Councilmember Hines requested the Campbell Village area be looked at to assist residents with multimodal alternatives in that area.
Mayor Lopez asked if changes from tech companies related to autonomous vehicles or ride share services etc., have been considered. Staff confirmed that staff will be reviewing all these types of new programs, as well as other ones such as micromobility or shuttle services etc.
Mayor Lopez encouraged staff to engage and coordinate with Valley Transportation Authority (VTA) in their process.
Mayor Lopez asked if anyone from the public wished to speak. There were no public speakers.
Councilmembers stated support for the multimodal project and its goals.
12. Designation of Voting Delegate and Alternate for 2025 League of California Cities Annual Conference
Recommended Action: That the City Council designate a Voting Delegate and Alternate(s) for the League of California Cities Annual Conference General Business Meeting to be held on October 10, 2025.
City Clerk Sanders presented a staff report dated September 2, 2025.
Mayor Lopez asked if anyone from the public wished to speak. There were no public speakers.
Councilmember Hines stated he will be attending the conference and offered to be the primary delegate.
Mayor Lopez noted he was attending as well and would be able to serve as an alternate voting member.
After discussion, M/S: Bybee/Scozzola – That the City Council designate Councilmember Hines as a voting delegate and Mayor Lopez as an alternate for the League of California Cities Annual Conference General Business Meeting to be held on October 10, 2025. The motion was adopted by the following roll call vote:
RESULT: ADOPTED [UNANIMOUS]
MOVER: Bybee
2 Packet Pg. 12
Minutes Acceptance: Minutes of Sep 2, 2025 7:00 PM (CONSENT CALENDAR)
Minutes of September 2, 2025 City Council Meeting Page 8 SECONDER: Scozzola
AYES: Lopez, Furtado, Scozzola, Hines, Bybee
UNFINISHED BUSINESS
There was no unfinished business.
COUNCIL COMMITTEE REPORTS
13. Council Committee Reports
Recommended Action: That the City Council report on activities from their committee assignments.
Councilmember Scozzola attended the Friends of the Heritage theatre meeting; the Summer Concert Series; the State of the City event; and the South Bay Labor, Labor Day barbecue event.
Vice Mayor Furtado attended the Mayors and Managers meeting in place of Mayor Lopez.
Vice Mayor Furtado raised an item for future discussion relating to rent structure in Campbell. He spoke of the Rental Increase Fact Finding Committee (RIFFC) and requested a future council meeting discussion to determine if landlords and tenants with disputes could be required to attend a meeting of the RIFFC and mediate their issue.
M/S: Furtado/Hines – that the City Council refer the matter of rent structure and the Rental Increase Fact Finding Committee to staff for a future presentation. The motion was adopted by the following roll call vote:
RESULT: ADOPTED [UNANIMOUS]
MOVER: Furtado
SECONDER: Hines
AYES: Lopez, Furtado, Scozzola, Hines, Bybee
Councilmember Bybee commended the Recreation and Public Works staff for their efforts on the Summer Concert Series.
Councilmember Hines proposed holding a study session to discuss the issues with the City Hall and Campbell Community Center buildings.
M/S: Hines/Lopez – That the City Council hold a Study Session to discuss the building infrastructure associated with City Hall and the Community Center. The motion was adopted by the following roll call vote:
RESULT: ADOPTED [4 TO 1]
MOVER: Hines
SECONDER: Lopez
2 Packet Pg. 13
Minutes Acceptance: Minutes of Sep 2, 2025 7:00 PM (CONSENT CALENDAR)
Minutes of September 2, 2025 City Council Meeting Page 9 AYES: Lopez, Furtado, Scozzola, Hines
NAYS: Bybee
Councilmember Hines attended the Summer Concert Series; an Ainsley House event; Campbell Chamber of Commerce Golf Tournament; tour of Anderson Dam by Valley Water Commission; Hot Summer Nights Bingo event with DCBA and Country Woman’s Club; an EV charging meeting hosted by Silicon Valley Clean Energy; and gave a business shoutout to PG&E.
Mayor Lopez thanked those who attended his State of The City event; spoke of an upcoming Valley Transportation Authority (VTA) Board meeting; and attended the Silicon Valley Pride event in San Jose.
ADJOURN
Mayor Lopez spoke of the passing of former City of Cupertino Councilmember Hung Wei and also the passing of former Campbell City Attorney Bob Depmster.
City Attorney Seligmann shared fond memories of Mr. Dempster.
Councilmembers shared their personal experiences with Councilmember Wei and former City Attorney Dempster.
Mayor Lopez adjourned the meeting at 8:31 PM with a moment of silence in memory of Hung Wei and Bob Dempster.
APPROVED:
ATTEST:
Sergio Lopez, Mayor
Andrea Sanders, City Clerk
2 Packet Pg. 14
Minutes Acceptance: Minutes of Sep 2, 2025 7:00 PM (CONSENT CALENDAR) City
Council
Report
TITLE: Approving Bills and Claims
RECOMMENDED ACTION
Approve the bills and claims in the amount of $2,674,699.61
DISCUSSION
The bills and claims that have been audited and approved by staff for payments made as noted below:
Type Check Date Amount
Bills & Claims August 18, 2025 $469,055.01
Bills & Claims August 22, 2025 $48,965.56
Bills & Claims August 25, 2025 $2,086,888.78
Payroll August 28, 2025 $36,634.58
Bills & Claims August 29, 2025 $33,155.68
Total $2,674,699.61
FISCAL IMPACT
Requested action does not require a budget adjustment. Adequate funding was available to cover all expenses as listed.
Prepared by:
Celia Deniz, Accounting Clerk II
Reviewed by:
Item: 3
Category: CONSENT CALENDAR
Meeting Date: September 16, 2025
3 Packet Pg. 15
Norite Vong, Assistant Finance Director
Approving Bills and Claims Page 2 of 2
Approved by:
Brian Loventhal, City Manager
3 Packet Pg. 16
City
Council
Report
TITLE: Public Hearing to Consider Adoption of an Interim Ordinance Extending Ordinance No. 2334 to Continue Urgency Measures Implementing Senate Bill 1123 (2024) and Assembly Bill 130 (2025) Regarding Ministerial Approval of Starter Home Projects. (Ordinance/Roll Call Vote)
RECOMMENDED ACTION
It is recommended that the City Council adopt an ordinance to extend Interim Ordinance No. 2334.
ENVIRONMENTAL DETERMINATION
Adoption of this interim ordinance is statutorily exempt from the California Environmental Quality Act (CEQA) pursuant to Government Code Sections 65852.28(e), 65913.4.5(b), and 66499.41(i).
BACKGROUND
At its July 1 meeting, the City Council adopted an interim ordinance to implement Senate Bill (SB) 1123, which took effect that same day. This law built upon 2023’s SB 684, which established a ministerial approval process for small housing developments of up to 10 units, commonly referred to as “starter home projects,” consistent with the statutory chaptering of the law under the “Starter Home Revitalization Act of 2021.” The law was amended again by Assembly Bill (AB) 130, a budget trailer bill, which went into effect immediately upon its enactment on June 30. The Council subsequently adopted a revised interim ordinance (Ordinance No. 2334) at its August 4 meeting to incorporate these amendments.
Pursuant to California Government Code Section 65858, the interim ordinance is in effect for 45 days, expiring on September 18. Following initial adoption, the Government Code allows a city to extend an interim ordinance for a period of up to 10 months and 15 days after a duly noticed public hearing. The additional time is intended to allow for the preparation of a permanent ordinance and/or the adoption of policies to address the land use matters that prompted the interim ordinance.
DISCUSSION
Item: 4
Category: PUBLIC HEARINGS AND
INTRODUCTION OF
ORDINANCES
Meeting Date: September 16, 2025
4 Packet Pg. 17
Starter Home Projects Interim Ordinance Extension Page 2 of 3 The draft ordinance would extend the City’s Interim Starter Home Ordinance No. 2334 for 10 months and 15 days, or until it is superseded by a permanent ordinance, whichever occurs first. The provisions of this ordinance are intended to be incorporated into the pending Miscellaneous Municipal Code Update, which is anticipated to be considered by the Council early next year.
PUBLIC NOTICE
Following the July 1 City Council meeting, staff conducted an outreach effort via email (through a MailChimp campaign), the City’s social media channels , and the City website. These messages informed the public of the City’s adoption of a local ordinance implementing starter home projects and directed readers to a new webpage . The webpage includes information about the ordinance, eligibility criteria, and development standards, along with a comprehensive Frequently Asked Questions (FAQ) section and a density calculator to assess project eligibility.
FISCAL IMPACT
As previously noted, current economic conditions have severely limited housing development aside from single -family and townhome projects. Accordingly, staff views starter home projects as a critical tool to facilitate small -scale infill townhome development across the City. These projects can generate $25,000 to $30,000 in planning entitlement fees, $100,000 to $250,000 in plan review, permit, and mapping fees, and approximately $22,000 per new unit in park impact fees. They also increase assessed property values, leading to long -term gains in property tax revenue, of which the City receives a 10–11% share.
Prepared by:
Daniel Fama, Senior Planner
Reviewed by:
Rob Eastwood, Community
Development Director
4 Packet Pg. 18
Starter Home Projects Interim Ordinance Extension Page 3 of 3 Approved by:
Brian Loventhal, City Manager
Attachment:
a. Interim Ordinance Extension
4 Packet Pg. 19
ORDINANCE NO. _____
BEING AN INTERIM ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CAMPBELL EXTENDING ORDINANCE NO. 2334 TO CONTINUE URGENCY MEASURES IMPLEMENTING SENATE BILL 1123 (2024) AND ASSEMBLY BILL 130 (2025) REGARDING MINISTERIAL APPROVAL OF STARTER HOME PROJECTS.
WHEREAS, on October 11, 2023, the Governor of the State of California signed into law Senate Bill No. 684 (Caballero), to add Sections 65852.28, 65913.4.5, and 66499.41 to the California Government Code, which collectively authorize a streamlined, ministerial approval process for housing development projects of ten or fewer residential units on urban lots under five acres, and allow the application of objective development and d esign standards;
WHEREAS, on September 19, 2024, the Governor signed into law Senate Bill No. 1123 (Caballero), "An act to amend Sections 65852.28 and 66499.41 of the California Government Code, relating to land use," which clarified and expanded the eligibility criteria for ministerial approval, including: permitting vacant single -family residential lots up to 1.5 acres; prohibiting the inclusion of accessory dwelling units (ADUs ) and junior accessory dwelling units (JADUs) in the 10-unit cap; authorizing specified height limits on vacant lots; recognizing tenancy-in-common ownership structures; and reducing the minimum density for non-Housing Element sites to 66 percent of maximum allowable density;
WHEREAS, on June 30, 2025, the Governor signed into law Assembly Bill No. 130 (Committee on Budget), a budget trailer bill that enacted immediate changes to numerous provisions of state housing law, including amendments to Government Code Section 66499.41 to clarify the treatment of remainder parcels, revise the relationship between unit construction and map recordation, and establish new limitations on the sale, lease, or financing of subdivided parcels prior to final inspection;
WHEREAS, the provisions of Senate Bill No. 1123 and Assembly Bill No. 130 became operative on July 1, 2025, and in the absence of locally adopted development standards, requirements, and implementation procedures, the bill’s mandates could conflict with existing provisions of the Campbell Municipal Code and thereby create uncertainty, inconsistencies, and administrative obstacles to the implementation of the law;
WHEREAS, certain development standards, requirements, and permitting procedures in the Campbell Municipal Code are currently inconsistent with the provisions authorized by Government Code Sections 65852.28, 65913.4.5, and 66499.41 , including but not limited to lot size minimums, land use definitions, and review procedures;
WHEREAS, California Government Code Sections 65852.28(e), 65913.4.5(b) and 66499.41(i) authorize local governments to adopt ordinances implementing the provisions of Senate Bill No. 1123, as amended by Assembly Bill No. 130;
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Attachment: Interim Ordinance Extension (Starter Home Projects Interim Ordinance Extension)
WHEREAS, pursuant to Section 65858 of the California Government Code and Section 21.60.090 of the Campbell Municipal Code, the City Council may take appropriate action to adopt urgency measures as an interim ordinance;
WHEREAS, on July 1, 2025, the City Council adopted Interim Ordinance No. 2332 to implement Senate Bill No. 1123; however, that ordinance had been prepared prior to the June 30, 2025 enactment of Assembly Bill No. 130;
WHEREAS, on August 4, 2025, the City Council adopted Interim Ordinance No. 2334 to implement Senate Bill 1123, as amended by Assembly Bill 130, thereby superseding Interim Ordinance No. 2332.
WHEREAS, the City is undertaking a study to update its current zoning code provisions to conform to the changes in the State law, which shall be completed within a reasonable time, not to exceed 10 months and 15 days from the adoption of this interim ordinance, or until the adoption of a superseding ordinance, whichever comes first;
WHEREAS, this interim ordinance establishes ministerial approval procedures, eligibility criteria, subdivision requirements, and objective development standards for qualifying small-scale housing development projects, including provisions for vacant single- family parcels, minimum lot sizes, and affordability obligations;
WHEREAS, it is not the intent of this interim ordinance to deny approvals needed for the development of projects with a significant component of multifamily housing;
WHEREAS, adoption of this interim ordinance is not a project for purposes of the California Environmental Quality Act (CEQA), pursuant to California Government Code Sections 65852.28(e), 65913.4.5(b), and 66499.41(i), which exempt the implementation of these statutory provisions from CEQA review;
WHEREAS, pursuant to Section 65858 of the Government Code, the City Council may extend the previously adopted interim ordinance for 10 months and 15 days after public notification and following a public hearing;
WHEREAS, the City Council finds and determines that extending Interim Ordinance No. 2334 would not be detrimental to the public interest, health, safety, convenience, or general welfare of the city; and is internally consistent with other applicable provisions of the Campbell Municipal Code;
WHEREAS, it is not the intent of this interim ordinance to deny or delay the approval of housing development projects that are in compliance with Government Code Sections 65852.28, 65913.4.5, and 66499.41; and
WHEREAS, considering the foregoing findings, the City Council further finds that there is a current and immediate threat to the public health, safety, or welfare, and that adherence to existing standards, requirements, and permitting procedures in conflict with this interim ordinance would result in that threat to public health, safety, or welfare.
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Attachment: Interim Ordinance Extension (Starter Home Projects Interim Ordinance Extension)
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CAMPBELL DOES HEREBY ORDAIN AS FOLLOWS:
SECTION 1 (SEVERABILITY): If any section, subsection, sentence, clause, or phrase of this interim ordinance is for any reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of the Ordinance. The City Council hereby declares that it would have passed this interim ordinance and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional.
SECTION 2 (CEQA): Adoption of this interim ordinance is statutorily exempt under the California Environmental Quality Act (CEQA) pursuant to California Government Code Sections 65852.28(e), 65913.4.5(b), and 66499.41(i).
SECTION 3 (STATE LAW). Any provision of this interim ordinance which is inconsistent with Government Code Sections 65852.28, 65913.4.5, or 66499.41 shall be interpreted in a manner as to achieve compliance with State law. The provisions of this interim ordinance shall supersede and take precedence over any inconsistent provision of the Campbell Municipal Code to that extent necessary to effect the provisions of this interim ordinance for the duration of its effectiveness.
SECTION 4 (REPEAL): If Government Code Sections 65852.28, 65913.4.5, or 66499.41 are repealed or otherwise rescinded by the California State Legislature or by the People of the State of California, this interim ordinance shall cease to be in effect.
SECTION 5 (PUBLICATION): The City Clerk shall cause this interim ordinance to be published at least once in a newspaper of general circulation within 15 days after its adoption in accordance with Government Code Section 36933.
SECTION 6 (EFFECTIVENESS): Interim Ordinance No. 2334 is hereby extended for 10 months and 15 days, or until the adoption of a superseding ordinance , whichever comes first.
PASSED AND ADOPTED this _____ day of ____________, 2025 by the following roll call vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
APPROVED:
Sergio Lopez, Mayor
ATTEST:
Andrea Sanders, City Clerk
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Attachment: Interim Ordinance Extension (Starter Home Projects Interim Ordinance Extension)
City
Council
Report
TITLE: Approval of Amendment to Fiscal Year (FY) 2026 Schedule of Fees and Charges
RECOMMENDED ACTION
That the City Council adopt a Resolution amending Housing Development Project Permit fee rates for minor projects to be incorporated into the City's existing Fiscal Year (FY) 2026 Schedule of Fees and Charges, effective November 15, 2025.
BACKGROUND
The City's financial policies require that fees and charges for services be reviewed and updated annually to ensure that they keep pace with the changes in the cost of providing related services and/or changes in methods or levels of service delivery. For any changes to fees which are not development -related, such changes can be effective the day after City Council approval. However, for development -related fees, the California Government Code (GC) requires a 60 -day period between approval of the resolution and implementation of the fee.
On April 15, 2025, Council adopted the Fiscal Year (FY) 2026 Master Fee Schedule which included increases to user fees across all City departments to be effective July 1, 2025. As part of that action, a 2.76% across -the-board Consumer Price Index (CPI) adjustment was applied to all housing development-related fees. However, a limited set of housing development permit fees were inadvertently excluded from the update and CPI adjustment.
Redline fees showing the CPI oversight are reflected in Table 1 below.
Table 1 - Fees reflecting missed CPI increase presented to Council on 4/15/25
Item: 5
Category: PUBLIC HEARINGS AND
INTRODUCTION OF
ORDINANCES
Meeting Date: September 16, 2025
5 Packet Pg. 23
Approval of Amendment to FY 2026 Schedule of Fees and Charges Page 2 of 4
DISCUSSION
Tables 2 and Table 3, along with Attachments B and C, show the corrected comparative and proposed FY 26 Master Fee Schedule, reflecting the CPI increase for minor Housing Development Project Permits (HDPP).
Table 2 - Fees reflecting corrected redline CPI increase presented to Council on 9/16/25
Table 3 - Fees reflecting corrected Master Fee Schedule with CPI increase presented to Council on 9/16/25
5 Packet Pg. 24
Approval of Amendment to FY 2026 Schedule of Fees and Charges Page 3 of 4 Staff recommends that the City Council adopt the attached resolution in Attachment A amending the FY 2026 Master Fee Schedule relating to Housing Development Project Permit fees for minor projects. This resolution shall amend Resolution 13279 which was adopted on April 15, 2025. Since these are development related fees, if approved, they will be in effect on November 15, 2025 – 60 days after the resolution is adopted.
FISCAL IMPACT
The fiscal impact of approving the proposed resolution with a CPI increase of 2.76% for minor Housing Development Project Permits is anticipated to result in less than $5,000 in additional revenue for the remainder of the fiscal year (FY 2026).
ALTERNATIVES
1. Approve amended CPI fee adjustments for FY 2026 Minor Housing Development Project Permit (HDPP) fees.
2. Do not approve corrected CPI fee adjustments for FY 2026 Minor Housing Development Project Permit (HDPP) fees.
3. Provide other direction to staff.
Prepared by:
Shannon Brangan, Administrative Analyst I
5 Packet Pg. 25
Reviewed by:
Will Fuentes, Finance Director
Approval of Amendment to FY 2026 Schedule of Fees and Charges Page 4 of 4 Approved by:
Brian Loventhal, City Manager
Attachment:
a. Resolution - FY 2026 Fee Schedule
b. Comparative - HDPP Fee Schedule
c. Corrected - HDPP Fee Schedule
5 Packet Pg. 26
RESOLUTION NO. ________________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CAMPBELL
AMENDING THE FY 2026 SCHEDULE OF FEES AND CHARGES TO BE EFFECTIVE NOVEMBER 15, 2025
WHEREAS, the City Council of the City of Campbell adopted the annual Schedule of Fees and Charges for Fiscal Year (FY) 2026 on April 15, 2025, via Resolution # 13279 and to be effective July 1, 2025; and
WHEREAS, the FY 2026 Adopted Schedule of Fees and Charges include d a 2.76% Consumer Price Index (CPI) increase to rates to start FY 2026, with a few exceptions for fees set by statutory limit, those based on a per square foot or similar ratios, and fire prevention, planning, engineering, in-lieu, community garden, credit card, and recreation fees; and
WHEREAS, since adoption, City staff have discovered that the appropriate 2.76% CPI adjustment was mistakenly not applied to rates for minor Housing Development Project Permits as shown under the Planning Fees section of the FY 2026 Adopted Schedule of Fees and Charges, Section 77(b) and recommends that this error be corrected for those fees effective November 15, 2025 and per the sixty -day (60) required waiting period for revised development related fees to become effective; and
WHEREAS, the City Council finds that establishing an automatic annual adjustment mechanism for certain development related fees and charges such as those for minor Housing Development Project Permits, based on an independently published cost index, is necessary to maintain the fiscal sustainability of City services and to ensure compliance with California Government Code Section 65589.5(o)(2)(A);
WHEREAS, the City Council finds that establishing an automatic annual adjustment mechanism for certain development-related fees and charges such as those for minor Housing Development Project Permits, based on an independently published cost index will not exceed the reasonable relationship between the amount of the fee and the cost of the service, public facility, or portion of the public facility as applicable and attributable to the development on which the fee and/or tax is imposed;
WHEREAS, fees for services provided by the City do not exceed the reasonably anticipated costs of providing those services;
NOW, THEREFORE, BE IT RESOLVED that the attached and revised fees and charges for minor Housing Development Project Permits, be adopted and effective and that this Resolution and the fee schedule be made an addendum to the City Council Policy Manual
PASSED AND ADOPTED this ________ day of ________, 2025, by the following roll call vote:
AYES: Councilmembers
NOES: Councilmembers
ABSENT: Councilmembers
APPROVED:
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Attachment: Resolution - FY 2026 Fee Schedule (Approval of Amendment to FY 2026 Schedule of Fees and Charges) __________________________
Sergio Lopez, Mayor
ATTEST:
_____________________________
Andrea Sanders, City Clerk
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Attachment: Resolution - FY 2026 Fee Schedule (Approval of Amendment to FY 2026 Schedule of Fees and Charges) City of Campbell
PLANNING FEES
FY 24/25 Fee FY 25/26 Fee Increase /
(Decrease) Charge Basis Note CPI
AdjustActivity Description
Housing Development Project Permits (HDPP)
77 Housing Development Project Permits (HDPP)
a) Administrative (Community Development Director)
i) Up to 4 units New Development $6,759 $6,946 $187 [e] Y ii) All Others (changes to existing projects) $4,054 $4,166 $112 [e] Y b) Minor (Planning Commission)
i) Up to 15 units $8,722 $8,963 $241 [e] Y
i) 16-24 units $13,021 $13,381 $360 [e] Y
iii) 25-49 units $21,621 $22,218 $597 [e] Y
iv) 50+ units $32,431 $33,327 $896 [e] Y
c) Major (City Council) $32,431 $33,327 $896 [e] Y
d) Adjustments (MFDDS Ch. 9) (in addition to HDPP) $1,351 $1,388 $37 [e] Y 13 5.b
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Attachment: Comparative - HDPP Fee Schedule (Approval of Amendment to FY 2026 Schedule of Fees City of Campbell
PLANNING FEES
FY 25/26 Fee Charge Basis NoteActivity Description
Housing Development Project Permits (HDPP)
77 Housing Development Project Permits (HDPP)
a) Administrative (Community Development Director)
i) New Development $6,946 [e]
ii) All Others (changes to existing projects) $4,166 [e] b) Minor (Planning Commission)
i) Up to 15 units $8,963 [e]
ii) 16-24 units $13,381 [e]
iii) 25-49 units $22,218 [e]
iv) 50+ units $33,327 [e]
c) Major (City Council) $33,327 [e]
d) Adjustments (MFDDS Ch. 9) (in addition to HDPP) $1,388 [e] 1 5.c
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Attachment: Corrected - HDPP Fee Schedule (Approval of Amendment to FY 2026 Schedule of Fees and Charges)
City
Council
Report
TITLE: Approval of the Fiscal Year (FY) 2025-26 City of Campbell Investment Policy Update (Resolution/Roll Call Vote)
RECOMMENDED ACTION
It is recommended that the City Council adopt a Resolution approving the annual update to the City’s Investment Policy for FY 2025-26.
BACKGROUND
The Investment Policy establishes procedures and guidelines by which the City’s surplus funds can be managed in a prudent and fiscally sound manner. The policy encompasses those funds over which the City exercises fiscal control and prioritizes the objectives of public funds management as safety, liquidity and return, in that order and consistent with guidance provided by the Government Finance Officers Association (GFOA). It also stipulates allowable and unallowable investment alternatives as well as establishes parameters for selecting broker/dealers and institutions with which the City may do business.
California Government Code Section 53646 (a) (2) recommends that on an annual basis, the City Investment Policy be submitted to its legislative body and any oversight committee for consideration at a public meeting. The Finance Sub -Committee is the oversight committee responsible for review of the Investment Policy.
DISCUSSION
The City’s Finance Sub -Committee met on August 18, 2025 to discuss and review the recommended Investment Policy for Fiscal Year (FY) 202 5-26. The Investment Policy is updated annually to conform to California Government Code (CGC) Section 53600 et. seq. Any statutory revisions made during the previous calendar year that impact the City policy are incorporated as necessary and shown in the Redline ( Attachment B ) and Clean ( Attachment C ) versions of the policy. There are no statutory revisions needed this year, but staff and the City’s investment advisors (Chandler) are recommending two minor revisions below. All page numbers reference the Redline version:
• Header – Modified to September 16, 2025 throughout to reflect tentative Council review and approval date.
Item: 6
Category: NEW BUSINESS
Meeting Date: September 16, 2025
6 Packet Pg. 31
Annual Investment Policy Update FY 2025-26 Page 2 of 3
• Page 2 – Per changes in Investment Strategy implemented for FY 2024 -25, the target duration of the portfolio is no longer limited to an average maturity of 3 years and may go up to 5 years. This was intended to also be clarified in the FY 2024-25 Investment Policy Update, but was mistakenly omitted. Thus, Section III.D.1.e of the FY 2025-26 Investment Policy has removed reference to this limit and replaced it with the following: “The duration of the portfolio will generally be approximately equal to the duration (typically, plus or minus 20%) of a Market Benchmark, an index selected by the City based on the City’s investment objectives, constraints, and risk tolerances.”
The Finance Sub -Committee agreed with staff’s recommendations on the FY 2025-26 Investment Policy and recommended it for Council consideration and approval. The City’s Investment Strategy was also updated to reflect current economic and financial conditions and is shown as Attachment D. Representatives from Chandler will support City staff in its presentation of the recommended Investment Policy and Strategy for FY 202 5-26 as well as provide an Economic and Portfolio Update. Within this presentation, key economic indicators and charts shown in Attachment E will be highlighted and explained in more detail as requested by the Finance Sub-Committee.
While the Finance Sub -Committee agreed with staff’s recommendations on the FY 2025-26 Investment Policy and Strategy, they did have several questions relating to the level and management of combined liquid funds in the City’s checking account and various investment accounts, the differences in BNY / Chandler portfolio value between the Quarterly Investment Report provided to Council by staff on August 4, 2025 and the Chandler Portfolio Update (Attachment E), already realized and anticipated future tariff impacts to the City, the impacts of federal policy and potential Federal Reserve Board changes, and the state of the economy in general. In regard to the $176,312 difference between the Quarterly Investment Report provided to Council by staff on August 4, 2025 and the Chandler Portfolio Update , the portfolio value in the Chandler report is higher due to the inclusion of the Market Value of Accrued Interest Earned; whereas the staff report of August 4, 2025 does not include this. There are also other minor differences due to the services that Chandler uses to determine the market value of investments and the services that staff uses to determine the market value of investments. The Finance Sub -Committee was satisfied with the answers provided by City staff and Chandler representatives, but both will also be available for questions as needed at the September 16, 2025 City Council meeting.
FISCAL IMPACT
There is no immediate fiscal impact of either the FY 2025-26 Investment Policy or the Investment Strategy.
6 Packet Pg. 32
Annual Investment Policy Update FY 2025-26 Page 3 of 3
Prepared by:
Will Fuentes, Finance Director
Approved by:
Brian Loventhal, City Manager
Attachment:
a. Resolution - FY 2025-26 Investment Policy
b. Investment Policy FY 2025-26 (REDLINE)
c. Investment Policy FY 2025-26 (CLEAN)
d. Investment Strategy FY 2025-26
e. Economic and Portfolio Update (Chandler 06-30-25)
6 Packet Pg. 33
RESOLUTION NO.____________________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CAMPBELL APPROVING THE ANNUAL UPDATE TO THE INVESTMENT POLICY FOR FISCAL YEAR (FY) 2025-26
WHEREAS, Government Code Section 53646(a)(2) recommends that a statement of Investment Policy be submitted to the City’s legislative body annually for its consideration at a public meeting; and
WHEREAS, there has been submitted to the City Council a statement of the City’s Investment Policy; and
WHEREAS, the Policy and any changes recommended by staff and the Finance Sub-Committee have been reviewed by the City Council and it has been determined that the Fiscal Year (FY) 2025-26 Investment Policy as recommended is acceptable.
NOW, THEREFORE BE IT RESOLVED, by the City Council of the City of Campbell that the FY 2025-26 Investment Policy is hereby approved as submitted.
PASSED AND ADOPTED this ____ day of __________ 2025, by the following roll call vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
APPROVED:
________________________
Sergio Lopez, Mayor
ATTEST:
_________________________
Andrea Sanders, City Clerk
6.a
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Attachment: Resolution - FY 2025-26 Investment Policy (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
1 I. PURPOSE
It is the policy of the City of Campbell to invest public funds in a prudent manner which conforms to all statutes governing the investment of public funds while providing security and meeting the daily cash flow needs of the City.
The purpose of this document is to identify the policies guiding prudent investment of the City’s temporarily idle funds and to establish guidelines and objectives for suitable investments including delegation of authority, prudence, monitoring and reporting, policy review, diversification, eligible securities, safekeeping, collateralization, selection of financial institutions and broker/dealers, glossary of terms, and forms utilized.
II. SCOPE
A. This investment policy shall apply to all financial assets, investment activities, and debt issues (excluding those debt issues subject to governing documents) of the City of Campbell including the following fund types:
1. General Fund
2. Special Revenue F unds
3. Debt Service Funds
4. Capital Projects F unds
5. Internal Service F unds
6. Trust and Agency Funds
B. The policy does not cover funds held by the Public Employees Retirement System nor funds of the Deferred Compensation program.
III. OBJECTIVES
A. It is the objective of this policy to pr ovide a system which will monitor and forecast revenues and expenditures so that the City can invest temporarily idle funds to the fullest extent possible. The temporarily idle funds shall be invested in accordance with provisions of California Government Code Section 53600 et. seq.
B. The City adheres to conservative investment philosophies including investment of all idle cash, preservation of principal at the risk of yield, maintenance of adequate liquidity to meet anticipated cash flow needs and diversification to avoid the risks inherent in over investing in any one asset class.
C. This policy specifically prohibits trading securities for the sole purpose of speculating on the future direction of interest rates. It further prohibits reverse repurchase agreements, use of derivative products, and/or leveraging of the portfolio.
D. The City shall ensure the safety of invested funds by limiting credit and interest rate risks. The three primary objectives of the City's Investment Policy in order of priority are:
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
2 1. Safety: Safety of principal is the foremost objective of the City of Campbell.
Safety and the minimizing of risk associated with investing refer to attempts to reduce the potential for loss of principal, interest or a combination of the two. The City ensu res safety of its invested idle funds and limits credit and interest rate risks by following these guidelines (all of which are detailed within the body of the Investment Policy):
a. Investing only in those instruments that are generally accepted as safe investment vehicles for local government as authorized by this Policy,
b. Carefully reviewing the qualifications and financial strength of financial institutions and broker/dealers prior to conducting business with them,
c. Diversifying the investment portfolio as prescribed within this Policy,
d. Structuring the portfolio such that securities mature to meet the City's cash requirements for ongoing operations, thereby avoiding the need to sell securities on the open market prior to their maturation,
e. Limiting the final maturity of purchased securities to five years limiting the weighted average maturity of the portfolio to three years. The duration of the portfolio will generally be approximately equal to the duration (typically, plus or minus 20%) of a Market Benchmark, an index selected by the City based on the City’s investment objectives, constraints, and risk tolerances, and
f. Ensuring the physical security or safekeeping of the City's investments.
2. Liquidity: Liquidity is the second most important objective of the City's Policy.
Liquidity refers to the ability to convert an investment to cash promptly without loss of principal and minimal loss of interest. For example, this is accomplished by maintaining sufficient balances in liquid investment products, such as the Local Agency Investment Fund (LAIF) or other local government investment pools which offer same day availability, or by investing in securities with active secondary or resale markets.
3. Return: Return on the City's portfolio is last in rank among investment objectives. Investments are limited to relatively low risk securities in anticipation of earning a fair return relative to the risk being assumed.
IV. STRUCTURE AND RESPONSIBILITY
A. DELEGATION OF AUTHORITY:
1. The City Council assumes direction over the City’s investments, and assigns management responsibility for the investment program to the Finance Director,
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
3 who shall serve as Chief Fiscal Officer, and have legal custody of funds. The Finance Director may provide for delegation of his/her responsibilities to other persons under his/her control responsible for investment transactions, including
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
4 the delegation of certain portions of the investment portfolio to one or more external and qualified investment advisers or such other designee approved by the Finance Sub-Committee. External investment advisors who are engaged b by the City shall be registered under the Investment Advisers Act of 1940 and shall assist in the management of the City's investment portfolio in a manner consistent with the City's objectives. External investment advisers may be granted discretion to purchase and sell investment securities in accordance with this investment policy.
B. POLICY REVIEW:
1. This Investment Policy shall be reviewed and approved annually as recommended by California Government Code Section 53600 et. seq.
C. RESPONSIBILITIES:
1. Responsibilities of the City Council: The City Council consists of a Mayor and four Council members and is the policy setting board for the City of Campbell. The City Council has considered and adopted a written Investment Policy for the City of Campbell. Pursuant to the City's Financial Policies, the City Council shall on an annual basis, approve necessary changes to the Investment Policy as recommended by the Finance Sub-Committee. On a quarterly basis, the City Council shall receive, review and accept the Quarterly Investment Report submitted by the Finance Department.
2. Responsibilities of the Finance Sub-Committee: The Finance Sub- Committee consists of two Council members, the City Manager, the Finance Director, and the Assistant Finance Director. On an annual basis, this Sub- Committee shall review necessary revisions to the established Investment Policy of the City of Campbell and make a recommendation to the City Council accordingly. No less than once per fiscal year, the City's investment strategy will be reviewed by the Finance Sub-Committee. A summary of the investment strategy will be shared with the City Council at that time. Should market activity encourage revisions in the City's strategy, the Finance Sub-Committee shall be advised accordingly.
3. Responsibilities of the City Manager: The City Manager is responsible for directing and supervising the Finance Director. He/she has the responsibility of keeping the City Council fully advised as to the financial condition of the City. a. Wire Transfer Authority: The City Manager has unlimited wire transfer authority for a single transaction. Such a transaction requires joint review, approval and verification in advance by the City Manager and Finance Director. The transaction shall be highlighted in the Quarterly Investment Report to Council.
4. Responsibilities of the Finance Director: The Finance Director is appointed by the City Manager and serves as Chief Fiscal Officer. He/she is subject to the direction and supervision of the City Manager. The Finance Director is charged with the responsibility for the conduct of all Finance Department functions including the custody and investment of City funds, and investment of those funds in accordance with principles of sound treasury management and in accordance with applicable laws and policies. Refer to "Delegation of Authority" for additional information pertaining to delegation of investment responsibilities.
6.b
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
5 a. Wire Transfer Authority: The Finance Director has wire transfer authority not to exceed $5,000,000 for a single transaction. Such a transaction shall be reviewed, approved and verified in advance by the City Manager. The transaction shall be highlighted in the Quarterly Investment Report to Council.
5. Responsibilities of the Assistant Finance Director: The Assistant Finance Director is appointed by the Finance Director and serves as the Investment Manager for the City pursuant to specific delegation authority provided by this Investment Policy. He/she is subject to the direction and supervision of the Finance Director and is charged with the responsibility and conduct of the day- to-day accounting and cash management functions of the City. This includes the custody and investment of City funds, and investment of those funds in accordance with principles of sound treasury management and in accordance with applicable laws and policies. Refer to "Delegation of Authority" for additional information pertaining to delegation of investment responsibilities.
Implementation and maintenance of the Investment Policy are the responsibility of this individual. On an annual basis, the Assistant Finance Director shall present to the Finance Sub-Committee, recommended changes to the City's Investment Policy. On a quarterly basis, the Assistant Finance Director shall present to the City Council, via the City Manager, a Quarterly Investment Report.
Refer to "Monitoring and Reporting" for additional information. a. Wire Transfer Authority: The Assistant Finance Director has wire transfer authority not to exceed $3,000,000 for a single investment transaction.
Such a transaction shall be reviewed, approved and verified in advance by the Finance Director, and shall be reported in the Quarterly Investment Report to Council.
6. Responsibilities of the Accountant: The Accountant is appointed by the Finance Director and is subject to the direction and supervision of the Assistant Finance Director. The Accountant carries out the specific instructions provided by the Assistant Finance Director regarding the purchase and sale of securities in accordance with principles of sound treasury management and in accordance with applicable laws and policies. Accounting for the various investment transactions is the responsibility of the Accountant.
a. Wire Transfer Authority: The Accountant has wire transfer authority not to exceed $2,100,000 for a single investment transaction. The standard operating procedure is that all cash and investment wire transfers made by the Accountant and Senior Accountant are reviewed, approved and verified in advance by the Assistant Finance Director, and are reported in the Quarterly Investment Report to Council.
D. Prudence:
1. Pursuant to California Government Code, Section 53600.3, all persons authorized to make investment decisions on behalf of the City are trustees and therefore fiduciaries subject to the Prudent Investor Standard. This means that all governing bodies of local agencies or persons authorized to make investment decisions on behalf of those local agencies investing public funds pursuant to
6.b
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
6 this chapter are trustees and therefore fiduciaries subject to the prudent investor standard. When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated needs of the Agency, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the Agency. Within the limitations of this section and considering individual investments as part of an overall strategy, investments may be acquired as authorized by law.
2. The City’s overall investment program shall be designed and managed with a degree of professionalism that is worthy of the public trust. The City recognizes that no investment is totally riskless and that the investment activities of the City are a matter of public record. Accordingly, while the intent of the City is to hold purchased securities to maturity, the City recognizes that occasional measured losses may be advisable in a diversified portfolio and shall be considered within the context of the overall portfolio's return, provided that (a) adequate diversification has been implemented and (b) the sale of a security is in the best long-term interest of the City.
E. Ethics and Conflicts of Interest:
Elected officials and employees involved in th e investment process shall refrain from personal business activity that could conflict with proper execution of the City’s investment program or could impair or create the appearance of an impairment of their ability to make impartial investment decisions. Employees and investment officials shall disclose to the City Manager any business interests they have in financial institutions that conduct business with the City, and they shall subordinate their personal investment transactions to those of the City. In addition, the City Manager, the Finance Director and others with delegated investment authority shall file a Statement of Economic Interests each year pursuant to California Government Code Section 87203 and regulations of the Fair Political Practices Commission.
All participants in the investment process are required to comply with terms of the Political Reform Act, Fair Political Practices Commission Regulations promulgated thereunder (2 C.C.R. §§ 18110 through 18998), the City’s Conflict of Interest Policy, including, without limitation, filing of Form 700, notification and recusal obligations, and Government Code section 1090 prohibitions.
Conflict with State Statutes or Regulations
1. In the instance of any conflict between the City of Campbell Investment Policy and Government Code Section 53600 et seq, the more stringent requirement shall apply.
V. AUTHORIZED SECURITIES AND TRANSACTIONS
All investments and deposits of the City shall be made in accordance with California Government Code Sections 16429.1, 53600-53609 and 53630-53686, except that pursuant to California Government Code Section 5903(e), proceeds of bonds and any moneys set aside or pledged to secure payment of the bonds may be invested in securities or obligations described in the ordinance, resolution, indenture, agreement, or other instrument providing for the issuance of the bonds. Any revisions or extensions of these code sections will be assumed
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
7 to be part of this Policy immediately upon being enacted. However, in the event that amendments to these sections conflict with this Policy and past City investment practices, the City may delay adherence to the new requirements when it is deemed in the best interest of the City to do so. Percentage holdings limits listed in this section apply at the time the security is purchased.
The City has further restricted the eligible types of securities and transactions to the following:
1. United States Treasury bills, notes, bonds, or strips with a final maturity not exceeding five years from the date of purchase.
2. Federal Agency debentures and mortgage-backed securities with a final maturity not exceeding five years from the date of purchase issued by the Government National Mortgage Association (GNMA). The aggregate investment in Federal Agency obligations shall not exceed 75% of the City’s total portfolio. No more than 30% of the total portfolio may be invested in any single Agency issuer. No more than 20% of the total portfolio may be invested in callable agency securities.
3. Federal Instrumentality (government sponsored enterprise (GSE)) debentures, discount notes, callable and step-up securities, with a final maturity not exceeding five years from the date of purchase, issued by the following only: Federal Home Loan Banks (FHLB), Federal National Mortgage Association (FNMA), Federal Farm Credit Banks (FFCB) and Federal Home Loan Mortgage Corporation (FHLMC). The aggregate investment in Federal Instrumentality obligations shall not exceed 75% of the City’s total portfolio. No more than 30% of the total portfolio may be invested in any single Agency/GSE issuer. No more than 20% of the total portfolio may be invested in callable agency securities.
4. Repurchase Agreements with a final termination date not exceeding one year collateralized by U.S. Treasury obligations, Federal Agency securities, or Federal Instrumentality securities listed in items 1, 2 and 3 above with the maturity of the collateral not exceeding five years. For the purpose of this se ction, the term collateral shall mean purchased securities under the terms of the City’s approved Master Repurchase Agreement. The purchased securities shall have a minimum market value including accrued interest of 102% of the dollar value of the transaction. Collateral shall be held in the City's custodian bank, as safekeeping agent, and the market value of the collateral securities shall be marked-to-the-market daily. The aggregate investment in repurchase agreements shall not exceed 10% of the City’s total portfolio.
Repurchase Agreements shall be entered into only with broker/dealers that have executed a City approved Master Repurchase Agreement with the City. Repurchase counterparties shall be recognized as Primary Dealers with the Federal Reserve Bank of New York, or shall have a primary dealer within their holding company structure. Broker/dealers approved as Repurchase Agreement counterparties shall have a short-term credit rating of at least A-1 or the equivalent and a long-term credit rating of at least A or the equivalent.
The Finance Director shall maintain a copy of the City's approved Master Repurchase Agreement along with a list of the broker/dealers that have executed a Master Repurchase Agreement with the City.
5. Prime Commercial Paper with a maturity not exceeding 270 days from the date of purchase with the highest ranking or of the highest letter and number rating as provided for by a Nationally Recognized Statistical Ratings Organization (NRSRO). The entity that issues the commercial paper shall meet all of the following conditions in either sub-paragraph a.
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
8 or sub-paragraph b. below:
a. The entity shall (1) be organized and operating in the United States as a general corporation, (2) have total assets in excess of five hundred million dollars ($500,000,000) and (3) have debt other than commercial paper, if any, that is rated “A” or higher by a NRSRO.
b. The entity shall (1) be organized within the United States as a special purpose corporation,
trust, or limited liability company, (2) have program wide credit enhancements, including, but not limited to, over collateralization, letters of credit or surety bond and (3) have commercial paper that is rated “A-1” or higher, or the equivalent, by a NRSRO.
No more than 5% of the City’s total portfolio may be invested in the commercial paper and medium-term notes of any single issuer, and the aggregate investment in commercial paper shall not exceed 25% of the City’s total portfolio.
6. Eligible Bankers Acceptances provided that no more than 5% of the City’s total portfolio may be invested in banker’s acceptances of any one issuer, and the aggregate investment in banker’s acceptances shall not exceed 30% of the City’s total portfolio. The maximum maturity does not exceed 180 days.
7. Medium Term Notes issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States, with a final maturity not exceeding five years from the date of purchase, and are rated in a rating category of “A” or its equivalent or better by at least one NRSRO. No more than 5% of the City’s total portfolio may be invested in medium term notes of any one issuer and the aggregate investment in medium term notes shall not exceed 30% of the City’s total portfolio.
8. Non-negotiable Time Certificates of Deposit and savings deposits with a maturity not exceeding five years, in state or nationally chartered banks or savings and loans with a California branch office that are insured by the FDIC. Time Certificates of Deposit exceeding the FDIC insured amount must be secured pursuant to California Government Code Section 53652. No more than $1 million may be invested in non-negotiable time certificates of deposit of any one issuer and the aggregate amount invested in non- negotiable time certificates of deposit shall not exceed 20% of the City’s total portfolio.
9. Certificates of Deposit at commercial bank, savings bank, or savings and loan association that uses a private sector entity (Certificate of Deposit Account Registry Service) that assists in the placement of certificates of deposit, provided that the purchase of certificates of deposit do not, in total, exceed 30% of the City’s funds that may be invested for this purpose. The City shall choose a nationally or state chartered commercial bank in California as the “selected” depository institution to invest the funds. The selected depository institution may submit the funds to a CDARS for the benefit of the City’s account.
The full amount of the principal and interest that may be accrued during the maximum term of each certificate shall be insured by the FDIC. The maximum maturity does not exceed 5 years
10. Negotiable Certificates of Deposit (NCDs) issued by a nationally or state-chartered bank, a savings association or a federal association, a state or federal credit union, or by a federally licensed or state-licensed branch of a foreign bank, provided that the purchase of
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
9 certificates of deposit do not, in total, exceed 30% of the City’s funds that may be invested for this purpose. The amount of the NCD insured up to the FDIC limit does not require any credit ratings. Any amount above the FDIC insured limit must be issued by institutions which have short-term debt obligations rated “A-1” or its equivalent or better by at least one NRSRO; or long-term obligations rated in a rating category of “A” or its equivalent or better by at least one NRSRO. The maximum maturity does not exceed 5 years and no more than 5% of the total portfolio may be invested in any single issuer.
11. State of California’s Local Agency Invest ment Fund (LAIF), pursuant to California Government Code Section 16429.1.
12. Mutual Funds registered under the Investment Company Act of 1940 that (1) are “no-load” (meaning no commission or fee shall be charged on purchases or sales of shares); (2) invest only in the securities and obligations authorized in this policy and (3) have a rating of AAA by Standard and Poor's, Aaa by Moody's or AAA/V1+ by Fitch. No more than 10% of the City’s total portfolio may be invested in mutual funds of any one issuer, and the aggregate investment in mutual funds shall not exceed 10% of the City’s total portfolio. The combined aggregate investment in mutual funds and money market funds shall not exceed 20% of the total portfolio.
13. Money Market Mutual Funds registered under the Investment Company Act of 1940 that (1) are “no-load” (meaning no commission or fee shall be charged on purchases or sales of shares); (2) have a constant daily net asset value per share of $1.00; (3) invest only in the securities and obligations authorized in this policy and (4) have a rating of at least two of the following: AAA by Standard and Poor's, Aaa by Moody's or AAA/V1+ by Fitch. No more than 20% of the City’s total portfolio may be invested in the shares of any on money market fund, and the combined aggregate investment in mutual funds and money market funds shall not exceed 20% of the total portfolio.
14. Municipal and State Obligations with a minimum long-term rating of A/A-1 or higher by Standard and Poor’s and not exceeding 30% of the portfolio and the maximum maturity does not exceed 5 years:
(a) Bonds Issued by the Local Agency (City of Campbell) including bonds payable solely out of the revenue from a revenue-producing property owned, controlled, or operated by the local agency or by a department, board, agency, or authority of the local agency.) (b) State Obligations including registered treasury notes or bonds of this State and any of the other 49 states in addition to California, including bonds payable solely out of the revenue from a revenue-producing property owned, controlled, or operated by a state or by a department, board, agency, or authority of the any of the other 49 United States, in addition to California.
(c) California Local Agency obligations including bonds, notes, warrants, or other evidence of indebtedness of any local agency within this state, including bonds payable solely out of the revenue from a revenue-producing property owned, controlled, or operated by the local agency or by a department, board, agency, or authority of the any of the local agency.
(d) No more than 5% of the portfolio may be invested in any single issuer.
15. Asset-Backed, Mortgage-Backed, Mortgage Pass-Through Securities, and Collateralized Mortgage Obligations from Issuers Not Defined in sections 1, 2 and 3 of the Authorized Securities and Transactions Section of This Policy, provided that:
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
10 (a) The securities are rated in a rating category of “AA” or its equivalent or better by a NRSRO.
(b) No more than 20% of the total portfolio may be invested in these securities. (c) No more than 5% of the portfolio may be invested in any single Asset-Backed security issuer.
(d) The maximum legal final maturity does not exceed five (5) years.
16. Supranationals, provided that:
(a) Issues are US dollar denominated senior unsecured unsubordinated obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and Development, International Finance Corporation, or Inter-American Development Bank.
(b) The securities are rated in a rating category of “AA” or its equivalent or better by a NRSRO.
(c) No more than 30% of the total portfolio may be invested in these securities. (d) No more than 10% of the portfolio may be invested in any single issuer. (e) The maximum maturity does not exceed five (5) years.
It is the intent of the City that the foregoing list of authorized securities and transactions is strictly interpreted. Any deviation from this list must be preapproved by the City Council writing.
17. Shares of Beneficial Interest Issued by a Joint Powers Authority (JPA) organized pursuant to Section 6509.7 that invests in the securities and obligations authorized in subdivisions (a) to (q), inclusive. Each share shall represent an equal proportional interest in the underlying pool of securities owned by the joint powers authority and be rated AAA or equivalent. To be eligible under this section, the joint powers authority issuing the shares shall have retained an investment adviser that meets all of the following criteria:
(a) The adviser is registered or exempt from registration with the Securities and Exchange Commission.
(b) The adviser has not less than five years of experience investing in the securities and obligations authorized in subdivisions (a) to (q), inclusive. (c) The adviser has assets under management in excess of five hundred million dollars ($500,000,000).
18. Prohibited Investment Vehicles and Practices
a. State law notwithstanding, any investments not specifically described herein are prohibited, including, but not limited to futures and options. b. In accordance with Government Code, Section 53601.6, investment in inverse floaters, range notes, or mortgage derived interest-only strips is prohibited. c. Investment in any security that could result in a zero interest accrual if held to maturity is prohibited. Under a provision sunsetting on January 1, 2026, securities backed by the U.S. Government that could result in a zero- or negative-interest accrual if held to maturity are permitted.
d. Purchasing or selling securities on margin is prohibited. e. The purchase of foreign currency denominated securities is prohibited. f. Agencies that are not Qualified Institutional Buyers (QIB) as defined by the Securities and Exchange Commission are prohibited from purchasing Private Placement Securities. The SEC defines a QIB as having at least $100,000,000 in securities owned and invested.
g. The purchase of a security with a forward settlement date exceeding 45 days from the time of investment is prohibited.
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11 VI. PORTFOLIO MATURITIES AND LIQUIDITY
To the extent possible, investments shall be matched with anticipated cash flow requirements and known future liabilities. The City will not invest in securities maturing more than five years from the date of settlement, unless the City Council has granted authority to make such an investment at least three months prior to the date of investment. The duration of the portfolio will generally be approximately equal to the duration (typically, plus or minus 20%) of a Market Benchmark, an index selected by the City based on the City’s investment objectives, constraints and risk tolerances.
VII. MONITORING AND REPORTING
A. The Finance Director shall routinely monitor the contents of the portfolio and shall file with the City Council the Assistant Finance Director's Investment Report at the first regularly scheduled City Council meeting after 45 days from the end of the quarter. The reports shall be prepared and submitted in accordance with California Government Code Section 53646 and shall include the following on all invested monies:
Type of Investment and Issuer
Beginning Balances
Purchases During Quarter
Monthly transactions including all Maturities and Sales During the Quarter Ending Balances
Maturity Date
Weighted Average Final Maturity
Call Provisions (if any)
Interest Rate
Weighted Average Yield
Face Value or Purchase Cost
Market Value including source
Interest Earned During Quarter
Interest Earned to Maturity
Cash Flow Projection for the Following Quarter
Summary of Cash Invested to Total Cash Balances
Comparative Statistics by Fiscal Year
Reconciliation of Cash & Investments to General Ledger Balances Investments under the Management of Contracted Parties Statement of Compliance with the Investment Policy
Statement of Ability to Meet Obligations of Next Six Months VIII. SELECTION OF BROKER/DEALERS
The City shall transact business with securities broker/dealers after careful review of their qualifications and creditworthiness. In selecting broker /dealers, the Finance Director or designated staff member shall select broker/dealers representing primary dealers in government securities that have established offices and order desks within the State of California, or with such firms that have a primary dealer within their holding company structure.
Exceptions to this rule will be made only upon the joint written authorization of the Finance Director and City Manager. Staff shall investigate broker/dealers wishing to do business with the City to determine if they are adequately capitalized, are reputable, have pending legal action against the firm or the individual broker, have established offices and order desks within the State of California, and make markets in the securities appropriate to the City’s needs.
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
12 Before accepting funds or engaging in investment transactions with the City, the supervising officer at each authorized broker/dealer shall submit and annually update a City approved Broker/Dealer Information Request form that includes the firm’s most recent audited financial statement. The Finance Director, or his or her designee, shall maintain a list of approved broker/dealers. Broker/dealers shall attest in writing that they have received and reviewed a copy of this Investment Policy, and that they will comply with it and disclose potential conflicts or risks to public funds that might arise out of business transactions between the firm and the City of Campbell. If the City has engaged the services of an outside professional investment advisor, the investment advisor may use its own list of authorized broker-dealers to conduct transactions on behalf of the City.
IX. DELIVERY, SAFEKEEPING AND COLLATERALIZATION
A. Delivery:
1. All investment transactions shall be conducted on a delivery-versus-payment (DVP) basis.
B. Safekeeping:
1. The City shall contract with a bank or banks for the safekeeping of securities which are owned by the City as a part of the investment portfolio. Staff shall periodically review the performance and pricing of the third-party, safekeeping agent services.
2. All investment securities (except the collateral for certificates of deposit in banks, and/or savings and loans) purchased by the City shall be held in third-party safekeeping by an institution designated as primary agent. The primary agent shall issue a safekeeping receipt to the City listing the specific instrument, rate, maturity and other pertinent information, and shall provide monthly reports of activity and ending balances for all securities held on behalf of the City.
C. Collateralization:
1. Certificates of Deposit (CDs). The Agency shall require any commercial bank or savings and loan association to deposit eligible securities with an agency of a depository approved by the State Banking Department to secure any uninsured portion of a Non-Negotiable Certificate of Deposit. The value of eligible securities as defined pursuant to California Government Code, Section 53651, pledged against a Certificate of Deposit shall be equal to 150% of the face value of the CD if the securities are classified as mortgages and 110% of the face value of the CD for all other classes of security.
2. Collateralization of Bank Deposits. This is the process by which a bank or financial institution pledges securities, or other deposits for the purpose of securing repayment of deposited funds. The Agency shall require any bank or financial institution to comply with the collateralization criteria defined in California Government Code, Section 53651.
3. Repurchase Agreements. The Agency requires that Repurchase Agreements be collateralized only by securities authorized in accordance with California Government Code:
a. The securities which collateralize the repurchase agreement shall be priced at Market Value, including any Accrued Interest plus a margin. The Market
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
13 Value of the securities that underlie a repurchase agreement shall be valued at 102% or greater of the funds borrowed against those securities. b. Financial institutions shall mark the value of the collateral to market at least monthly and increase or decrease the collateral to satisfy the ratio requirement described above
c. The Agency shall receive monthly statements of collateral.
X. DIVERSIFICATION AND ELIGIBLE SECURITIES
The City will diversify investment instruments to avoid incurring unreasonable risks in overinvesting in specific instruments, individual financial institutions or maturities. The following portfolio maximums shall apply:
If the credit ratings of any security owned by the City are downgraded to a level below the quality required by this investment policy, it will be the City’s policy to review the credit situation and make a determination as to whether to sell or retain such securities in the portfolio.
If a security is downgraded, the Finance Director will use discretion in determining whether to sell or hold the security based on its current maturity, the economic outlook for the issuer, and other relevant factors.
If a decision is made to retain a downgraded security in the portfolio, its presence in the portfolio will be monitored and reported quarterly to the City Council.
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
14 EXHIBIT A
GLOSSARY
Asset Backed Securities. - Securities that are supported by pools of assets, such as installment loans or leases, or by pools of revolving lines of credits. Asset-backed securities are structured as trusts in order to perfect a security interest in the underlying assets.
Banker's Acceptance. This is a negotiable time draft (bill of exchange) with a maturity of six months or less drawn on and accepted by a commercial bank. Banker's Acceptances are usually created to finance the import and export of goods, the shipment of goods within the United States and storage of readily marketable commodities. Per State Law, cities may not invest more than 30% of idle cash in Banker's Acceptances.
Certificate of Deposit (CD's). - is a receipt for funds deposited in a bank or savings and loan association for a specified period of time at a specified rate of interest. The first $250,000 of a certificate of deposit is guaranteed by the Federal Deposit Insurance Corporation (FDIC). CD's with a face value in excess of $250,000 can be collater alized by Treasury Department Securities, which must be at least 110% of the face value of the CD's, in excess of the first $250,000, or by first mortgage loans which must be at least 150% of the face value of the CD balance in excess of the first $250,000.
Commercial Paper. - Notes are unsecured promissory notes of industrial corporations, utilities and bank holding companies. State law limits a city to investments in United States corporations having assets in excess of five hundred million dollars with an "A" or higher rating. Per State law, cities with less than $100 million in assets under management may not invest more than 25% of idle cash in commercial paper.
Delivery Versus Payment (DVP). - Delivery versus payment (DVP) is a securities industry settlement method that guarantees the transfer of securities only happens after payment has been made. DVP stipulates that the buyer's cash payment for securities must be made prior to or at the same time as the delivery of the security.
Local Agency Investment Fund (L.A.I.F.). - The L.A.I.F. was established by the state of California to enable treasurers to place funds in a pool for investments. There currently is a limitation of $75 million per agency subject to a maximum of 15 total transactions per month. The City of Campbell uses this fund when interest rates are declining as well as for short-term investments and liquidity.
Medium Term Notes. - are corporate or depository institution debt securities meeting certain minimum quality standards (as specified in the California Government Code) with a remaining maturity of five years or less.
Money Market Mutual Fund. - Mutual funds that invest solely in money market instruments (short- term debt instruments, such as Treasury bills, commercial paper, bankers' acceptances, repos and federal funds).
Mortgage Backed Securities. - Mortgage-backed securities (MBS) are created when a mortgagee or a purchaser of residential real estate mortgages creates a pool of mortgages and markets undivided interests or participations in the pool. MBS owners receive a prorata share of the interest and principal cash flows (net of fees) that are “passed through” from the pool of mortgages. MBS are complex securities whose cash flow is determined by the characteristics of the mortgages that are pooled together. Investors in MBS face prepayment risk associated with the option of the underlying mortgagors to pre-pay or payoff their mortgage. Most MBS are issued and/or guaranteed by federal
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 1 67, 20254
15 agencies and instrumentalities (e.g., Government National Mortgage Association (GNMA), Federal National Mortgage Association (FNMA), and Federal Home Loan Mortgage Corporation (FHLMC)).
Mortgage Pass-Through Obligations. - Securities that are created when residential mortgages (or other mortgages) are pooled together and undivided interests or participations in the stream of revenues associated with the mortgages are sold.
Mutual Fund. - An investment company that pools money and can invest in a variety of securities, including fixed-income securities and money market instruments. Mutual funds are regulated by the Investment Company Act of 1940 and must abide by strict Securities and Exchange Commission (SEC) disclosure guidelines.
Nationally Recognized Statistical Ratings Organization. - A nationally recognized statistical ratings organization (NRSRO) is a credit rating agency that provides an assessment of the creditworthiness of a firm or financial instrument(s) that is registered and approved by the Securities and Exchange Commission (SEC). Not all credit rating organizations are NRSROs Repurchase Agreements (REPOS). - is a contractual arrangement between a financial institution, or dealer, and an investor. This agreement normally can run for one or more days. The investor puts up his funds for a certain number of days at a stated yield. In return, he takes a given block of securities as collateral. At maturity, the securities are repurchased and the funds repaid plus interest.
Supranationals. - International institutions formed by two or more governments that transcend boundaries to pursue mutually beneficial economic or social goals. There are three supranational institutions that issue obligations that are eligible investments for California local agencies: the International Bank for Reconstruction and Development (IBRD), International Finance Corporation (IFC), and InterAmerican Development Bank (IADB).
U.S. Treasury Bills. Commonly referred to as T-Bills, these are short-term marketable securities sold as obligations of the U.S. Government. T-Bills do not accrue interest but are sold at a discount to pay face value at maturity.
U.S. Treasury Notes. These are marketable, interest-bearing securities sold as obligations of the U.S. Government with original maturities of one to ten years. Interest is paid semi- annually.
U.S. Treasury Bonds. These are the same as U.S. Treasury Notes except they have original maturities of ten years or longer.
U.S. Government Agency Issues. Are securities that are unconditionally backed by the full faith and credit of the United States, including: Government National Mortgage Association (GNMA), Farmers Home Administration (FmHA), Small Business Administration (SBA), General Services Administration (GSA), Federal Housing Administration (FHA) and Housing and Urban Development (HUD).
U.S. Government Instrumentality Issues. Are government sponsored enterprises that are backed by the creditworthiness of the issuing agency, not the full faith and credit of the U.S. government. They do carry an implied guarantee of government assistance to the organization should it encounter financial difficulties. Issuers include: Federal National Mortgage Association (FNMA), Federal Home Loan Bank (FHLB), Federal Farm Credit Banks (FFCB) and Federal Home Loan Mortgage Corporation (FHLMC).
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Attachment: Investment Policy FY 2025-26 (REDLINE) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
1 I. PURPOSE
It is the policy of the City of Campbell to invest public funds in a prudent manner which conforms to all statutes governing the investment of public funds while providing security and meeting the daily cash flow needs of the City.
The purpose of this document is to identify the policies guiding prudent investment of the City’s temporarily idle funds and to establish guidelines and objectives for suitable investments including delegation of authority, prudence, monitoring and reporting, policy review, diversification, eligible securities, safekeeping, collateralization, selection of financial institutions and broker/dealers, glossary of terms, and forms utilized.
II. SCOPE
A. This investment policy shall apply to all financial assets, investment activities, and debt issues (excluding those debt issues subject to governing documents) of the City of Campbell including the following fund types:
1. General Fund
2. Special Revenue Funds
3. Debt Service Funds
4. Capital Projects Funds
5. Internal Service Funds
6. Trust and Agency Funds
B. The policy does not cover funds held by the Public Employees Retirement System nor funds of the Deferred Compensation program.
III. OBJECTIVES
A. It is the objective of this policy to provide a system which will monitor and forecast revenues and expenditures so that the City can invest temporarily idle funds to the fullest extent possible. The temporarily idle funds shall be invested in accordance with provisions of California Government Code Section 53600 et. seq.
B. The City adheres to conservative investment philosophies including investment of all idle cash, preservation of principal at the risk of yield, maintenance of adequate liquidity to meet anticipated cash flow needs and diversification to avoid the risks inherent in over investing in any one asset class.
C. This policy specifically prohibits trading securities for the sole purpose of speculating on the future direction of interest rates. It further prohibits reverse repurchase agreements, use of derivative products, and/or leveraging of the portfolio.
D. The City shall ensure the safety of invested funds by limiting credit and interest rate risks. The three primary objectives of the City's Investment Policy in order of priority are:
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
2 1. Safety: Safety of principal is the foremost objective of the City of Campbell.
Safety and the minimizing of risk associated with investing refer to attempts to reduce the potential for loss of principal, interest or a combination of the two. The City ensures safety of its invested idle funds and limits credit and interest rate risks by following these guidelines (all of which are detailed within the body of the Investment Policy):
a. Investing only in those instruments that are generally accepted as safe investment vehicles for local government as authorized by this Policy,
b. Carefully reviewing the qualifications and financial strength of financial institutions and broker/dealers prior to conducting business with them,
c. Diversifying the investment portfolio as prescribed within this Policy,
d. Structuring the portfolio such that securities mature to meet the City's cash requirements for ongoing operations, thereby avoiding the need to sell securities on the open market prior to their maturation,
e. Limiting the final maturity of purchased securities to five years .
The duration of the portfolio will generally be approximately equal to the duration (typically, plus or minus 20%) of a Market Benchmark, an index selected by the City based on the City’s investment objectives, constraints, and risk tolerances, and f. Ensuring the physical security or safekeeping of the City's investments.
2. Liquidity: Liquidity is the second most important objective of the City's Policy.
Liquidity refers to the ability to convert an investment to cash promptly without loss of principal and minimal loss of interest. For example, this is accomplished by maintaining sufficient balances in liquid investment products, such as the Local Agency Investment Fund (LAIF) or other local government investment pools which offer same day availability, or by investing in securities with active secondary or resale markets.
3. Return: Return on the City's portfolio is last in rank among investment objectives. Investments are limited to relatively low risk securities in anticipation of earning a fair return relative to the risk being assumed.
IV. STRUCTURE AND RESPONSIBILITY
A. DELEGATION OF AUTHORITY:
1. The City Council assumes direction over the City’s investments, and assigns management responsibility for the investment program to the Finance Director, who shall serve as Chief Fiscal Officer, and have legal custody of funds. The Finance Director may provide for delegation of his/her responsibilities to other
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
3 persons under his/her control responsible for investment transactions, including the delegation of certain portions of the investment portfolio to one or more external and qualified investment advisers or such other designee approved by the Finance Sub-Committee. External investment advisors who are engaged b by the City shall be registered under the Investment Advisers Act of 1940 and shall assist in the management of the City's investment portfolio in a manner consistent with the City's objectives. External investment advisers may be granted discretion to purchase and sell investment securities in accordance with this investment policy.
B. POLICY REVIEW:
1. This Investment Policy shall be reviewed and approved annually as recommended by California Government Code Section 53600 et. seq.
C. RESPONSIBILITIES:
1. Responsibilities of the City Council: The City Council consists of a Mayor and four Council members and is the policy setting board for the City of Campbell. The City Council has considered and adopted a written Investment Policy for the City of Campbell. Pursuant to the City's Financial Policies, the City Council shall on an annual basis, approve necessary changes to the Investment Policy as recommended by the Finance Sub- Committee. On a quarterly basis, the City Council shall receive, review and accept the Quarterly Investment Report submitted by the Finance Department.
2. Responsibilities of the Finance Sub- Committee: The Finance Sub- Committee consists of two Council members, the City Manager, the Finance Director, and the Assistant Finance Director. On an annual basis, this Sub- Committee shall review necessary revisions to the established Investment Policy of the City of Campbell and make a recommendation to the City Council accordingly. No less than once per fiscal year, the City's investment strategy will be reviewed by the Finance Sub- Committee. A summary of the invest ment strategy will be shared with the City Council at that time. Should market activity encourage revisions in the City's strategy, the Finance Sub-Committee shall be advised accordingly.
3. Responsibilities of the City Manager: The City Manager is responsible for directing and supervising the Finance Director. He/she has the responsibility of keeping the City Council fully advised as to the financial condition of the City. a. Wire Transfer Authority: The City Manager has unlimited wire transfer authority for a single transaction. Such a transaction requires joint review, approval and verification in advance by the City Manager and Finance Director. The transaction shall be highlighted in the Quarterly Investment Report to Council.
4. Responsibilities of the Finance Director: The Finance Director is appointed by the City Manager and serves as Chief Fiscal Officer. He/she is subject to the direction and supervision of the City Manager. The Finance Director is charged with the responsibility for the conduct of all Finance Department functions including the custody and investment of City funds, and investment of those funds in accordance with principles of sound treasury management and in accordance with applicable laws and policies. Refer to "Delegation of Authority" for additional information pertaining to delegation of investment responsibilities.
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
4 a. Wire Transfer Authority: The Finance Director has wire transfer authority not to exceed $5,000,000 for a single transaction. Such a transaction shall be reviewed, approved and verified in advance by the City Manager. The transaction shall be highlighted in the Quarterly Investment Report to Council.
5. Responsibilities of the Assistant Finance Director: The Assistant Finance Director is appointed by the Finance Director and serves as the Investment Manager for the City pursuant to specific delegation authority provided by this Investment Policy. He/she is subject to the direction and supervision of the Finance Director and is charged with the responsibility and conduct of the day - to-day accounting and cash management functions of the City. This includes the custody and investment of City funds, and investment of those funds in accordance with principles of sound treasury management and in accordance with applicable laws and policies. Refer to "Delegation of Authority" for additional information pertaining to delegation of investment responsibilities.
Implementation and maintenance of the Investment Policy are the responsibility of this individual. On an annual basis, the Assistant Finance Director shall present to the Finance Sub- Committee, recommended changes to the City's Investment Policy. On a quarterly basis, the Assistant Finance Director shall present to the City Council, via the City Manager, a Quarterly Investment Report.
Refer to "Monitoring and Reporting" for additional information. a. Wire Transfer Authority: The Assistant Finance Director has wire transfer authority not to exceed $3,000,000 for a single investment transaction.
Such a transaction shall be reviewed, approved and verified in advance by the Finance Director, and shall be reported in the Quarterly Investment Report to Council.
6. Responsibilities of the Accountant: The Accountant is appointed by the Finance Director and is subject to the direction and supervision of the Assistant Finance Director. The Accountant carries out the specific instructions provided by the Assistant Finance Director regarding the purchase and sale of securities in accordance with principles of sound treasury management and in accordance with applicable laws and policies. Accounting for the various investment transactions is the responsibility of the Accountant.
a. Wire Transfer Authority: The Accountant has wire transfer authority not to exceed $2,100,000 for a single investment transaction. The standard operating procedure is that all cash and investment wire transfers made by the Accountant and Senior Accountant are reviewed, approved and verified in advance by the Assistant Finance Director, and are reported in the Quarterly Investment Report to Council.
D. Prudence:
1. Pursuant to California Government Code, Section 53600.3, all persons authorized to make investment decisions on behalf of the City are trustees and therefore fiduciaries subject to the Prudent Investor Standard. This means that all governing bodies of local agencies or persons authorized to make investment decisions on behalf of those local agencies investing public funds pursuant to
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
5 this chapter are trustees and therefore fiduciaries subject to the prudent investor standard. When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated needs of the Agency, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the Agency. Within the limitations of this section and considering individual investments as part of an overall strategy, investments may be acquired as authorized by law.
2. The City’s overall investment program shall be designed and managed with a degree of professionalism that is worthy of the public trust. The City recognizes that no investment is totally riskless and that the investment activities of the City are a matter of public record. Accordingly, while the intent of the City is to hold purchased securities to maturity, the City recognizes that occasional measured losses may be advisable in a diversified portfolio and shall be considered within the context of the overall portfolio's return, provided that (a) adequate diversification has been implemented and (b) the sale of a security is in the best long-term interest of the City.
E. Ethics and Conflicts of Interest:
Elected officials and employees involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the City’s investment program or could impair or create the appearance of an impairment of their ability to make impartial investment decisions. Employees and investment officials shall disclose to the City Manager any business interests they have in financial institutions that conduct business with the City, and they shall subordinate their personal investment transactions to those of the City. In addition, the City Manager, the Finance Director and others with delegated investment authority shall file a Statement of Economic Interests each year pursuant to California Government Code Section 87203 and regulations of the Fair Political Practices Commission.
All participants in the investment process are required to comply with terms of the Political Reform Act, Fair Political Practices Commission Regulations promulgated thereunder (2 C.C.R. §§ 18110 through 18998), the City’s Conflict of Interest Policy, including, without limitation, filing of Form 700, notification and recusal obligations, and Government Code section 1090 prohibitions.
Conflict with State Statutes or Regulations
1. In the instance of any conflict between the City of Campbell Investment Policy and Government Code Section 53600 et seq, the more stringent requirement shall apply.
V. AUTHORIZED SECURITIES AND TRANSACTIONS
All investments and deposits of the City shall be made in accordance with California Government Code Sections 16429.1, 53600-53609 and 53630-53686, except that pursuant to California Government Code Section 5903(e), proceeds of bonds and any moneys set aside or pledged to secure payment of the bonds may be invested in securities or obligations described in the ordinance, resolution, indenture, agreement, or other instrument providing for the issuance of the bonds. Any revisions or extensions of these code sections will be assumed
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
6 to be part of this Policy immediately upon being enacted. However, in the event that amendments to these sections conflict with this Policy and past City investment practices, the City may delay adherence to the new requirements when it is deemed in the best interest of the City to do so. Percentage holdings limits listed in this section apply at the time the security is purchased.
The City has further restricted the eligible types of securities and transactions to the following:
1. United States Treasury bills, notes, bonds, or strips with a final maturity not exceeding five years from the date of purchase.
2. Federal Agency debentures and mortgage- backed securities with a final maturity not exceeding five years from the date of purchase issued by the Government National Mortgage Association (GNMA). The aggregate investment in Federal Agency obligations shall not exceed 75% of the City’s total portfolio. No more than 30% of the total portfolio may be invested in any single Agency issuer. No more than 20% of the total portfolio may be invested in callable agency securities.
3. Federal Instrumentality (government sponsored enterprise (GSE)) debentures, discount notes, callable and step-up securities, with a final maturity not exceeding five years from the date of purchase, issued by the following only: Federal Home Loan Banks (FHLB), Federal National Mortgage Association (FNMA), Federal Farm Credit Banks (FFCB) and Federal Home Loan Mortgage Corporation (FHLMC). The aggregate investment in Federal Instrumentality obligations shall not exceed 75% of the City’s total portfolio. No more than 30% of the total portfolio may be invested in any single Agency/GSE issuer. No more than 20% of the total portfolio may be invested in callable agency securities.
4. Repurchase Agreements with a final termination date not exceeding one year collateralized by U.S. Treasury obligations, Federal Agency securities, or Federal Instrumentality securities listed in items 1, 2 and 3 above with the maturity of the collateral not exceeding five years. For the purpose of this section, the term collateral shall mean purchased securities under the terms of the City’s approved Master Repurchase Agreement. The purchased securities shall have a minimum market value including accrued interest of 102% of the dollar value of the transaction. Collateral shall be held in the City's custodian bank, as safekeeping agent, and the market value of the collateral securities shall be marked-to-the-market daily. The aggregate investment in repurchase agreements shall not exceed 10% of the City’s total portfolio.
Repurchase Agreements shall be entered into only with broker/dealers that have executed a City approved Master Repurchase Agreement with the City. Repurchase counterparties shall be recognized as Primary Dealers with the Federal Reserve Bank of New York, or shall have a primary dealer within their holding company structure. Broker/dealers approved as Repurchase Agreement counterparties shall have a short -term credit rating of at least A-1 or the equivalent and a long-term credit rating of at least A or the equivalent.
The Finance Director shall maintain a copy of the City's approved Master Repurchase Agreement along with a list of the broker/dealers that have executed a Master Repurchase Agreement with the City.
5. Prime Commercial Paper with a maturity not exceeding 270 days from the date of purchase with the highest ranking or of the highest letter and number rating as provided for by a Nationally Recognized Statistical Ratings Organization (NRSRO). The entity that issues the commercial paper shall meet all of the following conditions in either sub -paragraph a.
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
7 or sub-paragraph b. below:
a. The entity shall (1) be organized and operating in the United States as a general corporation, (2) have total assets in excess of five hundred million dollars ($500,000,000) and (3) have debt other than commercial paper, if any, that is rated “A” or higher by a NRSRO.
b. The entity shall (1) be organized within the United States as a special purpose corporation, trust, or limited liability company, (2) have program wide credit enhancements, including, but not limited to, over collateralization, letters of credit or surety bond and (3) have commercial paper that is rated “A -1” or higher, or the equivalent, by a NRSRO.
No more than 5% of the City’s total portfolio may be invested in the commercial paper and medium-term notes of any single issuer, and the aggregate investment in commercial paper shall not exceed 25% of the City’s total portfolio.
6. Eligible Bankers Acceptances provided that no more than 5% of the City’s total portfolio may be invested in banker’s acceptances of any one issuer, and the aggregate investment in banker’s acceptances shall not exceed 30% of the City’s total portfolio. The maximum maturity does not exceed 180 days.
7. Medium Term Notes issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States, with a final maturity not exceeding five years from the date of purchase, and are rated in a rating category of “A” or its equivalent or better by at least one NRSRO. No more than 5% of the City’s total portfolio may be invested in medium term notes of any one issuer and the aggregate investment in medium term notes shall not exceed 30% of the City’s total portfolio.
8. Non-negotiable Time Certificates of Deposit and savings deposits with a maturity not exceeding five years, in state or nationally chartered banks or savings and loans with a California branch office that are insured by the FDIC. Time Certificates of Deposit exceeding the FDIC insured amount must be secured pursuant to California Government Code Section 53652. No more than $1 million may be invested in non-negotiable time certificates of deposit of any one issuer and the aggregate amount invested in non - negotiable time certificates of deposit shall not exceed 20% of the City’s total portfolio.
9. Certificates of Deposit at commercial bank, savings bank, or savings and loan association that uses a private sector entity (Certificate of Deposit Account Registry Service) that assists in the placement of certificates of deposit, provided that the purchase of certificates of deposit do not, in total, exceed 30% of the City’s funds that may be invested for this purpose. The City shall choose a nationally or state chartered commercial bank in California as the “selected” depository institution to invest the funds. The s elected depository institution may submit the funds to a CDARS for the benefit of the City’s account.
The full amount of the principal and interest that may be accrued during the maximum term of each certificate shall be insured by the FDIC. The maximum maturity does not exceed 5 years
10. Negotiable Certificates of Deposit (NCDs) issued by a nationally or state- chartered bank, a savings association or a federal association, a state or federal credit union, or by a federally licensed or state-licensed branch of a foreign bank, provided that the purchase of
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
8 certificates of deposit do not, in total, exceed 30% of the City’s funds that may be invested for this purpose. The amount of the NCD insured up to the FDIC limit does not require any credit ratings. Any amount above the FDIC insured limit must be issued by institutions which have short-term debt obligations rated “A-1” or its equivalent or better by at least one NRSRO; or long-term obligations rated in a rating category of “A” or its equivalent or better by at least one NRSRO. The maximum maturity does not exceed 5 years and no more than 5% of the total portfolio may be invested in any single issuer.
11. State of California’s Local Agency Investment Fund (LAIF), pursuant to California Government Code Section 16429.1.
12. Mutual Funds registered under the Investment Company Act of 1940 that (1) are “no-load” (meaning no commission or fee shall be charged on purchases or sales of shares); (2) invest only in the securities and obligations authorized in this policy and (3) have a rating of AAA by Standard and Poor's, Aaa by Moody's or AAA/V1+ by Fitch. No more than 10% of the City’s total portfolio may be invested in mutual funds of any one issuer, and the aggregate investment in mutual funds shall not exceed 10% of the City’s total portfolio. The combined aggregate investment in mutual funds and money market funds shall not exceed 20% of the total portfolio.
13. Money Market Mutual Funds registered under the Investment Company Act of 1940 that (1) are “no-load” (meaning no commission or fee shall be charged on purchases or sales of shares); (2) have a constant daily net asset value per share of $1.00; (3) invest only in the securities and obligations authorized in this policy and (4) have a rating of at least two of the following: AAA by Standard and Poor's, Aaa by Moody's or AAA/V1+ by Fitch. No more than 20% of the City’s total portfolio may be invested in the shares of any on money market fund, and the combined aggregate investment in mutual funds and money market funds shall not exceed 20% of the total portfolio.
14. Municipal and State Obligations with a minimum long -term rating of A/A- 1 or higher by Standard and Poor’s and not exceeding 30% of the portfolio and the maximum maturity does not exceed 5 years:
(a) Bonds Issued by the Local Agency (City of Campbell) including bonds payable solely out of the revenue from a revenue-producing property owned, controlled, or operated by the local agency or by a department, board, agency, or authority of the local agency.) (b) State Obligations including registered treasury notes or bonds of this State and any of the other 49 states in addition to California, including bonds payable solely out of the revenue from a revenue-producing property owned, controlled, or operated by a state or by a department, board, agency, or authority of the any of the other 49 United States, in addition to California.
(c) California Local Agency obligations including bonds, notes, warrants, or other evidence of indebtedness of any local agency within this state, including bonds payable solely out of the revenue from a revenue-producing property owned, controlled, or operated by the local agency or by a department, board, agency, or authority of the any of the local agency.
(d) No more than 5% of the portfolio may be invested in any single issuer.
15. Asset-Backed, Mortgage- Backed, Mortgage Pass -Through Securities, and Collateralized Mortgage Obligations from Issuers Not Defined in sections 1, 2 and 3 of the Authorized Securities and Transactions Section of This Policy, provided that:
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
9 (a) The securities are rated in a rating category of “AA” or its equivalent or better by a NRSRO.
(b) No more than 20% of the total portfolio may be invested in these securities. (c) No more than 5% of the portfolio may be invested in any single Asset- Backed security issuer.
(d) The maximum legal final maturity does not exceed five (5) years.
16. Supranationals, provided that:
(a) Issues are US dollar denominated senior unsecured unsubordinated obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and Development, International Finance Corporation, or Inter -American Development Bank.
(b) The securities are rated in a rating category of “AA” or its equivalent or better by a NRSRO.
(c) No more than 30% of the total portfolio may be invested in these securities. (d) No more than 10% of the portfolio may be invested in any single issuer. (e) The maximum maturity does not exceed five (5) years.
It is the intent of the City that the foregoing list of authorized securities and transactions is strictly interpreted. Any deviation from this list must be preapproved by the City Council writing.
17. Shares of Beneficial Interest Issued by a Joint Powers Authority (JPA) organized pursuant to Section 6509.7 that invests in the securities and obligations authorized in subdivisions (a) to (q), inclusive. Each share shall represent an equal proportional interest in the underlying pool of securities owned by the joint powers authority and be rated AAA or equivalent. To be eligible under this section, the joint powers authority issuing the shares shall have retained an investment adviser that meets all of the following criteria:
(a) The adviser is registered or exempt from registration with the Securities and Exchange Commission.
(b) The adviser has not less than five years of experience investing in the securities and obligations authorized in subdivisions (a) to (q), inclusive. (c) The adviser has assets under management in excess of five hundred million dollars ($500,000,000).
18. Prohibited Investment Vehicles and Practices
a. State law notwithstanding, any investments not specifically described herein are prohibited, including, but not limited to futures and options. b. In accordance with Government Code, Section 53601.6, investment in inverse floaters, range notes, or mortgage derived interest-only strips is prohibited. c. Investment in any security that could result in a zero interest accrual if held to maturity is prohibited. Under a provision sunsetting on January 1, 2026, securities backed by the U.S. Government that could result in a zero- or negative-interest accrual if held to maturity are permitted.
d. Purchasing or selling securities on margin is prohibited. e. The purchase of foreign currency denominated securities is prohibited. f. Agencies that are not Qualified Institutional Buyers (QIB) as defined by the Securities and Exchange Commission are prohibited from purchasing Private Placement Securities. The SEC defines a QIB as having at least $100,000,000 in securities owned and invested.
g. The purchase of a security with a forward settlement date exceeding 45 days from the time of investment is prohibited.
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
10 VI. PORTFOLIO MATURITIES AND LIQUIDITY
To the extent possible, investments shall be matched with anticipated cash flow requirements and known future liabilities. The City will not invest in securities maturing more than five years from the date of settlement, unless the City Council has granted authority to make such an investment at least three months prior to the date of investment. The duration of the portfolio will generally be approximately equal to the duration (typically, plus or minus 20%) of a Market Benchmark, an index selected by the City based on the City’s investment objectives, constraints and risk tolerances.
VII. MONITORING AND REPORTING
A. The Finance Director shall routinely monitor the contents of the portfolio and shall file with the City Council the Assistant Finance Director's Investment Report at the first regularly scheduled City Council meeting after 45 days from the end of the quarter. The reports shall be prepared and submitted in accordance with California Government Code Section 53646 and shall include the following on all invested monies:
Type of Investment and Issuer
Beginning Balances
Purchases During Quarter
Monthly transactions including all Maturities and Sales During the Quarter Ending Balances
Maturity Date
Weighted Average Final Maturity
Call Provisions (if any)
Interest Rate
Weighted Average Yield
Face Value or Purchase Cost
Market Value including source
Interest Earned During Quarter
Interest Earned to Maturity
Cash Flow Projection for the Following Quarter
Summary of Cash Invested to Total Cash Balances
Comparative Statistics by Fiscal Year
Reconciliation of Cash & Investments to General Ledger Balances Investments under the Management of Contracted Parties Statement of Compliance with the Investment Policy
Statement of Ability to Meet Obligations of Next Six Months VIII. SELECTION OF BROKER/DEALERS
The City shall transact business with securities broker/dealers after careful review of their qualifications and creditworthiness. In selecting broker /dealers, the Finance Director or designated staff member shall select broker/dealers representing primary dealers in government securities that have established offices and order desks within the State of California, or with such firms that have a primary dealer within their holding company structure.
Exceptions to this rule will be made only upon the joint written authorization of the Finance Director and City Manager. Staff shall investigate broker/dealers wishing to do business with the City to determine if they are adequately capitalized, are reputable, have pending legal action against the firm or the individual broker, have established offices and order desks within the State of California, and make markets in the securities appropriate to the City’s needs.
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
11 Before accepting funds or engaging in investment transactions with the City, the supervising officer at each authorized broker/dealer shall submit and annually update a City approved Broker/Dealer Information Request form that includes the firm’s most recent audited financial statement. The Finance Director, or his or her designee, shall maintain a list of approved broker/dealers. Broker/dealers shall attest in writing that they have received and reviewed a copy of this Investment Policy, and that they will comply with it and disclose potential conflicts or risks to public funds that might arise out of business transactions between the firm and the City of Campbell. If the City has engaged the services of an outside professional investment advisor, the investment advisor may use its own list of authorized broker -dealers to conduct transactions on behalf of the City.
IX. DELIVERY, SAFEKEEPING AND COLLATERALIZATION
A. Delivery:
1. All investment transactions shall be conducted on a delivery -versus-payment (DVP) basis.
B. Safekeeping:
1. The City shall contract with a bank or banks for the safekeeping of securities which are owned by the City as a part of the investment portfolio. Staff shall periodically review the performance and pricing of the third- party, safekeeping agent services.
2. All investment securities (except the collateral for certificates of deposit in banks, and/or savings and loans) purchased by the City shall be held in third- party safekeeping by an institution designated as primary agent. The primary agent shall issue a safekeeping receipt to the City listing the specific instrument, rate, maturity and other pertinent information, and shall provide monthly reports of activity and ending balances for all securities held on behalf of the City.
C. Collateralization:
1. Certificates of Deposit (CDs). The Agency shall require any commercial bank or savings and loan association to deposit eligible securities with an agency of a depository approved by the State Banking Department to secure any uninsured portion of a Non-Negotiable Certificate of Deposit. The value of eligible securities as defined pursuant to California Government Code, Section 53651, pledged against a Certificate of Deposit shall be equal to 150% of the face value of the CD if the securities are classified a s mortgages and 110% of the face value of the CD for all other classes of security.
2. Collateralization of Bank Deposits. This is the process by which a bank or financial institution pledges securities, or other deposits for the purpose of securing repayment of deposited funds. The Agency shall require any bank or financial institution to comply with the collateralization criteria defined in California Government Code, Section 53651.
3. Repurchase Agreements. The Agency requires that Repurchase Agreements be collateralized only by securities authorized in accordance with California Government Code:
a. The securities which collateralize the repurchase agreement shall be priced at Market Value, including any Accrued Interest plus a margin. The Market
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
12 Value of the securities that underlie a repurchase agreement shall be valued at 102% or greater of the funds borrowed against those securities. b. Financial institutions shall mark the value of the collateral to market at least monthly and increase or decrease the collateral to satisfy the ratio requirement described above
c. The Agency shall receive monthly statements of collateral.
X. DIVERSIFICATION AND ELIGIBLE SECURITIES
The City will diversify investment instruments to avoid incurring unreasonable risks in overinvesting in specific instruments, individual financial institutions or maturities. The following portfolio maximums shall apply:
If the credit ratings of any security owned by the City are downgraded to a level below the quality required by this investment policy, it will be the City’s policy to review the credit situation and make a determination as to whether to sell or retain such securities in the portfolio.
If a security is downgraded, the Finance Director will use discretion in determining whether to sell or hold the security based on its current maturity, the economic outlook for the issuer, and other relevant factors.
If a decision is made to retain a downgraded security in the portfolio, its presence in the portfolio will be monitored and reported quarterly to the City Council.
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
13 EXHIBIT A
GLOSSARY
Asset Backed Securities. - Securities that are supported by pools of assets, such as installment loans or leases, or by pools of revolving lines of credits. Asset-backed securities are structured as trusts in order to perfect a security interest in the underlying assets.
Banker's Acceptance. This is a negotiable time draft (bill of exchange) with a maturity of six months or less drawn on and accepted by a commercial bank. Banker's Acceptances are usually created to finance the import and export of goods, the shipment of goods within the United States and storage of readily marketable commodities. Per State Law, cities may not invest more than 30% of idle cash in Banker's Acceptances.
Certificate of Deposit (CD's). - is a receipt for funds deposited in a bank or savings and loan association for a specified period of time at a specified rate of interest. The first $250,000 of a certificate of deposit is guaranteed by the Federal Deposit Insurance Corporation (FDIC). CD's with a face value in excess of $250,000 can be collateralized by Treasury Department Securities, which must be at least 110% of the face value of the CD's, in excess of the first $250,000, or by first mortgage loans which must be at least 150% of the face value of the CD balance in excess of the first $250,000.
Commercial Paper. - Notes are unsecured promissory notes of industrial corporations, utilities and bank holding companies. State law limits a city to investments in United States corporations having assets in excess of five hundred million dollars with an "A" or higher rating. Per State law, cities with less than $100 million in assets under management may not invest more than 25% of idle cash in commercial paper.
Delivery Versus Payment (DVP). - Delivery versus payment (DVP) is a securities industry settlement method that guarantees the transfer of securities only happens after payment has been made. DVP stipulates that the buyer's cash payment for securities must be made prior to or at the same time as the delivery of the security.
Local Agency Investment Fund (L.A.I.F.). - The L.A.I.F. was established by the state of California to enable treasurers to place funds in a pool for investments. There currently is a limitation of $75 million per agency subject to a maximum of 15 total transactions per month. The City of Campbell uses this fund when interest rates are declining as well as for short-term investments and liquidity.
Medium Term Notes. - are corporate or depository institution debt securities meeting certain minimum quality standards (as specified in the California Government Code) with a remaining maturity of five years or less.
Money Market Mutual Fund. - Mutual funds that invest solely in money market instruments (short- term debt instruments, such as Treasury bills, commercial paper, bankers' acceptances, repos and federal funds).
Mortgage Backed Securities. - Mortgage-backed securities (MBS) are created when a mortgagee or a purchaser of residential real estate mortgages creates a pool of mortgages and markets undivided interests or participations in the pool. MBS owners receive a prorata share of the interest and principal cash flows (net of fees) that are “passed through” from the pool of mortgages. MBS are complex securities whose cash flow is determined by the characteristics of the mortgages that are pooled together. Investors in MBS face prepayment risk associated with the option of the underlying mortgagors to pre-pay or payoff their mortgage. Most MBS are issued and/or guaranteed by federal
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26) City of Campbell, California
Investment Policy Date: September 16, 2025
14 agencies and instrumentalities (e.g., Government National Mortgage Association (GNMA), Federal National Mortgage Association (FNMA), and Federal Home Loan Mortgage Corporation (FHLMC)).
Mortgage Pass-Through Obligations. - Securities that are created when residential mortgages (or other mortgages) are pooled together and undivided interests or participations in the stream of revenues associated with the mortgages are sold.
Mutual Fund. - An investment company that pools money and can invest in a variety of securities, including fixed-income securities and money market instruments. Mutual funds are regulated by the Investment Company Act of 1940 and must abide by strict Securities and Exchange Commission (SEC) disclosure guidelines.
Nationally Recognized Statistical Ratings Organization. - A nationally recognized statistical ratings organization (NRSRO) is a credit rating agency that provides an assessment of the creditworthiness of a firm or financial instrument(s) that is registered and approved by the Securities and Exchange Commission (SEC). Not all credit rating organizations are NRSROs Repurchase Agreements (REPOS). - is a contractual arrangement between a financial institution, or dealer, and an investor. This agreement normally can run for one or more days. The investor puts up his funds for a certain number of days at a stated yield. In return, he takes a given block of securities as collateral. At maturity, the securities are repurchased and the funds repaid plus interest.
Supranationals. - International institutions formed by two or more governments that transcend boundaries to pursue mutually beneficial economic or social goals. There are three supranational institutions that issue obligations that are eligible investments for California local agencies: the International Bank for Reconstruction and Development (IBRD), International Finance Corporation (IFC), and InterAmerican Development Bank (IADB).
U.S. Treasury Bills. Commonly referred to as T-Bills, these are short-term marketable securities sold as obligations of the U.S. Government. T-Bills do not accrue interest but are sold at a discount to pay face value at maturity.
U.S. Treasury Notes. These are marketable, interest-bearing securities sold as obligations of the U.S. Government with original maturities of one to ten years. Interest is paid semi-annually.
U.S. Treasury Bonds. These are the same as U.S. Treasury Notes except they have original maturities of ten years or longer.
U.S. Government Agency Issues. Are securities that are unconditionally backed by the full faith and credit of the United States, including: Government National Mortgage Association (GNMA), Farmers Home Administration (FmHA), Small Business Administration (SBA), General Services Administration (GSA), Federal Housing Administration (FHA) and Housing and Urban Development (HUD).
U.S. Government Instrumentality Issues. Are government sponsored enterprises that are backed by the creditworthiness of the issuing agency, not the full faith and credit of the U.S. government. They do carry an implied guarantee of government assistance to the organization should it encounter financial difficulties. Issuers include: Federal National Mortgage Association (FNMA), Federal Home Loan Bank (FHLB), Federal Farm Credit Banks (FFCB) and Federal Home Loan Mortgage Corporation (FHLMC).
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Attachment: Investment Policy FY 2025-26 (CLEAN) (Annual Investment Policy Update FY 2025-26)
To: Finance Sub-Committee
Date: August 18, 2025
From: Will Fuentes, Finance Director
Subject: Investment Strategy for FY 2025-26
BACKGROUND
The Investment Policy establishes procedures and guidelines by which the City’s surplus funds can be managed in a prudent and fiscally sound manner. The policy encompasses those funds over which the City exercises fiscal control and prioritizes the objectives of public funds management as safety, liquidity and yield, in that order and consistent with guidance provided by the Government Finance Officers Association (GFOA). It also stipulates allowable and unallowable investment alternatives as well as establishes parameters for selecting broker/dealers and institutions with which the City may do business.
California Government Code Section 53646 (a) (2) recommends that on an annual basis, the City Investment Policy be submitted to its legislative body and any oversight committee for consideration at a public meeting. The Finance Sub-Committee is the oversight committee responsible for review of the Investment Policy. In addition to review of any proposed revisions to the Investment Policy, staff and the City’s investment advisors (Chandler) have prepared a report summarizing the economic conditions for the quarter ending June 30, 2025, the City’s portfolio performance over the same period, and the recommended Investment Strategy for managing the City’s available invested funds in FY 2025-26.
INVESTMENT OBJECTIVES AND OVERVIEW
The City’s policy is to invest public funds in a prudent manner, provide for maximum security while meeting daily cash flow needs and comply with applicable statutes. Chief among the objectives outlined in the Investment Policy are safety, liquidity and return, in that specific order and again consistent with GFOA guidance. Within this framework , a number of investment choices are provided to allow flexibility in meeting these objectives. The City and its investment advisors continue to take a conservative approach with its investments and that is reflected in the currently recommended investment policy.
As a means to implement the policy, it is important to develop a strategy for achieving the stated objectives. Likewise, the strategy should be reviewed periodically to determine whether it needs to be modified in light of changing economic and financial conditions. This document will serve as the City’s investment strategy for the current fiscal year (FY 2025- 26) and will be reviewed annually in conjunction with the review of the City’s Investment Policy or sooner if conditions warrant.
CITY OF CAMPBELL MEMORANDUM
Finance Department
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SUMMARY OF CURRENT STRATEGY AND RECOMMENDATIONS
As the Finance Sub-Committee may recall, the City went through a competitive RFP process in FY 2023- 24 and selected Chandler Asset Management to assist with the investment of City funds. As part of the agreement with Chandler which largely went into effect July 1, 2024, City staff continues to manage liquid funds to meet near -term expenditures and Chandler manages longer-term funds not needed for immediate use. Chandler though also provides expertise and support to City staff as needed regarding the optimal investment of near-term liquid funds.
In regard to Investment Strategy for FY 2025-26 , Chandler and City staff continue to recommend the use of the ICE Bank of America Merrill Lynch 1-5 Year US Treasury and Agency Index as the target benchmark to invest funds and to evaluate Chandler’s performance against. Chandler will invest funds in accordance with the City's Investment Policy, and based on market conditions, seek to maximize return in comparison to the selected benchmark while also prioritizing safety and liquidity.
Table 1 below provides of summary of City Investments by institution as of June 30, 2025 as shown in the Quarterly Investment Report provided to City Council on August 4, 2025:
Table 1 – City Investments by Institution as of June 30, 2025:
Institution Market Value Rate of Return
(QTR)
Rate of Return
(ANNUAL)
Benchmark
(QTR)
LAIF Main Acct $29,653,140 4.274% 4.411% N/A
LAIF Meas O 13,542,583 4.274% 4.430% N/A
CAMP 7,606,427 4.423% 4.430% N/A
BNY / Chandler 20,678,661 4.040% 4.235% 3.780%
BNY / LRB TARB 2,229 N/A N/A N/A
TOTAL $71,483,040
As shown above, the City maintains good liquidity in its Local Agency Investment Fund (LAIF) accounts and its California Asset Management Program (CAMP) accounts. Both are short-term investment tools and provide the City with $50.8 million of liquidity. And when soon to be spent down Measure O funds of $1 3.5 million are excluded, the City has remaining regular liquidity of $37.3 million for ongoing operational needs.
As in the past, staff continues to recommend that the City maintain sufficient liquidity to cover daily operating cash flows for a minimum of 3 months to provide a reasonable cushion for fluctuations in the portfolio balance and for unforeseen emergencies. Average monthly disbursements over the last fiscal year (FY 2024-25), exclusive of Measure O expenditures were approximately $8.4 million. Therefore, staff recommends retaining a liquidity target of $25.2 million (3 months) in the Local Agency Investment Fund (LAIF), the California Asset Management Program (CAMP), or a similar secure, stable, and liquid pooled investment
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Attachment: Investment Strategy FY 2025-26 (Annual Investment Policy Update FY 2025-26) Investment Strategy FY 2025-26
funds as allowed by the City’s Investment Policy. At the current amount of $37.3 million as previously stated, the City is currently $12.1 million over its liquidity target. As such, staff will look to contribute additional funds into the City’s Chandler managed portfolio as appropriate investment options become available. While Chandler is currently earning slightly less than both LAIF and CAMP as shown in Table 1, the investment returns it provides are locked in for a longer term of up to 5 years and are beating the performance benchmark agreed to. The Chandler account also provides the City with diversification, safety, consistent returns, and a hedge against LAIF and CAMP once short -term interest rates return to normal levels once again. While LAIF and CAMO interest rates have been elevated for several years, given historical trends, they will likely drop and fall below the rates earned by Chandler. LAIF and CAMP typically hover in the 1% to 2% range long-term.
ECONOMIC UPDATE AND OUTLOOOK
Shown as Attachment A, Chandler has prepared a comprehensive Economic Update for the quarter ending June 30, 2025 which covers the following topics on a national level:
• Significant Economic Highlights
• Employment
• Job Openings & Labor Turnover
• Inflation
• Consumer Spending and Confidence
• Leading Economic Indicators
• Housing
• Manufacturing
• Gross Domestic Product (GDP)
• Federal Reserve
• Bond Yields
Additionally, as it relates to employment in California, the state gained 6,100 nonfarm payroll jobs in June 2025. Statewide unemployment was 5.4% in June 2025; up slightly from 5.3% in both May 2025 and June 2024. In Santa Clara County, the unemployment rate was 4.6% in June 2025; up from 3.8% in May 2025 and 4.3% in June 2024. And in Campbell, the unemployment rate was 4.6% in June 2025; up from 3.8% in May 2025 and 4.4% in June 2024. At its pandemic high point in April 2020, the Campbell unemployment rate reached
11.2%.
RECOMMENDATION
It is recommended that the Finance sub -Committee approve the proposed strategy for FY 2025-26.
Distribution:
Sergio Lopez , Mayor
Terry Hines, Council Member
Brian Loventhal, City Manager
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Attachment: Investment Strategy FY 2025-26 (Annual Investment Policy Update FY 2025-26)
INVESTMENT REPORT
City of Campbell | As of June 30, 2025
CHANDLER ASSET MANAGEMENT | chandlerasset.com
Chandler Team:
For questions about your account, please call (800) 317-4747, or contact [email protected]
Information contained herein is confidential. We urge you to compare this statement to the one you receive from your qualified custodian. Please see Important Disclosures at the end of the statement.
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
TABLE OF CONTENTS
ECONOMIC UPDATE
ACCOUNT PROFILE
PORTFOLIO HOLDINGS
TRANSACTIONS
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ECONOMIC UPDATE
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY ▪
▪
▪
Recent economic data suggest slower growth in 2025 and greater market uncertainty as the effects of fiscal policy unfold. Inflationary trends have subsided, but some components remain sticky, and core levels remain above the Fed’s target. The labor market reflects improved balance between supply and demand for workers. While job creation has been robust, continuing jobless claims remain elevated.
Given the economic outlook, we expect gradual normalization of monetary policy and a steepening yield curve.
As broadly anticipated, the Federal Open Market Committee (FOMC) left the Federal Funds Rate unchanged at the range of 4.25 - 4.50% at the June meeting. Fed Chair Powell continued to emphasize the Committee’s “waitand see” approach amidst economic uncertainty that remains elevated but diminished. Federal Reserve officials continued to pencil in two rate cuts in 2025.
US Treasury yields declined in June. The 2-year Treasury yield fell 18 basis points to 3.72%, the 5-year Treasury dropped 17 basis points to
3.80%, and the 10-year Treasury yield also declined 17 basis points to 4.23%. The spread between the 2-year and 10-year Treasury yield points on the curve edged up to +51 basis points at June month-end versus +50 basis points at May month-end. The spread between the 2- year Treasury and 10-year Treasury yield one year ago was -36 basis points. The spread between the 3-month and 10-year Treasury yield points on the curve was -7 basis points in June, versus -6 basis points in May.
ECONOMIC UPDATE
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-200
0 200
400
600
800
1,000MOM Change In Thousands (000's)
Nonfarm Payroll (000's)
Non-farm Payroll (000's)
3-month average (000's)
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
Unemployment Rate
Underemployment Rate (U6)
Unemployment Rate (U3)
Rate (%)
The U.S. economy added 147,000 jobs in June, exceeding consensus expectations, and the last two months were revised up by 16,000.
Gains were primarily driven by state and local government education, while job growth in service sectors languished. The three-month moving average and six-month moving average payrolls totaled 150,000 and 130,000 respectively. The unemployment rate declined to
4.1% in June from 4.2% in May, due to a shrinking labor force. The labor participation rate dipped to 62.3%, remaining below the pre- pandemic level of 63.3%. The U-6 underemployment rate, which includes those who are marginally attached to the labor force and employed part time for economic reasons dropped to 7.7% in June. Average hourly earnings fell slightly, marking a 3.7% year-over-year increase.
Source: US Department of Labor Source: US Department of Labor
EMPLOYMENT
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4,000
6,000
8,000
10,000
12,000
14,000
Job Openings
Recession
Historical Average
In Thousands (000's)
The Labor Department’s Job Openings and Labor Turnover Survey (JOLTS) unexpectedly roseto 7.77 million new job openings in May from
7.40 million in April. Layoffs declined and the quits rate increased. Job openings indicate a ratio of approximately 1.1 jobs for each unemployed individual, representing a relatively balanced labor market.
Source: US Department of Labor
JOB OPENINGS & LABOR TURNOVER SURVEY
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0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Consumer Price Index (CPI)
CPI YOY % Change
Core CPI YOY % Change
YOY (%) Change
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Personal Consumption Expenditures (PCE)
PCE Price Deflator YOY % Change
PCE Core Deflator YOY % Change
Fed Target
YOY (%) Change
In May, the Consumer Price Index (CPI) cooled slightly more than consensus expectations. The headline CPI increased 0.1% month-over- month and rose 2.4% year-over-year, while the Core CPI rose 0.1% month-over-month and 2.8% year-over-year. The Personal Consumption Expenditures (PCE) price index increased 0.1% month-over-month and rose 2.3% year-over-year in May. The Core PCE deflator, which excludes food and energy and is the Fed’s preferred gauge, increased 0.2% month-over-month and 2.7% year-over-year, up from April’s
2.6% year-over-year increase. Inflation is hovering above the Fed’s 2% target.
Source: US Department of Labor Source: US Department of Commerce
INFLATION
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0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Retail Sales YOY % Change
YOY (%) Change
Advance Retail Sales were down 0.9% month-over-monthin May, further slowing from a downwardly revised -0.1%in April. Declines were led by auto sales, building materials, garden equipment and supplies, and spending at restaurants and bars fell by the most since early 2023. Control group sales, which feed into GDP, were the only bright spot in the report, with a 0.4% increase. On a year-over-year basis, Retail Sales grew 3.3% in May following a 5.0% increase in April. The Conference Board’s Consumer Confidence Index droppedto 93.0 in June from 98.4 in May, as consumers’ assessment of both the current situation and future expectations for income and labor markets soured. While the consumer has been resilient, elevated inflation expectations, concerns about trade policies and tariffs, and general economic and policy uncertainty could pose potential risks to future spending. 0 20
40 60
80 100
120
140
160
Index Level
Consumer Confidence
Recession
Source: US Department of Commerce Source: The Conference Board All time high is 144.70 (1/31/00); All time low is 25.30 (2/28/09)
CONSUMER
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-20.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
Leading Economic Indicators (LEI)
Recession
YOY (%) Change
-1.00
-0.75
-0.50
-0.25
0.00 0.25
0.50 0.75
1.00 Chicago Fed National Activity Index (CFNAI)
Recession
3 Month Average
The Conference Board’s Leading Economic Index (LEI) fell by 0.1% in May, following a downwardly revised 1.4% decline in April. The LEI decreased by 4.0% year-over-year. The rebound in the stock market was the primary positive contributor, offset by consumer pessimism, weak new orders in manufacturing, the second consecutive month of rising initial unemployment claims, and a drop in housing permits.
The Chicago Fed National Activity Index (CFNAI) improved to -0.28 in May from a downwardly revised -0.36 in April. The three-month moving average dropped to -0.16 in May from 0.06 in April, indicating slightly below trend growth.
Source: The Conference Board Source: Federal Reserve Bank of Chicago
LEADING INDICATORS OF ECONOMIC ACTIVITY
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400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2,200
2,400
In Thousands of Units
Annualized Housing Starts
Multi Family Housing Starts
Single Family Housing Starts
Housing starts declined 9.8% month-over-month in May to a seasonally adjusted annual rate of 1.256 million units. Single family starts increased 0.4% above the revised April figures, whereas multi-family starts fell -30.4%. Total starts dropped 4.6% compared to May 2024.
Homebuilder confidence is shaky due to elevated mortgage rates, affordability constraints, and a weakening economic outlook. The Freddie Mac 30-year fixed rate mortgage averaged approximately 6.8% in June. According to the Case-Shiller 20-City Home Price Index, housing prices rose 3.4% year-over-year in April, compared to 4.1% in March. Limited inventory, elevated mortgage rates, and lack of affordability continue to weigh on the housing market.
Source: US Department of Commerce Source: S&P
-20.0%
-16.0%
-12.0%
-8.0%
-4.0%
0.0%
4.0%
8.0%
12.0%
16.0%
20.0%
24.0%
S&P/Case-Shiller 20 City Composite Home Price Index
Recession
YOY (%) Change
HOUSING
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50 55
60 65
70 Institute of Supply Management (ISM) Surveys
ISM Manufacturing ISM Services
EXPANDING
CONTRACTING
The Institute for Supply Management (ISM) Manufacturing index edged up to 49.0 in June from 48.5 in May, indicating a continuation of modest contraction in the sector. Inventories and production improved as companies worked through backlogs, while employment and new orders contracted. The ISM Services index increased to 50.8 in June from 49.9 in May, as new orders improved. However, ongoing concerns about the impact of tariffs remain. A reading over 50 indicates expansion, while a reading under 50 indicates contraction.
Source: Institute for Supply Management
SURVEY BASED MEASURES
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY Components of GDP 6/24 9/24 12/24 3/25
1.9% 2.5% 2.7% 0.3%
1.5% 0.2% -1.0% 3.9%
-0.9% -0.4% 0.3% -4.6%
0.3% 0.6% 0.3% -0.3%
0.3% 0.3% 0.3% 0.2%
3.0% 3.1% 2.5% -0.5%
Personal Consumption Expenditures
Gross Private Domestic Investment
Net Exports and Imports
Federal Government Expenditures
Total
State and Local (Consumption and Gross
Investment)
-40.0%
-30.0%
-20.0%
-10.0%
0.0%
10.0%
20.0%
30.0%
40.0%
Gross Domestic Product (GDP)
GDP QOQ % Change
GDP YOY % Change
Source: US Department of Commerce Source: US Department of Commerce Real GDP decreased at an annualized rate of 0.5% in the first quarter of 2025, according to the third and final estimate from the Bureauof Economic Analysis, a downward revision from the previously estimated 0.2% decline. This marks the first negative quarter since 2022.
The primary driver of the downward revision was weaker personal consumption expenditures. Net exports remained the primary drag on growth, as imports rose sharply in anticipation of higher tariffs. Gross investment contributed positively, powered by business decisions to get ahead of possible cost increases. The consensus projection calls for 2.1% growth for the second quarter and 1.5% for the full year 2025.
GROSS DOMESTIC PRODUCT (GDP)
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0 1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
Federal Reserve Balance Sheet Assets
Recession
In $ millions
As broadly anticipated, the Federal Open Market Committee (FOMC) left the Federal Funds Rate unchanged at the range of 4.25 - 4.50% at the June meeting. In the Summaryof Economic Projections (SEP), Federal Reserve officials continued to pencil in two rate cuts in 2025, while downgrading estimates for economic growth and raising forecasts for both unemployment and inflation this year. The statement indicated that uncertainty about the economic outlook remained elevatedbut had diminished. The monthly redemption capon Treasuries will remain at $5 billion, while the cap on agencies and mortgage-backed securities will be maintained at $35 billion. Since the Fed began its Quantitative Tightening campaign in June 2022, securities holdings have declined by about $2.2 trillion to approximately $6.7 trillion.
FEDERAL RESERVE
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
Effective Federal Funds Rate
Recession
Yield (%)
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0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
US Treasury Note Yields
2-Year
5-Year
10-Year
Yield (%)
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
US Treasury Yield Curve
Jun-25
Mar-25
Jun-24
Yield (%)
At the end of June, the 2-year Treasury yield was 103 basis points lower, and the 10-Year Treasury yield was 17 basis points lower, year- over-year. The spread between the 2-year and 10-year Treasury yield pointson the curve edged up to +51 basis points at June month-end versus +50 basis points at May month-end. The recent yield curve inversion which began in July 2022 was historically long. The average historical spread (since 2005) is about +99 basis points. The spread between the 3-month and 10-year Treasury yield points on the curve was -7 basis points in June, versus -6 basis points in May.
BOND YIELDS
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ACCOUNT PROFILE
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OBJECTIVES
Safety of principal is the foremost objective of the investment program. The investment portfolio shall remain sufficiently liquid to meet all requirements that may be reasonably anticipated. The investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, taking into account the investment risk constraints and liquidity needs.
The performance objective for the portfolio is to earn a total rate of return through a market cycle that is equal to or above the return on the benchmark index.
In order to achieve this objective, the portfolio invests in high-quality fixed income securities that comply with the investment policy and all regulations governing the funds. 15 6.e
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PORTFOLIO CHARACTERISTICS
City of Campbell | Account #11214 | As of June 30, 2025 Benchmark* 6/30/2025
Portfolio
3/31/2025
Portfolio
Average Maturity (yrs) 2.65 3.09 3.02
Average Modified Duration 2.48 2.58 2.55
Average Purchase Yield 4.06% 3.93%
Average Market Yield 3.78% 4.04% 4.20%
Average Quality** AA+ AA+ AA+
Total Market Value 20,854,973 20,536,778
*Benchmark: ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index **The credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch. 16 6.e
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SECTOR DISTRIBUTION
City of Campbell | Account #11214 | As of June 30, 2025 Sector as a Percentage of Market Value
Sector 06/30/2025 03/31/2025
US Treasury 35.91% 36.63%
Corporate 24.98% 23.15%
Agency 15.66% 19.46%
Agency CMBS 10.16% 9.00%
ABS 9.50% 7.72%
Supras 2.31% 2.32%
Muni Bonds 1.01% 1.02%
Money Mkt Fd 0.48% 0.68%
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ISSUERS
City of Campbell | Account #11214 | As of June 30, 2025 Issuer Investment Type % Portfolio
Government of The United States US Treasury 35.91%
FHLMC Agency CMBS 10.16%
Farm Credit System Agency 9.65%
Federal Home Loan Banks Agency 6.00%
International Bank for Recon and Dev Supras 2.31%
BMW Vehicle Owner Trust ABS 1.96%
Toyota Motor Corporation Corporate 1.94%
American Express Credit Master Trust ABS 1.81%
Bank of America Corporation Corporate 1.48%
John Deere Owner Trust ABS 1.46%
JPMorgan Chase & Co. Corporate 1.30%
National Rural Utilities Cooperative Corporate 1.24%
Caterpillar Inc. Corporate 1.23%
Cisco Systems, Inc. Corporate 1.22%
Marsh & McLennan Companies, Inc. Corporate 1.22%
State Street Corporation Corporate 1.21%
Royal Bank of Canada Corporate 1.21%
UnitedHealth Group Incorporated Corporate 1.17%
GM Financial Securitized Term ABS 1.14%
Eli Lilly and Company Corporate 1.14%
Duke Energy Corporation Corporate 1.13%
PACCAR Inc Corporate 1.13%
Deere & Company Corporate 1.11%
The Home Depot, Inc. Corporate 1.11%
The Toronto-Dominion Bank Corporate 1.10%
BNY Mellon Corp Corporate 1.08%
Toyota Auto Receivables Owner Trust ABS 1.06%
State of California Muni Bonds 1.01%
Honda Motor Co., Ltd. Corporate 0.98%
U.S. Bancorp Corporate 0.97%
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ISSUERS
City of Campbell | Account #11214 | As of June 30, 2025 Issuer Investment Type % Portfolio
Walmart Inc. Corporate 0.90%
AbbVie Inc. Corporate 0.61%
Ford Credit Auto Owner Trust ABS 0.59%
Mercedes-Benz Auto Receivables Trust ABS 0.56%
WF Card Issuance Trust ABS 0.53%
Bank of Montreal Corporate 0.49%
Money Market Fund Money Mkt Fd 0.48%
Hyundai Auto Receivables Trust ABS 0.39%
Cash Cash 0.00%
TOTAL 100.00%
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QUALITY DISTRIBUTION
Rating 06/30/2025 03/31/2025
AAA 11.8% 10.3%
AA 62.2% 64.7%
A 21.7% 20.8%
NA 4.2% 4.3%
Rating 06/30/2025 03/31/2025
AAA 9.54% 74.20%
AA 67.44% 5.62%
A 19.62% 18.62%
NA 3.41% 1.56%
Rating 06/30/2025 03/31/2025
AAA 14.36% 11.41%
AA 63.53% 67.27%
A 10.02% 10.11%
NA 12.08% 11.22%
City of Campbell | Account #11214 | As of June 30, 2025 S&P Rating Moody’s Rating Fitch Rating
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
DURATION DISTRIBUTION
City of Campbell | Account #11214 | As of June 30, 2025 Date 0-.25 .25-.5 .5-1 1-2 2-3 3-4 4-5 5-7 7+
06/30/2025 6.4% 0.0% 7.0% 24.2% 17.9% 34.3% 10.2% 0.0% 0.0% 03/31/2025 0.7% 9.6% 4.0% 18.7% 26.2% 20.4% 20.4% 0.0% 0.0% 21 6.e
Packet Pg. 88
Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY 3 Months 12 Months 2 Years 3 Years 5 Years 10 Years Since Inception
TOTAL RATE OF RETURN
City of Campbell 1.54% 2.05%
Benchmark 1.36% 1.89%
*Periods over 1 year are annualized.
Benchmark: ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index Total rate of return: A measure of a portfolio’s performance over time. It is the internal rate of return, which equates the beginning value of the portfolio with the ending market value; it includes interest earnings, realized and unrealized gains and losses in the portfolio.
INVESTMENT PERFORMANCE
City of Campbell | Account #11214 | As of June 30, 2025 Total Rate of Return : Inception | 03/01/2025
22 6.e
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
PORTFOLIO HOLDINGS
23 6.e
Packet Pg. 90
Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
HOLDINGS REPORT
City of Campbell | Account #11214 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
ABS
891940AC2 TAOT 2023-A A3 4.63 09/15/2027 94,107.40 11/14/2024
4.63%
94,144.15
94,132.16
100.04
4.59%
94,149.22
193.65
0.46%
17.05 NA/AAA
AAA
2.21 0.51
362962AD4 GMALT 2025-2 A3 4.58
05/22/2028 95,000.00 05/20/2025
4.84%
94,998.42
94,998.47
100.64
4.23%
95,606.70
132.95
0.46%
608.23
NA/AAA
AAA
2.90 1.62
47800RAD5 JDOT 2024 A3 4.96 11/15/2028 200,000.00 02/20/2025
4.63%
201,203.13
201,046.25
100.92
4.29%
201,847.52
440.89
0.98%
801.27
Aaa/NA
AAA
3.38 1.27
096919AD7 BMWOT 2024-A A3 5.18
02/26/2029 400,000.00 --
4.69%
404,156.25
403,531.82
101.26
4.11%
405,043.20
345.33
1.96%
1,511.38
Aaa/AAA
NA
3.66 1.12
89239TAD4 TAOT 2024-D A3 4.4 06/15/2029 60,000.00 10/10/2024
4.51%
59,996.65
59,997.16
100.42
4.15%
60,253.07
117.33
0.29%
255.92
Aaa/AAA
NA
3.96 1.44
02589BAE0 AMXCA 2024-3 A 4.65 07/15/2027 200,000.00 02/20/2025
4.57%
200,546.88
200,465.54
101.17
4.08%
202,349.26
413.33
0.98%
1,883.72
NA/AAA
AAA
2.04 1.91
34535VAD6 FORDO 2024-D A3 4.61
08/15/2029 120,000.00 11/19/2024
4.66%
119,996.15
119,996.64
101.00
4.08%
121,200.89
245.87
0.59%
1,204.25
Aaa/NA
AAA
4.13 1.73
38014AAD3 GMCAR 2024-4 A3 4.4
08/16/2029 60,000.00 10/08/2024
4.32%
59,988.44
59,990.13
100.29
4.24%
60,172.75
110.00
0.29%
182.62
Aaa/AAA
NA
4.13 1.41
47800DAD6 JDOT 2025 A3 4.23 09/17/2029 100,000.00 03/04/2025
5.09%
99,993.71
99,994.14
100.25
4.16%
100,246.96
188.00
0.48%
252.82
Aaa/NA
AAA
4.22 2.18
92970QAE5 WFCIT 2024-2 A 4.29 10/15/2029 110,000.00 10/17/2024
4.29%
109,983.65
109,985.90
100.47
4.11%
110,517.11
209.73
0.53%
531.21
Aaa/AAA
NA
4.29 2.14
89231HAD8 TAOT 2025-B A3 4.34 11/15/2029 65,000.00 04/24/2025
4.82%
64,996.28
64,996.42
100.62
4.08%
65,399.93
125.38
0.32%
403.51
NA/AAA
AAA
4.38 2.02
44935XAD7 HART 2025-B A3 4.36 12/17/2029 80,000.00 06/03/2025
4.36%
79,992.78
79,992.87
100.64
4.09%
80,512.16
193.78
0.39%
519.29
NA/AAA
AAA
4.47 2.07
58773DAD6 MBART 2025-1 A3 4.78
12/17/2029 115,000.00 01/14/2025
4.84%
114,975.54
114,977.71
101.32
4.06%
116,519.02
244.31
0.56%
1,541.31
Aaa/NA
AAA
4.47 1.71
362955AD8 GMCAR 2025-1 A3 4.62
12/17/2029 80,000.00 01/09/2025
5.03%
79,994.06
79,994.61
100.90
4.09%
80,716.64
154.00
0.39%
722.03
Aaa/NA
AAA
4.47 1.55
02582JKP4 AMXCA 2025-2 A 4.28 04/15/2030 170,000.00 05/06/2025
4.28%
169,996.92
169,997.00
100.61
4.08%
171,039.84
323.38
0.83%
1,042.84
NA/AAA
AAA
4.79 2.58
Total ABS 1,949,107.40 4.63%
1,954,963.01
1,954,096.83
100.85
4.15%
1,965,574.27
3,437.93
9.50%
11,477.45
3.71 1.63
24 6.e
Packet Pg. 91
Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
HOLDINGS REPORT
City of Campbell | Account #11214 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
AGENCY
3130APFH3 FEDERAL HOME LOAN BANKS 0.81
07/29/2025 250,000.00 10/29/2021
0.81%
250,000.00
250,000.00
99.72 4.36%
249,308.92
855.00
1.21%
(691.08)
Aa1/AA+
AA+
0.08 0.08
3130ANVB3 FEDERAL HOME LOAN BANKS 0.8
09/17/2025 1,000,000.00 09/17/2021
0.80%
1,000,000.00
1,000,000.00
99.23 4.47%
992,303.44
2,311.11
4.80%
(7,696.56)
Aa1/AA+
AA+
0.22 0.21
3133ENZC7 FEDERAL FARM CREDIT BANKS
FUNDING CORP 4.12 06/22/2026 1,000,000.00 06/22/2022
4.12%
1,000,000.00
1,000,000.00
99.95 4.17%
999,479.58
1,030.00
4.83%
(520.42)
Aa1/AA+
AA+
0.98 0.95
3133ENZY9 FEDERAL FARM CREDIT BANKS
FUNDING CORP 3.96 07/12/2027 1,000,000.00 07/12/2022
3.96%
1,000,000.00
1,000,000.00
99.69 4.12%
996,874.94
18,590.00
4.82%
(3,125.06)
Aa1/AA+
AA+
2.03 1.90
Total Agency 3,250,000.00 2.80%
3,250,000.00
3,250,000.00
99.63 4.26%
3,237,966.88
22,786.11
15.66%
(12,033.12)
1.00 0.95
AGENCY CMBS
3137BSRE5 FHMS K-059 A2 3.12 09/25/2026 250,000.00 11/21/2024
4.55%
243,691.41
245,817.13
98.61 4.22%
246,520.70
650.00
1.19%
703.57
Aa1/AAA
AAA
1.24 1.10
3137FJEH8 FHMS K-081 A2 3.9 08/25/2028 250,000.00 11/21/2024
4.53%
244,335.94
245,250.45
99.55 4.00%
248,864.08
812.50
1.20%
3,613.63
Aa1/AA+
AAA
3.15 2.89
3137FJKE8 FHMS K-082 A2 3.92 09/25/2028 250,000.00 06/10/2025
4.27%
246,992.19
247,038.23
99.65 3.98%
249,132.28
816.67
1.20%
2,094.05
Aa1/AA+
AAA
3.24 2.92
3137FKSH0 FHMS K-086 A2 3.859 11/25/2028 150,000.00 09/18/2024
3.82%
150,005.86
150,004.76
99.34 4.02%
149,004.90
482.38
0.72%
(999.86)
Aaa/AA+
AA+
3.41 3.09
3137FLN91 FHMS K-091 A2 3.505 03/25/2029 300,000.00 11/14/2024
4.62%
287,074.22
288,926.67
98.06 4.05%
294,181.08
876.25
1.42%
5,254.41
Aa1/AAA
AA+
3.73 3.34
3137FMCR1 FHMS K-093 A2 2.982 05/25/2029 148,909.71 10/16/2024
4.15%
141,883.04
142,958.51
96.30 4.05%
143,405.00
370.04
0.69%
446.49
Aa1/AA+
AAA
3.90 3.40
3137FNAE0 FHMS K-095 A2 2.785 06/25/2029 250,000.00 03/13/2025
4.39%
234,707.03
235,752.45
95.37 4.06%
238,423.20
580.21
1.15%
2,670.75
Aa1/AA+
AAA
3.99 3.60
3137FPHK4 FHMS K-098 A2 2.425 08/25/2029 300,000.00 10/17/2024
4.26%
276,445.31
279,848.85
93.83 4.07%
281,486.73
606.25
1.36%
1,637.88
Aa1/AA+
AAA
4.15 3.78
3137FRUJ8 FHMS K-105 A2 1.872 01/25/2030 275,000.00 03/17/2025
4.43%
244,868.16
246,643.66
90.81 4.12%
249,727.50
429.00
1.21%
3,083.84
Aa1/AA+
AAA
4.57 4.23
25 6.e
Packet Pg. 92
Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
HOLDINGS REPORT
City of Campbell | Account #11214 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
2,070,003.16 96.73 2,100,745.46 10.16% 3.49
Total Agency CMBS 2,173,909.71 4.37% 2,082,240.71 4.07% 5,623.29 18,504.75 3.15 CASH
CCYUSD Receivable 377.79 -- 377.79
377.79
1.00 0.00%
377.79
0.00 0.00%
0.00 Aaa/AAA
AAA
0.00 0.00
377.79 1.00 377.79 0.00% 0.00
Total Cash 377.79 377.79 0.00% 0.00 0.00 0.00
CORPORATE
91324PEY4 UNITEDHEALTH GROUP INC 4.6
04/15/2027 240,000.00 09/18/2024
3.83%
244,346.40
242,980.66
100.60
4.25%
241,436.43
2,330.67
1.17%
(1,544.24)
A2/A+
A
1.79 1.61
437076DB5 HOME DEPOT INC 4.875
06/25/2027 225,000.00 08/12/2024
4.25%
228,663.00
227,500.94
101.58
4.04%
228,545.17
182.81
1.11%
1,044.23
A2/A
A
1.99 1.80
02665WFK2 AMERICAN HONDA FINANCE
CORP 4.9 07/09/2027 200,000.00 09/18/2024
4.03%
204,578.00
203,302.60
101.23
4.26%
202,455.80
4,682.22
0.98%
(846.80)
A3/A-
NA
2.02 1.87
78017FZQ9 ROYAL BANK OF CANADA 4.51
10/18/2027 250,000.00 11/05/2024
4.66%
249,005.00
249,224.16
100.18
3.33%
250,455.32
2,286.32
1.21%
1,231.16
A1/A
AA-
2.30 1.24
857477CP6 STATE STREET CORP 4.33
10/22/2027 250,000.00 11/07/2024
4.54%
248,537.50
248,856.32
100.51
4.09%
251,272.77
2,074.79
1.21%
2,416.45
Aa3/A
AA-
2.31 2.09
89115A3E0 TORONTO-DOMINION BANK 4.861
01/31/2028 225,000.00 01/28/2025
4.86%
225,000.00
225,000.00
101.37
4.29%
228,079.71
4,587.57
1.10%
3,079.71
A2/A-
AA-
2.59 2.36
17275RBW1 CISCO SYSTEMS INC 4.55
02/24/2028 250,000.00 03/11/2025
4.32%
251,557.50
251,392.54
101.32
4.02%
253,304.98
4,012.85
1.22%
1,912.44
A1/AA-
NA
2.65 2.36
00287YDY2 ABBVIE INC 4.65 03/15/2028 125,000.00 02/18/2025
4.70%
124,833.75
124,852.42
101.51
4.05%
126,889.76
2,018.23
0.61%
2,037.33
A3/A-
NA
2.71 2.41
06406RBG1 BANK OF NEW YORK MELLON
CORP 3.992 06/13/2028 225,000.00 09/05/2024
4.31%
223,128.00
223,680.33
99.65 4.63%
224,202.92
449.10
1.08%
522.59
Aa3/A
AA-
2.96 1.85
46647PDG8 JPMORGAN CHASE & CO 4.851
07/25/2028 150,000.00 08/12/2024
4.62%
150,933.00
150,653.79
101.04
4.96%
151,563.74
3,153.15
0.73%
909.94
A1/A
AA-
3.07 1.91
46647PEU6 JPMORGAN CHASE & CO 4.915
01/24/2029 115,000.00 01/16/2025
4.92%
115,000.00
115,000.00
101.34
4.58%
116,544.28
2,465.01
0.56%
1,544.28
A1/A
AA-
3.57 2.34
26 6.e
Packet Pg. 93
Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
HOLDINGS REPORT
City of Campbell | Account #11214 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
06051GMK2 BANK OF AMERICA CORP 4.979
01/24/2029 150,000.00 01/17/2025
4.98%
150,000.00
150,000.00
101.43
4.61%
152,139.58
3,257.10
0.74%
2,139.58
A1/A-
AA-
3.57 2.34
06368MJG0 BANK OF MONTREAL 5.004
01/27/2029 100,000.00 01/22/2025
5.01%
100,000.00
100,000.00
101.62
4.53%
101,619.27
2,140.60
0.49%
1,619.27
A2/A-
AA-
3.58 2.35
91159HJK7 US BANCORP 4.653 02/01/2029 200,000.00 09/05/2024
4.47%
201,116.00
200,848.45
100.65
4.72%
201,297.45
3,877.50
0.97%
449.00
A3/A
A
3.59 2.37
06051GLG2 BANK OF AMERICA CORP 5.202
04/25/2029 150,000.00 08/12/2024
4.69%
152,550.00
151,942.23
102.20
4.77%
153,294.30
1,430.55
0.74%
1,352.07
A1/A-
AA-
3.82 2.58
24422EXT1 JOHN DEERE CAPITAL CORP 4.85
06/11/2029 225,000.00 08/12/2024
4.40%
229,338.00
228,545.69
102.46
4.17%
230,531.60
606.25
1.11%
1,985.90
A1/A
A+
3.95 3.56
89236TMK8 TOYOTA MOTOR CREDIT CORP
4.55 08/09/2029 225,000.00 08/12/2024
4.49%
225,567.00
225,466.79
100.80
4.33%
226,803.74
4,038.13
1.10%
1,336.94
A1/A+
A+
4.11 3.65
532457CQ9 ELI LILLY AND CO 4.2 08/14/2029 235,000.00 08/12/2024
4.22%
234,769.70
234,810.19
100.35
4.10%
235,834.11
3,756.08
1.14%
1,023.92
Aa3/A+
NA
4.12 3.62
26442CAY0 DUKE ENERGY CAROLINAS LLC
2.45 08/15/2029 250,000.00 12/18/2024
4.72%
226,517.50
229,197.27
93.27 4.25%
233,182.12
2,313.89
1.13%
3,984.85
Aa3/A
NA
4.13 3.82
14913UAU4 CATERPILLAR FINANCIAL SERVICES
CORP 4.7 11/15/2029 250,000.00 11/12/2024
4.74%
249,592.50
249,643.38
101.85
4.23%
254,613.14
1,501.39
1.23%
4,969.76
A2/A
A+
4.38 3.90
89236TNA9 TOYOTA MOTOR CREDIT CORP
4.95 01/09/2030 170,000.00 01/06/2025
5.00%
169,636.20
169,670.67
102.26
4.39%
173,846.26
4,020.50
0.84%
4,175.59
A1/A+
A+
4.53 3.93
63743HFX5
NATIONAL RURAL UTILITIES
COOPERATIVE FINANCE CORP 4.95
02/07/2030
250,000.00 02/20/2025
4.90%
250,550.00
250,509.85
102.28
4.40%
255,709.62
4,950.00
1.24%
5,199.76
A2/NA
A
4.61 3.94
571748CA8 MARSH & MCLENNAN
COMPANIES INC 4.65 03/15/2030 250,000.00 03/24/2025
4.67%
249,755.00
249,768.22
101.13
4.38%
252,819.51
3,422.92
1.22%
3,051.29
A3/A-
A-
4.71 4.07
931142FN8 WALMART INC 4.35 04/28/2030 185,000.00 04/23/2025
4.39%
184,679.95
184,691.17
101.15
4.09%
187,118.26
1,408.31
0.90%
2,427.10
Aa2/AA
AA
4.83 4.22
69371RT71 PACCAR FINANCIAL CORP 4.55
05/08/2030 230,000.00 05/05/2025
4.59%
229,643.50
229,654.04
101.26
4.26%
232,902.25
1,540.68
1.13%
3,248.21
A1/A+
NA
4.85 4.29
Total Corporate 5,125,000.00 4.54%
5,119,297.50
5,117,191.72
100.84
4.27%
5,166,462.06
66,506.61
24.98%
49,270.34
3.46 2.86
MONEY MARKET
FUND
27 6.e
Packet Pg. 94
Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
HOLDINGS REPORT
City of Campbell | Account #11214 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
X9USDDGCM DREYFUS GVT CM INST 98,732.84 --
4.21%
98,732.84
98,732.84
1.00 4.21%
98,732.84
0.00 0.48%
0.00 Aaa/AAAm
NA
0.00 0.00
Total Money Market
Fund 98,732.84 4.21%
98,732.84
98,732.84
1.00 4.21%
98,732.84
0.00 0.48%
0.00 0.00
0.00 MUNICIPAL BONDS
13063EGT7 CALIFORNIA STATE 4.5 08/01/2029 205,000.00 10/30/2024
4.38%
206,080.35
205,931.72
101.77
4.02%
208,637.73
3,843.75
1.01%
2,706.00
Aa2/AA-
AA
4.09 3.64
Total Municipal
Bonds 205,000.00 4.38%
206,080.35
205,931.72
101.77
4.02%
208,637.73
3,843.75
1.01%
2,706.00
4.09 3.64
SUPRANATIONAL
459058LN1
INTERNATIONAL BANK FOR
RECONSTRUCTION AND
DEVELOPM 3.875 10/16/2029
350,000.00 12/13/2024
4.29%
343,689.50
344,393.84
100.24
3.81%
350,822.70
2,825.52
1.70%
6,428.86
Aaa/AAA
NA
4.30 3.89
459058LR2
INTERNATIONAL BANK FOR
RECONSTRUCTION AND
DEVELOPM 4.125 03/20/2030
125,000.00 03/14/2025
4.20%
124,553.75
124,578.92
101.23
3.84%
126,531.37
1,446.61
0.61%
1,952.45
Aaa/AAA
NA
4.72 4.21
Total Supranational 475,000.00 4.27%
468,243.25
468,972.77
100.50
3.82%
477,354.07
4,272.14
2.31%
8,381.30
4.41 3.98
US TREASURY
91282CGR6 UNITED STATES TREASURY 4.625
03/15/2026 350,000.00 08/20/2024
4.14%
352,542.97
351,144.56
100.35
4.11%
351,233.89
4,750.68
1.70%
89.33 Aa1/AA+
AA+
0.71 0.68
91282CJC6 UNITED STATES TREASURY 4.625
10/15/2026 375,000.00 08/30/2024
3.90%
380,507.81
378,343.01
100.89
3.91%
378,339.84
3,648.82
1.83%
(3.17)
Aa1/AA+
AA+
1.29 1.23
91282CKE0 UNITED STATES TREASURY 4.25
03/15/2027 350,000.00 08/20/2024
3.86%
353,322.27
352,207.75
100.76
3.78%
352,652.34
4,365.49
1.71%
444.59
Aa1/AA+
AA+
1.71 1.61
91282CKZ3 UNITED STATES TREASURY 4.375
07/15/2027 375,000.00 08/08/2024
3.91%
379,804.69
378,340.83
101.25
3.73%
379,672.85
7,568.63
1.84%
1,332.02
Aa1/AA+
AA+
2.04 1.90
91282CFM8 UNITED STATES TREASURY 4.125
09/30/2027 350,000.00 10/31/2024
4.17%
349,521.48
349,630.42
100.91
3.70%
353,185.55
3,629.10
1.71%
3,555.13
Aa1/AA+
AA+
2.25 2.11
28 6.e
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
HOLDINGS REPORT
City of Campbell | Account #11214 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CGP0 UNITED STATES TREASURY 4.0
02/29/2028 375,000.00 08/08/2024
3.87%
376,552.73
376,163.05
100.76
3.70%
377,841.80
5,013.59
1.83%
1,678.74
Aa1/AA+
AA+
2.67 2.48
91282CHK0 UNITED STATES TREASURY 4.0
06/30/2028 350,000.00 08/20/2024
3.76%
353,007.81
352,337.51
100.86
3.69%
353,007.81
38.04 1.71%
670.30
Aa1/AA+
AA+
3.00 2.80
91282CJF9 UNITED STATES TREASURY 4.875
10/31/2028 375,000.00 08/08/2024
3.85%
389,765.63
386,648.02
103.59
3.72%
388,476.75
3,079.99
1.88%
1,828.73
Aa1/AA+
AA+
3.34 3.04
91282CKD2 UNITED STATES TREASURY 4.25
02/28/2029 375,000.00 11/26/2024
4.21%
375,585.94
375,504.50
101.76
3.73%
381,606.45
5,326.94
1.85%
6,101.95
Aa1/AA+
AA+
3.67 3.33
91282CKG5 UNITED STATES TREASURY 4.125
03/31/2029 350,000.00 11/18/2024
4.31%
347,498.05
347,849.86
101.35
3.73%
354,730.47
3,629.10
1.72%
6,880.60
Aa1/AA+
AA+
3.75 3.42
91282CKP5 UNITED STATES TREASURY 4.625
04/30/2029 375,000.00 08/08/2024
3.84%
387,583.01
385,205.00
103.13
3.74%
386,718.75
2,922.04
1.87%
1,513.75
Aa1/AA+
AA+
3.83 3.47
91282CEV9 UNITED STATES TREASURY 3.25
06/30/2029 350,000.00 11/18/2024
4.31%
334,591.80
336,641.35
98.17 3.75%
343,601.56
30.91 1.66%
6,960.22
Aa1/AA+
AA+
4.00 3.71
91282CLC3 UNITED STATES TREASURY 4.0
07/31/2029 350,000.00 08/20/2024
3.70%
354,634.77
353,828.50
100.93
3.75%
353,267.58
5,839.78
1.71%
(560.92)
Aa1/AA+
AA+
4.08 3.68
91282CLK5 UNITED STATES TREASURY 3.625
08/31/2029 400,000.00 --
3.60%
400,687.50
400,460.85
99.50 3.75%
398,015.62
4,846.47
1.92%
(2,445.22)
Aa1/AA+
AA+
4.17 3.79
91282CLN9 UNITED STATES TREASURY 3.5
09/30/2029 400,000.00 --
4.09%
389,617.18
390,947.07
98.99 3.76%
395,968.75
3,519.13
1.91%
5,021.68
Aa1/AA+
AA+
4.25 3.88
91282CLR0 UNITED STATES TREASURY 4.125
10/31/2029 400,000.00 --
4.33%
396,388.68
396,807.56
101.43
3.76%
405,718.75
2,779.89
1.96%
8,911.19
Aa1/AA+
AA+
4.34 3.91
91282CMA6 UNITED STATES TREASURY 4.125
11/30/2029 400,000.00 12/11/2024
4.09%
400,546.88
400,486.28
101.47
3.76%
405,875.20
1,397.54
1.96%
5,388.92
Aa1/AA+
AA+
4.42 4.00
91282CMD0 UNITED STATES TREASURY 4.375
12/31/2029 400,000.00 --
4.45%
398,679.69
398,800.81
102.48
3.77%
409,921.88
47.55 1.98%
11,121.06
Aa1/AA+
AA+
4.50 4.06
91282CMU2 UNITED STATES TREASURY 4.0
03/31/2030 300,000.00 04/07/2025
3.75%
303,375.00
303,219.06
100.93
3.78%
302,789.06
3,016.39
1.46%
(430.00)
Aa1/AA+
AA+
4.75 4.25
91282CNG2 UNITED STATES TREASURY 4.0
05/31/2030 350,000.00 06/09/2025
4.08%
348,742.19
348,756.74
100.97
3.78%
353,390.80
1,185.79
1.71%
4,634.06
Aa1/AA+
AA+
4.92 4.42
Total US Treasury 7,350,000.00 4.01%
7,372,956.08
7,363,322.73
101.05
3.77%
7,426,015.70
66,635.88
35.91%
62,692.97
3.40 3.10
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
HOLDINGS REPORT
City of Campbell | Account #11214 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
Total Portfolio 20,627,127.74 4.06%
20,540,653.98
20,540,867.11
99.83 4.04%
20,681,866.80
173,105.70
100.00%
140,999.69
3.09 2.58
Total Market Value +
Accrued 20,854,972.50
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
TRANSACTIONS
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
TRANSACTION LEDGER
City of Campbell | Account #11214|04/01/2025 Through 06/30/2025| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/Disp Yield Amount Interest
Pur/Sold Total Amount Gain/Loss
ACQUISITIONS
Purchase 04/08/2025 91282CMU2 300,000.00 UNITED STATES TREASURY
4.0 03/31/2030 101.125 3.75% (303,375.00) (262.30) (303,637.30) 0.00 Purchase 04/28/2025 931142FN8 185,000.00 WALMART INC 4.35 04/28/2030 99.827 4.39% (184,679.95) 0.00 (184,679.95) 0.00 Purchase 04/30/2025 89231HAD8 65,000.00 TAOT 2025-B A3 4.34 11/15/2029 99.994 4.82% (64,996.28) 0.00 (64,996.28) 0.00 Purchase 05/08/2025 69371RT71 230,000.00 PACCAR FINANCIAL CORP
4.55 05/08/2030 99.845 4.59% (229,643.50) 0.00 (229,643.50) 0.00 Purchase 05/13/2025 02582JKP4 170,000.00 AMXCA 2025-2 A 4.28 04/15/2030 99.998 4.28% (169,996.92) 0.00 (169,996.92) 0.00 Purchase 05/29/2025 362962AD4 95,000.00 GMALT 2025-2 A3 4.58 05/20/2028 99.998 4.84% (94,998.42) 0.00 (94,998.42) 0.00 Purchase 06/10/2025 91282CNG2 350,000.00 UNITED STATES TREASURY
4.0 05/31/2030 99.641 4.08% (348,742.19) (382.51) (349,124.70) 0.00 Purchase 06/11/2025 44935XAD7 80,000.00 HART 2025-B A3 4.36 12/17/2029 99.991 4.36% (79,992.78) 0.00 (79,992.78) 0.00 Purchase 06/13/2025 3137FJKE8 250,000.00 FHMS K-082 A2 3.92 09/25/2028 98.797 4.27% (246,992.19) (326.67) (247,318.86) 0.00 Total Purchase 1,725,000.00 (1,723,417.23) (971.48) (1,724,388.71) 0.00 TOTAL
ACQUISITIONS 1,725,000.00 (1,723,417.23) (971.48) (1,724,388.71) 0.00
DISPOSITIONS
Sale 04/08/2025 91282CJL6 (350,000.00) UNITED STATES TREASURY
4.875 11/30/2025 100.500 4.30% 351,750.00 6,046.88 357,796.88 510.61 Sale 05/08/2025 3130APFH3 (500,000.00) FEDERAL HOME LOAN BANKS 0.81 07/29/2025 99.190 0.81% 495,950.00 1,113.75 497,063.75 (4,050.00) Sale 06/06/2025 91282CHH7 (375,000.00) UNITED STATES TREASURY
4.125 06/15/2026 100.035 4.10% 375,131.84 7,351.91 382,483.75 34.44 Sale 06/13/2025 3130APFH3 (250,000.00) FEDERAL HOME LOAN BANKS 0.81 07/29/2025 99.503 0.81% 248,757.50 753.75 249,511.25 (1,242.50) Total Sale (1,475,000.00) 1,471,589.34 15,266.29 1,486,855.63 (4,747.45) 32 6.e
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
TRANSACTION LEDGER
City of Campbell | Account #11214|04/01/2025 Through 06/30/2025| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/Disp Yield Amount Interest
Pur/Sold Total Amount Gain/Loss
TOTAL
DISPOSITIONS (1,475,000.00) 1,471,589.34 15,266.29 1,486,855.63 (4,747.45) 33 6.e
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
IMPORTANT DISCLOSURES
2025 Chandler Asset Management, Inc, An Independent Registered Investment Adviser.
Information contained herein is confidential. Prices are provided by ICE Data Services Inc (“IDS”), an independent pricing source. In the event IDS does not provide a price or if the price provided is not reflective of fair market value, Chandler will obtain pricing from an alternative approved third party pricing source in accordance with our written valuation policy and procedures. Our valuation procedures are also disclosed in Item 5 of our Form ADV Part 2A.
Performance results are presented gross-of-advisory fees and represent the client’s Total Return. The deduction of advisory fees lowers performance results. These results include the reinvestment of dividends and other earnings. Past performance may not be indicative of future results. Therefore, clients should not assume that future performance of any specific investment or investment strategy will be profitable or equal to past performance levels. All investment strategies have the potential for profit or loss. Economic factors, market conditions or changes in investment strategies, contributions or withdrawals may materially alter the performance and results of your portfolio.
Index returns assume reinvestment of all distributions. Historical performance results for investment indexes generally do not reflect the deduction of transaction and/or custodial charges or the deduction of an investment management fee, the incurrence of which would have the effect of decreasing historical performance results. It is not possible to invest directly in an index.
Source ICE Data Indices, LLC (“ICE”), used with permission. ICE permits use of the ICE indices and related data on an “as is” basis; ICE, its affiliates and their respective third party suppliers disclaim any and all warranties and representations, express and or implied, including any warranties of merchantability or fitness for a particular purpose or use, including the indices, index data and any data included in, related to, or derived therefrom. Neither ICE data, its affiliates or their respective third party providers guarantee the quality, adequacy, accuracy, timeliness or completeness of the indices or the index data or any component thereof, and the indices and index data and all components thereof are provided on an “as is” basis and licensee’s use it at licensee’s own risk. ICE data, its affiliates and their respective third party do not sponsor, endorse, or recommend chandler asset management, or any of its products or services.
This report is provided for informational purposes only and should not be construed as a specific investment or legal advice. The information contained herein was obtained from sources believed to be reliable as of the date of publication, but may become outdated or superseded at any time without notice. Any opinions or views expressed are based on current market conditions and are subject to change. This report may contain forecasts and forward-looking statements which are inherently limited and should not be relied upon as indicator of future results. Past performance is not indicative of future results. This report is not intended to constitute an offer, solicitation, recommendation or advice regarding any securities or investment strategy and should not be regarded by recipients as a substitute for the exercise of their own judgment.
Fixed income investments are subject to interest, credit and market risk. Interest rate risk: the value of fixed income investments will decline as interest rates rise. Credit risk: the possibility that the borrower may not be able to repay interest and principal. Low rated bonds generally have to pay higher interest rates to attract investors willing to take on greater risk. Market risk: the bond market in general could decline due to economic conditions, especially during periods of rising interest rates.
Ratings information have been provided by Moody’s, s&P and Fitch through data feeds we believe to be reliable as of the date of this statement, however we cannot guarantee its accuracy.
Security level ratings for U.S. Agency issued mortgage-backed securities “MBS” reflect the issuer rating because the securities themselves are not rated. The issuing U.S. Agency guarantees the full and timely payment of both principal and interest. 34 6.e
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
BENCHMARK DISCLOSURES
City of Campbell | Account #11214 | As of June 30, 2025 Benchmark Disclosure
ICE BofA 1-5 Yr US Treasury & Agency Index
The ICE BofA 1-5 Year US Treasury & Agency Index tracks the performance of US dollar denominated US Treasury and nonsubordinated US agency debt issued in the US domestic market. Qualifying securities must have an investment grade rating (based on an average of Moody’s, S&P and Fitch). Qualifying securities must have at least one year remaining term to final maturity and less than five years remaining term to final maturity, at least 18 months to maturity at time of issuance, a fixed coupon schedule, and a minimum amount outstanding of $1 billion for sovereigns and $250 million for agencies. 35 6.e
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Attachment: Economic and Portfolio Update (Chandler 06-30-25) (Annual Investment Policy Update FY
City
Council
Report
TITLE: Parks and Recreation Master Plan (Resolution/Roll Call Vote)
RECOMMENDED ACTION
That the City Council adopt a resolution approving the Parks and Recreation Master Plan.
BACKGROUND
The City Council awarded a contract on March 19, 2024, to MIG , Inc, for the development of the City’s first Parks and Recreation Master Plan. Key stakeholder meetings took place in June 2024, followed by extensive community outreach, both in person and online, in July 2024. During this time, MIG conducted a significant amount of work assessing the current condition of the City’s parks and recreational facilities. A statistically valid survey and a community -wide questionnaire were conducted to gather input. The first community meeting was held on September 4, 2024, where emerging findings were shared and the community had an opportunity to share their priorities and needs for Campbell’s park and recreation system.
On October 15, 2024, the City Council received an update from MIG, Inc , regarding the status of the Parks and Recreation Master Plan and several Parks and Recreation commissioners were in attendance. At that time, data collection, analysis, and community engagement had been completed, while the needs assessment was underway. A systemwide overview of Campbell’s current parks and recreation inventory was shared, along with the completed health equity assessment. Emerging themes from the community engagement process were also discussed, and the Council had the opportunity to provide feedback and additional insights. Council members were asked to determine whether the current level of service for Campbell’s parks, facilities, programs , and maintenance should be increased as well as to share their top two priorities for the Parks and Recreation Master Plan. This information was used to develop preliminary prioritization criteria.
On January 15, 2025, the second community meeting was held, to review preliminary prioritization criteria and identify funding priorities, which would inform the development of a community-wide survey. The results of that survey would then be used to develop a phased action plan for implementation.
Item: 7
Category: NEW BUSINESS
Meeting Date: September 16, 2025
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Parks and Recreation Master Plan Page 2 of 4
An update and overview of the needs assessment and the systemwide and site -specific recommendations was provided to the City Council on March 4, 2025, and to the Parks and Recreation Commission on March 5, 2025.
Once the needs assessment was complete and both the City Council and the Parks and Recreation Commission had the opportunity to provide input on the systemwide and site-specific recommendations, the administrative plan was developed and reviewed by staff. After incorporating recommended changes to the administrative plan, the draft plan was published and posted for community review.
DISCUSSION
The draft Parks and Recreation Master Plan was available online for a three -week public comment period. During that time, over fifty comments were received from community members, Commissioners and Councilmembers. The process was thorough and inclusive and provided ample opportunity for public comments to be made on the draft master plan. The final Parks and Recreation Master Plan is attached to this report as Attachment B and incorporates the comments provided during the public process.
Comments were grouped to determine common themes and look for consistency in recommendations. All factual corrections identified in the comments have been verified and incorporated, most of which related to aquatics and programming for adults aged 50 and over . Requests to enhance language about biodiversity and sustainability throughout the plan have also been incorporated to ensure these themes are more prominent in the recommendations.
It is important to note that the recommendations in the final Master Plan are not binding.
As such they are meant to be a framework and are intended to guide initial project planning, not serve as binding commitments. All project recommendations that are brought forward in the future will be at a time when funding is available and will be approved by the Parks and Recreation Commission and the City Council through the CIP process. Each project will undergo a public process to determine community wants and needs at that time. Consequently, comments around specific materials or variations to specific recommendations were not incorporated into the final Master Plan.
Several comments also addressed the need for improved bicycle and pedestrian safety in and around parks. While improved walking and biking opportunities within Campbell parks is one of the system -wide recommendations, the plan does not address citywide bicycle access to parks as part of the scope of this plan . These comments were not included in the final Master Plan, as the city is already undertaking this effort through a comprehensive citywide Multimodal Transportation Plan.
The largest category of comments received dealt with terms used throughout the plan, most commonly being turf and turf conversion. In the plan, “turf” refers to open grass areas, not used for athletic purposes while “athletic fields” refer to active sport grass turf. The term “turf conversions” refers to converting open grass areas into low water 7 Packet Pg. 104
Parks and Recreation Master Plan Page 3 of 4
use plantings, not the installation of artificial turf. Additional terms were modified to improve clarity of the document.
On September 3, 2025, the Parks and Recreation Commission reviewed the proposed changes and requested additional systemwide recommendations be added that would incorporate connected walking paths or more circular pathways in parks, an additional sport court and more interpretive signage in our parks. These were included in the system-wide recommendations and as such , are not part of the CIP list provided in the final plan but rather presented as options to consider for future system -wide improvements. The additional recommendation to explore land development requirements in park deficient areas of the city was included as well and the Open Space Authority ’s local funding program was included as an existing funding option.
Lastly, the recommendation to remove rose bushes at Hyde Park was deleted.
The final Parks and Recreation Master Plan attached represents a comprehensive plan that has been fully vetted by members of our community, Commissioners, Council Members, and staff. It provides the framework for future planning of our parks and recreation infrastructure with systemwide and site -specific recommendations. The final plan outlines goals and policies that are grounded in community values and needs that were shared through the extensive outreach process.
FISCAL IMPACT
The Parks and Recreation Master Plan does not have fiscal impacts at this time as the recommendations included within are not binding. As such , they are meant to be a framework and are intended to guide initial project planning, not serve as binding commitments. All project recommendations that are brought forward in the future will be at a time when funding is available and will be approved by the Parks and Recreation Commission and the City Council through the regular CIP process.
ALTERNATIVES
1. Do not approve the Parks and Recreation Master Plan and provide direction to staff.
Prepared by:
Natasha Bissell, Recreation and
Community Services Director
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Parks and Recreation Master Plan Page 4 of 4
Approved by:
Brian Loventhal, City Manager
Attachment:
a. Resolution - PRMP
b. Campbell PRMP - Final Plan 20250905
7 Packet Pg. 106
RESOLUTION NO.___________________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CAMPBELL
APPROVING THE PARKS AND RECREATION MASTER PLAN
WHEREAS, on March 19, 2024, the City Council awarded a contract to MIG, Inc. to develop the City of Campbell’s first Parks and Recreation Master Plan to guide the long- term planning and development of parks, open spaces, and recreation programs; and
WHEREAS, the development of the Master Plan included extensive community engagement, a statistically valid community survey, a citywide questionnaire, and multiple public meetings to gather and review community input; and
WHEREAS, updates on the progress of the Master Plan were presented to the City Council and Parks and Recreation Commission throughout the planning process; and
WHEREAS, a draft version of the Master Plan was made available for a three-week public comment period during which over 50 comments were received from community members, Commissioners, and Councilmembers; and
WHEREAS, the draft Master Plan was revised to incorporate factual corrections, clarify terminology, and strengthen emphasis on themes such as biodiversity and sustainability, and to reflect community-identified priorities; and
WHEREAS, the Parks and Recreation Commission reviewed the final changes and provided additional systemwide recommendations on September 3, 2025, which have been included in the final plan; and
WHEREAS, the final Parks and Recreation Master Plan outlines both systemwide and site-specific recommendations and provides a non -binding framework to guide future parks and recreation planning, capital improvement prioritization, and public investment decisions based on community needs and values; and
WHEREAS, the Master Plan does not obligate funding or immediate implementation, and all future projects derived from the plan shall be subject to available funding, public input, and formal approval through the City’s Capital Improvement Program (CIP) process;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Campbell hereby adopts the Parks and Recreation Master Plan, as the guiding document for future parks and recreation planning and development.
PASSED AND ADOPTED this 16th day of September, 2025 by the following roll call vote:
AYES: Councilmembers
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Attachment: Resolution - PRMP (Parks and Recreation Master Plan) NOES: Councilmembers
ABSENT: Councilmembers
APPROVED:
__________________________
Sergio Lopez, Mayor
ATTEST:
_______________________
Andrea Sanders, City Clerk
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Attachment: Resolution - PRMP (Parks and Recreation Master Plan)
PARKS AND
RECREATION
MASTER PLAN
FINAL | SEPTEMBER 2025
CAMPBELL
City of
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
PARKS AND RECREATION
MASTER PLAN
FINAL | SEPTEMBER 2025
CAMPBELL
City of
PREPARED BY
www.migcom.com
In association with
EMC Research
CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN I
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
MESSAGE FROM THE
RECREATION & COMMUNITY
SERVICES DIRECTOR
It is a privilege and a pleasure to introduce
the City of Campbell’s first-ever Parks and
Recreation Master Plan. This plan is our
community’s roadmap for building an
active, inclusive, and connected future. The
roadmap reflects a shared vision, shaped
by the voices of our residents, stakeholders,
and community partners, and is grounded in
our commitment to fostering a safe, vibrant
community, promoting environmental
stewardship, and ensuring equitable access
to parks and recreation so everyone can
thrive.
Our parks, open spaces, trails, and
recreational programs are essential to
the health and vitality of our city. They are
where neighbors gather, families grow,
and individuals find both inspiration and
relaxation. As our community evolves, so
must our approach to providing these
vital services. The Parks and Recreation
Master Plan outlines thoughtful strategies
to enhance and expand our facilities,
programming, and partnerships over the
next decade.
This document is a planning tool, it is a
reflection of the community’s priorities
and a pledge to future generations. With
clearly defined goals it allows us to be
more strategic when appropriate funds are
available. This will ensure that our parks and
recreation system continues to be a source
of pride, wellness, and connection for all.
Thank you to everyone who contributed
to this effort. Together, we are building a
healthier, more vibrant community—one
park, one program, and one person at a
time.
Natasha Bissell
Recreation & Community Services Director
CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN III
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) The City of Campbell is grateful to everyone who participated in the City’s first-ever Parks and Recreation Master Plan. In addition to those listed below, numerous individuals provided their time, insight, and expertise to help inform and shape the Plan.
ACKNOWLEDGMENTS
CITY COUNCIL
Sergio Lopez, Mayor, District 2
Daniel E. Furtado, Vice Mayor, District 3
Terry Hines, District 1
Elliot Scozzola, District 4
Anne Bybee, District 5
CITY STAFF
Natasha Bissell, Recreation & Community Services
Director, Recreation & Community Services Department
Lauren Merriman, Recreation Services Manager,
Recreation & Community Services Department
Amy Olay, Director, Public Works Department
Todd Capurso, former Director, Public Works
Department
CONSULTANT TEAM
www.migcom.com
In association with EMC Research
PARKS & RECREATION COMMISSION
Sherrie Doherty, Chair
Frank Beitz, Vice Chair
Michael Frederick
Tina Lee
Shirley Loffer
Brian Malone
Sharon Teeter
Robert Fidrych, former
Allen Ishibashi, former
Traci Mitchell, former
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) 5 SITE RECOMMENDATIONS
Overview & Organization ........................................................................................................... 79 Systemwide Capital Improvement Projects ............................................................................. 80 Site Recommendations ............................................................................................................... 81 6 ACTION & IMPLEMENTATION
Capital Improvement Plan ...................................................................................................... 111 Action Plan ................................................................................................................................ 115 Funding Sources & Strategies ................................................................................................. 121 Moving Forward ....................................................................................................................... 132
APPENDICES
A. City of Campbell Parks, Trails, and Recreation Facilities Inventory...................................A-1 B. Park Condition Assessment....................................................................................................B-1 C. Health Equity Assessment.......................................................................................................C-1 D. Capital Improvement Project List.........................................................................................D-1 E. Action Plan................................................................................................................................E-1
TABLE OF CONTENTS
EXECUTIVE SUMMARY X
1 INTRODUCTION
Introduction ................................................................................................................................... 3 Plan Purpose .................................................................................................................................. 3 Planning Process ........................................................................................................................... 4 Plan Structure ................................................................................................................................ 6 Related Plans & Initiatives ............................................................................................................ 7 City Vision & Direction ................................................................................................................. 8 Parks & Recreation Values ......................................................................................................... 10 Parks & Recreation Benefits....................................................................................................... 11 2 EXISTING SYSTEM
Setting & Context ........................................................................................................................ 15 Parks & Facilities.......................................................................................................................... 18 Parks & Recreation Services ....................................................................................................... 27 Staffing, Organizational Structure, Maintenance, Operations, & Programming Services ...31 3 COMMUNITY PROFILE, PRIORITIES, & NEEDS
Community Profile ..................................................................................................................... 35 Community Voices ..................................................................................................................... 37 Park Level of Service & Access ................................................................................................... 43 Needs & Opportunities ............................................................................................................... 48 4 SYSTEMWIDE RECOMMENDATIONS
Parks & Facilities.......................................................................................................................... 66 Maintenance, Deferred Maintenance, & Operations .............................................................. 69 Recreation Programs, Activities, & Events ................................................................................ 71 Resilience & Sustainability ......................................................................................................... 73 Administration, Management, & Communication ................................................................... 75 VI CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN VII
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
LIST OF FIGURES
Figure 1-1: The Planning Process...................................................................................................................4 Figure 1-2: Campbell Parks & Recreation Values......................................................................................10 Figure 2-1: Regional Context.......................................................................................................................16 Figure 2-2: Existing System Map.................................................................................................................17 Figure 3-1: Access to Parks in Campbell.....................................................................................................47 Figure 3-2: Health Equity, Levels of Physical Inactivity.............................................................................49 Figure 3-3: Health Equity, Chronic Disease Prevalence............................................................................50 Figure 3-4: Health Equity, Disability Prevalence........................................................................................51 Figure 3-5: Health Equity, Mental Health Prevalence...............................................................................52 Figure 6-1: Short-Term Action Plan Map.................................................................................................117 Figure 6-2: General Fund Revenues versus Expenditures, FY 2021 - FY 2032....................................122
LIST OF TABLES
Table 2-1: Park Land Inventory....................................................................................................................18 Table 2-2: Ages and Seasons Served by Recreation Program Service Area..........................................28 Table 2-3: Recreation Program Participation by Service Area................................................................29 Table 6-1: Capital Projects and Costs by Site Type................................................................................112 Table 6-2: Short-Term 5-Year Action Plan (FY 2025 – FY 2029).............................................................116 Table 6-3: Projects for Future Consideration...........................................................................................120 Table 6-4: 10-Year Capital Project Maintenance and Funding Deficiencies, FY 2025 - FY 2035.......124 VIII CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN IX
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) WHY PLAN?
Campbell’s Parks and Recreation Master Plan
(PRMP or the Plan) is the City’s first-ever, long-
range plan dedicated to the future of its park and
recreation system. This Plan serves as a strategic
blueprint for the enhancement, development, and
management of Campbell’s parks, trails, recreation
facilities, programs, and community events. This Plan
establishes a framework for the next 10+ years and
includes a short-term, 5-Year Action Plan of priority
projects.
The Parks and Recreation Master Plan builds from
the high-level guidance set forth in the Campbell
2040 General Plan and is aligned with the City’s
community vision and goals for enhancing quality of
life, fostering community connections, and ensuring
equitable access to well-maintained, vibrant public
spaces.
EXECUTIVE
SUMMARY
The Parks and Recreation Master Plan:
» Identifies systemwide needs
» Addresses park equity and access
» Recommends systemwide and site-specific
improvements and enhancements to recreation
facilities and amenities
» Highlights priority projects
» Serves as a guide for future decision making for
Campbell’s parks and recreation system
COMMUNITY VOICES
Residents, visitors, and City and community leaders
provided critical insight into the desires, needs, and
priorities for the City’s park and recreation system.
The planning process collected community input
through more than two thousand interactions with
diverse participants of varying ages and interests.
Community engagement ranged from in-person
workshops to online interactive activities to solicit a wide net of input. As a result of this comprehensive
outreach, community voices guided the Plan’s
development.
ENGAGEMENT AT A GLANCE
Through a robust and inclusive outreach process, residents were engaged across the city to ensure the Plan reflects the diverse voices, needs, and aspirations of the Campbell community.
CITY LEADERS
INTERVIEWED
RESPONSES TO THE
COMMUNITY-WIDE
QUESTIONNAIRE
STATISTICALLY
VALID SURVEY
RESPONSES
YOUTH FOCUS
GROUP
INTERACTIONS
AT NINE
DIFFERENT POP-
UP OUTREACH
EVENTS
1 100+
2 COMMUNITY
WORKSHOPS
COMMUNITY
PRIORITIZATION
SURVEY RESPONSES
PARKS & RECREATION
COMMISSION AND
CITY COUNCIL
BRIEFINGS
5 MANY
SOCIAL MEDIA
POSTS & EMAIL
CONTACTS
11 400
568
1,050
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
MAJOR OUTREACH THEMES
Throughout the planning process, common
community engagement themes arose. These
themes are the topics that were mentioned most
frequently across many different engagement
activities.
» Parks as Community Spaces
» Continued Maintenance and Investment in
Popular and High-Use Sites
» Removal of Barriers to Park or Recreation Facility
Use
» Importance of Maintenance and Continued
Improvements
» Prioritizing Comfort, Safety, and Sustainability
» Enhancements at the Campbell Community
Center
» Expanded Programming for All Ages and
Backgrounds
» More Youth and Teen Opportunities
» Adding Community Celebrations through Events
» Increasing Equity and Access to Parks and
Programs
» Implementing Quick Wins and Visible Change
» Balanced Scale and Impact of Projects
» Improved Communication and Outreach
» Advancing Active Transportation and Connectivity
PARK SYSTEM NEEDS
Based on community engagement and an
assessment of demographics, recreation trends,
the recreation market, community health, and level
of service (LOS), both systemwide and site-specific
needs were identified.
PARK LAND NEEDS
Park land needs encompass broader improvements
to enhance the overall accessibility and functionality
of Campbell’s park network. Key system takeaways
include:
» There are gaps in the provision of City park land.
An access analysis revealed service gaps in the
northeast, northwest, southeast, and southwest
segments of the city.
» The City of Campbell currently provides 1.8
acres of park land per 1,000 residents, which
is less than the Campbell 2040 General Plan
standard of 3 acres per 1,000. Including public
recreation space and assets provided by others
within the city raises this figure to 2.5 acres, but
the shortfall remains. With the City planning for
nearly 13,000 more residents by 2034, the level
of service is projected to decline further unless
approximately 80 additional acres of park land
are provided.
» To effectively address these gaps, the City may
explore various strategies for park acquisition
and consider forming partnerships with local
recreation providers and other public agencies.
» In the absence of viable land acquisition
or partnership opportunities, the City may
alternatively prioritize increased investment
in existing high-usage parks with a variety of
facilities such as John D. Morgan park, Campbell
Community Center, and the Los Gatos Creek
Trail.
» A Health Equity Assessment underscored the
need for targeted improvements in areas with
elevated rates of chronic disease, mental health
challenges, disability, and physical inactivity, such
as noted around John D. Morgan Park. Several
areas that face health challenges—mainly in
the service gap areas of northern, western, and
eastern parts of Campbell—tend to lack close-to-
home park access.
Check out Chapter 3 and pages
40-42 for a deeper dive into what
we heard from the community!
See the results of the Health Equity
Assessment on pages 49-52 in
Chapter 3.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
RECREATION FACILITY NEEDS
Campbell’s recreation facilities support a wide variety of activities, from competitive sports to community
gatherings, and require continued investment. The
following facility needs were noted:
» Community members need more flexible
access to athletic spaces and improved indoor
facilities to better meet growing interest in sports
programming.
» Many of the City’s outdoor recreation facilities
(playgrounds, picnic areas, etc.) and support
amenities (seating, restrooms, trash receptacles,
etc.) are reaching the end of their functional
life and require maintenance, replacement,
or renewal. In enhancing these facilities,
consideration is needed for comfort, inclusivity,
and unique site identity.
» The City operates a variety of signature
recreation sites that require individualized
management. These sites, which include the
Campbell Community Center, the Ainsley
House, and the Historical Museum, have aging
infrastructure that requires ongoing investment
to maintain functionality and support expanded
programming.
» Community members want to see better
connections for walking, biking, and rolling
between parks, neighborhoods, and key
community destinations through the expansion
or addition of trails.
RECREATION PROGRAMMING NEEDS
As participation trends evolve and community
needs shift, ongoing engagement and responsive
programming are essential to ensure the continued
relevance and value of the City’s recreation
programs and events.
» To foster community connection and celebrate
Campbell’s cultural diversity, community
members want more special events and
opportunities to gather.
» Community members want to see more adult
fitness and wellness programs, along with
expanded opportunities for art programming
through new classes, workshops, performances,
exhibitions, and creative youth activities.
» All residents in Campbell should be able to
fully participate in and benefit from the City’s
recreation programs. The need for more
inclusive programs for people with disabilities
emerged as a key gap in recreation offerings.
MAINTENANCE & OPERATIONS NEEDS
The broad scope of services that the Parks
Maintenance team provides requires efficient
resource allocation.
» While residents generally view parks as well
maintained, community feedback reveals
opportunities to improve the quality and security
of restrooms, enhance lighting, and provide
improved general upkeep at high-usage sites.
» A greater investment in irrigation, maintenance,
staffing and operations, and long-term
environmental planning is needed to ensure a
vibrant and sustainable park system that can
adapt to increased operational demands.
SITE-SPECIFIC NEEDS
Three of Campbell’s most visited and vital recreation
sites—the Campbell Community Center, John D.
Morgan Park, and the Los Gatos Creek Trail—serve
as community hubs and key access points for
vulnerable populations.
» Heavily used and programmed, the Community
Center has major upgrade needs for safety,
accessibility, and infrastructure improvements.
Areas of priority include the pool area, skate
park, and general wayfinding to help visitors
navigate and orient themselves within the
campus.
» John D. Morgan Park requires playground
renovations on the Rincon side (north side),
including inclusive equipment and shade
structures. Picnic areas throughout the park
need repairs, and the addition of multipurpose
event space would better support community
events and gatherings.
» Repairs, resurfacing, and additional comfort
amenities along the Los Gatos Creek Trail are
needed to improve and activate the trail.
Read Chapter 3 to find out more
about how different needs were
identified through the PRMP
planning process.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
THE INVESTMENT
STRATEGY
The Campbell Parks and Recreation Master Plan
provides a clear and prioritized 10+ year Capital
Improvement Plan (CIP), with a focus on priority
projects in a short-term 5-Year Action Plan. The
action plan identifies the phasing for all 91 projects
in the Capital Improvement Plan.
Approximately $51.5 million in capital
funding is needed to implement all 91
capital recommendations in the Parks and
Recreation Master Plan. Most of this cost
is for improvements to existing parks and
facilities ($39.9 million), while approximately
$11.5 million is needed for the development of
new parks and trails, including parks through
partnership in the unserved gap areas and
a potential new trail corridor. In addition to
these capital costs, more funding will be needed for
site maintenance, operations, and programming
associated with these improvements.
Projects at the Campbell Community Center
(indoor and outdoor recreation spaces) represent
a significant portion of the total capital costs (51%
of the approximate $51.5 million). While these
improvements are a substantial investment, they
are critical to addressing aging infrastructure and
ensuring that key community assets remain safe,
functional, and accessible. Many of the facilities
at the Community Center, such as the pool,
require significant upgrades to continue serving
the community effectively and to meet current
standards for safety, accessibility, and efficiency.
CAPITAL PROJECT
SNAPSHOT
RENOVATION &
RENEWAL
50 39
2 PARK EXPANSION &
DEVELOPMENT
FACILITY ADDITIONS
OR ENHANCEMENTS
91 PROJECTS TOTAL
These projects repair, update, or replace
amenities, facilities, landscaping, or other
features.
These projects add a new amenity or facility to
an existing park.
These projects include acquisition,
development, and partnerships to provide
parks and trails at five sites.
Check out Chapter 5 to see what
is recommended at your favorite
park!
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
STRATEGIC PRIORITIZATION
The Capital Improvement Plan recommends more
projects than the City currently has funding to
support, highlighting the importance of strategic
decision-making. To address this, the PRMP includes
a set of prioritization criteria that are included in a three-step decision-making process:
» Step 1: Alignment with Community Values.
Does the project support safety and use, health
and wellbeing, sense of identity and community,
equitable services, youth development and
empowerment, or resilience and sustainability?
» Step 2: Alignment with Desired Recreation
and Visitor Experience. How does the project
support what you can see and do in Campbell’s
parks?
» Step 3: Alignment with Feasibility and
Impact Goals. Can projects move forward
quickly and is there money available?
Utilizing prioritization criteria associated with this
process, the PRMP categorizes projects in three
different implementation timeframes:
» Short-Term: Projects implemented the first 0-5
years following PRMP adoption.
» Mid-Term: Projects implemented in the next
6-10 years following PRMP adoption.
» Long-Term: Projects that would be implemented
more than 11 years following PRMP adoption,
unless additional funding is identified.
Short-term projects comprise the PRMP’s 5-Year
Action Plan and are either already funded, in design,
or planned for advancement in the short term. Most
of these short-term projects align with the City of
Campbell’s adopted FY 2025 Capital Improvement
Plan (CIP). These are noted in the table below.
Additional details on mid-term and long-term
projects are noted in Chapter 6 and Appendix E.
Table 1: Short-Term 5-Year Action Plan (FY 2025 – FY 2029) Site Name Project Title
Total
Planning
Level Cost
Ainsley House Assess Roof and Foundation $120,000
Ainsley House Garden Patio Improvements $110,000
Campbell Community
Center Renovate Skate Park $420,000
Campbell Community
Center Renovate E Wing and Relocate Adult Center $1,100,000 Campbell Community
Center Upgrade Restrooms $65,000
Campbell Community
Center Replace Pool and Pool Facilities $12,000,000
Campbell Community
Center Create CCC Building Master Plan $300,000
John D. Morgan Park Design and Renovate Northern Playground (Rincon Playground)
$1,000,000
John D. Morgan Park Parking Lot Improvements $240,000
John D. Morgan Park Restroom Improvements (Budd) $840,000 Los Gatos Creek Dog
Park Dog Park Renovation $320,000
Virginia Park Landscape Improvements $110,000
Los Gatos Creek Trail Pruneyard Creek Trail Extension $250,000 Systemwide ADA Self-Evaluation Transition Plan Improvements $250,000 Total $17,125,000
The Capital Improvement Plan
proposes more projects than
current funding allows, making
strategic prioritization essential.
The PRMP addresses this through
a three-step process grounded in
community values, desired park
experiences, and project feasibility.
Projects are categorized into short-,
mid-, and long-term timeframes
to guide phased implementation.
The short-term projects, or those
planned for the next 0–5 years, form
the foundation of the City’s 5-Year
Action Plan and are either already
funded, in design, or aligned with
the FY 2025 Capital Improvement
Plan (CIP). This approach ensures
that investments are both value-
driven and fiscally responsible.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Rolling
Hills
Middle Capri
Elementary
San Jo se
Christian
School
Mulberry
Campbell Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Montessori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Ca n yo n
Heights
St Lucy
School
CAMPBELL
LOS GATOS
SAN JOSE
SAN JOSE
SAN JOSE
WEST HACIENDA AVE
POLLARD RD
WEST CAMPBELL AVE
BU CKN AI L RD
CAMPBELL AVE
H AMI LTON AVE
VI RGI N I A AVEVIRGINIA A VE
WH I TE OAKS RD
SOUTH BASCOM AVE
WI N CH ESTER BLVD
WI N CH ESTER BLVD
PAYN E AVE
SOU TH BASCOM AVE
SOU TH BASCOM AVE
WOODARD RD
MCCOY AVE
QU I N TO RD
BOYN TON AVE
SOU TH WEST EXPRESSWAY
LEI GH AVE
CU RTN ER AVE
LEI GH AVE
CAMDEN AVE
WI N CH ESTER BLVD
WI LLI AMS RD
SARATOGA AVE
DOYLE RD
FRU I TDALE AVE
SOU TH BASCOM AVE
FOXWORTH Y AVE
SAN TOMAS EXPRESSWAY
U N I ON AVE
CAMDEN AVE
LEI GH AVE
Marijane
Hamann Park
Campbell
Community
Center Ainsley
Park
Orchard
City Green
H yde
Park
Gomes Park
Edith Morely
Park
Los Gatos Creek
County Park and
Dog Park
Stojanovich
Family Park
John D
Morgan Park
Virginia
Park
Jack Fisher
Park
San Tomas
Park
Campbell Park
Private
Open Space
L O
S
G A T O
S C R
E E K
S A N T OM A S A Q UI N O C RE E K
S M
I T H
C
RE E K
Oka Ponds
H ACI EN DA / WI N CH ESTERPERCOLATI ON PON DS
Ainsley HouseCampbellHistoricalMuseum
17 17
85 Park and Recreation Facilities Provided by
Others
Other Park Facilities
Basemap Features
Creeks
Railroad
Schools
Percolation Ponds
Campbell Park and Recreation Facilities
Campbell Parks
Los Gatos Creek Trail
Ma p S o ur c e : C it y o f C a mp b e ll G IS R e p o s it o r y , 2 0 2 4 . 9 / 1 9 / 2 0 2 4 1 0 : 5 0 A M 0 0.5 1
Miles
Los Gatos Creek Trail Los Gatos Creek Trail
Pruneyard Creek ExtensionPruneyard Creek Extension
Short-Term Action Plan Projects
Renovation and Renewal
Facility Addition or Enhancement
Park Epansion and Development
Figure 1: Short-Term Action Plan Map (Anticipated Categories and Sites for Projects To Be Completed in FY 2025 – FY 2029)
Rolling
Hills
Middle Capri
Elementary
San Jo se
Christian
School
Mulberry
Campbell Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Montessori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Ca n yo n
Heights
St Lucy
School
CAMPBELL
LOS GATOS
SAN JOSE
SAN JOSE
SAN JOSE
WEST HACIENDA AVE
POLLARD RD
WEST CAMPBELL AVE
BU CKN AI L RD
CAMPBELL AVE
H AMI LTON AVE
VI RGI N I A AVEVIRGINIA A VE
WH I TE OAKS RD
SOUTH BASCOM AVE
WI N CH ESTER BLVD
WI N CH ESTER BLVD
PAYN E AVE
SOU TH BASCOM AVE
SOU TH BASCOM AVE
WOODARD RD
MCCOY AVE
QU I N TO RD
BOYN TON AVE
SOU TH WEST EXPRESSWAY
LEI GH AVE
CU RTN ER AVE
LEI GH AVE
CAMDEN AVE
WI N CH ESTER BLVD
WI LLI AMS RD
SARATOGA AVE
DOYLE RD
FRU I TDALE AVE
SOU TH BASCOM AVE
FOXWORTH Y AVE
SAN TOMAS EXPRESSWAY
U N I ON AVE
CAMDEN AVE
LEI GH AVE
Marijane
Hamann Park
Campbell
Community
Center Ainsley
Park
Orchard
City Green
H yde
Park
Gomes Park
Edith Morely
Park
Los Gatos Creek
County Park and
Dog Park
Stojanovich
Family Park
John D
Morgan Park
Virginia
Park
Jack Fisher
Park
San Tomas
Park
Campbell Park
Private
Open Space
L O
S
G A T O
S C R
E E K
S A N T OM A S A Q UI N O C RE E K
S M
I T H
C
RE E K
Oka Ponds
H ACI EN DA / WI N CH ESTERPERCOLATI ON PON DS
Ainsley HouseCampbellHistoricalMuseum
17 17
85 Park and Recreation Facilities Provided by
Others
Other Park Facilities
Basemap Features
Creeks
Railroad
Schools
Percolation Ponds
Campbell Park and Recreation Facilities
Campbell Parks
Los Gatos Creek Trail
Ma p S o ur c e : C it y o f C a mp b e ll G IS R e p o s it o r y , 2 0 2 4 . 9 / 1 9 / 2 0 2 4 1 0 : 5 0 A M 0 0.5 1
Miles
Los Gatos Creek Trail Los Gatos Creek Trail
Pruneyard Creek ExtensionPruneyard Creek Extension
Short-Term Action Plan Projects
Renovation and Renewal
Facility Addition or Enhancement
Park Epansion and Development
MAPPING THE 5-YEAR ACTION PLAN
This systemwide map illustrates the location
of short-term capital improvement projects
identified for implementation within the first five
years following PRMP adoption (Figure 1). Project
locations are marked with icons representing the
categories for site-specific recommendations—
renovation and renewal, facility additions
or enhancements, and park expansion and
development.
While all three categories are shown for planning
context, no park expansion and development
projects are included in the short-term
implementation plan due to current funding
and resource constraints. Park expansion and
development projects are identified to support long-
term planning and future funding opportunities.
The systemwide ADA Self-Evaluation Transition Plan
Improvements are also not shown on the short-term
action plan map.
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THE FUNDING TOOLKIT
Though the 5-Year Action Plan prioritizes and
focuses on key projects for implementation, the
City of Campbell will need additional funding
to implement these priority projects. With
approximately $875,000 in funding available
annually for parks and recreation, the City
anticipates having a $12,750,000 million capital
funding deficiency to implement the 5-Year
Action Plan. The PRMP provides funding strategies
for future projects and initiatives.
FUNDING STRATEGIES TO CONSIDER
Potential funding tools include:
» Measure K Sales Tax Increase
» Park Development Impact Fees
» Community Facilities Districts
» General Obligation Bonds
» Revenue Bonds
» Additional Grants
» Increased Rates for Assessment Districts
» Development Agreements
» Partnerships
» Sponsorships, Donations, and Foundations
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) CHAPTER 1
INTRODUCTION
This chapter introduces the Parks and Recreation
Master Plan by defining its purpose, describing the
planning process, providing an overview of the chapters and appendices, identifying related planning efforts
and initiatives, noting the aligning City vision and
direction for parks and recreation, and recognizing
parks and recreation values and benefits that together
inform efforts to enhance parks, trails, and recreation opportunities in the City of Campbell.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
INTRODUCTION
INTRODUCTION
The City of Campbell (City) is proud to present its
first-ever Parks and Recreation Master Plan (PRMP
or Plan), a foundational step in shaping the future of
a diverse and highly-valued system of parks, trails,
recreation facilities, programs, and community
events. This Plan offers essential guidance for the
next 10 years, with a short-term 5-Year Action
Plan, ensuring that Campbell’s recreational assets
continue to serve residents of all ages, interests, and abilities.
Developed in close collaboration with the Campbell
community, the Plan sets forth a shared vision
supported by actionable recommendations for
capital improvements, programming, services,
and long-term stewardship of the City’s park and
recreation system. It reflects Campbell’s commitment
to enhancing quality of life, fostering community
connections, and ensuring equitable access to well-
maintained, vibrant public spaces.
PLAN PURPOSE
The Parks and Recreation Master Plan establishes
a strategic framework for the next 10 years and
beyond, guiding investment, operations, and
enhancements to Campbell’s parks, trails, recreation
facilities, programs, and events. As the City’s first
parks and recreation plan of its kind, the PRMP fills
a critical gap in long-range planning by translating
broad goals into specific, implementable actions.
This Plan builds upon the foundation set by the
recently updated Campbell 2040 General Plan,
which outlines high-level community priorities but
does not provide the detailed direction needed
to prioritize park and recreation capital projects,
address recreation facility needs, or guide recreation
programming. The PRMP delivers this necessary
focus by aligning resources, partnerships, and
planning efforts with the City’s evolving recreational
needs.
The urgency for this Plan is underscored by a
number of aging facilities and infrastructure that
require attention, as well as growing community
demand for inclusive, accessible, and sustainable
park and recreation offerings. The PRMP responds
to these realities by helping the City make informed
decisions, improve quality of life, and ensure
Campbell’s parks and recreation system serves
future generations.
PLANNING PROCESS
The PRMP planning process commenced in Spring
2024 and was developed through four phases to
ensure sufficient research, public engagement, and
technical analysis (Figure 1-1).
Throughout the process, an array of public
engagement activities and advisory and stakeholder
meetings contributed to the development of the
Plan. These included in-depth tours of City parks and
1 recreation facilities with the Project Team, meetings with the Parks and Recreation Commission and
Campbell City Council, interviews with key leaders,
community workshops, surveys, and pop-up
activities at various City events.
The Project Team included staff from the Recreation
& Community Services Department, Public Works
Department, and MIG. These activities helped
identify key themes and priorities which were
carried forward throughout the development of
the Plan. Outreach findings are described further in
Chapter 3.
APRIL - OCT
2024
OCT 2024 -
JAN 2025
JAN - APRIL
2025
MAY - SEPT
2025
KICK-OFF, DATA
COLLECTION, &
DATA ANALYSIS
ENGAGEMENT
& NEEDS
ASSESSMENT
VISIONING,
PRIORITIES, &
IMPLEMENTATION
PLAN
DEVELOPMENT &
ADOPTION
» System Inventory &
Mapping
» Park Tour &
Conditions
Assessment
» Parks & Recreation
Commission
Meeting
» Programs,
Maintenance, &
Operations Analysis
» Existing System
Summary
» Statistically Valid
Survey & Community-
Wide Questionnaire
» Pop-Up Events &
Community Workshop
» City Council Meeting
» Access Analysis, Level
of Service, Trends, &
Benchmarking
» Health Equity
Assessment
» Needs Assessment
» Vision, Values, Goals,
& Objectives
» Site Specific
Recommendations
» Capital Projects List
& Operations Costs
» Online Prioritization
Activity & Community
Workshop
» Action Plan
Partnership &
Funding Strategies
» Administrative Draft
Master Plan
» Draft Master Plan
» Public Review
» Parks & Recreation
Commission Meeting
» City Council Meeting
» Final Master Plan
Figure 1-1: The Planning Process
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ENGAGEMENT BY THE NUMBERS
Through a robust and inclusive outreach process, residents were engaged across the city to ensure the Plan reflects the diverse voices, needs, and aspirations of the Campbell community.
CITY LEADERS
INTERVIEWED
RESPONSES TO THE
COMMUNITY-WIDE
QUESTIONNAIRE
11 1,050
400
STATISTICALLY
VALID SURVEY
RESPONSES
YOUTH FOCUS
GROUP
INTERACTIONS AT
NINE DIFFERENT
POP-UP
OUTREACH EVENTS
1 100+
2 COMMUNITY
WORKSHOPS
COMMUNITY
PRIORITIZATION
SURVEY RESPONSES
PARKS & RECREATION
COMMISSION AND
CITY COUNCIL
BRIEFINGS
568
5 MANY
SOCIAL MEDIA
POSTS & EMAIL
CONTACTS
Introduction introduces the PRMP,
planning process, PRMP organization,
City vision and direction, and parks and
recreation values and benefits.
Existing System provides an overview
of Campbell’s setting, park classification
system, and an overview of key amenities,
facilities, programs and services, and
maintenance and operations.
Systemwide Recommendations
presents systemwide recommendations
that support the envisioned future of
Campbell’s park and recreation system.
Action & Implementation describes
how the PRMP will be implemented and
provides several tools for doing so.
1 2
4 6
Community Profile, Priorities,
& Needs describes the Campbell
community, summarizes park access
in Campbell, identifies park land level
of service and relevant benchmarking
data, highlights key community outreach
themes, and identifies the opportunities
to meet community needs and address
gaps in access.
Site Recommendations details the
recommendations for existing and
proposed parks.
3 5
City of Campbell Parks, Trails, &
Recreation Facilities Inventory
summarizes recreation assets within the
City.
Park Condition Assessment notes
findings from a 2024 assessment of
existing parks and outdoor recreation
facilities.
Capital Improvement Project List
presents the planning level cost estimates,
site improvement and maintenance costs,
and cost assumptions associated with the
site recommendations.
A
Health Equity Assessment illustrates
the disparities in community health
conditions across different areas of
Campbell, informing the City’s efforts to
ensure its park and recreation system
serves all residents.
B
C
D
Action Plan identifies the phasing
for all 91 projects in the PRMP Capital
Improvement Plan.
E
CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 65 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN
PLAN STRUCTURE
The PRMP is organized into six chapters, with
supporting documentation in five appendices:
APPENDICES
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RELATED PLANS &
INITIATIVES
The PRMP is informed by a range of local and
regional planning efforts that overlap and intersect
with parks, open space, transportation, accessibility,
and community well-being. These related plans
provide a broader context and help ensure the
PRMP’s alignment across City and regional goals.
CAMPBELL 2040 GENERAL PLAN
(ENVISION CAMPBELL)
Updated in 2023, the General Plan provides a high-
level vision for land use, housing, transportation,
open space, and several other topic areas. The
PRMP builds on this framework by offering specific
strategies for parks, trails, and recreation services,
especially those General Plan policies identified in
the Conservation and Open Space, Land Use, and
Community Health and Wellness elements.
CAMPBELL MUNICIPAL CODE
The Municipal Code includes park impact fees, park
land dedication requirements, and regulations
that affect park operations and historic sites.
These regulations help guide implementation and
operation of the parks system.
CAMPBELL MULTIMODAL
TRANSPORTATION PLAN (IN
DEVELOPMENT)
This upcoming plan will guide bicycle and pedestrian
infrastructure to support active transportation.
It complements the PRMP by enhancing access
to parks and creating safe, connected routes for
recreation and everyday mobility.
CITY OF CAMPBELL CLIMATE
ACTION & ADAPTATION PLAN (IN
DEVELOPMENT)
The City is currently developing its first Climate
Action and Adaptation Plan (CAAP) to set specific
targets that align with statewide emissions reduction
goals and help Campbell achieve carbon neutrality
by 2045. The CAAP, expected to be adopted in fall
2025, will detail a framework for measuring and
mitigating greenhouse gas emissions and building
resiliency to address impacts of climate change.
The PRMP supports the CAAP’s goals by promoting
sustainable park design, incorporating climate-
resilient landscapes, expanding the urban tree
canopy, and encouraging low-carbon access to
parks and recreation through walking, biking, and
rolling. As a living document, the PRMP will continue
to be shaped by emerging guidance from the
CAAP, helping inform future strategies and projects
that align with the City’s climate resilience and
sustainability goals.
ADA SELF-EVALUATION &
TRANSITION PLAN (SETP) (2013)
The SETP identifies barriers and outlines
improvements to ensure accessibility across City
services and facilities. The PRMP supports this
work by advancing inclusive design in parks and
recreation spaces and recommending the removal
of barriers to accessibility.
PLAN BAY AREA 2050
This 2021 regional plan outlines strategies for a
more equitable, connected, and sustainable Bay
Area. The PRMP contributes to these goals by
supporting local access to green space, encouraging
active lifestyles, and enhancing quality of life through community-centered recreation.
CITY VISION & DIRECTION
The City of Campbell’s vision and strategic direction
are the foundation for shaping all aspects of
community development, including parks and
recreation. The community’s long-term goals and the
City’s strategic objectives that directly informed the
priorities and recommendations of the Parks and
Recreation Master Plan (PRMP) are identified below.
COMMUNITY VISION & GOALS
The City of Campbell has identified a clear and
enduring vision for the community, emphasizing
connection, identity, and a high quality of life. These guiding principles provide an essential foundation
for long-range planning efforts, including the PRMP.
The Community Vision and Goals reflect
Campbell’s aspirations to remain a safe,
friendly, and well-balanced city, where active
citizen engagement and strong neighborhoods
contribute to a vibrant civic life. Parks, trails,
open spaces, and recreational programs play a
key role in advancing these values by promoting
health, social connection, environmental quality, and
neighborhood vitality.
The vision and goals helped shape the development
of this PRMP and continue to guide decisions that
support Campbell’s livability now and into the future.
COMMUNITY VISION
Campbell will remain a friendly
community and develop a stronger
sense of identity, characterized by
the active involvement of its citizens
and businesses in all aspects of
community life. It will be a safer,
more well-balanced small town
with connected neighborhoods set
in an attractive and comfortable
environment. Campbell City
government will be increasingly
fiscally self-reliant, provide more
effective basic municipal services and
foster regional cooperation and local
partnerships.
COMMUNITY GOALS
» To have a safe, clean, comfortable
and healthy environment.
» To be a physically-connected and
involved community with a strong
sense of identity.
» To have attractive residential
neighborhoods and business
districts.
» To retain a friendly, small-town
atmosphere.
» To maintain a fiscally self-reliant
City government with effective
basic municipal services.
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CAMPBELL STRATEGIC PLAN
The City of Campbell Strategic Plan, included in the
City’s adopted 2024 budget, serves as a key policy
and planning document that guides City priorities,
resource allocation, and service delivery. It outlines
strategic objectives across departments and reflects
the community’s values and long-term vision.
Relevant objectives within the Strategic Plan directly
support parks and recreation in Campbell. These
objectives informed the development of the PRMP,
ensuring alignment with broader City goals and a
cohesive approach to building a vibrant and resilient
parks and recreation system.
The following objectives were particularly influential
in shaping the direction of the PRMP:
OPEN SPACE, CULTURE, & HISTORY
1. Sufficient open space to meet the needs
of the community and partnerships with
schools and other special districts for
public use of open space lands.
2. Additional open space in each of the areas
identified as deficient in the open space
element of the City’s General Plan.
3. A balance of active and passive uses for the
City’s open space areas.
COMMUNITY SERVICES & RECREATION
4. Leisure services that enhance community
health and opportunities for interaction.
5. Enhanced recreational opportunities for
Campbell residents.
6. Safe, attractive, and efficient parks
and buildings that operate for maximum
community use, benefit and enjoyment.
7. Information and referral services that
locate programs and services not directly
provided by the City.
8. Effective working relationships with local
schools and service organizations that enable
us to address the needs of at-risk youth.
9. Increased financial self-reliance of the City's
Recreation & Community Services Department
to support programs and services.
10. Enhanced community spirit, pride,
activities and interaction among Campbell
citizens and partnerships with local community
groups, service organizations, agencies and
private parties to assume co-sponsorship of
community spirit events and activities.
PARKS & RECREATION
VALUES
Parks and recreation services are critical in contributing to the community’s vision and goals. Based on
community feedback across all engagement activities,
residents identified several values (Figure 1-2). These values are the principles that help shape the park and
recreation system and are used to guide recommended
projects, programs, and services.
Playful,
sparking
imagination,
exploration, and
fun.
Healthy,
supporting the
physical and mental
health and well-
being of community
members.
Friendly, inviting
to people of all
ages, abilities, and
circumstances.
Artistic,
revealing
Campbell’s culture
and identity and
emphasizing arts
and theater.
Green,
incorporating
the natural
environment and
sustainable
practices.
Resilient,
adapting to
dynamic social,
ecological, and
economic
conditions.
Sustainable,
ensuring in the
wise use of resources
to provide cost-effective
and high-quality assets,
infrastructure, and
programs.
Accessible,
easily available,
reachable,
interconnected,
affordable, and
inclusive to serve all
residents.
Collaborative,
achieving more
through partnerships.
Figure 1-2: Campbell Parks & Recreation Values
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PARKS & RECREATION BENEFITS
The PRMP intersects with a broad range of topic areas reflecting the Plan’s influence on many aspects of community life and development. Throughout the planning process, the PRMP explored how the City’s parks, trails, facilities, and programs have supported, and can continue to enhance, key community benefits such as health and wellness, social connection, environmental sustainability, economic vitality, and education and learning.
Health & Wellness: Parks and recreational facilities
promote physical activity, mental well-being, and overall health. They provide spaces for exercise, relaxation, and social interaction, contributing to both physical fitness and mental health.
Community Livability: Places to actively or passively
recreate contribute to the quality of a specific
neighborhood or the city at large.
Equity and Inclusivity: System-wide planning can help
address disparities in access to recreational amenities, ensuring that all community members, including
marginalized and underserved populations, have equal
opportunities to enjoy parks and recreational services.
Environmental Sustainability and Resilience: Parks
can incorporate green infrastructure that contributes to environmental sustainability and climate resilience. They can also serve as urban green spaces that improve air
quality and support biodiversity.
Economic Development: Quality parks and recreational
facilities, programs, and events can enhance property
values, attract tourism, and stimulate local businesses.
They contribute to a vibrant community atmosphere that
can boost economic growth and development.
Community & Social Gathering: Parks and recreational
areas serve as social hubs where people can gather,
interact, and build community ties. They support cultural events, festivals, and recreational activities that can strengthen community spirit.
Education & Learning: Educational programs and
outdoor classrooms in parks can provide opportunities
for learning about nature, health, and wellness.
Environmental education and recreational programs for
various age groups can enhance community knowledge
and skills.
Transportation & Mobility: Parks often include or
connect with bike paths, walking trails, and transit
routes, enhancing mobility and encouraging sustainable
transportation options.
Historic Education & Interpretation: Several Campbell
recreation sites highlight local history or are listed on the National Register of Historic Places for their significance. 11 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 12
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EXISTING SYSTEM
This chapter provides an overview of Campbell’s setting, park classification system, and identifies key amenities, facilities, programs, and services. It describes the City’s parks and recreation maintenance and operations
practices.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Campbell is known for its temperate climate, historic
small-town feel, and variety of arts and recreation
opportunities and events. Residents have access
to several different types of parks and recreation
facilities offering a wide variety of recreation
opportunities. This chapter outlines the City of
Campbell’s current park and recreation system,
including Campbell’s unique setting and context,
existing parks and facilities, and the various parks
and recreation services provided by the Campbell
Recreation & Community Services and Public Works
Departments.
Figure 2-1: Regional Context
» Santa Clara County: The County manages and
maintains the Los Gatos Creek County Park,
which includes picnicking and fishing areas. This
site also includes the Los Gatos Creek Dog Park,
which was developed with funding provided by
the City of Campbell.
» School Districts: While the primary purpose
of school sites is for education and youth
development, the Campbell Union and Moreland
School Districts provide athletic fields, sports
courts, and playgrounds that are available for
public use by reservation (for sports fields) or
generally outside of school hours. The only joint
use agreement the City currently has is with the
Campbell Union School District at John D. Morgan
Park. The City does not currently have additional
joint use agreements with the Campbell Union
School District, or any joint use agreements with
the Moreland School District.
» Homeowners Associations: In residential
areas, some HOAs provide private greenspaces
and play areas, such as Cherry Orchard Park.
» Santa Clara Valley Water District: While the
Public Works Department maintains a portion
of the Los Gatos Creek Trail in Campbell, Valley
Water maintains another 1.8 miles within the
City. Campbell is also known for its percolation
ponds (water detention sites), owned and
operated by Santa Clara Valley Water District.
While the primary function of the ponds is
to replenish local groundwater resources
as needed, they offer urban fishing and bird
watching opportunities and some have been
developed with a trail system.
SETTING & CONTEXT
With a total area of 5.9 square miles, the City of
Campbell is located in the southern part of the Santa
Clara Valley in the San Francisco Bay Area (Figure
2-1). Part of the Silicon Valley, the City is bordered to the east and north by San José, to the south by Los
Gatos, and to the west by a portion of Saratoga.
The area was originally occupied by the Ohlone
people. After European contact and settlement,
Campbell became known for fruit packing by the late
1800s and was incorporated as a city in 1952.
As the City urbanized, orchard lands disappeared
and transformed into suburban residential
neighborhoods. Population growth in Campbell has
been limited since 1990 as the city is largely built
out.
Although inland from the San Francisco Bay,
Campbell has several water resources including
percolation ponds, San Tomas Aquino Creek, and
Los Gatos Creek, some of which also have adjacent
recreation areas.
The City of Campbell’s park system is an essential
component of a larger regional network of open
space and recreational assets that serve the broader
South Bay Area community. Outside of Campbell,
neighboring cities and jurisdictions, Santa Clara
County and MidPen Regional Open Space District,
offer a variety of recreation sites from developed
parks to large open space preserves.
EXISTING SYSTEM2
These recreation sites outside the City supplement
the recreational options available to Campbell
residents, providing a range of outdoor experiences
from hiking, biking, and equestrian trails to water
activities, wildlife viewing, and picnicking.
Campbell’s park system fits into this larger regional
context by offering accessible, community-oriented
parks and recreation facilities that provide everyday
close-to-home recreation opportunities to residents.
Within Campbell, community members also have
access to recreation facilities or greenspace not
owned by the City. These include Los Gatos Creek
County Park, Cherry Orchard Park, school sites, trails, and water percolation ponds managed by the Santa
Clara Valley Water District.
Campbell was once known as the “Orchard City” due to its thriving agricultural industry. This history is shown at the Campbell Historical Museum and reflected in several parks. 15 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 16
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Park Type Acreage
Special Use Sites 1.4 acres
Citywide Parks 60.8 acres
Neighborhood Parks 9.8 acres
Pocket Parks 0.6 acres
Greenways and Trails 5.2 acres
Total 77.8 acres
Figure 2-2: Existing System Map
17 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 18
PARKS & FACILITIES
Campbell residents have access to a variety of parks,
recreation amenities and facilities, and unique
recreation resources within the city. The City of
Campbell provides nearly 78 acres in its park
system across 15 different sites (Table 2-1).
A complete Parks, Trails, and Recreation Facilities
Inventory can be found in Appendix A.
Table 2-1: Park Land Inventory
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PARK CLASSIFICATIONS
The Parks and Recreation Master Plan introduces a park classification system to categorize parks and distinguish them by their function. A park’s classification considers the purpose or intent of the site, factoring in characteristics such as size, use, service area, and available amenities and facilities.
The categorization helps park planners make decisions about the right amount of development, types of facilities, and levels of park maintenance and programming based on the intent for each park site. Campbell’s parks are classified as defined below along with the number of parks, total park acreage, and examples of sites within each classification.
Special Use Sites are stand-alone or single-purpose sites that support unique recreation opportunities or specialized recreation facilities serving all or most of the Campbell community.
Citywide Parks are Campbell’s largest parks. These parks provide major recreation facilities and event space that are intended to serve as citywide destinations for events, programs, and activities, attracting visitors from across the entire city and potentially beyond. Designed for large groups, intensive use, and longer stays, these parks include on-site parking, permanent restrooms, and similar support amenities to sustain longer visits for users.
Neighborhood Parks are smaller parks that are intended to provide essential recreation options and greenspace to residents in the surrounding neighborhood. Located within walking distance, these sites are designed to support small group gatherings and active and passive uses, such as play, sports, picnicking, and walking or biking. They frequently include small-group picnic areas, and support amenities such as restrooms.
These parks may also connect people to natural features or areas.
Pocket Parks are small greenspaces that are typically less than half an acre in size and support community aesthetics and passive uses.
They may feature one recreation element or support passive uses and include seating and landscaping.
Greenways and Trails are linear corridors intended for recreational use. These corridors include acreage within and maintained by the City of Campbell, even though they may be part of a regional corridor that is maintained by other jurisdictions or extends beyond the city limits. These corridors include multi-use paths that support pedestrian mobility, park access, community connectivity, and active transportation. These corridors also have support amenities such as benches, signage, and trash cans. Some corridors include natural features such as creeks or are adjacent to Campbell percolation ponds.
Special Use Sites
1.4 ACRES TOTAL | 3 SITES
Ainsley House, Campbell Historical Museum, Orchard City Green Citywide Parks
60.8 ACRES TOTAL | 4 SITES
Campbell Community Center, John D. Morgan Park, Campbell Park, Los Gatos Creek County Dog Park
Neighborhood Parks
9.8 ACRES TOTAL | 4 SITES
Edith Morley Park, Jack Fischer Park, Stojanovich Family Park, Virginia Park
Pocket Parks
0.6 ACRES TOTAL | 3 SITES
Ainsley Park, Gomes Park, Hyde Park
Greenways and Trails
5.2 ACRES TOTAL | 2 SITES
Los Gatos Creek Trail, Hacienda/Winchester Percolation Ponds
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RECREATION FACILITIES
Campbell’s parks offer a diverse range of recreation opportunities supporting play and gathering, sports and athletics, outdoor recreation, specialized uses, and connections to nature. Parks also include amenities such as seating, picnic tables, and restrooms supporting park functionality and user comfort.
Outdoor Recreation Facilities are areas designed
for either active and passive leisure activities,
supporting a wide range of community use.
Outdoor Recreation Facilities
Examples include playgrounds, outdoor fitness
equipment, community gardens, picnic areas,
and the dog park.
Athletic and Sports Facilities are spaces
dedicated to organized or informal sports and
physical activity. These facilities often require higher maintenance standards to support competitive and
recreational use.
Athletic and Sports Facilities
Examples include soccer fields, basketball courts,
tennis courts, and baseball diamonds.
Trails and Natural Features are outdoor assets
that support ecological health and offer residents
opportunities to experience nature within the city.
Trails and Natural Features
Examples include the Los Gatos Creek Trail,
riparian corridors, percolation ponds, and native
habitat zones.
Major and Specialized Facilities are significant
community assets that require ongoing staffing,
operations, and capital investment due to their scale
or specialized use.
Major and Specialized Facilities
Examples include the Campbell Community
Center Pool and splashpads at playgrounds.
Park Amenities are essential features that support
park usability, comfort, and accessibility for all
visitors.
Park Amenities
Examples include restrooms, parking areas,
benches, picnic tables, lighting, trash and
recycling bins, drinking fountains, bike racks,
signage, and public art.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) 6 Soccer Fields
3 Diamond Fields
4 Basketball Courts
4 Tennis Courts
7 Playgrounds
6 Parks with Group Picnic Areas
2 Splash Pads or Spray Grounds
1 Track
1 Community Garden
1 Skatepark
1 Performing Arts Theatre
1 Outdoor Pool
1 Community Center
Park Condition Assessment*
In June 2024, the City conducted
a comprehensive evaluation of
outdoor facilities at each park,
assessing 228 assets across 14
sites. Assets were rated based on
condition, safety, accessibility,
and functionality. More than half
of all assets were found to be
in Good or Excellent condition,
though several asset types, such
as older playgrounds and picnic
areas, showed signs of wear and
aging. These findings help identify
maintenance needs and capital
priorities and are referenced
throughout this chapter and the
PRMP to inform recommendations
and the 5-Year Action Plan.
* The Park Condition Assessment does not include an
assessment of the Hacienda/Winchester Percolation
Ponds. The Hacienda/Winchester Percolation Ponds were
not included in the City’s inventory of parks, trails, and recreation facilities, at the time of the Park Condition Assessment.
Overall Park System Condition
» 48% of assets are in Good
condition.
» 13% are in Excellent condition.
Campbell Park had the highest
number of assets in Excellent
condition.
» 33% are in Fair condition. 31% of
the assets in Fair condition are
located at John D. Morgan Park.
» 5% are in Poor condition. 25% of
Poor-condition assets are at Los
Gatos Creek Trail & Edith Morley
Park.
» 1% are Non-functional. Only 4 total
assets are Non-functional.
» The Outdoor Recreation assets
category had the most in Poor
condition.
» Picnic areas and tables make up
the largest share of Fair-condition
assets.
» Playgrounds vary in condition, with
some recently replaced, others
aging.
At-a-Glance Metrics
» 15 park sites
» 77 total park acres
» 228 assets (facilities and amenities)
23 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 24
PARK SYSTEM STATUS REPORT
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LOS GATOS CREEK TRAIL
Located both within and beyond the city, the Los
Gatos Creek Trail is a unique recreation resource
in Campbell. It offers regional connectivity and
recreational opportunities for walkers, joggers,
bicyclists, skaters, and non-motorized scooters.
The trail passes through multiple jurisdictions and
is operated by the Town of Los Gatos, County of
Santa Clara Park Department, Santa Clara Valley
Water District, City of Campbell, and City of San
José. The Los Gatos Creek Trail system extends
from downtown San José to the hills above Los
Gatos Creek, covering almost 12 miles in total. 4.8
miles of the Los Gatos Creek Trail are located within
Campbell, of which the City maintains three miles or
approximately five acres. While the trail is primarily
a paved, off-street path, on-street travel along
bike lanes on Willow Street is required to traverse
between downtown San José and west San José.
The trail is accessible from several points within
Campbell, including Campbell Park and Los
Gatos Creek County Park. Similarly, parks in other
jurisdictions are located adjacent to the trail and
offer trail users easy access to other park and
recreation opportunities. Various community events
such as walks, runs, and meetups are held on the
Los Gatos Creek Trail.
MAJOR RECREATION FACILITIES
Campbell is home to several major recreation
facilities that offer specialized recreation
opportunities and require significant operations and
programming. All three major recreation facilities
below are listed on the National Register of Historic
Places for their historical significance.
Ainsley House
Built in 1925 in the English Tudor Cotswold cottage
style, the Ainsley House was donated to the City in
1989, along with its furnishings and carriage house
and was relocated to 300 Grant Street in 1990.
The site includes a garden available for rent (May–
October) for events up to 150 guests. Guided tours
are available 10 months per year, and the carriage
house houses a museum shop for visitors. Additional
programming includes History Happy Hour events,
photos with Santa, spring garden concerts (run by
the Ainsley House Foundation) and holiday tours
in November and December. The City owns and
maintains the building, while the Campbell Historical
Museum and Ainsley House Foundation provide
annual financial assistance. The Ainsley House is on
the National Register of Historic Places.
Campbell Historical Museum
Located in historic Firehouse #1 since 1983, this
museum focuses on Campbell’s history from early
settlement through the 21st century, including
its orchard and fruit packing past. Its collection of
over 10,000 items is housed onsite and online. The
museum offers year-round public access, 2nd–3rd
grade education programs, and community events.
Operations are volunteer-driven with City staff
support. A four-tier membership program helps
fund operations. The City owns and maintains the
building, while the Campbell Historical Museum and
Ainsley House Foundation provide annual financial
assistance. The Campbell Historical Museum is on
the National Register of Historic Places.
Campbell Community Center
Originally Campbell High School (1900–1980), the
campus was purchased by the City in 1985 and
converted into the Community Center and park, now
the City’s primary recreation programming hub. It
offers diverse classes, rentals, outdoor facilities, and offices. Despite extensive use and leasing, the aging
infrastructure and outdated systems (e.g., HVAC,
plumbing) present ongoing challenges. The campus
layout, based on Mid-Century Modern design,
includes many inaccessible and underutilized rooms,
requiring significant maintenance. However, the site
generates substantial revenue through leases and
programming.
Campbell Community Center Pool
The Community Center’s pool is Campbell’s only
public pool with eight outdoor, heated lanes. It offers lap swimming, water fitness classes, swim lessons,
and lifeguard training. Despite high usage, the aging
pool, locker rooms, and support spaces suffer from
water damage, poor ventilation, and lack of air
conditioning. Pool replacement is needed to ensure
long-term use.
Heritage Theatre
Renovated in 2004 from the original 1938 high
school auditorium, the 800-seat Heritage Theatre
is a community performing arts venue. It features
modern sound and lighting with new facilities
for accessibility, ticketing, and backstage use.
The theatre is owned and operated by the City,
while the Friends of the Heritage Theatre provide
concessions to raise funds to support special
projects, preservation, and cultural programming.
The Heritage Theatre is on the National Register of
Historic Places.
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PARKS & RECREATION
SERVICES
The City of Campbell Recreation & Community
Services Department offers a variety of year-round
recreational programs, classes, and special events
for people of all ages.
PROGRAM SERVICE AREAS
The City of Campbell offers recreation programming
across three seasons, Winter/Spring, Summer,
and Fall, serving a wide range of age groups. Most
programs run year-round with tailored offerings
by age group and season. The City provides or
facilitates recreation programs and events in nine
service areas. Those areas include:
» Adult 50+ Programs: Programs designed for
adults aged 50 and older
» Aquatics: Programs and classes centered
around aquatic recreation at the Community
Center Pool
» Arts, Dance, and Music: Visual, fine, and
performing arts
» Day and Specialty Camps: Programs provided
when school is out of session
» Enrichment and Educational Programs:
Classes, lectures, instruction, learning, historical
tours
» Fitness: Physical activity-based programs,
classes, and services
» Pre-school: Pre-kindergarten preparatory
program (non-licensed)
» Special Events: Activities designed to bring
people together for a limited period, such as
cultural celebrations, concerts, fun runs, etc.
» Sports: Youth and adult programs and classes
for sports exploration and competition
How the City of Campbell
Delivers Recreation Services
The Recreation & Community
Services Department fulfills
multiple roles to meet community
needs and expand access to
programs and facilities.
» Direct Provider: Plans and leads
City-run programs and events
» Contract Provider: Partners
with instructors and
organizations to offer programs
in City facilities
» Contract Manager: Outsources
full facility operations
to external entities (e.g.,
nonprofits, concessionaires)
» Partner: Shares program
delivery responsibilities and
costs with other organizations
» Lease Manager: Supports
community programming by
leasing space to nonprofits,
schools, or businesses
» Facilitator: Oversees facility
rentals for public and private
use (e.g., sports leagues, events)
» Promoter: Markets and
registers programs led by
outside providers at non-City
venues
Age Season
Program Service Area
Pre-school
Youth
Teens
Adults (18-49)
Adults 50+
Winter/Spring
Summer
Fall
Adult 50+ Programs • • • •
Aquatics • • • • • • • •
Arts, Dance, & Music • • • • • • •
Day Camps & Specialty Camps • • • • • •
Enrichment & Educational Programs • • • • • • •
Fitness • • • • • •
Pre-school • • • • •
Special Events • • • • • • •
Sports • • • • • • • •
Table 2-2: Ages and Seasons Served by Recreation Program Service Area* * This table represents programs and events provided by the Department’s seasonal Activity Guides 27 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 28
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Table 2-3: Recreation Program
Participation by Service Area*
Program Area Total
Participants
Adult 50+ Programs 14,837
Aquatics 21,965
Arts, Dance, & Music 1,003
Day Camps & Specialty
Camps
3,334
Enrichment & Educational
Programs
6,866
Fitness 5,200
Pre-school 140
Special Events 1,489
Sports 2,870
Total 57,704
PROGRAM PARTICIPATION
Campbell’s recreation programs served more than
57,000 participants from Summer 2023 through
Winter/Spring 2024 (Table 2-3).
FACILITY RENTALS & LEASED USES
The Campbell Community Center (CCC) is the City’s
most popular and spacious reservable facility,
offering 71,725 sq. ft. for programming and events,
in addition to 7,247 sq. ft. of office space. It also
hosts school and business tenants and temporarily
housed the library.
The City offers facility and room rentals at the CCC,
local parks (e.g., Campbell Park, Orchard City Green),
and other venues through clear rental and special
event policies. The Park, Field & Athletic Facility Use Policy and City Park Special Event Policy guide all
public and special event reservations.
*Data were cross-referenced to remove duplicate counts due to multi-category tagging in the registration system. Aquatics includes swim lessons and Enrichment & Education includes visitors to the Ainsley House and school field trips to the Campbell Historical Museum.
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MAINTENANCE
The Parks Maintenance team plays a vital role in
sustaining safe, attractive, and functional parks
and public spaces. Their responsibilities extend
beyond City parks and trails to include street trees,
public facility grounds, ensuring these assets are
maintained in a cost-effective, aesthetic, and usable
condition.
Ongoing duties include:
» Providing routine and preventive park
maintenance
» Administer janitorial contract of facilities and
restrooms
» Supporting Edith Morley Park Community
Garden
» Administering sweeping contracts for landscapes
and parking lots
» Monitoring parks and grounds for repairs
» Adjusting irrigation to meet water conservation
goals
» Supporting special events and Recreation
Department activities
» Serving as the City’s Pest Control and
horticultural advisor
» Managing tree maintenance for all City-owned
trees
» Overseeing contracts for landscaped medians
and maintenance districts
» Assisting Engineering with park project planning,
cost estimates, and inspections
» Implementing capital projects related to parks,
trails, and open space
OPERATIONS & PROGRAMMING
Operations within the City’s parks and recreation
system encompass the planning, coordination, and
management of the facilities, services, and resources
that support daily use and long-term functionality.
These activities are primarily carried out by staff
from the Recreation & Community Services
Department and the Public Works Department,
with collaboration from other City departments as
needed.
Key operational responsibilities include
managing program scheduling, coordinating
facility use and room rentals, processing
reservations and permits, and supporting the
logistics of special events. Staff oversee a wide
range of indoor and outdoor facilities, balancing the
needs of City-run programs, contracted services,
long-term tenants, and community users. The
Recreation & Community Services Department also
plays a lead role in promoting programs, tracking
registration, collecting fees, and ensuring facilities
are equipped and staffed for daily operations.
Staff manage ongoing coordination with contracted
instructors, community partners, and leaseholders,
ensuring quality control and alignment with City
policies. They also provide on-site support at major
locations like the Campbell Community Center,
oversee compliance with use policies, and respond
to real-time issues such as equipment needs, room
setup, and visitor inquiries.
STAFFING,
ORGANIZATIONAL
STRUCTURE,
MAINTENANCE,
OPERATIONS, &
PROGRAMMING SERVICES
Campbell’s parks and recreation system is jointly
managed by two City departments working in close
partnership: the Public Works Department and the
Recreation & Community Services Department. This
partnership is responsible for staffing, maintenance,
and operations of the City’s parks and recreation
system, with advisory guidance provided by City
Council and various commissions. Together, these
departments and advisory bodies support a robust,
community-centered parks and recreation system.
ORGANIZATIONAL STRUCTURE &
ADVISORY DIRECTION
The Parks Maintenance Division of the Public Works
Department is responsible for maintaining all
City parks, including the recreation amenities and
buildings within them, as well as street trees, public
facility grounds, and three miles of the Los Gatos
Creek Trail within Campbell. Their work ensures safe,
attractive, and functional spaces through routine
upkeep, janitorial services, irrigation management,
special event support, and capital improvements.
The Recreation & Community Services Department
oversees the delivery of programs and services,
including classes, sports, aquatics, arts, and events.
The Department also manages facility rentals and
leases at the Campbell Community Center, as well as
picnic area reservations at John D. Morgan and Edith
Morley parks.
The two departments work collaboratively together
to provide a high-quality and robust parks and
recreation system. The Parks and Recreation
Commission provides regular input to these
departments as does the City Council and Planning
Commission, which review and approve various
long-term plans and provide strategic direction.
The City also has a Youth Commission that acts in
an advisory capacity to the City Council on matters
relating to youth and teens. The Youth Commission
also has the ability to coordinate its own events and
programs.
STAFFING
In the context of staffing, Full-Time Equivalent
(FTE) is a measurement that represents the total
number of hours worked by an employee or group
of employees, expressed as the number of full-time
employees it would take to complete the same work.
It essentially converts a mix of part-time and full-time employees into a standardized unit for workforce
analysis.
In the Recreation & Community Services
Department, the permanent positions for fiscal
year 2024 amount to 14.88 Full-Time Equivalents
(FTEs). For temporary positions, there were 23.96
FTEs. Since 2021, permanent position FTEs have
decreased approximately 11% while temporary
position FTEs have increased by 59% largely due to
the rehiring of staff who were let go during COVID-19
when facilities were closed and programs were
suspended.
Identifying staffing for parks maintenance and
operations within the Public Works Department
is somewhat complex. The department includes
Engineering, Environmental, and Maintenance staff,
but individual responsibilities vary widely. Many
employees handle a range of tasks, some of which
are related to parks maintenance. The City estimates
that Park Maintenance staffing for fiscal year 2024
amounts to 10.25 FTEs.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) CHAPTER 3
COMMUNITY PROFILE,
PRIORITIES, & NEEDS
This chapter describes the Campbell community,
highlights key community outreach themes, summarizes
park access and gaps, identifies park land level of service and relevant benchmarking data, and identifies the
opportunities to meet community needs.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Campbell is a growing and increasingly diverse
community with unique needs and varying priorities
for parks, trails, recreation facilities, programs, and recreation services. With limited resources, the
City may not be able to meet all aspirations for the
park and recreation system. This makes it critically
important to understand the community’s vision
for the future while identifying the areas of the
community with the highest need so that future
investments are appropriately targeted in the right
places.
This chapter provides an overview of community
demographics, highlights the various community
input received, and summarizes the technical
analysis and benchmarking done to identify parks
and recreation needs and opportunities over the
next 10 years.
COMMUNITY PROFILE
Campbell’s parks, facilities, events, and programs
are intended to serve residents of all ages, incomes,
race and ethnicity, abilities, family configurations, and interests. Demographic changes such as Campbell’s
growing and aging population, and shifts in race
and ethnicity will affect recreational needs. By
aligning activities and amenities with these evolving
trends communities can better meet the diverse
preferences and needs of all residents.
COMMUNITY PROFILE,
PRIORITIES, & NEEDS
3 ANTICIPATED POPULATION GROWTH
Campbell had an estimated population of
approximately 42,800 in 2023 according to the U.S.
Census Bureau. As Campbell is largely built out,
expected growth is anticipated to be denser
and occur through redevelopment of existing
land. Campbell’s most recent 2023 Housing Element
establishes that the City has capacity to provide up
to 6,501 additional housing units between 2023
and 2031 through redevelopment, or an increase of
approximately 17,162 people. However, as noted,
the City is using a more conservative estimate to
determine future park and recreation facility needs.
For the purposes of projecting out the next 10
years, the City has chosen to plan for the minimum
housing capacity established by the updated 2023
General Plan Housing Element. The Housing Element
Site Inventory provides capacity for a minimum of
4,910 units or as many as 12,962 new residents. The
City is planning for a future 2034 population of
54,662.
Regional Growth
One third of the Bay Area’s
regional housing growth from
2015 to 2050 is projected to
be accommodated in Santa
Clara County. The County is
expected to gain 453,000 more
households between 2015 and
2050, representing a 73 percent
increase. Over the same period of
time, the County is projected to
experience a 46 percent increase
in job growth, resulting in
approximately 511,000 new jobs.
Active, Aging Populations
As Campbell’s population ages
(15% are 65 or older) demand
is rising for programs that
support healthy, active lifestyles
for older adults. This includes
fitness classes, lifelong learning
programs, social activities, and
accessible spaces for those with
mobility or sensory challenges.
Campbell’s older adults are aging
in place, with long-time residents
remaining in the city. This calls
for flexible, age-inclusive facilities
and programs that reflect a wide
range of interests and abilities.
AGE
Similar to nationwide trends, Campbell has an
aging population. Since 2000, the median age has
increased from 35.2 to 39.3. While there has been
an overall rise in median age, the reality is that
there has been a noticeable increase in two
key demographic groups: children under the
age of 15 and individuals aged 55 and older.
This dual trend highlights a dynamic community
as well as a significant population of older adults
who may require different types of services and
amenities.
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RACIAL & ETHNIC DIVERSITY
Campbell has undergone gradual yet
significant changes in its racial and ethnic
composition over recent years. Reflecting
broader demographic trends observed across
California, based on 2024 U.S. Census Bureau
Population Estimates, Campbell’s population
is approximately 1.5 percent Black, 19 percent
Hispanic/Latino/a/x, 26 percent Asian, Native
Hawaiian, and Pacific Islander, and 47 percent White,
with 12 percent identifying as two or more races.
Cultural Relevancy &
Responsiveness
As Campbell becomes more
diverse, inclusive and culturally
relevant recreation is key to
engaging the community. Parks
and programs that reflect the
traditions, languages, and
interests of all residents help
build stronger, more connected
communities.
Cultural differences can impact
participation in recreation,
especially among immigrant
and non-native-born residents.
Inclusive design, diverse events,
and multi-lingual outreach are
critical for ensuring access and
belonging.
While 75 percent of residents
responding to the PRMP
statistically valid survey rate
recreation program inclusivity
as good or excellent, continued
efforts to expand culturally
reflective programming will help
meet evolving community needs.
COST OF LIVING
With increasing housing costs and the Bay Area’s
overall high cost of living expected to remain
consistent, these factors will continue to impact
population growth in Campbell. While the City is
planning for growth in line with state and regional
requirements and growth assignments, the City’s
residents may face greater financial pressure
leading some to seek out more affordable
housing options elsewhere, which could slow
the influx of new residents. Additionally, the high
cost of living could discourage younger generations
from settling in Campbell as they may be unable to
afford the area’s rising rents or home prices.
Income & Affordability
Campbell households tend to
have higher incomes than the
County and regional averages,
which supports strong demand
for fee-based recreation activities
like skiing, arts events, and live
sports. Community engagement
for the Plan finds that residents
prioritize more special events,
arts programs, and learning
activities.
However, affordability remains
a concern. While 60 percent
of households earn above the
County median, nearly 1 in 5 are
low or extremely low income.
This economic divide highlights
the need for subsidized programs
to ensure equitable access,
especially for families with
children.
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COMMUNITY VOICES
The Parks and Recreation Master Plan planning
process engaged community members across the
city through robust and inclusive outreach. Ranging
from in-person workshops to online questionnaires,
the engagement approach ensured that the Plan
reflects the diverse voices, needs, and aspirations of
the Campbell community.
OPPORTUNITIES FOR PARTICIPATION
Several major engagement activities were conducted
to gather comprehensive community input. These
activities resulted in over 2,000 interactions
with community members, providing a diverse
range of comments and feedback. Engagement
activities included materials in both English and
Spanish to engage more of the Campbell community
and ensure an inclusive engagement process.
Interviews with 11 City leaders were held in the
summer of 2024, involving key individuals selected
for their knowledge and connections to the City of
Campbell. These interviews, coordinated with City
staff and held via Zoom, provided valuable insight
into the community's needs and aspirations.
Additionally, the Project Team met with the
Campbell Youth Commission in May, 2024,
focusing on a series of questions related to
community vision for parks and recreation;
identifying opportunities, needs, priorities; and
elevating youth voices in this planning process.
To further engage the community, City staff held
a series of pop-up events at different Campbell
locations throughout the summer of 2024,
including City parks and the Campbell Farmers
Market. These pop-up events encouraged direct
community involvement and feedback on potential
improvements to City parks and recreation facilities.
A statistically valid survey, conducted from late
May to early June 2024, reached a representative
sample of Campbell residents to gather input on
community satisfaction with parks and recreation as
well as programming and facility needs.
Complementing the survey, a community-wide
online questionnaire was conducted from August
to September of 2024 to solicit broader community
input on the status of parks and recreation, existing
needs, and improvement priorities in Campbell. A
total of 1,050 community members submitted a
response to the questionnaire.
Two in-person community workshops were held.
In September 2024 the Project Team introduced
attendees to the planning process and emerging
findings while collecting input on initial priorities
for the Campbell park and recreation system. In
January 2025 the Project Team presented draft
recommendations, emerging funding priorities, and
preliminary prioritization criteria to attendees.
Complementing the prioritization materials
presented at the second community workshop, an
online prioritization activity was conducted for
two weeks in February 2025 for the community to
provide their input on the types of projects and
investments they think the City should prioritize.
568 people provided their input through the online
prioritization activity.
Five different briefings and meetings were held
with the Parks Commission and City Council at key
points to present draft findings and receive direction
in the process.
MAJOR THEMES
The following community engagement themes were identified based on recurring feedback gathered through the diverse range of engagement activities. Community input reflected the deep appreciation Campbell residents have for their parks and recreation system, along with a shared desire to maintain, enhance, and make it more inclusive. These themes represent a collective snapshot of the opportunities, aspirations, and needs that were consistently highlighted throughout the community engagement process.
Parks are Community Spaces: Residents view Campbell’s parks as vital places for connection, play, exercise, and wellness. Parks are seen as safe, open, and accessible spaces that support health, relaxation, and social interaction for all ages.
Popular and High-Use Sites: The Campbell Community Center’s outdoor facilities, John D. Morgan Park, and Los Gatos Creek Trail are among the most frequently visited. Campbell Park and Jack Fischer Park also attract high levels of use.
Barriers to Use: The most common barrier to park use is a “lack of time.” Additional obstacles include limited restroom availability, insufficient programming, lack of parking, and the cost of recreation fees.
Prioritize Maintenance and Improvements: Campbell residents want to see increased investment in repairing and upgrading existing amenities, particularly restrooms, trails, seating, and drinking fountains, before acquiring new park land.
Desired improvements include more shade, natural areas, trees, and updated infrastructure. Prioritization survey respondents also supported reinvestment in the outdoor pool at the Campbell Community Center.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Comfort, Safety, and Sustainability: Community members noted the need for more shaded spaces, especially near playgrounds and gathering areas, to address extreme summer heat. Riparian areas and parks were also identified as priorities for revitalization with more trees and native habitat. Park safety and restoring facility usability were also rated highly among community priorities.
Campbell Community Center Enhancements: Frequently used for its pool, library, programs, and outdoor spaces, the Community Center is a cornerstone of recreation in Campbell. Residents emphasized the need for regular maintenance and upgrades to the pool, locker rooms, indoor spaces, and the skate park.
Programming for All Ages and Backgrounds: There is a strong interest in more diverse programming that is inclusive of different age groups and cultural backgrounds. Popular ideas include cooking, nutrition, STEM, theater, gardening, and multigenerational programs. Participants also requested more offerings for non-English-speaking households. This was echoed in the online prioritization activity, where respondents gave high priority to projects that add new recreation uses or increase the diversity of recreation offerings.
Youth and Teen Opportunities: Teens, especially those ages 15–18, expressed a desire for more interactive and skill-building activities. Suggestions included job training, social events, and inclusive programming that better connects teens with the community.
Celebrating Community through Events: There is a strong appetite for more events and cultural celebrations in Campbell parks and at the Community Center.
Ideas included movie nights, music concerts, seasonal festivals, and culturally specific programs that strengthen community identity—another top community value identified in prioritization results.
Addressing Equity and Access: Some residents face financial or logistical barriers to participation in recreation activities. Concerns about cost and field access—particularly due to private leagues—were raised. Suggestions included lowering fees, improving affordability, and expanding public access to sports facilities.
Quick Wins and Visible Change: Many participants appreciated recent park updates and encouraged the City to continue making visible, impactful improvements, especially "low-hanging fruit" like better signage, refreshed landscaping, and small-scale repairs.
Balancing Scale and Impact of Projects: Community members were divided on whether the City should focus on smaller, lower-cost projects or pursue larger, more transformational efforts. While many supported wise and efficient use of resources, others emphasized the importance of high-impact projects that deliver meaningful improvements. Projects that saved money or were easiest to implement ranked lowest in priority, suggesting the community values long-term impact over simplicity.
Improved Communication and Outreach: Residents want more information about available programs and events. Suggestions included expanded use of social media, school partnerships, and outreach to older adults, first-time parents, and youth.
Active Transportation and Connectivity: Better access to parks was a recurring theme throughout the PRMP outreach process. Ideas included enhancing bike and pedestrian infrastructure, adding shuttle options, and improving connections between neighborhoods and parks.
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PARK LEVEL OF SERVICE &
ACCESS
LEVEL OF SERVICE
Level of Service (LOS) is a common metric used in
park and recreation planning to describe whether
a city has a sufficient amount of park land and/or
recreation facilities. LOS is a numerical guideline
presented as a ratio that compares the amount
of land (in acreage) or facilities (in units) to the
population.
BENCHMARKING
Benchmarking is a valuable tool used by parks
and recreation agencies to understand how their
services, facilities, and investments compare to
similar agencies. This analysis helps identify areas
of strength, opportunities for improvement, and
priorities for future investment.
To conduct this benchmarking analysis, Campbell’s
park and recreation system is compared to national
and state-level data collected through the National
Recreation and Park Association’s (NRPA) Park
Metrics database. Park Metrics compiles self-
reported data from parks and recreation agencies
across the country, providing standardized
information on key performance indicators such as
park land per capita, miles of trails, staffing levels, budget allocations, and facility provision.
In the Needs Assessment Summary developed
during the planning process, Campbell was
benchmarked against all reporting agencies
nationwide, California-based agencies, agencies
serving populations between 20,000 and 50,000,
and agencies maintaining 10 to 25 park sites.
Where available, the Needs Assessment Summary
provided benchmarking tables to present median
values for each peer group, along with Campbell’s
data. Quartile information from Park Metrics (25th
and 75th percentiles) may also be referenced to
show the range of variation across agencies. All data
reflect the most recent complete year (2023).
The information on the next page summarizes the
key takeaways from the benchmarking analysis
included in the Needs Assessment Summary,
showing how Campbell compares to cities with
similar attributes. This comparison provides context
for evaluating Campbell’s current level of service and
supports data-driven decision-making as the City
plans for future park and facility improvements.
Campbell’s Level of Service
Campbell’s General Plan includes a policy (COS-12) that indicates the City should strive to provide public access to three acres of open space, park land, and recreational facilities for every 1,000 residents.
Traditional park planning has relied heavily on a simple formula: a certain number of acres per 1,000 residents.
Modern park systems, including Campbell’s, are also adopting more meaningful measures, such as how far residents must walk or bike to reach a park, and the overall quality and condition of amenities once they arrive.
In Campbell, many outreach participants say that access to parks and recreation opportunities is a top priority. However, access mapping shows that some areas still lack a park within a 10-minute walk. This Plan highlights areas where access is limited and explores opportunities to close those gaps ensuring all residents can benefit from nearby, high-quality outdoor spaces.
The LOS states how much acreage, or how many
units, should exist in an area based on how many
people live there. For park land, it is a ratio of acres per 1,000 people served. For facilities, it is a ratio of 1 facility per number of people served.
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Comparisons to other park and recreation agencies can help jurisdictions identify best practices to serve the community. Benchmarking is just one tool in analyzing a parks and recreation system and does not account for the location or quality of facilities and amenities, two components that are also integral in assessing and addressing recreation needs. The National Recreation and Park Association (NRPA) collects data from municipalities and parks and recreation agencies across the country annually via their Park Metrics database. Park Metrics provides insights into “average” statistics in terms of park land provided per 1,000 residents, trail miles, full-time equivalents (FTEs), budget allocation, and much more.
Park Land Provided
Campbell provides 1.8 acres
of City-owned or managed
park land per 1,000 residents
(based on the 2023 estimated
population of 42,800).
This is well below the median
of 9.6 acres for similar agencies.
Residents per Park
Campbell serves 2,780 residents
per park, near the peer size
city median of 2,125. This
aligns more closely with
peers, though park size is not
accounted for.
Trails Maintained
Campbell maintains 4.8 miles of
trail, below the peer median
of 6.0 miles and national
median of 16 miles. Peer-
leading agencies maintain up to
19.5 miles.
Outdoor Pools
Provided at Campbell
Community Center. Serves
41,700 residents; peer median
is 23,000 yet Campbell exceeds
state and national average.
Performance
Amphitheaters
Campbell outperforms peer
cities and state and national
medians with 1 facility for 41,700
residents.
Playgrounds
1 per 5,957 residents in Campbell.
Close to peer cities, state, and
national median.
Inclusive Playgrounds
Campbell has 1 site, falling below
peer cities. The peer median is 1
per 13,858 residents.
Community Gardens
Campbell has 1 community
garden; peers provide 1 per
20,750 residents.
Diamond Fields
Near State median but trailing
far behind cities of similar
populations and systems sizes
as well as national median of
4,802 people per field.
Rectangular Fields
Campbell is on par with
medians for peer cities and
national agencies.
Splashpads, Spraygrounds,
or Spray Showers
Campbell’s 1 per 13,900
residents far exceeds
medians for other agencies
benchmarked.
Dog Parks
1 dog park, which is slightly
below the peer median of 1 per
24,167 residents.
Walking Loops and Tracks
1 currently provided at the
Campbell Community Center.
Far below the reported median
among peers of 1 per 10,000
residents.
Community Centers
Campbell has 1 community
center (serving 41,700
residents), below the peer
median of 21,1170.
Recreation Centers
None currently designated
in Campbell. Median is 21,554
residents per facility among
similar agencies.
Senior Centers
Not a standalone facility in
Campbell. Peer agencies provide
1 per 30,067 residents.
Teen Centers
Not provided in Campbell.
Only 12% of agencies nationally
provide one, but when they
do, it's typically 1 per 27,447
residents.
Note: Park and recreation agencies choose to participate and upload their own data to the NRPA database. In this graphic “peer cities” means the median for agencies that serve populations between 20,000 and 50,000 and those that maintain between 10 to 25 park sites. Metrics reported by peer cities, statewide agencies, and national agencies are from 2023. 45 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 46
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Packet Pg. 144
Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
PARK ACCESS & EQUITY
An important way to measure the sufficiency of
park land is based on the percentage of residents
who have access to a park within walking or driving
distance from home, highlighting whether the City
offers the right number, types, and distribution of
parks to serve nearby neighbors.
Park access needs were analyzed by assessing
how far people must walk to reach a nearby park.
Although the majority of online questionnaire
respondents feel that there is adequate access to
parks where they live in Campbell, access analysis
shows that there are gaps in the provision of park
land by the City.
A 10-minute walk analysis of parks and special-
use recreational facilities reveals service gaps in
the northeast and northwest portions of the city
(Figure 3-1), as well as through the southeast and
southwest. Even with the inclusion of non-City park
land from San José, Los Gatos, and the County, these
service gaps remain. The deficiencies identified in
this access analysis are further supported by NRPA
data, which notes that 20,628 Campbell residents
lack access to parks within a 10-minute walk of their
homes.
The access analysis reveals significant
deficiencies in the distribution of park land
within the City of Campbell, highlighting a need
for improvement in community recreational
resources. To effectively address these gaps,
the City may explore various strategies for park
acquisition and consider forming partnerships
with local recreation providers and agencies.
Rolling
Hills
Middle Capri
Elementary
San Jo se
Christian
School
Mulberry
Campbell Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Montessori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Ca n yo n
Heights
St Lucy
School
CAMPBELL
LOS GATOS
SAN JOSE
SAN JOSE
SAN JOSE
WEST HACIENDA AVE
POLLARD RD
WEST CAMPBELL AVE
BU CKN AI L RD
CAMPBELL AVE
H AMI LTON AVE
VI RGI N I A AVEVIRGINIA A VE
WH I TE OAKS RD
SOUTH BASCOM AVE
WI N CH ESTER BLVD
WI N CH ESTER BLVD
PAYN E AVE
SOU TH BASCOM AVE
SOU TH BASCOM AVE
WOODARD RD
MCCOY AVE
QU I N TO RD
BOYN TON AVE
SOU TH WEST EXPRESSWAY
LEI GH AVE
CU RTN ER AVE
LEI GH AVE
CAMDEN AVE
WI N CH ESTER BLVD
WI LLI AMS RD
SARATOGA AVE
DOYLE RD
FRU I TDALE AVE
SOU TH BASCOM AVE
FOXWORTH Y AVE
SAN TOMAS EXPRESSWAY
U N I ON AVE
CAMDEN AVE
LEI GH AVE
Marijane
Hamann Park
Campbell
Community
Center Ainsley
Park
Orchard
City Green
H yde
Park
Gomes Park
Edith Morely
Park
Los Gatos Creek
County Park and
Dog Park
Stojanovich
Family Park
John D
Morgan Park
Virginia
Park
Jack Fisher
Park
San Tomas
Park
Campbell Park
Private
Open Space
L O
S
G A T O
S C R
E E K
S A N T OM A S A Q UI N O C RE E K
S M
I T H
C
RE E K
Oka Ponds
H ACI EN DA / WI N CH ESTERPERCOLATI ON PON DS
Ainsley HouseCampbellHistoricalMuseum
17 17
85 Basemap Features
Creeks
Railroad
Single Family Land Use
Multif amily Land Use
Schools
Percolation Ponds
Areas Within a 1 0-Minute Walk
Within a 10-Minute Walk of
C it y of C ampbe ll Par k s
Within a 10-Minute Walk of
City Special Use Facilities
Within a 10-Minute Walk of
Other Parks
Park Facilities
Campbell Parks
Other Parks ¹
¹ T his la y e r r e p r e s e nt s p a r k f a c ilit ie s a c r o s s mult ip le j ur is d ic t io ns , inc lud ing t he C it y o f L o s G a t o s P a r k F a c ilit ie s , City of San Jose Park Facilities, Santa Clara County Parks, and designated Private Open Space areas.
Ma p S o ur c e s : C it y o f C a mp b e ll G IS R e p o s it o r y , 2 0 2 4 ; C it y o f S a n J o s e , 2 0 2 4 ; C it y o f L o s G a t o s , 2 0 2 4 ; E S R I S t r e e t Ma p P r e mium C a lif o r nia , 2 0 2 4 ; Ur b a nF o o t p r int B a s e C a nv a s L a nd Us e s , 2 0 2 4 . 9 / 1 9 / 2 0 2 4 1 0 : 4 7 A M 0 0.5 1
Miles
Figure 3-1: Access to Parks in Campbell
Rolling
Hills
Middle Capri
Elementary
San Jo se
Christian
School
Mulberry
Campbell Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Montessori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Ca n yo n
Heights
St Lucy
School
CAMPBELL
LOS GATOS
SAN JOSE
SAN JOSE
SAN JOSE
WEST HACIENDA AVE
POLLARD RD
WEST CAMPBELL AVE
BU CKN AI L RD
CAMPBELL AVE
H AMI LTON AVE
VI RGI N I A AVEVIRGINIA A VE
WH I TE OAKS RD
SOUTH BASCOM AVE
WI N CH ESTER BLVD
WI N CH ESTER BLVD
PAYN E AVE
SOU TH BASCOM AVE
SOU TH BASCOM AVE
WOODARD RD
MCCOY AVE
QU I N TO RD
BOYN TON AVE
SOU TH WEST EXPRESSWAY
LEI GH AVE
CU RTN ER AVE
LEI GH AVE
CAMDEN AVE
WI N CH ESTER BLVD
WI LLI AMS RD
SARATOGA AVE
DOYLE RD
FRU I TDALE AVE
SOU TH BASCOM AVE
FOXWORTH Y AVE
SAN TOMAS EXPRESSWAY
U N I ON AVE
CAMDEN AVE
LEI GH AVE
Marijane
Hamann Park
Campbell
Community
Center Ainsley
Park
Orchard
City Green
H yde
Park
Gomes Park
Edith Morely
ParkLos Gatos Creek
County Park and
Dog Park
Stojanovich
Family Park
John D
Morgan Park
Virginia
Park
Jack Fisher
Park
San Tomas
Park
Campbell Park
Private
Open Space
L O
S
G A T O
S C R
E E K
S A N T OM A S A Q UI N O C RE E K
S M
I T H
C
RE E K
Oka Ponds
H ACI EN DA / WI N CH ESTERPERCOLATI ON PON DS
Ainsley HouseCampbellHistoricalMuseum
17 17
85 Basemap Features
Creeks
Railroad
Single Family Land Use
Multif amily Land Use
Schools
Percolation Ponds
Areas Within a 1 0-Minute Walk
Within a 10-Minute Walk of
C it y of C ampbe ll Par k s
Within a 10-Minute Walk of
City Special Use Facilities
Within a 10-Minute Walk of
Other Parks
Park Facilities
Campbell Parks
Other Parks ¹
¹ T his la y e r r e p r e s e nt s p a r k f a c ilit ie s a c r o s s mult ip le j ur is d ic t io ns , inc lud ing t he C it y o f L o s G a t o s P a r k F a c ilit ie s , City of San Jose Park Facilities, Santa Clara County Parks, and designated Private Open Space areas.
Ma p S o ur c e s : C it y o f C a mp b e ll G IS R e p o s it o r y , 2 0 2 4 ; C it y o f S a n J o s e , 2 0 2 4 ; C it y o f L o s G a t o s , 2 0 2 4 ; E S R I S t r e e t Ma p P r e mium C a lif o r nia , 2 0 2 4 ; Ur b a nF o o t p r int Ba s e C a nv a s L a nd Us e s , 2 0 2 4 . 9 / 1 9 / 2 0 2 4 1 0 : 4 7 A M 0 0.5 1
Miles
47 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 48
7.b
Packet Pg. 145
Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) To further examine who lacks access, this analysis
was integrated with a Health Equity Assessment
using CDC PLACES and local demographic data. This
mapping effort identifies where park access is most
limited for residents facing health challenges and
social vulnerabilities. Census tracts with higher
rates of chronic illness, physical inactivity, and
disability, particularly in northern, western,
and eastern Campbell, often overlap with areas
lacking walkable access to parks.
Rolling
Hills
Middle Capri
Elementary
San Jo se
Christian
School
Mulberry
Campbell Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Montessori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Ca n yo n
Heights
St Lucy
School
CAMPBELL
LOS GATOS
SAN JOSE
SAN JOSE
SAN JOSE
WEST HACIENDA AVE
POLLARD RD
WEST CAMPBELL AVE
BU CKN AI L RD
CAMPBELL AVE
H AMI LTON AVE
VI RGI N I A AVEVIRGINIA A VE
WH I TE OAKS RD
SOUTH BASCOM AVE
WI N CH ESTER BLVD
WI N CH ESTER BLVD
PAYN E AVE
SOU TH BASCOM AVE
SOU TH BASCOM AVE
WOODARD RD
MCCOY AVE
QU I N TO RD
BOYN TON AVE
SOU TH WEST EXPRESSWAY
LEI GH AVE
CU RTN ER AVE
LEI GH AVE
CAMDEN AVE
WI N CH ESTER BLVD
WI LLI AMS RD
SARATOGA AVE
DOYLE RD
FRU I TDALE AVE
SOU TH BASCOM AVE
FOXWORTH Y AVE
SAN TOMAS EXPRESSWAY
U N I ON AVE
CAMDEN AVE
LEI GH AVE
Marijane
Hamann Park
Campbell
Community
Center Ainsley
Park
Orchard
City Green
H yde
Park
Gomes Park
Edith Morely
Park
Los Gatos Creek
County Park and
Dog Park
Stojanovich
Family Park
John D
Morgan Park
Virginia
Park
Jack Fisher
Park
San Tomas
Park
Campbell Park
Private
Open Space
L O
S
G A T O
S C R
E E K
S A N T OM A S A Q UI N O C RE E K
S M
I T H
C
RE E K
Oka Ponds
H ACI EN DA / WI N CH ESTERPERCOLATI ON PON DS
Ainsley HouseCampbellHistoricalMuseum
17 17
85 Basemap Features
Creeks
Railroad
Schools
Percolation Ponds
Park and Recreation Facilities Provided by
Others
Other Park Facilities
Campbell Park and Recreation Facilities
Campbell Parks
Los Gatos Creek Trail
Phy s ic a l Ina c t iv it y b y C e ns us T r a c t ¹ Lower Prevalence
Slightly Lower Prevalence
Moderate Prevalence
Slightly Higher Prevalence
Higher Prevalence
¹ He a lt h d a t a f r o m t he C D C PL A C E S d a t a s e t w a s c o lle c t e d a nd no r ma liz e d f o r e a c h c e ns us t r a c t . 9/ 1 9/ 2024 1 1 :23 AM
0 0.5 1
Miles
Figure 3-2: Health Equity, Levels of Physical Inactivity Rolling
Hills
Middle Capri
Elementary
San Jose
Christian
School
Mulberry
Campbe ll Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Monte ssori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Cany on
Heights
St Lucy
School
C A M P BEL L
LOS G A T O S
S A N J O S E
S A N J O S E
S A N J O S E
WE ST H ACI E N DA AVE
P OL L AR D R D
WE ST CAM P B E L L AVE
B U CKN AI L R D
CAM P B E L L AVE
H AM I LTON AVE
VI R G I N I A AVEVI R G I N I A AVE
D R S K A O E T I H W
SOU TH B ASCOM AVE
D V L B R E T S E H C N I W
D V L B R E T S E H C N I W
PAYN E AVE
E V A M O C S A B H T U O S
SOU TH B ASCOM AVE
WOODAR D R D
M CCOY AVE
D R O T N I U Q
B OYN TON AVE
SOU TH WE ST E XP R E SSWA
Y
L E I G H AVE
CU RTN E R AVE
L E I G H AVE
CAM D E N AVE
WI N CH E STE R B LVD
WI L L I AM S R D
SAR ATOG A AVE
D OYL E R D
F R U I TDAL E AVE
SOU TH B ASCOM AVE
F OXWORTH Y AVE
SAN TOM AS E XP R ESSWAY
E V A N O I N U
CAM D E N AVE
E V A H G I E L
Mari jan e
H am ann Park
Cam pbel l
Co mmu n i ty
Cen ter Ai n sl ey
Park
Orch ard
Ci ty Gr een
H yde
Park
Gom es Park
E di th Morel y
Park
Los Gatos Cr eek
Cou n ty Park an d
D og Park
Stojan ovi ch
F amil y Park
Joh n D
Morgan Park
Vi rgi n i a
Park
Jack F i sh er
Park
San Tom as
Park
Cam pbe ll Park
P ri vate
Open Space
L O
S
G A T O
S C R
E E K
S A N T O M A S A Q U I N O C R E E K
S M
IT H
C
RE E K
Oka Pon ds
H ACI E N DA / WI N CH E STE RP E R COL ATI ON P ON D S Ai n sl ey H ou seCa mpbel lH i stori ca lM u seu m
1 7
1 7
85 B asem ap Featu res
Cr eeks
R a i l roa d
Sch ool s
Percol ati on Pon d s
Park an d Recreati on F aci l i ti es P rovi ded by
Oth ers
Oth er Pa rk Fa ci l i ti es
Cam pbe ll Park an d Recreati on F aci l i ti es
Ca mpbe ll Pa rks
Los G atos Cr eek Tra i l
Ch ron i c D i sease Prevalence by Cen su s Tract ¹
Lower P reva l en ce
Sl i g h tl y Lower P reva l en ce
M od erate P reva l en ce
Sl i g h tl y H i g h er P reva l en ce
H i g h er P reva l en ce
¹ H ea l th d a ta from th e CD C P LACE S d a ta set wa s co llected , n orm a l i zed , a n d com b i n ed i n to a com p osi te score for ea ch cen su s tra ct. Th i s p roce ss a llows m u l ti p l e h ea l th i n d i ca tors to b e a n a l yzed tog eth er for a m ore com p reh en si ve vi ew of co mmuni ty h ea l th . I n d i ca tors i n cl u d e g en era l h ea l th sta tu s, a sth m a , Typ e 2 d i a b etes, a n d freq u en t p h ysi ca l d i stre ss a m on g a d u l ts. 9/1 9/2024 11: 22 AM
0 0. 5 1
Mi l es Figure 3-3: Health Equity, Chronic Disease Prevalence These findings highlight the importance of
linking future park investment with equity, public
health, and accessibility priorities. A Health Equity
Assessment using CDC data reveals that residents
in Campbell’s northern, western, and eastern
neighborhoods face greater health challenges—
often in areas with limited park access. Addressing
these disparities through targeted improvements
can help foster a healthier, more inclusive
community.
Physical Inactivity
Residents in west Campbell report the lowest activity levels, underscoring the need for trails, sports courts, and active recreation options (Figure 3-2).
Chronic Disease
Higher rates of asthma, diabetes, and poor general health highlight the need for nearby fitness amenities and wellness-focused programs (Figure 3-3).
Rolling
Hills
Middle Capri
Elementary
San Jo se
Christian
School
Mulberry
Campbell Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Montessori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Ca n yo n
Heights
St Lucy
School
CAMPBELL
LOS GATOS
SAN JOSE
SAN JOSE
SAN JOSE
WEST HACIENDA AVE
POLLARD RD
WEST CAMPBELL AVE
BU CKN AI L RD
CAMPBELL AVE
H AMI LTON AVE
VI RGI N I A AVEVIRGINIA A VE
WH I TE OAKS RD
SOUTH BASCOM AVE
WI N CH ESTER BLVD
WI N CH ESTER BLVD
PAYN E AVE
SOU TH BASCOM AVE
SOU TH BASCOM AVE
WOODARD RD
MCCOY AVE
QU I N TO RD
BOYN TON AVE
SOU TH WEST EXPRESSWAY
LEI GH AVE
CU RTN ER AVE
LEI GH AVE
CAMDEN AVE
WI N CH ESTER BLVD
WI LLI AMS RD
SARATOGA AVE
DOYLE RD
FRU I TDALE AVE
SOU TH BASCOM AVE
FOXWORTH Y AVE
SAN TOMAS EXPRESSWAY
U N I ON AVE
CAMDEN AVE
LEI GH AVE
Marijane
Hamann Park
Campbell
Community
Center Ainsley
Park
Orchard
City Green
H yde
Park
Gomes Park
Edith Morely
Park
Los Gatos Creek
County Park and
Dog Park
Stojanovich
Family Park
John D
Morgan Park
Virginia
Park
Jack Fisher
Park
San Tomas
Park
Campbell Park
Private
Open Space
L O
S
G A T O
S C R
E E K
S A N T OM A S A Q UI N O C RE E K
S M
I T H
C
RE E K
Oka Ponds
H ACI EN DA / WI N CH ESTERPERCOLATI ON PON DS
Ainsley HouseCampbellHistoricalMuseum
17 17
85 Basemap Features
Creeks
Railroad
Schools
Percolation Ponds
Park and Recreation Facilities Provided by
Others
Other Park Facilities
Campbell Park and Recreation Facilities
Campbell Parks
Los Gatos Creek Trail
Chronic Disease Burden by Census Tract ¹
Lower Prevalence
Slightly Lower Prevalence
Moderate Prevalence
Slightly Higher Prevalence
Higher Prevalence
¹ Health data f rom the CDC PLACES dataset was collected, normalized, and combined into a composite score f or each census tract. T his process allows multiple health indicators to be analyzed together f or a more comprehensive view of community health. I ndicators include general health status, asthma, T ype 2 diabetes, and f requent phy sical dist ress among adult s.
9/ 1 9/ 2024 1 1 :22 AM
0 0.5 1
Miles
49 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 50
7.b
Packet Pg. 146
Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Rolling
Hills
Middle Capri
Elementary
San Jo se
Christian
School
Mulberry
Campbell Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Montessori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Ca n yo n
Heights
St Lucy
School
CAMPBELL
LOS GATOS
SAN JOSE
SAN JOSE
SAN JOSE
WEST HACIENDA AVE
POLLARD RD
WEST CAMPBELL AVE
BU CKN AI L RD
CAMPBELL AVE
H AMI LTON AVE
VI RGI N I A AVEVIRGINIA A VE
WH I TE OAKS RD
SOUTH BASCOM AVE
WI N CH ESTER BLVD
WI N CH ESTER BLVD
PAYN E AVE
SOU TH BASCOM AVE
SOU TH BASCOM AVE
WOODARD RD
MCCOY AVE
QU I N TO RD
BOYN TON AVE
SOU TH WEST EXPRESSWAY
LEI GH AVE
CU RTN ER AVE
LEI GH AVE
CAMDEN AVE
WI N CH ESTER BLVD
WI LLI AMS RD
SARATOGA AVE
DOYLE RD
FRU I TDALE AVE
SOU TH BASCOM AVE
FOXWORTH Y AVE
SAN TOMAS EXPRESSWAY
U N I ON AVE
CAMDEN AVE
LEI GH AVE
Marijane
Hamann Park
Campbell
Community
Center Ainsley
Park
Orchard
City Green
H yde
Park
Gomes Park
Edith Morely
Park
Los Gatos Creek
County Park and
Dog Park
Stojanovich
Family Park
John D
Morgan Park
Virginia
Park
Jack Fisher
Park
San Tomas
Park
Campbell Park
Private
Open Space
L O
S
G A T O
S C R
E E K
S A N T OM A S A Q UI N O C RE E K
S M
I T H
C
RE E K
Oka Ponds
H ACI EN DA / WI N CH ESTERPERCOLATI ON PON DS
Ainsley HouseCampbellHistoricalMuseum
17 17
85 Basemap Features
Creeks
Railroad
Schools
Percolation Ponds
Park and Recreation Facilities Provided by
Others
Other Park Facilities
Campbell Park and Recreation Facilities
Campbell Parks
Los Gatos Creek Trail
Dis a bilit y Pr e v a le nc e b y C e ns us T r a c t ¹ Lower Prevalence
Slightly Lower Prevalence
Moderate Prevalence
Slightly Higher Prevalence
Higher Prevalence
¹ Health data f rom the CDC PLACES dataset was collected, normalized, and combined into a composite score f or each census tract. T his process allows multiple health indicators to be analyzed together f or a more comprehensiv e v iew of community health. Indicat ors include any disability , hearing disability , v ision disability , cognitiv e disability , mobility disability , self -care disability , and independent liv ing disability among adults. 9/ 1 9/ 2024 1 1 :22 AM
0 0.5 1
Miles
Figure 3-4: Health Equity, Disability Prevalence
Rolling
Hills
Middle Capri
Elementary
San Jose
Christian
School
Mulberry
Campbe ll Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Monte ssori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Cany on
Heights
St Lucy
School
C A M P BEL L
LOS G A T O S
S A N J O S E
S A N J O S E
S A N J O S E
WE ST H ACI E N DA AVE
P OL L AR D R D
WE ST CAM P B E L L AVE
B U CKN AI L R D
CAM P B E L L AVE
H AM I LTON AVE
VI R G I N I A AVEVI R G I N I A AVE
D R S K A O E T I H W
SOU TH B ASCOM AVE
D V L B R E T S E H C N I W
D V L B R E T S E H C N I W
PAYN E AVE
E V A M O C S A B H T U O S
SOU TH B ASCOM AVE
WOODAR D R D
M CCOY AVE
D R O T N I U Q
B OYN TON AVE
SOU TH WE ST E XP R E SSWA
Y
L E I G H AVE
CU RTN E R AVE
L E I G H AVE
CAM D E N AVE
WI N CH E STE R B LVD
WI L L I AM S R D
SAR ATOG A AVE
D OYL E R D
F R U I TDAL E AVE
SOU TH B ASCOM AVE
F OXWORTH Y AVE
SAN TOM AS E XP R ESSWAY
E V A N O I N U
CAM D E N AVE
E V A H G I E L
Mari jan e
H am ann Park
Cam pbel l
Co mmu n i ty
Cen ter Ai n sl ey
Park
Orch ard
Ci ty Gr een
H yde
Park
Gom es Park
E di th Morel y
Park
Los Gatos Cr eek
Cou n ty Park an d
D og Park
Stojan ovi ch
F amil y Park
Joh n D
Morgan Park
Vi rgi n i a
Park
Jack F i sh er
Park
San Tom as
Park
Cam pbe ll Park
P ri vate
Open Space
L O
S
G A T O
S C R
E E K
S A N T O M A S A Q U I N O C R E E K
S M
IT H
C
RE E K
Oka Pon ds
H ACI E N DA / WI N CH E STE RP E R COL ATI ON P ON D S Ai n sl ey H ou seCa mpbel lH i stori ca lM u seu m
1 7
1 7
85 B asem ap Featu res
Cr eeks
R a i l roa d
Sch ool s
Percol ati on Pon d s
Park an d Recreati on F aci l i ti es P rovi ded by
Oth ers
Oth er Pa rk Fa ci l i ti es
Cam pbe ll Park an d Recreati on F aci l i ti es
Ca mpbe ll Pa rks
Los G atos Cr eek Tra i l
Men tal H eal th Prevalence
by Cen su s Tract ¹
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Sl i g h tl y Lower P reva l en ce
M od erate P reva l en ce
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H i g h er P reva l en ce
¹ H ea l th d a ta from th e CD C P LACE S d a ta set wa s co llected , n orm a l i zed , a n d com b i n ed i n to a com p osi te score for ea ch cen su s tra ct. Th i s p roce ss a llows m u l ti p l e h ea l th i n d i ca tors to b e a n a l yzed tog eth er for a m ore com p reh en si ve vi ew of co mmuni ty h ea l th . I n d i ca tors i n cl u d e soci a l i sol a ti on , soci a l a n d em oti on a l su ppor t, d ep ressi on , a n d freq u en t m en ta l d i stre ss a m on g a d u l ts. 9/1 9/2024 11:23 AM
0 0. 5 1
Mi l es Figure 3-5: Health Equity, Mental Health Prevalence Parks and recreation promote improved physical
and mental health. This not only helps people
feel better, but it also can help lower medical and
insurance costs for those people taking advantage
of those facilities and activities. If the City could
provide close-to-home access for all residents,
NRPA estimates that collective health care
expenses could be reduced by $2.75 million.
Prioritizing health equity in parks and recreation
planning can foster a healthier, more inclusive
community for all residents.
Disability Access
Higher disability rates in multiple areas call for inclusive park design with accessible paths, adaptive features, and sensory-friendly spaces (Figure 3-4).
Mental Health
Elevated levels of isolation and distress point to the value of parks as spaces for social connection, events, and support programs (Figure 3-5).
Rolling
Hills
Middle Capri
Elementary
San Jo se
Christian
School
Mulberry
Campbell Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Montessori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Ca n yo n
Heights
St Lucy
School
CAMPBELL
LOS GATOS
SAN JOSE
SAN JOSE
SAN JOSE
WEST HACIENDA AVE
POLLARD RD
WEST CAMPBELL AVE
BU CKN AI L RD
CAMPBELL AVE
H AMI LTON AVE
VI RGI N I A AVEVIRGINIA A VE
WH I TE OAKS RD
SOUTH BASCOM AVE
WI N CH ESTER BLVD
WI N CH ESTER BLVD
PAYN E AVE
SOU TH BASCOM AVE
SOU TH BASCOM AVE
WOODARD RD
MCCOY AVE
QU I N TO RD
BOYN TON AVE
SOU TH WEST EXPRESSWAY
LEI GH AVE
CU RTN ER AVE
LEI GH AVE
CAMDEN AVE
WI N CH ESTER BLVD
WI LLI AMS RD
SARATOGA AVE
DOYLE RD
FRU I TDALE AVE
SOU TH BASCOM AVE
FOXWORTH Y AVE
SAN TOMAS EXPRESSWAY
U N I ON AVE
CAMDEN AVE
LEI GH AVE
Marijane
Hamann Park
Campbell
Community
Center Ainsley
Park
Orchard
City Green
H yde
Park
Gomes Park
Edith Morely
Park
Los Gatos Creek
County Park and
Dog Park
Stojanovich
Family Park
John D
Morgan Park
Virginia
Park
Jack Fisher
Park
San Tomas
Park
Campbell Park
Private
Open Space
L O
S
G A T O
S C R
E E K
S A N T OM A S A Q UI N O C RE E K
S M
I T H
C
RE E K
Oka Ponds
H ACI EN DA / WI N CH ESTERPERCOLATI ON PON DS
Ainsley HouseCampbellHistoricalMuseum
17 17
85 Basemap Features
Creeks
Railroad
Schools
Percolation Ponds
Park and Recreation Facilities Provided by
Others
Other Park Facilities
Campbell Park and Recreation Facilities
Campbell Parks
Los Gatos Creek Trail
Me nt a l He a lt h Bur de n b y C e ns us T r a c t ¹ Lower Prevalence
Slightly Lower Prevalence
Moderate Prevalence
Slightly Higher Prevalence
Higher Prevalence
¹ Health data f rom the CDC PLACES dataset was collected, normalized, and combined into a composite score f or each census tract. T his process allows multiple health indicators to be analyzed together f or a more comprehensive view of community health. I ndicators include social isolation, social and emotional support, depression, and f requent ment al dist ress among adult s. 9/ 1 9/ 2024 1 1 :23 AM
0 0.5 1
Miles
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NEEDS & OPPORTUNITIES
Based on community outreach and an assessment
of the Campbell community, trends, market data,
and level of service analysis and benchmarking, both
system-wide and site-specific needs were identified
in a Needs Assessment Summary. System needs
encompass broader improvements to enhance
the overall accessibility and function of the park
network, while site-specific needs focus on targeted
improvements tailored to individual locations.
SYSTEM NEEDS
Despite general satisfaction with park access among
residents, the access analysis shows that not all
Campbell residents live within a 10-minute walk of a
park. These service gaps persist even when factoring
in nearby parks owned by other jurisdictions. Given
this, there is a clear need to expand walkable
access, particularly in park-deficient neighborhoods,
through land acquisition, joint-use agreements, and
improvements at high-use existing parks.
Currently, Campbell provides 1.8 acres of park
land per 1,000 residents, below the General
Plan standard of 3 acres per 1,000. Including
public recreation space and assets provided by
others within the city raises this figure to 2.5 acres, but the shortfall remains. With the City expected
to grow by nearly 13,000 people by 2034, the level
of service is projected to decline further unless
approximately 80 additional acres of park land are
acquired.
To effectively address gaps in access and service,
the City may explore various strategies for park
acquisition and consider forming partnerships with
local recreation providers and other public agencies.
Potential partners include Santa Clara County, which
could offer additional resources and support for
park development, and the Campbell Union and
Moreland School Districts, which could collaborate
on shared facilities that benefit both students and
the wider community.
Homeowners’ associations may also play a crucial
role in advocating for local park initiatives, while the Santa Clara Valley Water District could contribute by
integrating green spaces within water management
projects.
In the absence of viable land acquisition or
partnership opportunities, the City could
alternatively prioritize increased investment in
existing parks that have a high usage rate and a
variety of facilities. John D. Morgan Park, Campbell
Community Center, and the Los Gatos Creek
Trail are sites that fall into this category. This is
particularly important as these parks serve a
larger service area that extends beyond the typical
10-minute walking radius, making them essential
for a diverse population that may rely on them for
recreation and social interaction.
The Health Equity Assessment further
underscores the need for targeted
improvements. Areas with elevated rates of
chronic disease, mental health challenges,
disability, and physical inactivity—mainly in
the northern, western, and eastern parts of
Campbell—also tend to lack close-to-home
park access. Improving parks and trails in these
neighborhoods, adding inclusive and health-oriented
features, and expanding programming could play a
key role in reducing disparities and improving quality
of life for all residents.
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RECREATION FACILITY NEEDS
Campbell’s recreation facilities support a wide variety of activities, from competitive sports to community
gatherings. As these spaces age and community
expectations and needs evolve, maintaining
quality facilities and expanding access remain key
opportunities for improvement.
Athletic & Sports Facilities
Sports fields and courts are well-used but often
face high demand, especially for practice time.
Community members have noted the need for more
flexible access to athletic spaces, and indoor courts
at the Community Center experience limitations
due to aging infrastructure and lack of climate
control. Opportunities exist to leverage partnerships,
improve indoor facility conditions, and better meet
growing interest in sports programming.
Outdoor Recreation Facilities
Outdoor amenities like playgrounds, picnic areas,
and the skate park see consistent use, but many are
reaching the end of their functional lifespan. The
Condition Assessment shows outdoor assets have
the highest number of elements in poor condition,
particularly at high-use sites. Residents prioritize
maintenance and renewal, with added interest in
inclusive play equipment, more teen-friendly spaces,
and destination features that support creative,
challenging play.
Major & Specialized Facilities
Campbell’s signature recreation sites, such as the
Campbell Community Center, are heavily used but
face aging infrastructure and layout challenges.
The Community Center lacks informal gathering
areas, accessible design in some areas, and a
central orientation to support events and daily
use. Updates to interior spaces, the outdoor pool,
and key circulation areas present opportunities to
enhance the Center’s role as a true community hub.
Cultural and historic sites like the Ainsley House and
Historical Museum also require ongoing investment
to maintain functionality and support expanded
programming.
Trails & Natural Features
The Los Gatos Creek Trail remains the city’s primary
trail corridor and is valued for both recreation and
mobility. Community feedback emphasizes the
desire for expanded trail networks and stronger
connections between parks, neighborhoods, and
key destinations. Enhancing trails with natural
landscaping, seating, and educational signage can
promote stewardship and support diverse outdoor
experiences.
Park Amenities
Support amenities like lighting, seating, and shade
directly affect the usability and comfort of parks.
Community members have pointed to specific
needs for shade structures over playgrounds and
picnic areas, more lighting for safety, and improved
restrooms and trash facilities. Several parks—
including John D. Morgan, Edith Morley, and the Los
Gatos Creek Dog Park—have amenities identified
as outdated or in poor condition, offering clear
opportunities for phased upgrades.
Resource Sharing & Partnerships
Across the country, parks and recreation agencies are increasingly turning to resource-sharing agreements and partnerships to maximize limited funding and staffing. These collaborations involve sharing facilities, programs, and operational responsibilities among public agencies, nonprofits, and private sector partners. Joint-use agreements with schools and other public entities are common, allowing communities to access recreational spaces beyond typical hours while sharing maintenance costs. Partnerships also bring in volunteers, specialized programming, and cross-promotional opportunities, helping to activate spaces and improve access, especially in underserved areas.
Planning for Climate Change
Agencies and the parks, trails, and open spaces they manage play a vital role in climate mitigation and adaptation. Parks and green spaces function as carbon sinks, absorbing CO2 through trees, plants, and soil, while providing essential areas for green infrastructure. These natural spaces also help reduce the urban heat island effect.
As parks are critical to building climate-resilient communities, jurisdictions increasingly integrate climate resiliency into their operations, programs, and management practices. Although grant funding for these efforts can be variable, jurisdictions can strategically align their projects with available funding opportunities, such as state programs like California’s Integrated Climate Adaptation and Resiliency Program, to support local, regional, and tribal adaptation planning. By doing so, they create healthier, more sustainable, and resilient communities despite limited resources. 55 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 56
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Aquatics Facility Design Trends
Designing and updating aquatic facilities involves significant investment and operational costs. While the outdoor pool at the Campbell Community Center remains a popular community resource, its current design no longer meets modern standards or emerging aquatic trends. To ensure long-term viability, the City should consider these key trends when planning updates:
» Leisure and Recreation: Most swim participation is for fun and play.
Pools designed with warmer water, zero-depth entries, and interactive features attract a broad range of skill levels and users. » Health and Fitness: Water-based exercise and fitness programs are growing in popularity. Facilities should support aquatics fitness classes and lap swimming to meet this demand.
» Water Safety: Learn-to-swim programs are essential for preventing drownings, especially among children. Safety features and accessible programming are critical priorities.
» Programming Diversity: Offering a wide range of aquatic programs— from recreational to competitive—maximizes user participation and revenue potential.
» Maximized Revenues: High facility use and diverse programming increase revenue. Features like party rooms and cabanas can provide additional income streams.
» Minimized Costs: Design choices impact operational expenses.
Avoiding costly features like wave pools or large 50-meter pools helps manage staffing and maintenance costs.
» Accessibility: Compliance with ADA standards ensures accessible entrances, lifts, deck spaces, and other design elements, making facilities welcoming to all users.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Recreation Facility Design Trends
Designing recreation and community facilities today reflects evolving community needs and the high investment required for construction and operations. The City’s Community Center aligns with many current trends seen in large-scale recreation facilities:
» Multipurpose Spaces: Facilities combine recreation, health and wellness, youth development, community gatherings, arts, and skill- building opportunities all under one roof.
» Multi-Generational Design: Centers offer flexible spaces for all ages and interests, enabling families to engage in different activities simultaneously.
» Inclusive and Accessible: Design focuses on wide hallways, family restrooms, universal equipment, and inclusive programming to create welcoming spaces for everyone.
» Consolidated Operations: Larger, flexible buildings accommodate changing recreation trends, improving staffing efficiency and reducing operational costs.
» Programmed and Drop-in Use: Facilities balance scheduled programs with walk-in or drop-in options, featuring multipurpose rooms, kitchens, and tech-enabled meeting spaces that support rentals and diverse uses. » Membership and Pricing Models: Many centers include fitness components with memberships or packaged rates, often offering free or subsidized access for lower-income residents to ensure equity. » Specialized Spaces: Some include childcare, maker spaces, innovation labs, dance/music rooms, cafés, teen or senior areas—though these add complexity and cost.
» Indoor-Outdoor Connectivity: Centers are designed alongside parks to support seamless indoor-outdoor programming, often with large doors opening to patios.
» Market-Driven Planning: Facilities are tailored through market studies and business plans to align with community needs and generate revenue to offset operating costs.
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RECREATION PROGRAMMING NEEDS
The City of Campbell offers a diverse mix of
programs—ranging from arts and music to fitness,
aquatics, and youth camps—through City-run
initiatives and partnerships with other agencies.
As participation trends evolve and community
needs shift, ongoing engagement and responsive
programming are essential to ensure continued
relevance and value.
Special Events & Social Gatherings
Community feedback highlights a strong desire for
more special events and opportunities to gather.
These events are seen as important for fostering
community connection and celebrating Campbell’s
cultural diversity. There is room to grow the City’s
event offerings to better reflect Campbell’s diversity
and support inclusive, community-wide engagement.
Adult Fitness & Wellness
Campbell residents show above-average interest
in health and wellness, especially adult fitness.
Residents expressed a clear need for more adult
fitness and wellness programs that promote healthy,
active lifestyles. There is strong potential to expand
programs like outdoor fitness classes, mind-body
wellness, running clubs, and nutrition workshops to
meet growing demand for proactive, healthy living.
Arts & Cultural Programs
Visual and performing arts continue to be highly
valued. Community input and market data point to
opportunities to expand arts programming through
new classes, workshops, performances, exhibitions,
and creative youth activities that support lifelong
learning and cultural expression.
Outdoor Recreation
While some parks are well-used for outdoor activity,
others lack diverse recreational opportunities.
Community members express interest in more
nature-based programs, with high potential for
biking, hiking, climbing, and gardening activities
across the park system.
Adaptive & Inclusive Recreation
There is a growing recognition of the need for more
inclusive programs for individuals with disabilities.
The need for more inclusive programs for people
with disabilities emerged as a key gap in recreation
offerings. Enhancing adaptive offerings, accessibility, and inclusion services would help ensure all
residents can fully participate in and benefit from
the City’s recreation programs.
MAINTENANCE & OPERATIONS NEEDS
The Parks Maintenance team plays a central role in
keeping Campbell’s park system welcoming, safe,
and sustainable. In addition to maintaining parks,
the team is also responsible for the upkeep of street
trees, public facility grounds, and trail corridors
across the city. This broad scope makes resource
allocation and efficiency especially important.
Today, Campbell residents generally view park
maintenance positively. However, community
feedback highlights opportunities to improve the
quality and security of restroom facilities, as well
as enhance lighting and general upkeep in certain
areas.
All sites included in the City’s recreation network
will require continued maintenance and repair
and/or replacement as assets move through their
lifecycles. As the City’s park system continues to
age, maintaining and replacing assets in a timely,
cost-effective manner remains a key challenge.
There is an opportunity to strengthen how the City
tracks and communicates the condition of its assets,
helping staff proactively address issues before
they escalate. In addition, resource allocation for
irrigation, maintenance, staff operational needs, and
long-term environmental planning can help ensure a
vibrant and sustainable park system while adapting
to changing operational demands.
SITE-SPECIFIC NEEDS
Three of Campbell’s most visited and vital recreation
sites—the Campbell Community Center, John D.
Morgan Park, and the Los Gatos Creek Trail—serve
as both community hubs and key access points for
vulnerable populations. Condition assessments
reveal many of the City’s aging assets are located
at these sites and are in fair to poor condition,
underscoring the need for targeted reinvestment.
Campbell Community Center
While heavily used and highly programmed, the
Community Center faces major upgrade needs.
The pool area requires safety, accessibility, and
infrastructure improvements, including modern
filtration systems and better changing facilities. The
skate park needs resurfacing, updated features,
and safer beginner areas. Users and staff also
emphasized the need for clear wayfinding, improved
entry signage, and a front-facing office near off-
street parking.
John D. Morgan Park
As one of Campbell’s busiest parks, John D. Morgan
requires playground renovations on the Rincon
side (north side), including inclusive equipment and
shade structures. Picnic areas throughout the park
need repairs, and the addition of multipurpose event
space—such as an open-air pavilion or improved
restrooms—would support community events and
larger gatherings.
Los Gatos Creek Trail
A key corridor for biking and walking, the trail has
some of the most deteriorated assets in the system.
Repairs and resurfacing are top priorities. User
amenities—like benches, water fountains, bike racks,
and wayfinding signs—would enhance comfort and
safety. Small picnic areas and educational kiosks
at access points could further activate the trail and
promote environmental learning.
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SYSTEMWIDE
RECOMMENDATIONS
This chapter defines and illustrates the systemwide
recommendations that support Campbell’s future park
and recreation system and address community needs for
parks, facilities, amenities, programs, and services.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Findings from the community-driven planning
process helped identify a set of systemwide
recommendations that will have a long-term impact
on how the City of Campbell manages, develops,
and enhances its parks, facilities, trails, programs,
and recreation services. These recommendations
respond directly to community priorities, staff
insights, technical and mapping analyses, and best
practices in parks and recreation planning.
Systemwide recommendations are broad in
scope and address the overall structure and
function of Campbell’s parks and recreation
system. They provide strategies to guide decision-
making, budgeting, and planning across the
entire system. While some improvements can be
implemented citywide, others set the stage for more
localized action. The systemwide recommendations
outlined in this chapter complement the site-specific
recommendations presented in the next chapter,
which identify physical improvements, upgrades, and
enhancements at individual park sites.
Systemwide recommendations are organized
into five categories. While each category targets a
specific area of focus, many recommendations are
interconnected and support broader citywide goals.
» Parks and Facilities: Addresses the
distribution, design, development, and user
experience of parks and recreation facilities.
» Maintenance, Deferred Maintenance, and
Operations: Focuses on sustaining safe, clean,
and functional spaces through preventive
and routine care, repairs, staffing, and asset
management.
» Recreation Programs, Activities, and Events:
Aims to strengthen the quality, accessibility,
and diversity of recreation opportunities and
community events .
» Resilience and Sustainability: Promotes
environmentally responsible practices,
conservation efforts, and adaptation to climate
change.
» Administration, Management, and
Communication: Enhances internal processes,
community outreach, long-term planning, and
external partnerships.
Recommendations are numbered for reference
but are not listed in priority order. This chapter is
intended to be used as a flexible roadmap that can
evolve with community needs, funding availability,
and implementation opportunities.
1. PARKS & FACILITIES
1.1 Address recreation needs in unserved areas. Campbell’s Park and Recreation Needs Assessment included a park access and health equity assessment to evaluate park distribution across the city and assess needs for park land. A 10-minute walk analysis of parks and special-use recreation facilities reveals park gaps in the northeast and northwest portions of the City, as well as through the southeast and southwest. The City generally lacks the resources and land to immediately address these deficiencies but can implement several strategic solutions. Going forward, Campbell should:
» Evaluate options to provide parks and recreation facilities in unserved gap areas, considering land acquisition opportunities first and partnerships second. » Meet with local school districts to discuss opportunities to ensure public access to school recreation facilities (through joint use agreements) or jointly develop recreation features on school properties within or adjacent to the gap boundary.
» Explore opportunities with the Santa Clara Valley Water District (Valley Water) to increase recreation opportunities at percolation ponds. Potential facilities may include walking trails and wildlife viewing areas, developed with the understanding that the primary function of these sites is to maintain healthy groundwater facilities.
» Invest in mobile recreation to bring staff-led recreation activities, programs, facilities, and equipment to unserved or park deficient areas. Activities should be rotated so that residents have access to and can explore a variety of recreation options.
» Re-evaluate park land dedication requirements to ensure that sufficient land or in-lieu fees, at market rate, are collected to address park needs associated with new housing. Where new development is sufficient to warrant the development of a new park, prioritize land dedication of a public park (with a minimum size of
0.2 acres and frontage on a secondary street and accessible by sidewalks).
1.2 Diversify facilities and expand or integrate new recreation options. Through outreach and a technical analysis, the PRMP planning process identified a variety of recreation facilities to add to parks to respond to new trends and community priorities:
» Incorporate unique play opportunities such as water play, nature play, and inclusive play areas where appropriate.
» Provide challenge recreation facilities at Citywide Parks, such as rock climbing walls, obstacle courses, and other recreation facilities that would interest older teens and young adults. » Explore opportunities to locate an additional community garden to promote urban agriculture and gardening through programs, events, and activities.
» Explore opportunities to include additional sports court options at major parks such as John D. Morgan or Campbell parks.
SYSTEMWIDE
RECOMMENDATIONS
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1.3 Enhance park identity, comfort, and character. Some Campbell parks, such as Citywide Parks and Special Use Sites, may better emphasize the City’s history and provide distinct identity.
This approach should be applied throughout the system, and can be combined with the following placemaking strategies:
» Provide art, landscaping, and amenities that reflect site character and neighborhood needs. » Improve comfort amenities such as restrooms, drinking fountains, and seating. » Provide shaded gathering and recreation areas in parks, trails, and outdoor spaces using trees, shade “sails”, or permanent shade structures.
» Add interpretive signage or panels, native plantings, and pollinator gardens where appropriate.
1.4 Expand social gathering space. The planning process identified a community desire for more gathering places, where families, small groups, or large groups can congregate. In parks, activity hubs could be created by locating seating areas, shade, and other elements that encourage people to linger near places that attract daily activity. The creation or expansion of more formal community- or large-group event and gathering spaces should be explored, especially at larger, popular sites such as John D. Morgan or Campbell Park. The Campbell Community Center also provides an opportunity to add gathering spaces, to better serve as a hub for the community. When additional renovation or investment occurs, the City should add gathering areas in key buildings, particularly near entry or lobby areas.
1.5 Renovate and update recreation assets that are outdated, worn, or at the end of their useful life. When replacing assets, evaluate whether a new or different type of amenity would have more benefits than a like-for-like replacement.
» As assets age or become defunct, replace systemwide with uniform and durable product. This applies to assets including trash cans, water fountains, signage, benches, etc. » Track sports court age and condition systemwide, replacing and resurfacing as needed. » Track play area surfacing (resilient matting and engineered wood fiber), age and condition systemwide, replacing and refilling as needed.
» Make ADA accessibility improvements to provide inclusive and comfortable options for people of all abilities.
Improvements may be implemented as individual projects and as part of other renovation projects. » Consider repurposing facilities, replacing old and worn equipment with different features, or adding a greater variety to the current inventory of facilities to better meet community needs.
1.6 Improve walking and biking opportunities throughout Campbell. Multi-modal trails and more connections to parks are a priority for the community. Cross-department collaboration is integral to successfully meeting community needs. While the upcoming Campbell Multimodal Transportation Plan will identify additional trail connections and segments, the City should consider the following when investing in walking and biking opportunities:
» Prioritize trails that connect to key parks, facilities, and other community destinations such as schools or Downtown.
» Explore the development of a new creekside trail corridor in Campbell to improve connectivity and active transportation across the community. Additional planning should determine the appropriate alignment, amenities, and creek buffer distance.
» Make improvements to park access and entry points for pedestrians and bicyclists. » Explore internal circulation loops at sites that can then connect to external pedestrian or bike pathways. » Ensure that existing and new multi-use trail corridors include appropriate trailheads and rest stops to support trail safety, comfort, and use. Strategically locate seating, shade, interpretive signage, directional signage, and mileage markers along the trail. Facilities such as trail network maps, drinking fountains, restrooms, and parking should be provided at trailheads only.
1.7 Continue to make data-driven decisions on enhancing and renovating parks and facilities. The PRMP planning process identified a variety of recreation facilities to add to new parks and existing parks when renovating and replacing facilities. When sites are developed or renovated, additional information regarding public preferences, maintenance and operations requirements, potential partnerships, changing neighborhood demographics, and site characteristics should be considered to guide site development.
» For new development and extensive renovations, create a park site master plan to guide design and development according to current best practices.
» Avoid automatic one-for-one replacement of amenities and facilities at the end of their lifecycles. Consider public priorities, new trends, and evolving demographics near the site to determine whether and how best to renovate sites.
» As opportunities for park and recreation facility development occur, include community engagement opportunities for residents and park users to provide input. » When developing or replacing major facilities (e.g., buildings and swimming pools), develop a financial feasibility study and/or operations pro forma to consider revenue-generation opportunities, cost recovery, maintenance and programming needs, and staffing impacts. 67 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 68
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2.1 Increase maintenance resources. Ensure that sufficient staffing, funding, specialized skill sets, and other resources are available to maintain both existing parks and any new parks or facilities that are added. Campbell needs to increase routine and preventative maintenance to avoid adding to the City’s deferred maintenance issues. The development of new parks and facilities will increase resource needs for maintenance and janitorial care. Even if new parks are not developed, the City’s population growth will increase the demand and use of existing parks. The increased amount of park visitation will increase maintenance needs.
» Prioritize providing enhanced maintenance at the gathering area adjacent to the walking track at Campbell Community Center.
» Prioritize providing enhanced restroom maintenance at highly visited parks, including John D. Morgan Park, Edith Morley Park, Jack Fischer Park, Stojanovich Park, and the outdoor restrooms at Campbell Community Center.
2.2 Develop and implement an asset management plan to effectively track and update asset conditions. Using a spreadsheet, software, or other program, create a list of all assets, their age, condition, location, and estimated life cycle. As part of this, identify benchmarks for acceptable cyclical maintenance standards and provide criteria to prioritize needs for renovation or replacement of assets. Include general cost estimates for facilities and amenities.
2.3 Schedule and fund periodic and ongoing repairs and maintenance improvements. Based on the asset management plan, schedule and fund repairs and improvements, paying attention to items such as sports court resurfacing, seal coating paved areas, and other features where disrepair may be less visible than non-functional play features.
2.4 Leverage volunteer and partner resources. The City should continue collaborating with schools, health providers, sports leagues, volunteers, adjacent jurisdictions, and other agencies to support park maintenance, repairs, and replacement.
» Identify and coordinate outside partners that can help with specific capital projects, such as developing parks in unserved areas or restoring habitat along the Los Gatos Creek Trail. » Consider adopting a sponsorship program where local businesses or individuals can sponsor facilities, events, or programs in exchange for marketing and promotional exposure. Revenues from these sponsorships can be reinvested in park maintenance and asset management. » Support and coordinate student-led volunteer groups, particularly at sites with school adjacencies, where students can learn and apply resource management, environmental restoration, and climate resiliency skills.
2. MAINTENANCE, DEFERRED
MAINTENANCE, & OPERATIONS
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3. RECREATION PROGRAMS,
ACTIVITIES, & EVENTS
3.1 Diversify and expand programs, activities, and events to address new trends and needs.
Input received during the PRMP planning process showed the community enjoys existing events and there is a desire for more. The Recreation & Community Services Department should consider supporting additional programs to address community interests. » Provide sports sampling programs that encourage multi-sport play as an alternative to formal league play. » Provide arts and cultural programming, including programs, events and festivals associated with fine arts, music, educational arts, literary arts, and media arts. » Support fitness and wellness for all ages, such as outdoor fitness classes, mind-body programs, running and walking clubs, health and nutrition workshops, and fitness challenges and events. » Provide programs for older teens and young adults, such as social activities, skill-development, job connections, mental health support, and empowerment.
» Provide nature programs to support a sustainable community such as environmental education, community gardens, and pollinator celebration, interpretive activities.
3.2 Expand aquatics programs when the pool is renovated. The Campbell Community Center Pool is the only programmed pool the City offers. Outside of general lap swim hours, programs include water exercise and aqua fitness classes, swim lessons, and lifeguard training. Renovation is necessary to keep the pool functional, and an expanded pool is recommended to support increased programs, events, and other aquatic activities. The types of programs desired will affect factors such as the size, length, and configuration of the pool; whether a shallow pool or end with zero-depth entry should be added; the configuration of the surrounding deck; the style of locker rooms; and the addition of new programs and revenue-generating options. Additional information about the recommended pool renovation can be found under the site-specific recommendations.
3.3 Provide more inclusive, diverse, recreation programs and services through new partnerships with agencies, volunteers, and non-profit organizations. Existing program providers offer partnership opportunities for the City. The City should consider partnering with groups to offer the following types of programs:
» Expand enrichment programming and events, working with community groups to tailor these to the diverse interests and backgrounds of Campbell’s residents.
» Provide adaptive, inclusive, and therapeutic recreation programming. » Recruit volunteers to support park cleanups and adopt-a-park programs, sports coaching, recreation programs, and community events.
» Continue building partnerships with community-based organizations that administer services to the elderly, youth, and other vulnerable special needs groups; create agreements for these providers to use public park facilities to meet the recreational and educational needs of vulnerable residents.
3.4 Improve programming promotion, tracking, and data-management. Track program participation, cost recovery, and customer satisfaction data by program service area and supplemental service area to track participation; measure the success of different types of programs; and evaluate programming needs. As part of this, conduct a periodic program review and analysis to help maintain program quality, responsiveness, and relevance. Create an annual summary of total participation by service area to determine which programs to expand or eliminate. Conduct a review of the recreation brochure, and evaluate existing programs and activities, as well as desired programs. Evaluate and expand ways to communicate programs, activities, and event offerings to the Campbell community, considering language and format barriers that may exist. 71 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 72
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4. RESILIENCE & SUSTAINABILITY
4.1 Integrate features and practices to conserve resources. Costs and restrictions on energy and water resources will continue. The City should implement more efficient, cost-effective, and environmentally-friendly practices.
» Use solar panels, smart irrigation systems, low-flow water fixtures, dual flush toilets, and motion sensor lighting in buildings where practical, and other energy and water conservation systems. » Replace grass with native plantings, except where the lawn supports sports and other recreation or leisure activities.
4.2 Support natural processes in Campbell’s parks. Natural areas and processes work to enhance wildlife habitat, maintain water and air quality, support ecological function, and improve the environmental health of the city.
» Add natural plantings and pollinator gardens, including native and low-water plantings where appropriate, for local habitat.
» Increase bioretention areas in parks, creek corridors, and non-park sites. These should be generally located in areas that capture runoff from roofs, driveways, sidewalks, parking lots, and compacted lawns although exact locations should be determined through additional site-specific planning. » Proactively identify areas to develop green infrastructure throughout the Campbell park system. Consider placement of bioretention facilities, enhancing the urban tree canopy, supporting creek restoration, and placement of native vegetation.
» Use native vegetation and wildlife-friendly elements for trails along creek corridors and parks in proximity to creeks.
4.3 Provide educational information, resources, and learning opportunities on sustainable and environmental practices. Integrate education materials through opportunities such as environmental interpretive signage and programming.
4.4 Identify and implement climate adaptation and mitigation actions. Create guidelines and lead or participate in future efforts to identify climate vulnerabilities of Campbell’s park and recreation system including natural resources, sensitive habitats, park amenities and facilities, and other assets that will be impacted by climate hazards including vegetation pests and disease, wildfire (smoke exposure), drought, stream or river flooding, extreme heat, and severe weather. Use this information to identify adaptation and mitigation strategies intended to lessen the severity of climate impacts and increase the ability of system assets to withstand climate hazards.
Climate Resilience & the PRMP: Insights from the
Climate Change Vulnerability Assessment
As part of the development of Campbell’s first Climate Action and Adaptation Plan (CAAP), a Climate Change Vulnerability Assessment (CCVA) was prepared to evaluate the city’s exposure and sensitivity to climate-related risks. Using the Silicon Valley 2.0 methodology, the assessment identified both populations and locations in Campbell that are vulnerable to climate change, as well as key community assets including public health and safety, buildings and property, transportation systems, and ecosystems.
The PRMP aligns with the CAAP’s goals and must continue to evolve alongside it, ensuring that park planning and investment strategies support long-term climate resilience. Key findings from the CCVA relevant to the PRMP include:
» Extreme heat is expected to impact ecosystems across the city and pose heightened risks to climate-vulnerable populations, including seniors, young children, disadvantaged individuals, and those with existing health conditions.
» Stream and river flooding poses a major risk along Los Gatos Creek, especially at Campbell Park, affecting both ecosystems and critical infrastructure such as bridges (Creekside Way and San Tomas), residential streets, Highway 17, pedestrian pathways, and bikeways. » Drought is projected to stress ecosystems citywide.
» Air quality degradation, driven by increased heat and wildfire smoke, will disproportionately affect climate-vulnerable groups.
These findings emphasize the importance of incorporating climate resilience into the planning, design, and management of Campbell’s parks, trails, and open spaces—ensuring they serve as safe, adaptable, and inclusive community assets for years to come. While the full CAAP is anticipated to be completed following the PRMP process, it will likely include specific strategies and measures relevant to climate change mitigation and adaptation in parks, such as heat-resilient landscaping, green infrastructure, and equitable access to cooling and recreation resources.
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5. ADMINISTRATION,
MANAGEMENT,&
COMMUNICATION
5.1 Enhance communications with people across the Campbell community. This could include actions such as:
» Offer communication support in multiple languages to diverse groups; in the long term, continue to monitor needs to provide information, signage, and materials in different languages. » Improve the availability of information on the City’s website about amenities, accessibility features, and programming.
» Create new communication channels to encourage and address community feedback. » Make it easier to reserve parks and facilities as well as register for programs and classes via online programs suitable for computer, tablet, or phone use.
5.2 Strengthen relationships and partnerships with other recreation providers (e.g., school districts, nonprofits) to discuss potential joint use agreements and/or future collaborations. During the planning process, school sites were noted as an additional opportunity for expanding community access to a variety of recreation sites. The only joint use agreement the City currently has is with the Campbell Union School District at John D. Morgan Park. The City does not currently have additional Joint Use Agreements with the Campbell Union School District, or any Joint-Use Agreements with Moreland School District. A new agreement or coordination procedures between the two organizations should specify appropriate times for community use of District facilities to ensure consistency with School District safety and other policies.
5.3 Expand and diversify capital and operations funding. The City should evaluate development impact fees and other revenue sources to meet increased system demands due to growth. Maximize and leverage capital and operational funds through partnerships; pursuit of grants; and other funding opportunities. Other funding opportunities could include new fees or voter-approved funding measures to support new park, facility or trail development, park maintenance (operations), and deferred maintenance (capital) projects. Expanded staff capacity will be needed for grant writing, grant management, and solicitation of sponsorships and donations (including land donations).
5.4 Develop a fee philosophy and cost recovery goals for programs and rental facilities to reflect changing market conditions and the community’s ability to pay. The City should regularly revisit and update these goals as new facilities are built, programming evolves, and community desire and ability to pay changes.
5.5 Update plans at regular intervals to better respond to community needs and measure success in implementation. As a living document, the PRMP should be updated approximately every ten to fifteen years as projects are implemented and community needs evolve. To further focus staff efforts, create a strategic action plan every five years to redefine action items, roles, and responsibilities to achieve PRMP initiatives. Performance should be tracked as part of annual budgeting and work plans, with results communicated to elected leaders, committee members, and the general public.
5.6 Continue interdepartmental and advisory committee collaboration to maximize park benefits. The City should continue to provide regular communication between departments, advisory committees, and elected leaders. These efforts are important to continue as many department initiatives and projects span service areas. Campbell also has many functional and focused plans implemented by various departments. Updates to these plans provide the Recreation & Community Services and Public Works departments an opportunity to share community needs, priorities, and current challenges and issues.
5.7 Embrace the best practices of the National Recreation and Park Association’s “Safe Routes to Parks” program. Identify and advocate for policy changes to promote Safe Routes to Parks through amendments to design guidelines, street standards, zoning and subdivision standards, maintenance, and other policy opportunities. The Department should also advocate for integration of these practices into other City planning efforts including general, transportation, and neighborhood or area plans.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) CHAPTER 5
SITE RECOMMENDATIONS
This chapter presents recommendations for existing and
proposed parks and trails by classification to address park and recreation needs and reflect the system envisioned
by the community.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Campbell’s park and recreation system includes
unique assets and character with meaningful
opportunity for recreation improvements that reflect
the community’s values and vision for the future.
This chapter summarizes the recommended projects
for each site in Campbell’s park and recreation
system, building off the needs, opportunities,
and systemwide recommendations presented
in previous chapters. The Capital Improvement
Project (CIP) List identifies projects to create a well- balanced and community driven future for Campbell.
Appendix D includes the complete list of site-specific
recommendations for existing and proposed sites
along with associated planning-level capital and
maintenance costs by site.
OVERVIEW &
ORGANIZATION
This chapter identifies recommended projects
for each site in Campbell’s park and recreation
system. In addition to addressing existing sites,
the recommendations also include proposed
park “search areas,” where the City should look to
address park needs in underserved gap areas. It also
presents several capital projects that are not tied to
a specific site or may occur systemwide.
These recommendations build upon existing capital
projects already identified by the City, ensuring
alignment with ongoing priorities and funding
strategies. They also incorporate findings from the
2024 Park Condition Assessment, which identified
aging infrastructure and deteriorating amenities in
need of reinvestment. Equally as important, these
recommendations reflect strong community input
that emphasized the importance of targeted, visible
improvements to existing parks and facilities—
prioritizing upgrades that enhance everyday
experiences for residents across the system.
Throughout the planning process, community
members prioritized taking care of what Campbell
already has through investments in existing sites. In
response to this, the recommendations identify
specific improvements needed at existing sites,
including the replacement of facilities at their
end of their lifecycles. Projects that add new
parks or significant new facilities or amenities–
that would increase annual maintenance
costs—were carefully considered.
Site-specific recommendations for existing and
proposed parks are organized in three general
categories that describe future improvements
needed at Campbell sites.
» Renovation & Renewal: These projects
describe the repair, update, or replacement of
worn or aging amenities, facilities, landscaping,
or public spaces with similar features.
» Facility Additions or Enhancements:
These projects describe the addition of a new
amenity or facility to an existing park, or the
replacement of an existing facility with something
that provides a new, different, or enhanced
recreation use. These may add to the existing
park system capacity to support increased use,
or they may diversify park uses and experiences.
» Park Expansion & Development: These
projects include new park acquisition,
partnership coordination or joint use
agreements to add new recreation space, and/
or recreation interventions and additions at new
sites to support unserved gap areas.
SYSTEMWIDE CAPITAL
IMPROVEMENT PROJECTS
Several systemwide capital improvement projects
are recommended to enhance the overall quality,
accessibility, and functionality of Campbell’s park and recreation system. These projects address needs
that span multiple sites and reflect community
priorities identified through outreach, assessments,
and staff input.
RENOVATION & RENEWAL
» ADA Self-Evaluation Transition Plan (SETP)
Improvements: As identified in the City’s SETP,
make improvements to remove physical and
programmatic barriers across city-owned sites,
helping to create a more inclusive environment
for users. Improvements may include ADA
compliant paths of travel, restrooms, and
recreation facilities
PARK EXPANSION & DEVELOPMENT
» San Tomas Aquino Creek Trail: Acquire,
design, and construct an off-street path of travel
between Westmont Avenue (in San José) and
Virginia Avenue (in Campbell). The San Tomas
Creek Trail represents an important opportunity
to expand Campbell’s active transportation and
recreation network.
» Land Acquisition or Partnerships in
Unserved Gap Areas: Explore options to
acquire and develop new park land in the
four unserved gap areas. Where land is not
currently available, explore options to develop
new facilities on partner sites in Northeast,
Northwest, Southwest, and Southeast Campbell
to support recreation needs in unserved gap
areas. These sites should include recreation
features to meet neighborhood needs, such
as accessible paths, play areas, seating, and
gathering areas.
SITE RECOMMENDATIONS5
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) The Ainsley House is one of Campbell’s most
treasured historic landmarks, offering a direct
connection to the City’s early 20th-century heritage.
Originally the home of local canning pioneer John
Colpitts Ainsley, the house now serves as a public
museum and venue for private rentals, weddings,
and seasonal events. Its architecture and gardens
make it both a cultural asset and a picturesque
setting for community gatherings. Continued
preservation and strategic investment will help
ensure the house remains accessible and relevant
for future generations.
Located in the City’s historic firehouse, the Campbell
Historical Museum plays a key role in preserving and
interpreting the community’s local history. Through
rotating exhibits, programs, and educational
offerings, it provides an accessible introduction
to Campbell’s past. Limited space, especially for
collections storage, has constrained its ability to
house and display the full range of artifacts. Future
improvements could enhance both exhibit space
and behind-the-scenes capacity to better serve
visitors and researchers alike.
AINSLEY HOUSE
CAMPBELL HISTORICAL
MUSEUM
RECOMMENDATIONS
RENOVATION & RENEWAL
» Museum Warehouse Storage: Renovate the
Warehouse to eliminate rodent, pest, and insect
access, and ensure proper storage of Museum
collection items in a temperature-controlled
space.
RECOMMENDATIONS
RENOVATION & RENEWAL
» Assess Roof and Foundation: Assess current
drainage issues with the roof, including an
inspection of the roof and foundation to
determine future work and repairs needed.
» Garden Patio Improvements: Renovate grass
turf to create an accessible patio space for year-
round event opportunities.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Orchard City Green is a centrally located and highly
active civic space, nestled between the Campbell
Library, Ainsley House, and City Hall, and within close proximity to downtown. Its prime location makes
it a natural gathering place for outdoor concerts,
festivals, and public celebrations. As a flexible green space, it plays a key role in the City’s cultural life and civic identity.
ORCHARD CITY GREEN
RECOMMENDATIONS
RENOVATION & RENEWAL
» Replace Drinking Fountain: Replace (1) drinking
fountain with accessible product.
FACILITY ADDITIONS OR ENHANCEMENTS
» Provide Bike Racks: Provide bike rack stations
at (2) major entry points.
» Provide Pet Waste Stations: Provide pet waste
stations at (2) major entry points.
» Add Bollards for Safety Improvements: Add
safety bollards along Orchard Green for safety
and security during festivals and special events.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) The Campbell Community Center is a civic and
recreational hub serving the entire community.
Spanning an expansive campus, it includes a variety
of specialized facilities such as an outdoor pool,
skate park, and the historic Heritage Theatre, as well
as indoor spaces that support classes, events, and
City offices. While the site offers diverse amenities,
its functionality is limited by its aging design and
infrastructure—the campus originally operated
as a school from the early 1900s until its closure
in 1980. Many of the buildings and systems are
now outdated, creating challenges for accessibility,
efficiency, and modern programming needs.
Despite these limitations, the Community Center
remains a highly valued asset and gathering place
for residents of all ages. The recent replacement
of Building M’s roof, which addressed issues such
as leaks, dry rot, and deteriorated skylight framing,
demonstrates the City’s ongoing efforts to address
critical infrastructure needs within the existing
budget. However, this targeted repair also highlights
the broader need for significant investment to
modernize the entire campus. Significant investment
will be required to upgrade and preserve the
campus, but these improvements are essential
to ensure the site remains safe, welcoming, and
functional well in to the future.
CAMPBELL COMMUNITY
CENTER
OUTDOOR RECREATION FACILITIES
RECOMMENDATIONS
RENOVATION & RENEWAL
» Renovate Skate Park: Design and implement
improvements to the Campbell Community
Center skate park. Provide permanent (fixed/
mounted) features, surface resurfacing, and
modernized layout including skate runs for a
variety of skills.
» Repave Hard-Surface Trail: Correct changes in
grade along pathway from south entry (Campbell
Avenue) to north entry (Latimer Avenue), allowing
for continuous, accessible route through outdoor
recreation facilities.
» Update Picnic Areas: Replace (3) picnic areas in
poorest condition per the Condition Assessment
and select a unifying product for future
replacement of all tables.
» Replace Stadium Bleachers: Replace existing
stadium bleachers with integrated accessible
bleachers. Consider alternate use of bleacher
space—expanding Exercise Equipment area,
etc.—if bleachers are no longer needed.
FACILITY ADDITIONS OR ENHANCEMENTS
» Convert South Irrigated Lawn: Incorporate
native planting on the south lawn (where it is not
used for recreation or sports) to soften the edge
of campus, create identity, and reduce water use.
» Provide Bike Racks: Provide bike rack stations
at (3) major entry points.
» Provide Pet Waste Stations: Provide pet waste
stations at (3) major entry points.
» Incorporate Shade Near Soccer Fields: Add a
shade system at the north soccer fields for user
comfort. Shade systems may include several
temporary or one permanent shade structure(s)
at the field perimeter for game and practice
viewing. Planting of additional trees near the
perimeter can also be an option for additional
shade.
Group picnic area
Bike racks
Shade structures
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
COMMUNITY CENTER BUILDINGS &
POOL RECOMMENDATIONS
RENOVATION & RENEWAL
» Replace Pool and Pool Facilities: Based on
preferred alternative from the 2017 CCC Pool
Aquatic Facility Audit, replace and expand/
enhance the pool, deck, locker rooms, lifeguard
office, and pool support amenities as identified
in the approved pool design concept per the CCC
Building Master Plan recommendation, below.
Pool replacement is inclusive of structure/finish;
perimeter overflow system; main drains; inlets;
ingress/egress; deck and depth markings; piping’
pump; flow meter; filtration system; surge tank;
chemical treatment and UV system.
» Improve Signage: Enhance signage for campus
wayfinding.
» Renovate E Wing and Relocate Adult Center:
Renovate the E wing so that the entrance is
visible and accessible from the east parking lot.
Design an entrance that faces the east parking
lot and make interior improvements.
» Replace HVAC Controls: Replace outdated
Alerton HVAC system controls with Honeywell
HVAC controls to allow more efficient and
effective heating and cooling within the spaces,
reducing energy use and increasing utility cost
savings.
» Upgrade Restrooms: Update selected
restrooms throughout the Community Center.
CAMPBELL COMMUNITY
CENTER
FACILITY ADDITIONS OR ENHANCEMENTS
» Create a CCC Building Master Plan: Before
replacing the pool and associated facilities,
create a new comprehensive CCC Master
Plan and Operations Pro Forma to plan
and coordinate renovations to the pool
and surrounding buildings. The new design
should consider: 1) remodeling the pool, pool
changing room, and building north of the
pool; 2) expanding the campus/building entry;
3) expanding the Auxiliary Gymnasium into
underutilized equipment rooms to expand
court space and seating; and 4) any associated
outdoor improvements needed if the building
entry/lobby is relocated (including drop-off
zones, accessible parking, etc.). Include options
for a front-facing building with a lobby, reception
desk, administrative offices, restrooms, and entry
point to the pool from the west parking lot. As
part of the design process, identify other needs
for the entry building, such as storage, social
gathering space (e.g., lobby seating, art, etc.), an
improved lifeguard/first aid room, a reservable
party room with pool access, improved and
better located pool and facility locker rooms
with family changing rooms, etc. The study
should incorporate community engagement,
include design visualization, and identify capital
costs, maintenance and operations costs, and
programming/staffing impacts. Project should be
phased to reduce costs.
» Enhance and Improve Auxiliary Gym, Dance
Studio, and Spin/Cycling Room: Depending
on the preferred concept and phasing identified
in the CCC Building Master Plan, prepare
construction and CEQA documentation and
begin building renovations in the auxiliary gym,
dance studio, and fitness area in the spin/cycling
room. (This ideally will be sequenced with pool
replacement.)
» Enhance and Expand CCC Building Entry:
Depending on the preferred concept and
phasing identified in the CCC Building
Master Plan, prepare construction and CEQA
documentation for possible expansion of CCC
Building Entry, including new lobby, and support
spaces. (This ideally will be sequenced with pool
replacement.)
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) John D. Morgan Park is one of Campbell’s most
active and well-loved parks, drawing residents
for its playgrounds, open spaces, sports fields,
and frequent social gatherings. Adjacent to the
Campbell School of Innovation, it also serves as
an important recreational resource for nearby
students and families. However, among all parks
in the system, John D. Morgan has the highest
concentration of amenities and facilities rated in
fair or poor condition. That assessment, combined
with the site’s heavy use highlights the urgent need
for reinvestment here to ensure John D. Morgan
Park remains safe, accessible, and welcoming.
Improvements at this key site present a significant
opportunity to enhance a central community space
in Campbell.
JOHN D. MORGAN PARK
RECOMMENDATIONS
RENOVATION & RENEWAL
» Design and Renovate Northern Playground
(Rincon Playground): Improve playground
for safety standards and accessibility through
complete play area renovation. Incorporate
unique play features for site identity. Provide
additional shade. Replace playground surfacing
with engineered wood fiber (EWF) or poured-in-
place resilient matting (PIP).
» Update Picnic Areas: Replace (11) picnic areas
(which include 39 individual tables) in poorest
condition per the Condition Assessment and
select unifying product for future replacement.
» Repair and Replace Failing Lawn Irrigation
for Efficiency: Locate irrigation lines in poor
condition and repair/replace as needed.
» Reduce Irrigated Lawn: Replace portion of
irrigated lawn with sustainable planting. Consider
incorporating water-wise plantings along
pathway between north and south playgrounds.
» Park Building: Address necessary renovations,
identified in the Facility Conditions Assessment,
to the concessions/storage/restrooms building at
the north side.
» Parking Lot Improvements: Resurface and re-
stripe all (3) parking lots. This project is underway
and improvements to one parking lot have
already been completed.
» Improve (2) Central Baseball Fields: Enhance
maintenance of (2) skinned infields to remove
vegetation. Replace backstops in poor condition.
Consider partnership with Campbell School of
Innovation.
» Renovate and Expand Volleyball Courts:
Enhance and expand existing volleyball
courts by removing existing horseshoe pits
to accommodate 1 additional court. Include
structural shade system for user comfort.
Consider partnership with Campbell School of
Innovation for design and/or renovation funding.
» Restroom Improvements (Budd): Replace the
current restroom buildings on the Budd Avenue
side with increased capacity and accessible
accommodations.
Accessible play features
Accessible play surfacing
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FACILITY ADDITIONS OR ENHANCEMENTS
» Plan and Develop a Multipurpose Event
Space: Assess locations, or prepare a master
plan, for multi-use event space. Consider
potential locations at the north (replacing
existing ‘amphitheater’), center (replacing the
existing ‘crater’), and south (creating better
connection to recently renovated southern
playground).
» Provide Bike Racks: Provide bike rack stations
at (2) major entry points.
» Provide Pet Waste Stations: Provide pet waste
stations at (2) major entry points.
JOHN D. MORGAN PARK
Outdoor stage
Outdoor amphitheater
Outdoor amphitheater
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Campbell Park is a heavily used citywide park and a
key trailhead for the Los Gatos Creek Trail. Its recent playground renovation has revitalized part of the
park, providing an engaging space for children and
families. Despite these upgrades the park continues
to experience high levels of use, placing pressure
on its other amenities and infrastructure. Ongoing
investment is needed to maintain the park’s overall
quality and support the growing number of visitors it
serves.
» Repair and Replace Fitness Equipment
Along Fitness Circuit: Replace the (1) fitness
equipment station in poorest condition, per the
Condition Assessment.
» Enhance Picnic Area Adjacent to Basketball
Courts: Replace (3) picnic tables and improve
surfacing. Consider replacing picnic tables
with product used at new playground, for site
consistency. Consider expanding area footprint
with hard surface paving, or decomposed
granite, to remove irrigated lawn.
FACILITY ADDITIONS OR ENHANCEMENTS
» Provide Signage for Connection to Los Gatos
Creek Trail: Locate signage at (2) major entry
points to highlight connection from Campbell
Park to Los Gatos Creek Trail.
» Provide Additional Bike Rack: Provide (1)
additional bike rack station at connection to Los
Gatos Creek Trail.
» Provide Pet Waste Stations: Provide pet waste
stations at (2) major entry points.
CAMPBELL PARK
RECOMMENDATIONS
RENOVATION & RENEWAL
» Improve Basketball Courts: Resurface
basketball courts to address cracking and
replace basketball nets.
» Replace Swingset Nearest Basketball Court:
Replace (1) swingset structure and consider
including accessible swing component and
replacing surfacing with EWF or PIP.
» Replace Monument Park Sign: Replace (1)
existing Campbell Park sign, leading to Los Gatos
Creek Trail, with more prominent monument
park sign for wayfinding.
Outdoor fitness equipment
Trail signage
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) The Los Gatos Creek County Dog Park, located
within the larger Los Gatos Creek County Park.
While the County owns and manages the broader
park Campbell assisted with the capital needed
to develop the dog park due to its proximity
to Campbell. Though popular with community
members, the site lacks sufficient shade and seating,
limiting user comfort especially during warmer
months.
LOS GATOS CREEK
COUNTY DOG PARK
RECOMMENDATIONS
RENOVATION & RENEWAL
» Dog Park Renovation: Renovate dog park, in
collaboration with Santa Clara County Parks, to
replace existing surfacing and fencing. Evaluate
shade structure, seating areas, and drinking
fountains for replacement.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Edith Morley Park offers a unique blend of natural
habitat and passive recreation, with trails, native
plantings, and interpretive signage that highlight
the area’s ecological features. It serves as an
important space for environmental education,
relaxation, and nature observation. While currently
less programmed than other parks, future nearby
housing development is likely to increase usage and
community demand.
EDITH MORLEY PARK
RECOMMENDATIONS
RENOVATION & RENEWAL
» Restore Natural Areas: Support natural
processes of natural areas to restore function
and improve planting health. Enhance areas with
additional plantings that improve air quality and
support biodiversity.
» Provide Interpretive Signage for Natural
Areas: Include clear, accessible interpretive
signage for environmental education at (3)
natural planting areas.
» Replace Damaged Game Table: Replace
damaged game table at central picnic area.
» Improve Central Picnic Area: Replace (3) picnic
tables with durable product (non-wood), consider
providing (2) BBQ areas for visitor use, and
improve entries to picnic area for accessibility.
Resurface picnic area with concrete pervious
surfacing for accessibility while supporting
natural processes.
» Replace Trash Cans: Replace failing wood trash
cans with uniform and durable product.
FACILITY ADDITIONS OR ENHANCEMENTS
» Provide Active Play: Consider adding new
nature-play elements adjacent to enhanced,
central picnic area. Play area may extend into
irrigated lawn, reducing water use.
» Provide Bike Racks: Provide bike rack stations
at (2) major entry points.
Native planting area Native garden with public paths
Interpretive signage for gardens and plantings
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Jack Fischer Park is a neighborhood park known for
its playground and interactive water play feature,
making it especially popular with young children
and caregivers. The park also offers shaded picnic
areas, open lawn, and a loop path that supports
casual recreation. While generally in good condition,
ongoing maintenance and thoughtful upgrades will
help ensure it continues to meet the needs of the
growing number of families who frequent the site.
RECOMMENDATIONS
RENOVATION & RENEWAL
» Convert Northwest Irrigated Lawn Area:
Consider replacing portion of northwest lawn
with water-wise shrubs to create visual buffer
between the site and adjacent residents.
» Enhance Natural Areas: Replace portion of
irrigated lawn with native plantings, building on
existing natural area at the southern edge of the
site. Consider incorporating water-wise plantings
along trail leading to cardinal directions element,
for experiential environmental interpretation.
Provide enhanced maintenance to support
natural processes of natural areas. Enhance area
with additional plantings that improve air quality
and support biodiversity.
JACK FISCHER PARK
» Provide Interpretive Signage for Natural
Areas: Include clear, accessible interpretive
signage for environmental education at (2)
natural planting areas.
» Repair Water Play Feature (Fountain) at
Playground
» Renovate Splash Pad/Spray Ground: Resurface
and incorporate unique elements for site
identity.
» Update Picnic Areas: Replace (2) picnic areas
(which include 4 individual picnic tables) and
improve surfacing for accessibility. Consider
adding additional picnic tables to expand
capacity.
» Revitalize Public Art: Update public art and
interpretive signage at restroom building.
FACILITY ADDITIONS OR ENHANCEMENTS
» Provide Bike Racks: Provide bike rack stations
at (2) major entry points.
» Provide Pet Waste Stations: Provide pet waste
stations at (2) major entry points.
Stojanovich Family Park is a small, thoughtfully
designed neighborhood park that reflects Campbell’s
agricultural heritage through artistic elements and
thematic play features. It also includes a playground,
picnic spaces, and native landscape design that
makes it a comfortable gathering spot.
STOJANOVICH FAMILY
PARK
RECOMMENDATIONS
RENOVATION & RENEWAL
» Replace Interpretive Signage: Replace (5)
interpretive signs celebrating Campbell history
for clarity and user experience.
» Renovate Existing Playground: Replace
playground for safety standards and accessibility
through complete renovation. Continue to
incorporate unique play features for site identity
celebrating Campbell History. Replace failing
PIP surfacing and refill EWF. Update standalone
elements for safety and accessibility.
» Replace Swing Set: Replace the non-functional
swing set with a new swing set.
» Update Picnic Areas: Replace (3) picnic areas
in poorest condition, per the 2024 Condition
Assessment, and select unifying product for
future replacement.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Virginia Park is a small neighborhood park that offers
playground equipment, natural grass turf, and space
for informal play and relaxation. It provides essential green space in a residential area and supports day-
to-day recreational use by nearby residents. While
smaller in scale, its role as a local gathering space
makes it important to the community.
VIRGINIA PARK
RECOMMENDATIONS
RENOVATION & RENEWAL
» Landscape Improvements: Renovate
landscaped areas throughout the park. Enhance
area with additional plantings that improve air
quality and support biodiversity.
FACILITY ADDITIONS OR ENHANCEMENTS
» Provide Bike Rack: Provide (1) bike rack station
at major entry point.
» Provide Pet Waste Station: Provide (1) pet
waste station at major entry point.
Ainsley Park is a small, mostly paved plaza park
located near downtown Campbell. Its design
includes public art and seating, offering a pleasant
spot for visitors to pause and relax. While it lacks
traditional park features like play equipment, its
urban location makes it a valuable open space for
casual use in a walkable area.
AINSLEY PARK
RECOMMENDATIONS
RENOVATION & RENEWAL
» Replace Drinking Fountain: Provide (1) ADA
accessible drinking fountain.
FACILITY ADDITIONS OR ENHANCEMENTS
» Provide Pet Waste Station: Provide (1) pet
waste station at major entry point.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Hyde Park is located at the base of the historic
Campbell Water Tower, a recognizable landmark
built in 1928. The park features a small grass area,
swing set, and play elements, offering a convenient
place for families and visitors to pause and enjoy a
moment near Downtown Campbell. It also includes
the historic Campbell Water Co. building, which adds
to the site’s cultural significance.
HYDE PARK
RECOMMENDATIONS
RENOVATION & RENEWAL
» Renovate Playground: Enhance and expand
play area through complete renovation. Provide
diverse features for various ages and abilities.
Consider customized, thematic play equipment
celebrating Downtown Campbell. Provide shade
sails over play equipment for comfort.
FACILITY ADDITIONS OR ENHANCEMENTS
» Provide Bike Rack: Provide (1) bike rack station
at major entry point.
» Provide Pet Waste Station: Provide (1) pet
waste station at major entry point.
» Provide Sustainable Planting: Enhance site
with water-wise planting.
Gomes Park is the smallest park in Campbell’s
system, located on the east side of Winchester
Boulevard just a few blocks south of Campbell
Avenue. This tiny pocket park offers two benches
and a historical marking noting the Juan Bautista de
Anza Party crossing, providing a simple yet valuable
resting spot for pedestrians traveling along the busy
Winchester Boulevard corridor.
GOMES PARK
RECOMMENDATIONS
FACILITY ADDITIONS OR ENHANCEMENTS
» Add Public Art for Historical Preservation:
Consider public art or interpretive display
celebrating Campbell history. Incorporate
historical marker noting the Juan Bautista de
Anza Party crossing.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) The Hacienda/Winchester Percolation Pond, owned
and operated by Valley Water, serves an essential
infrastructure role in groundwater recharge and
water management. While its primary function is
utility-based, the pond also provides passive public
recreational opportunities, including walking paths
and wildlife observation.
HACIENDA / WINCHESTER
PERCOLATION POND
RECOMMENDATIONS
RENOVATION & RENEWAL
» Enhance Pedestrian Trail: Formalize quarter-
mile trail surrounding percolation ponds through
permeable surfacing (D.G) and signage.
FACILITY ADDITIONS OR ENHANCEMENTS
» Provide Bike Rack: Provide (1) bike rack station
at major entry point.
» Provide Pet Waste Station: Provide (1) pet
waste station at major entry point.
» Provide Rest and Observation Areas: Provide
seating at two (2) to three (3) points along the
trail. Include interpretive signage for natural
environment and consider shade sails over one
grouped seating area for user comfort.
The Los Gatos Creek Trail is one of the most popular
and well-used recreational assets in Campbell
serving both local residents and regional users. The
portion that runs through Campbell connects key
destinations, making it a vital corridor for walking,
biking, and commuting. As part of a larger regional
trail system, it offers access to nature along Los
Gatos Creek and opportunities for exercise and
transportation. Ongoing maintenance and targeted
improvements such as lighting, signage, and access
points can help ensure the trail continues to
function as a high-quality, multi-benefit asset.
RECOMMENDATIONS
RENOVATION & RENEWAL
» Replace Fitness Equipment, Along Fitness
Circuit: Replace the (4) fitness equipment
stations in poorest conditions, per the 2024
Condition Assessment.
FACILITY ADDITIONS OR ENHANCEMENTS
» Provide Benches: Supply benches along route,
every half mile (6 benches), for rest.
» Provide Water Fountains: Supply water
fountains at (3) trailheads
» Provide Bike Racks: Provide bike rack stations
at (3) juncture locations such as entries/exits
to the Trail and Campbell and Los Gatos Creek
County Parks.
» Provide Picnic Areas/Small Gathering Areas:
Provide opportunities for picnicking or small
gatherings at (2) trailheads.
» Provide Signage: Provide signage at key trail
entry and exit points (3) for wayfinding to and
from the trail.
LOS GATOS CREEK TRAIL
» Pruneyard Creek Trail Extension: Design
and construct public pathway within Caltrans
Highway 17 right-of-way along the westerly
boundary of The Pruneyard Shopping and
Office Complex to provide a safe, continuous
connection from the Los Gatos Creek Trail to
East Campbell Avenue. This project is currently
underway.
» Provide Pet Waste Stations: Provide pet waste
stations at (3) trailheads.
» Enhance Wayfinding Signage: Provide
wayfinding and directional signage for trail use.
» Enhance Environmental Interpretation:
Provide interpretive signage for Los Gatos Creek
natural processes and habitat at (2) locations
along trail.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) CHAPTER 6
ACTION & IMPLEMENTATION
This chapter describes how the PRMP will be
implemented and provides several tools for doing so. It describes the costs associated with recommended capital projects, presents a 5-Year Action Plan, identifies a set of prioritization criteria, and details potential funding strategies.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) The Parks and Recreation Master Plan lays
out a vision for the future of Campbell’s parks
and recreation system. Realizing this vision will
require a thoughtful implementation plan with
actionable steps and funding strategies. The Capital
Improvement Plan recommends more projects than
the City currently has funding to support, highlighting the importance of strategic decision-making. To
address this, the PRMP includes a set of prioritization criteria designed to guide the City in evaluating and
sequencing projects.
ACTION &
IMPLEMENTATION
5 How Are Costs Identified?
Planning-level costs are assigned for capital costs and annual maintenance costs by park classification.
» Capital Costs represent one-time costs to acquire, develop, build, renovate, repair, or replace park infrastructure and features.
» Maintenance Costs represent annual recurring costs for routine and preventative maintenance, irrigation, and services such as the inspection and stewardship of facilities, amenities, landscaped areas, and natural areas.
Cost assumptions are based on general order-of-magnitude, planning-level expenses. These costs will be updated over time before being incorporated into the City’s annual Capital Improvement Plan (CIP). Costs are typically assigned by unit (e.g., per acre) to account for differences in site size. Numbers represent planning-level costs in 2025 dollars and do not account for inflation. Design details and construction realities such as site conditions, supply chain issues, material and labor shortages, and similar factors may affect actual costs. Actual costs estimates should be determined through site master planning and design at the time of development.
Because actual prices fluctuate and will vary by site, the planning level costs are presented as a range of costs. The range is aimed at capturing differences based on site size, location, topography and setting, facility quality and detail, supply and demand for labor and materials, etc. The costs do not include environmental compliance documentation, community engagement, design, permitting, installation, or staff hours to manage site planning, design, construction, and implementation. Those elements could escalate park development costs by 20-25 percent.
This chapter presents a 5-Year Action Plan. The
full action plan can be found in Appendix E and
identifies phasing for all 91 projects in the Capital
Improvement Plan. This chapter also identifies
existing funding sources for parks and recreation
in Campbell and outlines a set of funding strategies
and potential funding sources for both new capital
projects and the upkeep of existing facilities,
including maintenance and operations, resulting in
a “toolkit” of funding strategies to support long-term
success.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) Other capital investments are distributed across all
park sites, ensuring that improvements benefit other
areas of the community. These investments address
a range of needs, from playground renovations
and pathway repairs to enhanced amenities and
sustainability upgrades.
ANNUAL MAINTENANCE COSTS
All sites require some type of routine and
preventative maintenance to care for City assets.
The Public Works Department currently spends
an estimated $2.1 million per year on parks
maintenance, or approximately $27,120.8 per acre.
However, this amount is insufficient to maintain
parks at the desired level of service. In addition to
the capital costs, Campbell must fund the ongoing
costs of operating and maintaining its current and
future park system. Improvements to the City’s
recreation system may impact funding needed for
maintenance.
In general, projects that develop new amenities
or facilities on sites that are highly utilized or
recommend facilities that require higher levels of
maintenance or programming will likely increase
maintenance costs. Alternatively, projects that
replace existing aging or damaged amenities with
new amenities of similar size and type are not likely
to increase maintenance costs and may result
in a small net reduction of maintenance needs.
The City will need to ensure it is setting aside
sufficient dollars to maintain the park system as
recommended projects move forward to ensure that
the desired level of service is provided.
CAPITAL IMPROVEMENT
PLAN
Approximately $51.5 million is needed to
implement all 91 capital recommendations
in the PRMP. Most of this cost is for
improvements to existing parks and facilities
($39.9 million), while approximately $11.5
million is needed for the development of parks
in unserved gap areas and a potential new trail
corridor. Appendix D provides the complete Capital
Improvement Plan (CIP), along with the planning level
costs and average annual maintenance costs at each
site once new projects are implemented at existing
sites. These costs are explained below.
CAPITAL COSTS
The primary emphasis of this CIP is reinvestment,
renewing, and enhancing existing park sites to
ensure they continue to meet the evolving needs of
Campbell’s residents. Projects include renovating
aging infrastructure, upgrading amenities for
accessibility and inclusion, enhancing ecological
health, and adapting spaces to support a broader
range of recreational activities. These improvements
are aimed at maintaining the high quality of
Campbell’s parks, increasing their usability, and
extending their longevity.
Projects at the Campbell Community Center
represent a significant portion of the total capital
costs (51% of the approximately $51.5 million).
While these improvements represent a substantial
investment, they are critical to addressing aging
infrastructure and ensuring that key community
assets remain safe, functional, and accessible.
Many of the facilities at the Community Center,
such as the pool, require significant upgrades to
continue serving the community effectively and to
meet current standards for safety, accessibility, and
efficiency.
CAPITAL IMPROVEMENT PLAN
BY THE NUMBERS
Site Type Number of Projects
Recommended Total Planning Level Costs
Special Use Sites 7 $1,344,000
Citywide Parks 37 $33,532,500
Neighborhood Parks 23 3,024,000
Pocket Parks 7 $1,307,000
Greenways and Trails 14 $741,500
Systemwide (not tied to any one site) 3 $11,550,000
Total 91 $51,499,000
Table 6-1: Capital Projects and Costs by Site Type
RENOVATION & RENEWAL
50 39
2 PARK EXPANSION &
DEVELOPMENT
FACILITY ADDITIONS OR
ENHANCEMENTS
91 PROJECTS
TOTAL
111 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 112
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
PRIORITIZATION CRITERIA
As the City’s first Parks and Recreation
Master Plan, prioritization criteria are a
useful tool to prioritize projects. Community
asset management remains a high priority
for the City, but it cannot be the only factor
determining investments moving forward.
To assist the City in focusing on priority
projects, the PRMP introduces an evaluation
process for prioritizing recommended capital
projects. Using clear and understandable
criteria helps the City to make transparent,
consistent decisions about which projects to
move forward first. Since this PRMP cannot
anticipate all project needs as circumstances
change over the next 10 years, this
evaluation framework will help
prioritize new projects as they arise.
This framework will also help to ensure that
decisions are grounded in the community’s
needs and reflect the PRMP’s goals and
objectives.
The three-step decision-making process
outlined below is designed to help staff
analyze the proposed project or initiative.
Projects that satisfy multiple decision-making
criteria, reflect community desires, and
substantially move projects toward the PRMP
priorities should be prioritized.
Step 3: Alignment with
Feasibility & Impact Goals
Can projects move forward
quickly? Is there money
available?
» Operational Efficiencies
or Cost Savings: Does
the project reduce costs,
increase revenues, increase
sustainability, or increase
maintenance and operational
efficiencies?
» Wise Use of Resources: Does
the project use or leverage
available resources, such as
existing staffing or volunteers,
equipment, facilities, City-
owned or partner sites,
funding, grants or donations,
and/or partner contributions?
» Greatest Impact: Does the
project serve a large number
of residents, address needs
at a popular site, or address a
citywide or other high-demand
need?
» Value: Does the project deliver
high value for the cost or
resources needed, based on
expected benefits and use?
» Ease of Implementation: Can
the project be done quickly and
easily (e.g., design readiness,
permitting, staffing, funding)?
Step 2: Alignment with
Desired Recreation & Visitor
Experience
How does the project support
what you can see and do in
Campbell’s parks?
» Facility Variety: Does the
project add a new recreation
use or increase the variety
and/or diversity of recreation
options for different age groups
and interests?
» Nature Access & Protection:
Does the project protect
natural resources, expand
nature-based experiences, or
support the City’s tree canopy?
» Connectivity & Access: Does
the project improve physical
access to parks and facilities or
better connect neighborhoods
and destinations?
Step 1: Alignment with
Community Values
Which of these values does the project
support?
» Safety & Use: Does the project
improve park safety, repair a critical
asset, or restore public access?
» Health & Wellbeing: Does the
project support fitness, physical or
mental health, social connection, or
the overall wellbeing of residents?
» Sense of Identity & Community:
Does the project foster community
identity, character, gatherings and
events, or small-town appeal?
» Equitable Services: Does the
project serve vulnerable residents,
provide recreation opportunities
in unserved geographic areas,
address ADA barriers, or implement
universal design practices?
» Youth Development &
Empowerment: Does the project
support the physical, emotional,
and social development and
empowerment of children, youth,
tweens, and teens?
» Resilience & Sustainability:
Does the project mitigate effects
of climate change on people or
recreation assets or support natural
processes, green infrastructure, and
energy efficiency to help address the
challenges of climate change
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
ACTION PLAN
The total costs to achieve the desired LOS, repair
and replace existing assets, and add new recreation
features to meet community demand are more than
the City of Campbell can reasonably afford over the
next 10 years.
Projects in the PRMP CIP were categorized into three
different implementation timeframes:
1. Short-term are projects that should be
implemented during the first 0-5 years
following PRMP adoption (FY 2025 – FY
2029). Projects on this list are all identified in
the City’s FY 2025 Capital Improvement Plan,
although some may have different costs than
those provided in the FY 2025 CIP as they
represent the cost to implement the entire
project. A total of 14 projects are identified as
short-term.
2. Mid-term are projects that should be
implemented in the next 6-10 years
following PRMP adoption (FY 2030 –
FY2035). This list includes unfunded FY 2025
CIP projects as well as projects that were
identified as a community priority, address
deteriorating conditions noted in the 2024
Park Condition Assessment, or can be done in
conjunction with other projects (e.g., installing
bike racks and pet waste stations when making
other site improvements). A total of 31 projects
are identified as mid-term.
3. Long-term are projects that should
be implemented more than 11 years
following PRMP adoption (FY2036
and beyond). This list captures all the
remaining projects included in the PRMP
site recommendations and CIP. A total of 46
projects are identified as long-term.
The full action plan can be found in Appendix E and
identifies phasing for all 91 projects in the Capital
Improvement Plan.
The categorization of projects responds to:
» Existing City commitments to move forward
with projects identified in the City’s FY 2025
CIP.
» The community’s desire to continue
improving existing parks, replacing old and
worn facilities, and implementing projects that
address health and wellness.
» The ability to move forward with small
projects in conjunction with larger site
improvements or bundling projects at specific
sites into the same implementation timeframe.
» The popularity of sites and condition
of existing assets, acknowledging where
improvements to address deterioration of assets
would have a larger impact on a greater number
of park users.
SHORT-TERM 5-YEAR ACTION PLAN
The following table (Table 6-2) outlines projects
identified for implementation within the first five
years following adoption of the Parks and Recreation
Master Plan. These near-term priorities represent
projects that are either already funded, in design, or
planned for advancement in the short term. Most
of these near-term projects align with the City of
Campbell’s adopted FY 2025 Capital Improvement
Plan (CIP). This list reflects the City’s immediate
focus on addressing critical needs and advancing
high-priority improvements across the parks and
recreation system.
Table 6-2: Short-Term 5-Year Action Plan (FY 2025 – FY 2029) Site Name Project Title
Total
Planning
Level Cost
Ainsley House Assess Roof and Foundation $120,000
Ainsley House Garden Patio Improvements $110,000
Campbell Community
Center Renovate Skate Park $420,000
Campbell Community
Center Renovate E Wing and Relocate Adult Center $1,100,000 Campbell Community
Center Upgrade Restrooms $65,000
Campbell Community
Center Replace Pool and Pool Facilities $12,000,000
Campbell Community
Center Create CCC Building Master Plan $300,000
John D. Morgan Park Design and Renovate Northern Playground (Rincon Playground)
$1,000,000
John D. Morgan Park Parking Lot Improvements $240,000
John D. Morgan Park Restroom Improvements (Budd) $840,000 Los Gatos Creek Dog
Park Dog Park Renovation $320,000
Virginia Park Landscape Improvements $110,000
Los Gatos Creek Trail Pruneyard Creek Trail Extension $250,000 Systemwide ADA Self-Evaluation Transition Plan Improvements $250,000 Total $17,125,000
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) MAPPING THE 5-YEAR ACTION PLAN
This systemwide map illustrates the location of
short-term capital improvement projects identified
for implementation within the first five years
following PRMP adoption. Project locations are
marked with icons representing the categories for
site-specific recommendations—renovation and
renewal, facility additions or enhancements, and
park expansion and development.
While all three categories are shown for planning
context, no park expansion and development
projects are included in the short-term
implementation plan due to current funding
and resource constraints. Park expansion and
development projects are identified to support long-
term planning and future funding opportunities.
The systemwide ADA Self-Evaluation Transition Plan
Improvements are also not shown on the short-term
action plan map.
Rolling
Hills
Middle Capri
Elementary
San Jo se
Christian
School
Mulberry
Campbell Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Montessori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Ca n yo n
Heights
St Lucy
School
CAMPBELL
LOS GATOS
SAN JOSE
SAN JOSE
SAN JOSE
WEST HACIENDA AVE
POLLARD RD
WEST CAMPBELL AVE
BU CKN AI L RD
CAMPBELL AVE
H AMI LTON AVE
VI RGI N I A AVEVIRGINIA A VE
WH I TE OAKS RD
SOUTH BASCOM AVE
WI N CH ESTER BLVD
WI N CH ESTER BLVD
PAYN E AVE
SOU TH BASCOM AVE
SOU TH BASCOM AVE
WOODARD RD
MCCOY AVE
QU I N TO RD
BOYN TON AVE
SOU TH WEST EXPRESSWAY
LEI GH AVE
CU RTN ER AVE
LEI GH AVE
CAMDEN AVE
WI N CH ESTER BLVD
WI LLI AMS RD
SARATOGA AVE
DOYLE RD
FRU I TDALE AVE
SOU TH BASCOM AVE
FOXWORTH Y AVE
SAN TOMAS EXPRESSWAY
U N I ON AVE
CAMDEN AVE
LEI GH AVE
Marijane
Hamann Park
Campbell
Community
Center Ainsley
Park
Orchard
City Green
H yde
Park
Gomes Park
Edith Morely
Park
Los Gatos Creek
County Park and
Dog Park
Stojanovich
Family Park
John D
Morgan Park
Virginia
Park
Jack Fisher
Park
San Tomas
Park
Campbell Park
Private
Open Space
L O
S
G A T O
S C R
E E K
S A N T OM A S A Q UI N O C RE E K
S M
I T H
C
RE E K
Oka Ponds
H ACI EN DA / WI N CH ESTERPERCOLATI ON PON DS
Ainsley HouseCampbellHistoricalMuseum
17 17
85 Park and Recreation Facilities Provided by
Others
Other Park Facilities
Basemap Features
Creeks
Railroad
Schools
Percolation Ponds
Campbell Park and Recreation Facilities
Campbell Parks
Los Gatos Creek Trail
Ma p S o ur c e : C it y o f C a mp b e ll G IS R e p o s it o r y , 2 0 2 4 . 9 / 1 9 / 2 0 2 4 1 0 : 5 0 A M 0 0.5 1
Miles
Los Gatos Creek Trail Los Gatos Creek Trail
Pruneyard Creek ExtensionPruneyard Creek Extension
Short-Term Action Plan Projects
Renovation and Renewal
Facility Addition or Enhancement
Park Epansion and Development
Figure 6-1: Short-Term Action Plan Map (Anticipated Categories and Sites for Projects To Be Completed in FY 2025 – FY 2029)
Rolling
Hills
Middle Capri
Elementary
San Jo se
Christian
School
Mulberry
Campbell Junior
High School
Rosemary
School
Bright Day s
Preschool
Casa di Mir
Montessori
Forest Hill
Westmont High
Primary
Plus Campbell
Christian
School
Ca n yo n
Heights
St Lucy
School
CAMPBELL
LOS GATOS
SAN JOSE
SAN JOSE
SAN JOSE
WEST HACIENDA AVE
POLLARD RD
WEST CAMPBELL AVE
BU CKN AI L RD
CAMPBELL AVE
H AMI LTON AVE
VI RGI N I A AVEVIRGINIA A VE
WH I TE OAKS RD
SOUTH BASCOM AVE
WI N CH ESTER BLVD
WI N CH ESTER BLVD
PAYN E AVE
SOU TH BASCOM AVE
SOU TH BASCOM AVE
WOODARD RD
MCCOY AVE
QU I N TO RD
BOYN TON AVE
SOU TH WEST EXPRESSWAY
LEI GH AVE
CU RTN ER AVE
LEI GH AVE
CAMDEN AVE
WI N CH ESTER BLVD
WI LLI AMS RD
SARATOGA AVE
DOYLE RD
FRU I TDALE AVE
SOU TH BASCOM AVE
FOXWORTH Y AVE
SAN TOMAS EXPRESSWAY
U N I ON AVE
CAMDEN AVE
LEI GH AVE
Marijane
Hamann Park
Campbell
Community
Center Ainsley
Park
Orchard
City Green
H yde
Park
Gomes Park
Edith Morely
Park
Los Gatos Creek
County Park and
Dog Park
Stojanovich
Family Park
John D
Morgan Park
Virginia
Park
Jack Fisher
Park
San Tomas
Park
Campbell Park
Private
Open Space
L O
S
G A T O
S C R
E E K
S A N T OM A S A Q UI N O C RE E K
S M
I T H
C
RE E K
Oka Ponds
H ACI EN DA / WI N CH ESTERPERCOLATI ON PON DS
Ainsley HouseCampbellHistoricalMuseum
17 17
85 Park and Recreation Facilities Provided by
Others
Other Park Facilities
Basemap Features
Creeks
Railroad
Schools
Percolation Ponds
Campbell Park and Recreation Facilities
Campbell Parks
Los Gatos Creek Trail
Ma p S o ur c e : C it y o f C a mp b e ll G IS R e p o s it o r y , 2 0 2 4 . 9 / 1 9 / 2 0 2 4 1 0 : 5 0 A M 0 0.5 1
Miles
Los Gatos Creek Trail Los Gatos Creek Trail
Pruneyard Creek ExtensionPruneyard Creek Extension
Short-Term Action Plan Projects
Renovation and Renewal
Facility Addition or Enhancement
Park Epansion and Development
117 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 118
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
PROJECTS FOR FUTURE
CONSIDERATION
In addition to the implementation timeframe
outlined in short-term action plan, the City has
identified a number of park and facility improvement
projects that are critical to maintaining the basic
functionality of existing assets. While these projects
currently exceed available funding, many address
deteriorating conditions that must be resolved in the
future to prevent further decline or loss of service.
This table (Table 6-3) highlights those projects with
a column titled "Critical to Maintain Use", which
indicates whether a project, regardless of current
funding or scheduling, is necessary to address
deferred maintenance or ensure continued use
of an existing asset. This determination is based
primarily on the 2024 Park Condition Assessment,
supplemented by relevant building or facility
assessments and staff input. There are additional
Mid-Term projects, not shown in the table, that do
not have a critical to maintain classification. See
Appendix E for additional details.
In the "Critical to Maintain Use" column:
» F (Fair), P (Poor), and NF (Non-Functional) refer to
the condition classifications from the 2024 Park
Condition Assessment.
» A checkmark (√) indicates that a deteriorating
condition or need for replacement was identified
in a separate planning document or flagged by
staff.
By documenting these needs, the City can better
prioritize future investments and position itself to
leverage additional funding opportunities when they
arise.
Table 6-3: Projects for Future Consideration
Site Name Project Title Critical to
Maintain Use
Mid-Term Projects
Orchard City Green Replace Drinking Fountain (1) P
Campbell Community
Center Replace HVAC Controls √
Campbell Community
Center Repave Hard-Surface Trail P
Campbell Community
Center
Enhance and Improve Auxiliary Gym, Dance Studio, and
Spin/Cycling Room
√
John D. Morgan Park Update Picnic Areas (11) F
John D. Morgan Park Repair and Replace Failing Lawn Irrigation for Efficiency F John D. Morgan Park Park Building F
Campbell Park Replace Swingset Nearest Basketball Court √ Ainsley Park Replace Drinking Fountain (1) F
Jack Fischer Park Renovate Splash Pad/Spray Ground F
Los Gatos Creek Trail Replace Fitness Equipment, Along Fitness Circuit F / P Los Gatos Creek Trail Provide Benches (6) P
Los Gatos Creek Trail Enhance Environmental Interpretation F / NF Subtotal Costs for all Mid-Term projects that are Critical to Maintain Use $9,726,500 119 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 120
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
FUNDING SOURCES &
STRATEGIES
Though the 5-Year Action Plan prioritizes and
focuses on key projects for implementation, the
City of Campbell will need additional funding
to implement these priority projects. As noted
previously, this will require additional capital dollars and ongoing operational funds.
» Capital funding supports park and facility
construction, including renovation, replacement,
and new development, to address the recreation
needs of the community.
» Operations funding supports ongoing programs
and services, including park maintenance, facility
operations, recreation programs, neighborhood
services, and park and recreation staffing,
administration, and management.
This distinction is important. While some funds can
support any type of expenditure, many revenue
sources are restricted and limited to only supporting
capital or operational expenditures. For example,
park impact fees support new park land dedication
or the construction of capacity-enhancement
facilities and may not be used for operations. Other
funding sources may be even more restricted to a
specific type of project, such as a grant that supports active transportation (trail development) or climate
resiliency enhancements. For these reasons, the
City will need to expand and diversify funding to
implement the 5-Year Action Plan.
REVENUES & EXPENDITURES
POST-COVID FUNDING LEVELS
Over the past five years, parks and recreation
departments across California have navigated
significant shifts in funding levels due to the impacts of the COVID-19 pandemic and ongoing economic
challenges. In Campbell, program revenues initially
dropped due to gathering restrictions while
demand for outdoor recreation surged, placing
new pressures on park maintenance. Since then,
inflation, staffing shortages, supply chain issues, and increased materials costs and inflation have added
complexity to operations and funding. This has
led to a deficiency in maintenance and operations
funding. It has also increased the costs to complete
capital projects—which may cost approximately 25-
30 percent more to implement.
CITYWIDE FUNDING LEVELS
Like all cities, the City of Campbell must balance
funding decisions for improvements and services
across the city. As noted in the FY 2026 Operating
Budget, revenues have increased since FY 2021.
However, expenditures have also increased, and
moving forward, General Fund expenditures are
projected to continue to exceed available revenues.
This will force the City to rely on its funding reserves (Figure 6-2). Given the funding deficit citywide, it
will be important to diversify and expand funding
sources to support the desired park and recreation
system.
Figure 6-2: General Fund Revenues versus Expenditures, FY 2021 - FY 2032 Source: City of Campbell, FY 2026 Operating Budget (2025). 121 CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN CITY OF CAMPBELL | PARKS AND RECREATION MASTER PLAN 122
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
CAPITAL & MAINTENANCE FUNDING
DEFICIENCIES
Capital and maintenance funding for parks,
recreation, and public facilities has been limited
over the last several years. As a result, many smaller
projects and necessary larger projects—such as the
replacement of the Campbell Community Center
Pool—have gone unfunded. Routine and preventive
parks maintenance has been underfunded, resulting
in more deferred maintenance projects with less
attention to some ongoing tasks than desired.
Between 2024 and 2030, Campbell planned to invest
approximately $750,000 to $1 million annually in
capital projects. This is insufficient to fund all of the projects noted in the next 10 years. As shown in
Table 6-4, the City anticipates having a $21,296,500
million capital funding deficiency over the next 10
years.
FUNDING TRENDS FOR CAMPBELL’S PARKS
& RECREATION SERVICES
Campbell’s park and recreation services are
managed by two departments— the Recreation &
Community Services Department and the Public
Works Department. Each Department tracks its own
budget to collectively make up the City’s investment
in parks and recreation. Overall, the City’s investment in parks and recreation is recovering post Covid, but
remains vulnerable to structural funding constraints,
especially for park maintenance. Ensuring the
sustainability of both capital and operational funding
will be essential to maintain and enhance Campbell’s
parks and recreation system in the years ahead.
Important statistics to note include:
» The City’s expenditures on parks and recreation
have increased less (13%) than the more
substantial increases (29%) in total expenditures
citywide between FY2020 and FY 2024. This
has resulted in less funding support for parks
and recreation, which has not kept pace with
inflation.
» While the Recreation & Community Services
Department saw a 20 percent increase in
spending since FY 2020, park maintenance
expenditures have decreased 1 percent overall
since FY 2020. This is highly unusual since
inflation has increased costs across the board.
» Revenue from the City’s Landscape and Lighting
District, which helps fund park maintenance,
declined by 21 percent since FY 2020, creating
ongoing challenges in sustaining the existing
level of service. Given this shortfall, park
maintenance has been subsidized by General
Fund dollars. However, this subsidy has
decreased in recent years—from approximately
$2 million in 2022 to about $1 million in 2024—
and is declining further in 2025.
» The City estimates that it spends approximately
$2.1 million annually to maintain its parks. This
is the equivalent to approximately $27,120.80
per acre which is low in comparison to cities of a
comparable size.
» Charges for services, leases and rentals make
up the vast majority of the revenue supporting
Recreation & Community Services. Unless other
resources are identified, expansion of programs
or services, as well as the increasing cost of
providing existing services, will increase the cost
of participation.
Table 6-4: 10-Year Capital Project Maintenance and Funding Deficiencies, FY 2025 - FY 2035
Capital Funding
Needs
Estimated
Funding
Available
1 Funding Deficiencies
in 10 Years (Amount
of Additional Funds
Needed)
Short-term capital projects $17,125,000 $4,375,000 $12,750,000 Mid-term capital projects $12,921,500 $4,375,000 $8,546,500 Total $21,296,500
RECREATION & COMMUNITY SERVICES
FUNDING DEFICIENCIES
As new parks and facilities are added, expanded, or
improved, the City will need additional funding to
support added recreation staff, programming, and
services. For example, the Campbell Community
Center pool renovation is anticipated to increase
pool use and add programming potential, potentially
requiring additional lifeguards as well as front desk
staff. The Campbell Community Center building
expansion may similarly trigger needs for additional
staffing. Given the cost recovery expectations for
Department programs and services, the PRMP
assumes that any additional funds needed for
programs and services will be offset through
increased fees, charges, and other revenues.
1 Based on an estimated $875,000 available annually
Note: The table assumes that any additional funds needed for programs and services will be provided through increased fees and revenues.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
MEASURE K SALES TAX INCREASE
The City of Campbell recognizes that residents would
like to see additional funding invested in City services to ensure that Campbell remains a safe, beautiful,
and vibrant place to live, work, and raise a family.
In November 2024, Campbell residents voted to
approve a half-cent sales tax increase, which would
raise approximately $7 million annually to for the
City to invest in maintaining community City services
such as police and fire protection, local streets,
sidewalks, libraries, parks, and sports/recreation
centers. While not all of these funds would be
dedicated to parks funding, the fund would help
enhance the current level of service.
While the tax was approved by 72 percent of
voters and anticipated to take effect April 1, 2025,
it is facing a legal challenge that hopefully will be
resolved to carry out the intent of City voters.
Until this is resolved, the City will need other
sources of funding to subsidize park and
recreation services.
EXISTING FUNDING SOURCES
The City of Campbell relies on a few critical funds
to provide projects, programs, and services. These
existing funding sources are summarized by
department below.
Recreation & Community Services funds
services primarily through:
General Fund. The General Fund is the primary
operating fund of the City and accounts for all
financial resources except for those that are
required to be accounted for in separate funds.
Sources of General Fund revenues that support
recreation programs and community services
include:
» Investments and Other Interest Income
» Intergovernmental Revenue
» Miscellaneous Revenues, such as meal
donations and other donations
» Charges for Services, such as program
fees, skate park income, concessions and
merchandise, theater ticket sales, and
sponsorships
» Leases and Rentals, such as income from
facility and room rentals and long-term leases of
Campbell Community Center space
Recreation Grants. These may include private,
federal, state, or local grants specifically intended
to support recreation programs and community
services, such as the Santa Clara Valley Open Space
Authority Local Funding Program that supported
projects at Edith Morley and Stojanovich parks.
Parks Maintenance (as a division of Public
Works) is funded through:
Lighting and Landscape Act Fund: A city-wide
Landscape and Lighting District (established in 1980)
collects taxes and special assessments that are
applied to the cost of park maintenance.
Building Maintenance (as a division of
Public Works) is funded through:
General Fund. The General Fund is the primary
operating fund of the City and accounts for all
financial resources, such as taxes and fees, except
for those that are required to be accounted for in
separate funds.
Park capital projects are funded by one or more of
the following sources:
» Parkland Dedication Fund: This fund includes
budgets and accounts for Quimby Act monies
received from developers. Each new residential
unit built in Campbell is required to pay a fee
to offset the increased impact these residents
may have on the park system. These funds are
held in a special account for park acquisition,
development, or capacity-enhancing capital
improvements.
» Capital Improvement Plan Reserves (CIPR):
Part of the General Fund, the CIPR is the City’s
most flexible funding source and has historically
been used for a wide range of projects. By
established City policy, the CIPR receives a
portion of available General Fund surplus at
fiscal year-end. In years when revenues are lean
and reserves are needed to balance the City’s
budget, the CIPR does not increase and adopted
projects are required to be deferred or placed
on the City’s Unfunded Projects list.
» Grants and Private Funds: These include
federal, state, local, and other sources of funding
that are typically tied to specific projects.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan) General Obligation (GO) Bonds. A General
Obligation Bond is a municipal bond backed by the
credit and “taxing power” of the issuing jurisdiction,
rather than the revenue from a given project. GO
Bonds are issues with the belief that a municipality
will be able to repay its debt obligation through
general taxation or revenue sources from projects.
No assets are used as collateral.
GO Bonds have provided a key source of funds for
park and open space acquisition and development
at the state and local levels. The advantages are
that they allow for the immediate purchase of land
or facility development, which can be more cost
effective than a phased project with cost increases
due to inflation over time. GO Bonds require voter
approval (sometimes by two-thirds of the electorate).
In order for a Bond to be successfully passed by the
community, a public information program must be
created and implemented to include the following:
» Campaign Organization: Directing polling and
focus groups, designing strategy, organizing
community outreach, managing fundraising, and
overseeing paid and free media.
» Coalition Building: Attracting diverse groups of
supporters, from environmental groups like the
Sierra Club to the chamber of commerce to the
California Taxpayers Association.
» Communications: In paid and free media,
educating voters about the public benefits of
the proposed Bond. Any efforts to promote
the General Bond must be conducted by an
organization independent of the City.
Revenue Bonds. Revenue bonds are paid from a
tax or other dedicated revenue source for the use of
a specific public project or with the proceeds from
the fees charged to those who use the facility that
the bonds finance. These bonds are not constrained
by debt ceilings like general obligation bonds. Voter
approval is rarely required, since the government
is not obligated to repay the debt if the revenue
stream does not mature as predicted. Revenue
bonds are more expensive to repay than general
obligation bonds in terms of the interest rate
charged on the bonds.
Additional Grants. City staff should continue
to devote staff time to pursue additional local,
state, federal, and private grants to make specific
improvements.
POTENTIAL NEW FUNDING SOURCES
To diversify funding, the City of Campbell may
consider adding the following funding sources. Some
of these are intended to support capital projects,
others support operations, and some may be used
for both.
CAPITAL FUNDS
Park Development Impact Fees (PIFs).
Authorized under the Mitigation Fee Act (AB1600),
PIFs are special fees paid by new development
(residential and potentially non-residential) to offset the costs of new parks, facilities, or trails that will be needed to serve this growth. Unlike Quimby park
land dedication and in-lieu fees, development impact
fees are less restrictive and charged at a different
point of the development process, typically based
on the number of residential units to be built. In this manner they may provide some or all of the funds
required to design, construct, and install public
infrastructure, or expand capacity within existing
infrastructure. A Park Impact Fee Nexus Study
will be needed to determine the fees, which may
include an annual escalator to address inflation and
increasing costs. Although Campbell is not rapidly
growing, setting these fees appropriately is critical
to ensure that other City funds are not needed to
support higher density redevelopment. These fees
cannot be spent to cover costs of existing uses, such
as on maintenance, facility repair or replacement,
programs, or even new facilities to serve the existing
population.
Parkland Dedication Requirements. In
conjunction with charging Park Impact Fees, the
City could also explore changes to its current park
dedication requirements. Instead of collecting
Quimby Act monies, or as a land-based credit in
lieu of paying impact fees, the City may require
the dedication of new park land in park deficient
areas to address needs for new neighborhood and
community parks associated with new growth. This
may require developer coordination depending
on the size and scale of the new development--to
ensure the parcel is sufficient in size to support
recreation uses
Community Facilities Districts (CFDs). The
Mello-Roos Act (1982) allows any county, city, special
district, school district, or joint powers authority to establish a Community Facilities District (CFD) to
fund infrastructural improvements necessary to
support the development or ongoing costs of new
residential areas. To establish a CFD, voters within
the district must approve its creation by two-thirds.
In an approved CFD, a special property tax is levied
annually for all new residential development areas,
including single-family residential, multifamily
residential, duplex units and condos. Currently,
Campbell has two CFDs. However, these have not
been used to develop or expand the City’s recreation
buildings and facilities such as pools.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
MAINTENANCE & OPERATIONS FUNDS
Increased Rates for Assessment Districts. An
assessment district is a mechanism that allows cities
to assess housing units or land parcels to maintain
and improve street lighting, landscaping, and parks
that provide a special benefit to designated areas.
Assessment districts help each property owner pay
a fair share of the costs of such improvements over
a period of years at reasonable interest rates. This
ensures that the cost will be spread to all properties
that receive direct and special benefit from the
improvements being constructed. Landscape
and Lighting Assessment Districts (LLADs) are
used in Campbell to fund park maintenance, but
the amounts are insufficient to address current
maintenance costs. The City may explore options
to increase district rates. Establishment of a new
district or revision to an existing district requires a majority vote of the property owners.
Development Agreements. A Development
Agreement is a negotiated contract between a
local agency and a land developer. The developer
is given the vested right to subdivide and develop
in exchange for negotiated exactions. These
exactions may include public utilities and public
parks and recreation facilities. These are voluntary
agreements, and the agency can negotiate public
facility improvements beyond those required by
state or local mandates. The improvements required
may benefit those outside the development area.
It is also possible to establish endowments for
facility maintenance from developers through these
agreements.
Partnerships. Partnerships may be structured in
a variety of ways to enhance parks, support new
development, or support maintenance, operations,
and programming. Various partnership strategies
include:
» Joint use projects may include cost-sharing
opportunities or use of land owned by partners
to develop parks or new facilities. Joint funding
for long-term maintenance of these community
facilities may also be explored in addition to
capital cost sharing.
» Joint use agreements may be established with
partners to ensure public use, for example,
of school recreation facilities or to allow
programming on partner facilities (at no costs
or reduced rates) by Recreation & Community
Services to support a community or youth
benefit.
Sponsorships, Donations, and Foundations.
Campbell may increase efforts to solicit donations
and sponsorships, with or without developing a
parks and recreation foundation. Options may
include:
» A website forum where donations can easily be
contributed.
» The establishment of a tax-exempt parks and
trails foundation with key community leaders,
which could attract private contributions,
endowments, and corporate sponsorships.
» Sponsorships to underwrite specific costs
associated with facilities and services may be
encouraged. These are often noted with signage,
banner, or commemorative plaque that identifies
the sponsors.
» Funds collected through naming rights for new
buildings or selected rooms and facilities.
» The sale of engraved pavers, benches, or
memorial amenities to include in parks and
new facilities upon renovation.
Other Miscellaneous Funds. Other sources of
funding to consider include the following:
» Increased leases, fees, and charges (with a
built-in facility use fee and annual escalator).
» Advertising in the recreation program guide
or banners displayed in the CCC or other
facilities (e.g., gymnasium walls, ballfields).
» Parking fees for events.
In addition to the funding sources noted above, the
amount of funding required can be offset by the use
of partner resources and volunteers. However, it is
important to recognize that increased staff time may
be needed for partner coordination and volunteer
management.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
PARTNERSHIP & FUNDING
STRATEGIES
As noted in Campbell’s FY 2026 Operating Budget,
the City’s Recreation & Community Services
Department is striving for increased financial self-
reliance to support programs .and services. Full
cost recovery for programming is rare for park and
recreation agencies, even when facility use and
maintenance costs are not included in cost recovery
and are subsidized through other funding sources.
The PRMP recommends that the City strive to
increase revenues for programs and services, as
well as maintenance and capital projects to create
a more balanced funding approach. This approach
will continue to support program affordability for
residents not able to “pay to play,” while ensuring the City has more funds to invest in park maintenance
and improvements. Specifically, the City should
implement the following funding strategies:
» Continue to navigate the Measure K
challenge to apply these funds to enhanced
park services. Long-term, ensure that sufficient
funds are dedicated to parks and building
maintenance.
» Review the use of Quimby dedication
fees, and long-term, explore options to charge
park impact fees to support new parks and/or
capacity enhancement projects.
» Create a CCC building master plan and
conduct voter polling to test project
language and explore options to pass a
voter-approved bond measure to support
critical projects such as pool and playground
replacement, CCC building improvements, new
trails, and other key projects. Voter polling
will help determine which projects will garner
sufficient support.
» Coordinate with partners to leverage
partner land and resources to develop and
maintain recreation facilities in unserved areas.
» Continue to encourage interest groups to
help fund specific projects through joint grant
applications, partner fundraising and donations.
» Consider options to add a dedicated facility
use fee to all program and rental fees and
charges to offset facility maintenance, repair,
and replacement costs.
» Use the PRMP data to apply for federal, state,
and local grants.
MOVING FORWARD
The Parks and Recreation Master Plan is the City of Campbell’s first-ever plan dedicated solely to the future of its parks and recreation system. Developed over 17 months through a collaborative process involving City staff, elected officials, advisory committees, community organizations, and residents, the PRMP delivers focused and much-needed direction for the development, management, and enhancement of Campbell’s
parks, recreational facilities, trails, programs, and open spaces into the future.
Campbell residents value the City’s parks, trails, recreation programs, and community events as vital to their quality of life.
Throughout the planning process, community members provided thoughtful input that helped shape a collective vision and identified clear priorities for the future of parks and recreation in Campbell.
Successful implementation of the PRMP will require continued leadership, investment, and collaboration among the City, local partners, and residents. The PRMP joins a broader framework of citywide and specific plans that collectively support Campbell’s vision for a vibrant, livable, and connected community. As the City continues to grow and evolve this Plan provides a strategic foundation to ensure that parks and recreation remain a strong, resilient, and inclusive part of civic life. The PRMP is a living document, intended to be flexible and responsive as community needs, funding opportunities, and City priorities evolve. Regular updates and ongoing evaluation will help ensure the PRMP remains relevant and effective over time.
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Attachment: Campbell PRMP - Final Plan 20250905 (Parks and Recreation Master Plan)
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 LOPEZ
Campbell Ministerial Interfaith Group
City Attorney Performance/Compensation Subcommittee
City Clerk Performance/Compensation Subcommittee
City Manager Performance/Compensation Subcommittee
Finance Subcommittee
West Valley Mayors and Managers
Bay Area Quality Management District Board of Directors** Cities Association of Santa Clara County - City Selection Committee League of Cities Peninsula Division Executive Committee** Silicon Valley Clean Energy Audit Committee**
Valley Transportation Authority Board of Directors**
Silicon Valley Clean Energy JPA Board of Directors (Alt.)
VICE MAYOR FURTADO
Advisory Commissioner Appointment Interview Subcommittee City Attorney Performance/Compensation Subcommittee
City Clerk Performance/Compensation Subcommittee
City Manager Performance/Compensation Subcommittee
Association of Bay Area Governments (ABAG)
Silicon Valley Regional Interoperability Authority (SVRIA) Treatment Plant Advisory Committee (TPAC)
West Valley Sanitation District
West Valley Solid Waste Authority JPA
West Valley Stormwater Authority
Item: 8
Category: COUNCIL COMMITTEE
REPORTS
Meeting Date: September 16, 2025
8 Packet Pg. 188
Council Committee Reports Page 2 of 3
Friends of the Heritage Theater Liaison (Alt.)
Santa Clara County Emergency Operational Council (EOAC)** (Alt.) Silicon Valley Animal Control Authority Board (SVACA) (Alt.) Valley Transportation Authority Policy Advisory Committee (Alt.) West Valley Mayors and Managers (Alt.)
COUNCILMEMBER BYBEE
Education Subcommittee
Legislative Subcommittee
Cities Association of Santa Clara County:
Board Representative
Legislative Action Committee
Santa Clara County Library District JPA Board of Directors Silicon Valley Animal Control Authority Board (SVACA)
Campbell Historical Museum & Ainsley House Foundation Liaison (Alt.) West Valley Sanitation District (Alt.)
COUNCILMEMBER HINES
DCBA Liaison
Economic Development Subcommittee
Finance Subcommittee
Santa Clara Valley Water District County Water Commission
Cities Association of Santa Clara County:
Board Representative (Alt.)
Legislative Action Committee and City Selection Committee (Alt.) Santa Clara County Housing and Community Development Advisory Committee (Alt.) West Valley Stormwater Authority (Alt.)
West Valley Solid Waste Authority JPA (Alt.)
COUNCILMEMBER SCOZZOLA
Advisory Commissioner Appointment Interview Committee
Campbell Historical Museum & Ainsley House Foundation Liaison Economic Development Subcommittee
Education Subcommittee
Friends of the Heritage Theater Liaison
Legislative Subcommittee
Cities Association of Santa Clara County Executive Board** Santa Clara County Housing and Community Development Advisory Committee Silicon Valley Clean Energy JPA Board of Directors
Silicon Valley Clean Energy JPA Board of Directors: Executive Committee** 8 Packet Pg. 189
Council Committee Reports Page 3 of 3
Silicon Valley Clean Energy Finance and Administration Committee** Silicon Valley Clean Energy Legislative Committee**
Valley Transportation Authority Policy Advisory Committee
DCBA Liaison (Alt.)
Santa Clara County Library District JPA Board of Directors (Alt.) Santa Clara Valley Water District: County Water Commission (Alt.) Association of Bay Area Governments (Alt.)
**appointed by other agencies
Prepared by:
Kristen Epolite, Deputy City Clerk
8 Packet Pg. 190