| Summary | National Percentile | Rank vs Metro |
|---|---|---|
| Housing | 61st | Fair |
| Demographics | 24th | Poor |
| Amenities | 46th | Good |
Multifamily Valuation
| Property Details | |
|---|---|
| Address | 46545 Desert Villa St, Indio, CA, 92201, US |
| Region / Metro | Indio |
| Year of Construction | 1972 |
| Units | 32 |
| Transaction Date | 2020-10-26 |
| Transaction Price | $340,000 |
| Buyer | PJCF LLC |
| Seller | JACOBS AARON B |
46545 Desert Villa St, Indio Multifamily Investment
Neighborhood-level data points to steady renter demand supported by an Inner Suburb location and a high-cost ownership market, according to WDSuite’s CRE market data. For investors, the area’s service amenities and renter concentration suggest durable leasing fundamentals rather than outsized growth.
This Inner Suburb neighborhood carries a B- rating and sits above the metro median among 997 Riverside–San Bernardino–Ontario neighborhoods, per WDSuite. Dining and daily-needs access are a relative strength: restaurants and pharmacies perform in the top quartile nationally, while grocery availability is also strong compared with neighborhoods nationwide. By contrast, parks, cafes, and childcare options are limited in the immediate area, which may matter for family-oriented positioning.
The property’s 1972 vintage is older than the neighborhood’s average construction year (1988). For investors, that typically points to capital planning needs and potential value‑add or repositioning upside to stay competitive against newer stock. Such projects can help narrow the amenity gap and support rentability.
Within a 3‑mile radius, households have grown even as population edged lower in recent years, indicating smaller household sizes and a shifting unit mix. Forward-looking projections call for population growth and more households by 2028, expanding the potential renter pool and supporting occupancy stability for well-managed assets.
Ownership costs benchmark high relative to incomes in national terms, which often sustains reliance on rental housing. Median asking rents in the neighborhood track near national mid-range, helping maintain leasing velocity and retention, while rent-to-income readings imply manageable affordability pressure for many tenant cohorts. Together, these conditions favor steady demand over speculative growth.
Safety metrics trend below national averages for comparable neighborhoods, and the submarket ranks in the lower tiers among the 997 neighborhoods in the Riverside–San Bernardino–Ontario metro. However, recent data show improvement in violent‑offense trends year over year, suggesting incremental progress. Investors typically underwrite with prudent security and lighting upgrades and emphasize professional management to support resident experience.
As always, crime can vary by block and over time; underwriting should consider property-level measures, management practices, and current local trendlines alongside neighborhood statistics.
Nearby employment is anchored by regional services that help support workforce housing demand and commute convenience for residents, including Waste Management.
- Waste Management — environmental services (7.1 miles)
46545 Desert Villa St offers a 32‑unit footprint in an Inner Suburb with solid daily-needs access and a renter base supported by a high-cost ownership market. Based on CRE market data from WDSuite, local restaurant, grocery, and pharmacy access outperforms many neighborhoods nationally, a tailwind for everyday convenience and leasing. The 1972 construction suggests room for strategic renovations to enhance unit quality and common areas, improving competitive positioning versus newer stock.
Within 3 miles, households have increased while population dipped modestly, pointing to smaller household sizes; projections indicate future population and household growth, expanding the tenant base and supporting occupancy stability. Balanced rent levels relative to incomes can aid retention, though investors should account for targeted CapEx, safety perception management, and the area’s limited park and cafe inventory when shaping the business plan.
- Value‑add potential: 1972 vintage with scope for renovations and operational upgrades
- Demand drivers: strong daily‑needs access and a renter base reinforced by a high‑cost ownership market
- Forward demand outlook: 3‑mile projections indicate population and household growth, supporting leasing stability
- Key risks: older systems requiring CapEx, below‑average safety metrics, and limited parks/cafes that may affect family‑oriented appeal