| Summary | National Percentile | Rank vs Metro |
|---|---|---|
| Housing | 69th | Best |
| Demographics | 70th | Best |
| Amenities | 20th | Fair |
Multifamily Valuation
| Property Details | |
|---|---|
| Address | 3631 SW Corporate Pkwy, Palm City, FL, 34990, US |
| Region / Metro | Palm City |
| Year of Construction | 1998 |
| Units | 30 |
| Transaction Date | --- |
| Transaction Price | $527,200 |
| Buyer | FLORIDA RESIDENCE LLC |
| Seller | COQUINA COVE LTD |
3631 SW Corporate Pkwy, Palm City FL — 30-Unit Multifamily
Suburban Palm City shows steady renter demand supported by high household incomes and a competitive neighborhood standing, according to WDSuite’s CRE market data.
Palm City’s B+–rated neighborhood ranks 29th of 104 in the Port St. Lucie metro, making it competitive among Port St. Lucie neighborhoods. Local occupancy is measured at the neighborhood level, not the property, and sits in a healthy range with momentum versus five years ago, signaling durable leasing fundamentals for multifamily owners.
The area skews suburban with limited retail density (few cafes, groceries, and parks within the immediate neighborhood). However, pharmacy access tracks around the national upper-middle range. Investors should underwrite more car-reliant living patterns and emphasize on-site amenities to offset thinner walkable options identified by WDSuite’s commercial real estate analysis.
Construction trends are slightly newer than the metro average (mid‑1990s baseline), and the subject’s 1998 vintage positions it competitively versus older stock. At this age, capital planning should consider systems modernization and light common‑area refreshes to sustain positioning against newer deliveries.
Within a 3‑mile radius, demographics point to population growth and an increase in households, expanding the potential tenant base. The renter-occupied share is relatively low in this radius, which suggests a more ownership‑oriented housing mix; for multifamily, this can translate to stable demand concentrated among renters prioritizing quality, commute convenience, and professional management.
Home values rank in the national upper tier, and neighborhood incomes are likewise elevated. In practice, a high‑cost ownership market supports renter reliance on professionally managed apartments, while median rent-to-income levels indicate manageable affordability pressure that can aid retention and pricing discipline.
Comparable crime statistics at the neighborhood level are not available in WDSuite for this Palm City area. Investors typically benchmark against county or metro trends and pair that with property‑level operating history (tenant retention, delinquency, incident logs) to contextualize safety alongside leasing and asset management considerations.
Regional employers within commuting distance help support a steady renter base oriented to professional and logistics roles, including NextEra Energy, Sysco Southeast Florida, Siegel Financial Group – Northwestern Mutual, and the CVS Distribution Center.
- NextEra Energy — utilities & corporate functions (25.9 miles) — HQ
- Sysco Southeast Florida — foodservice distribution (30.5 miles)
- Siegel Financial Group - Northwestern Mutual — financial services (34.6 miles)
- CVS Distribution Center — distribution & logistics (35.8 miles)
This 30‑unit, 1998‑vintage asset is positioned in a competitive Palm City neighborhood where occupancy at the neighborhood level remains solid and has trended upward over the last five years. Elevated local incomes and a high‑cost ownership landscape reinforce sustained rental demand and support retention, while rent-to-income metrics indicate room for disciplined pricing without outsized affordability pressure, based on CRE market data from WDSuite.
Demographics within a 3‑mile radius show population growth and more households over time, pointing to a gradually expanding tenant base. The renter-occupied share is comparatively low, so marketing and finish levels should target households that rent by choice, while CapEx should prioritize systems updates and modest common‑area upgrades to keep the 1998 product competitive against newer inventory.
- Competitive neighborhood standing with stable, improving occupancy supports cash‑flow durability
- High household incomes and elevated ownership costs reinforce reliance on quality rentals and retention
- 3‑mile growth in population and households expands the local tenant base over the medium term
- 1998 vintage: plan for systems modernization/value‑add touches to sustain competitive position
- Risks: thinner walkable amenities and a smaller renter pool may require sharper marketing and amenity programming