LAND USE MARKET DEMAND STUDY AND
RELATED STRATEGIC RECOMMENDATIONS
FOR
CAMARILLO COMMONS PLAN AREA
Prepared for:
City of Camarillo
September 16, 2025
PREPARED BY:
THE NATELSON DALE GROUP, INC.
YORBA LINDA, CA • www.natelsondale.com
O: 714.692.9596 • F: 714.692.9597
Table of Contents
I. Introduction .......................................................................................................................................... 1 Retail Demand Analysis ....................................................................................................................... 1 Office and Industrial Demand Analysis ............................................................................................... 1 Hospitality ........................................................................................................................................... 2 Housing Demand Analysis ................................................................................................................... 2 II. Executive Summary Land Use Demand Forecast and Related Strategic Recommendations ............... 3 SWOT Summary .................................................................................................................................. 3 Projected Market Demand .................................................................................................................. 4 Retail Land Uses .................................................................................................................................. 6 Office and Industrial Land Uses ........................................................................................................... 6 Hospitality ........................................................................................................................................... 7 Housing Land Uses .............................................................................................................................. 7 Implementation Recommendations ................................................................................................... 9 III. Retail Demand Analysis ...................................................................................................................... 22 Overview of Methodology ................................................................................................................ 22 Geographic Trade Areas Considered in this Analysis ........................................................................ 22 Retail Demand Analysis Summary ..................................................................................................... 25 Retail Demand Analysis Methodology .............................................................................................. 26 Population and Income Levels .......................................................................................................... 26 Retail Sales Demand .......................................................................................................................... 27 Distribution of Retail Expenditures ................................................................................................... 28 Capture Rate Assumptions ................................................................................................................ 29 Potential Retail Sales Volumes .......................................................................................................... 31 Supportable Retail Space .................................................................................................................. 34 IV. Office Demand Analysis ...................................................................................................................... 37 Statistical Overview ........................................................................................................................... 37 Office Demand Forecast .................................................................................................................... 39 V. Industrial Demand Analysis ................................................................................................................ 43 Statistical Overview ........................................................................................................................... 43 Industrial Demand Forecast .............................................................................................................. 45 VI. Housing Demand Analysis ................................................................................................................... 49
Projected Household Growth in Camarillo ....................................................................................... 49 Projected capture at Camarillo Commons ........................................................................................ 49 Model Framework ............................................................................................................................. 49 VII. Project Feasibility Analysis .................................................................................................................. 53
APPENDIX A: CAMARILLO RETAIL TRADE AREA DEMAND MODEL
APPENDIX B: PROFILES OF POTENTIAL FUNDING SOURCES AND FINANCING MECHANISMS APPENDIX C: PRO FORMA FINANCIAL ANALYSIS
APPENDIX D: SAMPLE DEMOGRAPHIC COMPARISON FOR ENTERTAINMENT/RECREATION FACILITIES
List of Tables
Table II-1. Projected Growth in Demand by Land Use: 2023-2045 City of Camarillo and Camarillo Commons Strategic Plan Area ........................................................................................................................................................ 5 Table II-2. Overview of Office and Industrial Markets in 2024 City of Camarillo .......................................................... 6 Table II-3. Potential New Entertainment-related Land Uses, Commos Area ................................................................ 8 Table II-4. Recommended Considerations for Update of Camarillo Commons Strategic Plan (CCSP) ........................ 10 Table II-5. Potential Funding Sources for Improvements and Programs in the Camarillo Commons Strategic Plan .. 16 Table II-6. Summary Characteristics of Selected Existing Legacy Business Programs ................................................. 19 Table III-1: Retail Site Visits Data – Selected Retail Centers/Locations in Camarillo based on Data from Placer.ai (Jan 2019 – Jan 2025) .......................................................................................................................................................... 24 Table III-2: Potential Net Demand for New Retail Space Camarillo Retail Trade Area – PMA in Square Feet (all numbers are cumulative)............................................................................................................................................. 25 Table III-3: Household Projections by Year Camarillo Park Retail Trade Area ............................................................. 26 Table III-4: Average Household Income Levels Camarillo Retail Trade Area ............................................................... 27 Table III-5: Percent of Household Income Spent on Retail Goods Camarillo Retail Trade Area .................................. 27 Table III-6: Income and Retail Demand Camarillo Retail Trade Area in thousands of constant dollars ...................... 28 Table III-7: Distribution of Retail Sales by Category Camarillo Retail Trade Area ........................................................ 29 Table III-8: Capture Rates of Primary Market Area Demand Camarillo Retail Trade Area .......................................... 30 Table III-9: Capture Rates of Secondary Market Area Demand Camarillo Retail Trade Area ...................................... 31 Table III-10: Potential Retail Sales Camarillo Retail Trade Area – PMA1 in thousands of constant dollars ................ 32 Table III-11: Comparison of Potential Demand with Actual Sales Camarillo Retail Trade Area – PMA in thousands of dollars .......................................................................................................................................................................... 33 Table III-12: Total Capture of Demand for New Retail Sales Within PMA of Camarillo Retail Trade Area in thousands of constant dollars ....................................................................................................................................................... 34 Table III-13: Sales per Square Foot Standards for Retail Space Camarillo Retail Trade Area ...................................... 35 Table III-14: Potential Demand for NEW Retail Space Within PMA of Camarillo Retail Trade Area ........................... 36 Table III-15: Potential Demand for NET NEW Retail Space within PMA of Camarillo Retail Trade Area ..................... 36 Table IV-1. Overview of Office Market, 2024 (Q4) Ventura County and Submarkets ................................................. 37 Table IV-2. Total Employment by Industry Group and Estimated Percent in Office Space Ventura County, Camarillo/Point Mugu Submarket, and Camarillo (2023) ........................................................................................... 39 Table IV-3. Estimated Office-Related Employment by Major Industry Group Ventura County, Camarillo/Point Mugu Submarket, and Camarillo (2023) ................................................................................................................................ 40 Table IV-4. Projected Growth in Total Employment Ventura County, Camarillo/Point Mugu Submarket, and Camarillo (2023-45) ..................................................................................................................................................... 40 Table IV-5. Office Space Demand Projections Ventura County and Camarillo/Point Mugu Submarket (2023 -45)..... 41 Table IV-6. Office Space Demand Projections City of Camarillo (2023-45) ................................................................. 42 Table V-1. Overview of Industrial Market in 2024 (Q4, QTD) Ventura County and Submarkets ................................. 43 Table V-2. Total Employment by Industry Group and Estimated Percent in Industrial Space Ventura County, Central Ventura Submarket, and Camarillo (2023) .................................................................................................................. 45 Table V-3. Estimated Industrial-Related Employment by Major Industry Group Ventura County, Central Ventura Submarket, and Camarillo (2023) ................................................................................................................................ 46 Table V-4. Projected Growth in Total Employment Ventura County, Central Ventura Submarket, and Camarillo (2023-45) ..................................................................................................................................................................... 46 Table V-5. Industrial Space Demand Projections Ventura County and Central Ventura Submarket (2023 -45) .......... 47 Table V-6. Industrial Space Demand Projections City of Camarillo (2023-45) ............................................................. 48 Table VI-1. Camarillo Household Growth Rates as Modeled ....................................................................................... 49 Table VI-2. Housing Demand Factors for Citywide Housing Projections City of Camarillo .......................................... 51
Table VI-3. Citywide Housing Demand Projections by Income Level, 2023-2045 Ownership and Rental Properties, City of Camarillo .......................................................................................................................................................... 51 Table VI-4. Housing Demand Projections by Income Level, 2023-2045 Ownership and Rental Properties, Camarillo Commons Plan Area .................................................................................................................................................... 52
List of Figures
Figure III-1. Camarillo Retail Trade Boundaries – PMA and SMA ................................................................................ 23 Figure IV-1: Camarillo/Point Mugu Office Market Area, Ventura County ................................................................... 38 Figure V-1: Central Ventura Industrial Market Area, Ventura County ........................................................................ 44 Figure VII-1: Sensitivity of RLV to Varying Input Values............................................................................................... 56
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
1 I. Introduction
This report summarizes a market demand analysis for new development opportunities in the Camarillo Commons area in the City of Camarillo. The report is intended to provide an economic perspective that can subsequently guide the City’s planned update of the Camarillo Commons Strategic Plan (adopted in 2007).
The report evaluates market demand for new development in the following five land use categories:
• Residential
• Retail/restaurant
• Office
• Industrial
• Hotel
For all land uses, The Natelson Dale Group, Inc. (TNDG) developed customized versions of its real estate demand forecasting models to evaluate future development potentials in the city. Citywide projections are then allocated to the Commons plan area based on its unique characteristics. Whereas the analysis provides citywide projections of potential industrial demand (primarily for context), it is not anticipated that industrial development will be a targeted land use in the Camarillo Commons area.
Retail Demand Analysis
The Retail Demand Analysis section first provides a brief overview of the methodology of the retail demand analysis, including the geographic trade areas evaluated in the Analysis. Next, the bottom-line findings with respect to projected supportable levels of new retail development by category are summarized. Finally, this section provides a detailed overview of the demand analysis methodology, including discussions on inputs and assumptions used in the analysis. As summarized in the methodology section, the model evaluates existing retail attraction patterns, and then compares potential demand to actual existing sales. The model also forecasts future demand growth based on projected increases in local/regional population. Potential demand for new retail businesses is expressed in terms of square feet supportable by major retail category (i.e., apparel, home furnishings, specialty, general merchandise, grocery, restaurants, hardware, etc.). Appendix A provides the technical documentation for the retail demand model used in this analysis.
Office and Industrial Demand Analysis
The Office and Industrial Demand Analysis sections first provide a statistical overview of the local and regional office and industrial real estate markets.
The Office and Industrial Demand Model reflects the following factors and related estimates:
• Estimates of employment, by industry, in Ventura County and regional submarkets, including the Camarillo/Point Mugu and Central Ventura markets for office and industrial land uses, respectively;
• TNDG’s model for allocating employees in various industries to office or industrial (or other) space;
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
2 • Projected growth in employment, overall and within office- and industrial-land use settings; and • Demand for new office and industrial building space based on relevant employee density factors.
Hospitality
Based on an evaluation of historic hotel development/absorption rates in Camarillo, TNDG determined that the three hotels currently under construction (or planned) in the city are likely to absorb all foreseeable demand for new hotel construction in the city. None of the forthcoming hotels are within the Camarillo Commons area, so the analysis assumes that future hotel development in the Plan area is unlikely.
Housing Demand Analysis
Official SCAG household growth projections for the City of Camarillo reflect expectations of minimal (and declining) growth through at least 2045. Given the pressing need for more housing throughout California, TNDG believes market demand in Camarillo could potentially exceed the SCAG forecasts, and TNDG has therefore applied a somewhat more aggressive scenario, based on the following assumptions:
• Camarillo will proactively seek to expand the capacity for housing throughout the city, in addition to Camarillo Commons, partly for the sake of appropriately efficient land use in the city and partly to recognize RHNA obligations.
• Since housing is generally undersupplied throughout Ventura County and elsewhere in Southern California, this expanded housing supply is likely to be readily absorbed. • In attempting to meet the City’s RHNA obligations for affordable housing, demand which could otherwise go unmet in the region will also be readily absorbed.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
3 II. Executive Summary Land Use Demand Forecast and Related Strategic Recommendations
SWOT Summary
As discussed further below, TNDG’s demand projections show that Commons Plan area could potentially capture substantial residential, retail, and office development. The projections reflect the following SWOT (strength-weakness-opportunity-threat) conditions identified by existing Camarillo Commons businesses and property owners surveyed for this market study:
Strengths
• Central location within Camarillo
• Locally and regionally accessible (proximity to Highway 101 and good access to public transit) • Recognized by existing businesses/tenants as an affordable business location (existing business mix also lends itself to being affordable to customers); these conditions also result in stability of investments from the perspective of property owners
• Many established businesses; good/diverse mix of business types (and specific unique tenants that community values)
• Walkable, pedestrian-friendly environment
• Ample free parking
Weaknesses
• Fragmented/absentee ownership of properties (creates challenges for reuse of older properties and for gaining approval of public financing mechanisms); ownership patterns also cause limited engagement in planning processes for the area
• Stable tenancies (in some cases with long-term leases) in existing buildings create a disincentive for property owners to consider redevelopment opportunities • Although the existing tenant mix is convenient for local customers, it is not largely conducive to attracting regional visitors (i.e., shoppers and diners from outside Camarillo) • Some property owners (especially those who might otherwise be interested in pursuing major reinvestment and/or redevelopment options) believe that the City’s existing zoning and development standards are a constraint
• Older buildings are in need of “systems” repairs (plumbing, HVAC, etc.) • Problems associated with homeless/transients in the area • Infrastructure/public facilities are aging/inadequate • Many existing businesses/property owners lack the financial resources to complete major improvements on their properties; there is also a lack of public funding (or financing mechanisms) to support needed infrastructure improvements
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
4 Opportunities
• Position Camarillo Commons as a central place for Camarillo residents and a destination for regional visitors
• Introduce residential development as a means of catalyzing private reinvestment in the area; creating a vibrant mixed-use environment that expands the viability of local businesses; expanding Camarillo’s housing inventory for a range of product types and affordability levels; expanding the tax base available to support investment in upgraded infrastructure and amenities in the area
• Prioritize development of public amenities/spaces in the area • Potentially attract entertainment-related uses, leveraging synergistic connections with the existing bowling alley
Threats
• Lack of community/stakeholder consensus on desirability of large-scale redevelopment (and introduction of new land uses such as housing/mixed-use projects) • Potential loss of the area’s unique character through “gentrification” (existing businesses fear displacement due to higher rents and higher taxes/assessments) • Potential loss of the area’s ample free parking (deemed to be essential to the patrons of existing businesses)
• Potential short-term impacts associated with major redevelopment projects (e.g., road closures, noise, traffic congestion, etc.) could be disruptive to existing businesses (and in some cases result in permanent business closures)
• The ongoing growth of e-commerce could undermine efforts to attract new retail anchor tenants to the area
Projected Market Demand
Table II-1, on the following page, provides an abbreviated summary of TNDG’s land use demand forecasts through 2045, the buildout year evaluated in this analysis. The table provides citywide projections for Camarillo, along with the projected share of citywide demand that could be expected to be absorbed in the Camarillo Commons plan area. As further explained below, the projections for all land use categories reflect the most recent demographic forecasts (population, households and employment) from the Southern California Association of Governments (SCAG)1. For the housing demand projections, the analysis relies on slightly more aggressive forecast assumptions, given the pressing need for more residential development throughout the State of California.
1 SCAG 2024 RTP/SCS (“Connect SoCal 2024”) Growth Projections. See Table III-3 in Section III.
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The Natelson Dale Group, Inc.
5 Table II-1. Projected Growth in Demand by Land Use: 2023-2045 City of Camarillo and Camarillo Commons Strategic Plan Area Land Use
Citywide
Demand Unit
Camarillo
Commons
Capture %
Potential
New
Demand Notes
Residential
(Multi-family)
The strong financial
feasibility of higher-density
housing can potentially
incentivize redevelopment
of older commercial sites,
and can also enhance
demand for new commercial
space in a mix-use format
Ownership 788 DU 15-20% 132
Rental 2,891 DU 20-25% 458
Retail/Restaurant 939,590 SF 15% 140,938
This demand could
potentially be developed in
small increments as part of
mixed-use projects
Office1 170,000 SF 15% 25,500
Office development in the
plan area is likely to be
focused on local-serving
uses such as medical/dental
space
Industrial1 808,000 SF 0% 0 Area not suitable for future industrial development
Hotel2 407 Rooms 0% 0
Demand for new hotel
development assumed to be
absorbed by three under
construction/proposed
hotels
Source: TNDG.
Notes:
DU = Dwelling Unit; SF = Square Feet
1. Office and Industrial demand projections represent the aggressive forecast for new space demand (see Section IV and V).
2. Support for new hotel development assumed to be absorbed by two hotels currently under construction (Embassy Suites and Home2 Suites) and the proposed Courtyard by Mariott
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
6 Retail Land Uses
Section III shows that most of the potential demand for new retail space would come from recapturing existing “retail sales leakage” to Camarillo’s neighboring communities. Recently adopted demographic forecasts from SCAG show very limited population growth in Camarillo for the study period evaluated in this analysis. Thus, population growth is projected to generate only a minimal amount of incremental demand for new retail space in Camarillo. However, a more aggressive City policy aimed at intensifying residential development in Camarillo would increase the demand – by adding to the City’s existing population – for new retail space above the numbers shown in Table II-1.
Office and Industrial Land Uses
Table II-2 below provides an overview of the City’s office and industrial markets, providing total inventory of building space, occupied and vacant square feet, and resulting vacancy rate. The data shows that the industrial market is about four times the size of the office market in Camarillo. In addition, the low vacancy rates (relative to regional trends) for both land uses suggest that the office and industrial markets are comparatively healthy in Camarillo. These relatively low vacancy rates could potentially create new development opportunities beyond the relatively modest demand forecasts summarized on Table II-1 above.
Table II-2. Overview of Office and Industrial Markets in 2024 City of Camarillo
Area Total Space
Occupied
Space
Vacant
Space
Vacancy
Rate
Square Feet
Office 2,601,599 2,367,566 234,033 9.0%
Industrial 10,755,661 10,441,532 334,129 3.1%
Source: CoStar, market data as of Q4, 2024.
The office and industrial demand forecasts shown in Table II-1 are relatively modest given the built-out nature of Camarillo and the surrounding communities (i.e., limited physical capacity remains for new development). The following points summarize other factors driving the limited demand for new office and industrial space:
• SCAG forecasts show limited employment growth in the relevant submarkets surrounding Camarillo. This, in turn, limits the demand for new office and industrial building space. • Decreasing land availability in the region and changing workplace trends (e.g., increasing work- from-home [WFH] arrangements) will dampen the demand for new office uses.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
7 Hospitality
Based on an evaluation of historic hotel development/absorption rates in Camarillo, TNDG determined that the three hotels currently under construction (or planned) in the city are likely to absorb all foreseeable demand for new hotel construction in the city. None of the forthcoming hotels are within the Camarillo Commons area, so the analysis concludes that future hotel development in the plan area is unlikely. The three pending hotel projects are as follows:
• Embassy Suites by Hilton (155 rooms) – under construction with completion expected in 2025 • Home2 Suiteas by Hilton (122 rooms) – under construction with completion expected in 2026 • Courtyard by Marriott (130 rooms) – construction pending, with completion expected in 2027 Camarillo’s existing hotel inventory stands at 895 rooms, of which 767 rooms (86% of the total) were built in 2003 or earlier. Prior to the current batch of new hotels, the most recent hotel project in the city was in 2009 (the 128-room Residence Inn). Given that the hotels currently pending (totaling 407 rooms) represent a 45% increase over the total existing inventory and more than three times the amount of new hotel development than has occurred in the city over the past 22 years, TNDG believes that these projects are likely to absorb all foreseeable demand for new hotels in Camarillo.
Housing Land Uses
Given the pressing need for more housing throughout California, TNDG believes market demand in Camarillo could potentially exceed the housing growth rates indicated in the most recent SCAG forecasts, if the City proactively pursues housing growth through planning/policy initiatives such as the potential update of the Camarillo Commons Strategic Plan. To derive a somewhat more aggressive housing growth forecast, TNDG’s housing demand model (detailed in Chapter VI) incorporates consideration of multiple sources of expected household growth in Camarillo and Ventura County, including the following:
• California Department of Finance projections for Ventura County. • SCAG forecasts for Camarillo.
• Caltrans forecasts for Ventura County.
• Esri forecasts for Camarillo, 2024-2029, by income-interval categories.
The Esri forecasts indicate that increases in number of households will occur primarily in higher-income categories, with decreases in households in lower-income categories, which is based on a combination of real wage growth, inflationary effects, and (presumably) anticipations about the changing nature of households in Camarillo. For purposes of modeling housing demand, while recognizing the durability of existing housing as a relatively fixed asset, TNDG's projected household growth is assumed to predominate in the income categories that are roughly 60% of the median-income level and above, while the numbers of households in lower categories are held constant.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
8 Entertainment Land Uses
Table II-3, below, shows potential entertainment/recreation-oriented land uses that could potentially be developed in Camarillo Commons. Market demand for these types of businesses is inherently more speculative than other commercial uses, so the analysis does not quantify development levels (e.g., supportable square feet). However, they are recommended as an ongoing focus of the City’s business attraction efforts for Camarillo Commons since they would strongly align with the opportunity to position the area as a mixed-use “destination” within Camarillo and the surrounding region. This type of use would also have potential synergistic connections with the existing bowling alley, thereby creating an “entertainment draw” to the area. The potential uses are based on research from City staff, supplemented with data from CoStar on entertainment-related uses in settings comparable, in varying degrees, to the Commons area.
Table II-3. Potential New Entertainment-related Land Uses, Commos Area Concept Description Example Brands
Arcade + VR Experience
Centers
Video games, VR booths, casual
dining
Dave & Buster’s, Round1, VR
Zone
Mini Golf / Glow Golf
Indoor/outdoor, glow-in-the-dark
themes, often paired with snack bars
or arcades
Monster Mini Golf
Escape Rooms
Themed puzzle-solving rooms for
teams; popular with families and
corporate groups
Red Door Escape Room, The
Escape Game
Trampoline Parks / Indoor
Gyms
Trampolines, ninja courses, climbing
walls Sky Zone, Urban Air
Movie Theaters Recliner seating, dine-in, immersive
cinema experiences Cinépolis, Alamo Drafthouse
Board Game Cafes / eSports
Lounges
Pay-to-play gaming experiences with
food/drinks
GameHaus Café, eSports
Arena
Skating Rink
Roller skating, ice skating
(recreational and training centers for
hockey organizations)
Skating Plus, Iceoplex
Theater/Concert Hall
Clubs with smaller, intimate settings
(~1,000 capacity guests) often with
in-house dining
Canyon Club, Fox Theater,
Ventura Theatre
Premium Fitness Center
Redefining the idea of fitness centers,
these include additional services:
nutrition coaching, special
programming, social events,
pickleball, yoga, pilates, etc.
Life Time Fitness, Equinox
Source: City of Camarillo; CoStar; TNDG.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
9 To support marketing/attraction efforts for the above types of uses (and further refinement of the longer set of options to a “short list” of viable candidates), it is recommended that the City profile the existing locations of targeted business types and conduct comparative demographic analyses of the Camarillo Commons site. As an example of this type of demographic analysis, Appendix D compares the demographic profile of the trade area(s) surrounding Camarillo Commons to the trade areas of existing California locations of Life Time Fitness (a leader in the premium fitness center space). This sample comparison indicates relatively unfavorable demographic conditions for Camarillo Commons compared to Life Time’s other California locations (with the possible exception of San Clemente, which is generally comparable to Camarillo). It should be emphasized, though, that premium fitness centers are just one example of the types of entertainment/recreation uses that could potentially be targeted for Camarillo Commons; other categories may prove to be more appropriate matches for Camarillo’s demographic strengths.
Implementation Recommendations
Whereas this report is primarily intended to evaluate the market and financial feasibility of future development within Camarillo Commons, it is understood that the market study is a precursor to a full update of the Camarillo Commons Strategic Plan (CCSP). Table II-3 (beginning on the next page) outlines a range of strategic issues that TNDG recommends be considered during the course of the CCSP update process. These recommendations are organized around the following major topics:
• Branding the Plan area (and identifying themes that can be integrated into the brand) • Land use mix
• Catalyst land uses
• Development densities
• Development standards
• Parking
• Retaining legacy businesses
• Affordable housing
• Public amenities/spaces
• Resources to support public and private improvements (i.e., funding sources and financing mechanisms)
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
10 Table II-4. Recommended Considerations for Update of Camarillo Commons Strategic Plan (CCSP) Issue Discussion Recommendations
Branding/ Themes
The CCSP should include a “vision” statement that can be articulated through unifying theme(s) that can ultimately become the basis for branding the Commons for
marketing and economic development purposes. While it
is beyond the scope of this market study to define the
brand for the CCSP, several potential themes are
recommended for exploration during the CCSP update
process.
• Within process for CCSP update, include expanded
stakeholder and community outreach process to test the
viability of an “agricultural heritage” theme (which was suggested by stakeholders surveyed for this market study) and identify other possible themes
• Focus on themes that have the potential to position
Camarillo Commons as a regional destination for visitor- oriented commercial uses and events
• Define brand around the selected theme(s)
• Develop signage, wayfinding and other placemaking features around the selected themes (distinctive from but in
alignment with wayfinding signage in Camarillo Old Town) • Integrate Camarillo Commons brand into City’s economic development and business attraction efforts
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
11 Issue Discussion Recommendations
Land Use Mix
The targeted land use mix for the Commons will be a
function of market demand/opportunities, the vision and themes defined in the updated CCSP, and the financial
feasibility of potential redevelopment projects within the Plan area.
(See market demand summary above for potential “envelope” of development opportunities in the Plan area)
• Target residential/mixed use projects on sites suitable for redevelopment/intensification (focusing on opportunity sites identified in the City’s Housing Element)
• Target attraction of new retail/restaurant/entertainment uses within existing commercial buildings and as part of mixed-use projects
• Consider opportunities to concentrate office uses in
“professional services” portion of the plan area (or within the commercial components of mixed-use projects),
potentially providing coworking facilities that would enhance synergies among land uses (i.e., creating a functional
live/work, mixed-use community)
Catalyst Land Uses
For both the commercial and potential residential focus areas of the CCSP, priority attention should be given to attracting “anchor” projects that will advance
implementation of the vision/themes and encourage
follow-on projects/investments on other sites within the Plan area.
TNDG recommends that the following catalysts uses should be targeted for the Plan area:
• Multi-family residential (likely initial focus on rental apartments) in mixed use configuration – approximately
100-150 units per project with 10,000 to 20,000
commercial square feet per project; up to four projects • Destination oriented retail/restaurant/entertainment
uses, potential including concepts such as a food hall in a themed building
• A public plaza space suitable for occasional special
events and regular activity generators (e.g., farmers
market)
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
12 Issue Discussion Recommendations
Development
Densities
To the extent that the CCSP targets redevelopment of
selected sites with mixed-use projects, allowable densities need to be in sync with current and anticipated
market/financial realities (as generally defined by this market study). In the absence of sufficient densities,
existing property owners are unlikely to be motivated to redevelop their properties (or to sell them to other parties to redevelop).
Based on the preliminary financial feasibility analysis completed for this report (see Section VII), TNDG recommends the following with respect to allowable development densities (with the expectation that these numbers will be refined during the CCSP update process):
• Rental apartments: 40-55 units per acre
• Ownership housing (townhomes): 20-30 units per acre
Development
Standards
The CCSP update process should include a comprehensive
review of all existing development standards, allowing for the creation of new development standards that would
maximize the area’s attractiveness for private investment (including development standards that would serve to
incentivize lot consolidation)
As part of the CCSP update process:
• Conduct additional stakeholder outreach to the
business/development community to identify specific
aspects of the existing CCSP development standards that hinder the feasibility of development (or
redevelopment) in the Plan area
• Conduct community outreach to identify the
development standards that would add the most value
(from the public’s perspective) in this Plan area
• Position CCSP as a tool to expedite entitlement of
projects meeting the defined development standards
and densities
• As a means of maximizing developer/investor interest in the plan area, consider allowing “residential only”
projects in mixed-use zones (i.e., without the
requirement that all projects in mixed-use zones include a commercial component)
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
13 Issue Discussion Recommendations
Parking
Parking considerations are relevant to the CCSP update in two major (and potentially conflicting) ways:
1) Maintaining the area’s ample supply of free
parking has been identified as an important
priority among the area’s existing business and
property owners; and
2) The feasibility of redevelopment projects
(especially in higher-density settings) is highly
sensitive to the required amounts and types of
onsite parking, suggesting that some flexibility for
the CCSP’s parking standards can be used to
incentivize new investment. Whereas much of the
CCSP area is subject to AB 2097 (i.e., no required
parking), private developers are likely to need
some level of parking for their projects to be
feasible from a marketability perspective.
As part of the CCSP update process:
• Evaluate opportunities for flexible parking standards for new development (while still ensuring that existing land uses have adequate parking)
• Evaluate options for consolidation of off-street parking spaces (i.e., surface parking lots) that serve the Plan area • Conduct more detailed analysis of potential revenue and funding sources to provide public parking in the Plan
area
• Consider options for City developed/owned public
parking structures in the Plan area (which can potentially reduce the amount of parking developers are required
to construct, thereby enhancing the feasibility of
targeted redevelopment projects)
• Consider potentials for tiered parking requirements (i.e., tied to site acreage) to incentivize lot consolidation
Retaining Legacy
Businesses
The Commons has a diverse mix of established businesses that the community values. These businesses have been
successful, in part, due to the area’s relatively affordable business costs (rents, free parking). Existing businesses within the Commons have expressed valid concerns about
potentially being displaced through the effects of
“gentrification,” whereby newer buildings in the area
could place upward pressure on commercial space rents.
• Implement Legacy Business Program specific to Camarillo Commons, potentially providing:
o Financial incentives for landlords to retain existing tenants
o Financial assistance (e.g., grants or low-interest
loans for upgrades to tenant improvements) to
businesses potentially vulnerable to displacement
o Technical assistance for businesses needing to
relocate
(See Table II-6 for characteristics of several existing legacy business programs in other cities.)
As another possible approach to retaining legacy businesses, the City could target attraction of a public market facility that has small suites that are subleased to smaller tenants.
Land Use Market Study - Camarillo Commons Plan Area
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14 Issue Discussion Recommendations
Affordable Housing
The City’s Housing Element recognizes the Camarillo
Commons as a strong candidate for development of
affordable housing. The Housing Element estimates
capacity for 487 affordable units on opportunity sites
within the Commons; this number represents 35% of the
City’s total RHNA obligation of 1,376 units.
• Evaluate the feasibility of alternative inclusionary housing requirements for residential projects in the Commons
• Conduct outreach to affordable housing developers to
identify potential roles the City could play in incentivizing development of affordable housing in the Plan area (e.g., financial incentives, density bonuses, flexible development standards, etc.)
Public Amenities/
Spaces
The previous CCSP (adopted in 2007) included a
performing arts center and a public plaza as potential
aspiration land uses in the Commons. Stakeholder input
provided during the course of TNDG’s market study
suggests that development of a performing arts center is not currently a priority among the area’s existing
businesses and property owners. The fact that the City is currently developing a bandshell/stage elsewhere in the community (at Dizdar Park) further indicates that a
performing arts venue within Camarillo Commons is a
lower priority than it was in 2007. However, there is still strong support for the concept of a plaza or other public gathering place to define the area’s character and
aesthetic appeal.
As part of the CCSP update process:
• Evaluate options of multi-use public plaza (consider
options in terms of size, functionality, location within the Plan area, and connectivity to other land uses)
• Define marketing program to maximize economic
productivity of the plaza area, consistent with the overall marketing/branding effort for the Commons
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15 Issue Discussion Recommendations
Resources to
Support Public and
Private
Improvements
This market study has not evaluated the potential costs of infrastructure and other public improvements (which
could include a plaza, landscaping, placemaking amenities, and public parking facilities). In this type of setting (where improvements would benefit both new development and
existing properties), a multi-layered funding strategy will likely be required. Although a more detailed strategy will need to be prepared as part of the forthcoming Strategic Plan update, this market study preliminarily identifies funding sources and financing mechanisms that would
appear to be promising for Camarillo Commons.
It should be noted that a Property & Business
Improvement District (PBID) is currently being explored in the Camarillo Old Town. If property owners within
Camarillo Commons showed significant interest in a PBID, it could potentially be combined with an Old Town PBID
(allowing for efficiencies that would benefit both areas).
Develop detailed funding/financing plan for CCSP update, potentially including the following sources of funding (detailed descriptions are provided in Appendix B):
Developers of New Projects
• Design standards requiring public improvements
• Development agreement for specific infrastructure
improvements (i.e., financial contribution towards CCSP- specific facility such as public plaza)
• Development impact fees (and related financing programs such as statewide SCIP and BOLD programs)
Camarillo Commons Property Owners (Value Based)
• Property Owners’ Association
• Property & Business Improvement District (PBID)
• Special Assessment Districts (various options, in addition to PBID) – see note about PBID options in left column
• Enhanced Infrastructure Financing District (likely to be infeasible in Camarillo, but included for consideration in the initial analysis)
Grant Funding Sources
• U.S. Economic Development Administration (EDA) Public Works and Economic Adjustment Assistance Programs
• Ventura County Transportation Commission (various funding sources)
• Various funding sources related to affordable housing development
Table II-5 on the next page shows the specific funding/financing tools that would potentially be applicable to different components of the CCSP implementation. More detailed descriptions of these programs are provided in Appendix B.
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16 Table II-5. Potential Funding Sources for Improvements and Programs in the Camarillo Commons Strategic Plan Developer Contributions Affordable
Housing
District-Based
Mechanisms City Resources Outside
Sources
DEVELOPMENT
STANDARDS
CEQA MITIGATIONS OF
PROJECT IMPACTS
IMPACT/IN-LIEU FEES
SCIP/BOLD UP-FRONT
COST COVERAGE
NEGOTIATED &
VOLUNTARY
AGREEMENTS
INTEGRATE FUNDING
SOURCES FROM
HOUSING ELEMENT,
CALIFORNIA HCD, ETC.
ASSESSMENT DISTRICT
(VARIOUS TOOLS)
PROPERTY OWNERS
EIFD
GENERAL FUND
CAPITAL
IMPROVEMENT
PROGRAM FUNDS
USER FEES
REGIONAL, STATE &
FEDERAL GRANTS
Regulatory Action
Update and Adoption of Strategic Plan (and
any related CEQA work) X X
Programs, Studies, and Initiatives
Grant Funding (investigate and pursue
external funding sources) X
Setting Impact Fees for Plan Area X X X X
Define Development Incentives X X X
Market-Based Elements of the Vision X
Branding the Plan Area X X X
Land Use Mix X X X X X X X
Catalyst Land Uses X X X X X
Development Densities X X X
Development Standards X X X
Parking X X X X X X X X X X
Legacy Businesses Assistance/Incentives X X X X X Affordable Housing X X X X X
Public Amenities/Spaces X X X X X X
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17 Developer Contributions Affordable
Housing
District-Based
Mechanisms City Resources Outside
Sources
DEVELOPMENT
STANDARDS
CEQA MITIGATIONS OF
PROJECT IMPACTS
IMPACT/IN-LIEU FEES
SCIP/BOLD UP-FRONT
COST COVERAGE
NEGOTIATED &
VOLUNTARY
AGREEMENTS
INTEGRATE FUNDING
SOURCES FROM
HOUSING ELEMENT,
CALIFORNIA HCD, ETC.
ASSESSMENT DISTRICT
(VARIOUS TOOLS)
PROPERTY OWNERS
EIFD
GENERAL FUND
CAPITAL
IMPROVEMENT
PROGRAM FUNDS
USER FEES
REGIONAL, STATE &
FEDERAL GRANTS
Incorporate Camarillo Commons into other
Relevant City Planning-Related Documents
and Operational Plans
X X X X X
Public Improvement Projects – Enhancements beyond individual developments (potential categories are listed for illustrative purposes – actual proposed improvements would be determined as part of Strategic Plan update process) Site Work X X X X X X X X X X
Circulation X X X X X X X X X X
Stormwater Drainage X X X X X X X X X X X
Water Supply X X X X X X X X X X X X
Wastewater Disposal X X X X X X X X X X X X
Dry Utilities X X X X X X X X X X
Misc. Project Elements: Traffic Control,
Landscaping X X X X X X X X X X X
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18 Table II-6 below provides a summary of key characteristics of existing legacy business programs in various communities in California and in Denver, Colorado. This information is not intended to provide a definitive model for Camarillo to follow, but is provided here to preliminarily identify components and operating guidelines for a legacy business program that could potentially be defined in detail in the CCSP.
As summarized in the table, the legacy business policy and promotion tools in operation in other cities are quite varied. Some involve less financial commitment from program sponsors, such as:
• City registries – focused on awareness raising of legacy businesses in the community. These have the potential to encourage pride and identity building for legacy businesses • City promotional vehicles (websites, social media, videos) focused on raising awareness of legacy businesses
• Award ceremonies for legacy businesses
• Maps at strategic city locations identifying legacy businesses Other potential programs would require more financial commitment. Some examples of these more intensive efforts include:
• Technical assistance (e.g., assistance negotiating long-term lease agreements, succession planning/employee ownership)
• Financial incentives (e.g., direct financial grants to landlords or tenants, rent subsidies, etc.)
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19 Table II-6. Summary Characteristics of Selected Existing Legacy Business Programs City/Organization Eligibility/Description Status
Direct Financial Support /
Other Support
San Francisco • Operated in San Francisco for 30 years or more • Had no break in SF operations for more than 2 years
• Contributed to San Francisco’s history or identity
Ongoing Yes
$1.02M for financial assistance funded
by City’s General Fund
$20,400 for program expenses
Rent Stabilization Grant – Incentive for
landlords to provide long-term leases
to legacy businesses: landlords apply
for grant.
• Pays up to $4.50 per SF up to 5,000
SF
• E.g., 1,000 SF = $5,000 annually
Was in effect for 9 years and was
discontinued for new applications in
FY 2024-25. Annual “re-applications”
will be accepted until the grant is
phased out completely (~15 yrs)
Business Assistance Grant (current
policy)
• Incentive for landlords to provide
long-term leases to legacy
businesses
• Requires that landlords share at
least 50% of the new grant with
legacy businesses to offset Legacy
Business’s rent (same formula as
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20 City/Organization Eligibility/Description Status
Direct Financial Support /
Other Support
rent stabilization grant shown
above)
Los Angeles Business that has been in operation for 20 years or more within the same community and meets three of the following four criteria:
• Contributes significantly to its community’s history or identity
• Sustains and cultivates distinctive cultural traditions or practices
• Business is not franchised or affiliated with a national corporate chain
• Provides vital goods and services in a language and manner that is culturally accessible to the community
Ongoing Yes
Up to $20,000 in grants for legacy
businesses that need financial
assistance ($10,000 for businesses
with 1-5 employees; $20,000 with 6 or
more employees
Launched on February 2024
Total funding of $5M from ARPA
funding to launch program ($4M
allocated to grants). No dedicated
funding source after APRA funds are
expended
Program also includes: promotional
activities, technical assistance, and
government connections
Long Beach A. Operated for at least 35 years in Long Beach or B. A combination of at least two of the following:
• Operated in Long Beach for at least 25 yrs
• Contributes to sense of history in surrounding
neighborhood
• Has distinctive architecture, interior design, or
landscaping
Ongoing No
• Technical assistance
• Marketing and promotional
assistance
• Networking and referrals to other
business support programs
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21 City/Organization Eligibility/Description Status
Direct Financial Support /
Other Support
• Supports the neighborhood’s cultural life, diversity, or identity
Denver • Annual gross revenue between $30,000 and $5,000,000 ($10M for manufacturers)
• Independent and/or locally owned
• Minimum of 10+ years of operation
• Publicly facing (“brick-and-mortar”) physical location • Provides goods or services directly to neighborhood
residents as classified by NAICS codes:
o 31-33 – Manufacturing (“Heritage Industrial”)
o 44-45 – Retail
o 71 – Arts, Entertainment, and Recreation
o 72 – Accommodation and Food Services
o Other Services (except Public Administration)
Ongoing No
• Appear in City’s Legacy Business
Registry
• Marketing & branding support
• Access to customized training &
technical assistance
• Tailored support and referrals to
other city & state business support
programs
L.A. Conservancy • Located within the boundaries of the County of Los Angeles
• Has operated and contributed to its community’s history and/or identity for 20 or more years
• Not franchised or affiliated with a national, corporate chain • For-profit business
• Less than 25 full-time employees
Expired Yes
• $50,000 in grants over two funding
rounds (funding from Wells Fargo)
• 10 $5,000 grants to ten eligible
businesses (500+ applications)
Source: California Preservation Foundation; program documentation; TNDG.
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22 III. Retail Demand Analysis
This section evaluates the market potential for new retail development in the City of Camarillo. The study evaluates the demand for new space by retail category (including restaurants), based on existing and future demographic makeup of the City’s resident population, along with potential demand from regional residents and visitors.
Overview of Methodology
For purposes of estimating impacts in the relevant categories, this analysis considers a Primary Market Area (PMA) that includes the City of Camarillo. The analysis projects total resident purchasing power within this trade area and uses this projection of total demand as the basis for determining new retail space that could be supported in the market area. Along with the Primary Market Area, the analysis also considers two Secondary Market Areas (SMAs) (see below) from which the project would be expected to draw a limited amount of market support. The study methodology includes the following major steps:
1. Estimate the current potential demand for retail sales in the primary market area, based on existing demographics;
2. Estimate the portion of total trade area demand that could realistically be “captured” by retail facilities in the primary market area, based on an evaluation retail taxable sales data in the City of Camarillo and the secondary market areas;
3. Forecast future (23-year) growth in the amount of supportable retail sales, based on projected increases in the trade area's resident population;
4. Compare this “potential” demand to the estimated volume of retail sales in the Primary Market Area, based on taxable sales data from the California Department of Tax and Fee Administration (CDTFA);
5. Estimate the volumes of additional retail sales, by individual retail category that the market could support in future years (through 2045), based on the difference between potentially supportable sales and the existing sales volumes; and
6. Translate potential new retail sales (determined in step 5) into supportable square feet of new retail space, based on standard sales per square foot factors by individual retail category.
Geographic Trade Areas Considered in this Analysis
As noted above, the market area boundaries include a PMA, along with two SMAs that include areas surrounding the City. The entire market area is broken down into the following three sub-areas:
• Primary Market Area (PMA): The PMA is defined by the City of Camarillo’s boundaries. Given the significant base of retail development in the city, the analysis assumes that residents would do most of their day-to-day shopping at Camarillo retail establishments. • Secondary Market Area-West (SMA-W): The SMA-W includes the area immediately to the north and west of Camarillo. It includes the following neighboring cities: Oxnard, Port Hueneme, Santa
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23 Paula, and Ventura. The SMA-W “nets out” the City of Camarillo to avoid double-counting its population in the SMA-W total.
• Secondary Market Area-East (SMA-E): The SMA-E includes the area immediately to the east and north of Camarillo. It includes the following neighboring cities: Thousand Oaks, Moorpark, Fillmore, and portions of Simi Valley.
The SMA boundaries were defined by an iterative process that involved analyzing taxable sales data and trends in the County, along with shopping patterns and visit trends from Placer.ai reports for various shopping centers and locations in Camarillo.
The PMA and SMA boundaries – hereinafter referred to as the Camarillo Retail Trade Area (CRTA) – are shown on Figure III-1 below.
Figure III-1. Camarillo Retail Trade Boundaries – PMA and SMA
Source: TNDG; ArcGIS Business Analyst
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24 Table II-1, below provides a summary of Placer.ai property overview data (for the six-year period January 2019 to January 2025) for selected retail centers/locations in the City of Camarillo. As noted above, this information was used to help inform the design of the secondary market area of the CRTA.
For the available retail centers/locations, the table provides the following variables: Total visits (in millions), average annual visits per year (millions), average dwell time (minutes), visit growth (year-over year and year-over-2 year), and geographic source of visitors (Camarillo versus outside of the City). As shown in the table, the Commons drew about 23.1 million visits for the six-year period. or about 3.85 million visits per year over this period. In addition, about 38% of the visitors are non-Camarillo residents, which is close to the median for all the locations in the City.
Table III-1:
Retail Site Visits Data – Selected Retail Centers/Locations in Camarillo based on Data from Placer.ai (Jan 2019 – Jan 2025)
Center
Total
Visits,
2019-25
(millions)
Avg
Annual
Visits/Yr
Avg.
Dwell
Time
Minutes YoY Yo2Y Camarillo Outside
CSU Channel Islands 12.5 2.08 570 1.0% 1.9% 61.3% 38.7% Camarillo Old Town 10.7 1.78 92 -0.3% 0.9% 44.4% 55.6%
Camarillo Plaza 7.3 1.22 49 0.1% -0.4% 58.1% 41.9%
Camarillo Premium Outlets 37.0 6.17 75 0.3% 1.4% 18.3% 81.7% Camarillo Town Center 32.3 5.38 37 0.2% 0.9% 45.1% 54.9% Camarillo Village Shopping Center 17.8 2.97 37 -0.3% 1.3% 70.4% 29.6% Carmen Plaza 16.4 2.73 26 -3.1% -6.1% 62.6% 37.4%
Central Plaza 10.2 1.70 25 -2.6% -6.9% 74.3% 25.7%
Las Posas Plaza 19.1 3.18 29 0.3% 0.6% 57.1% 42.9%
Mission Oaks Plaza 8.6 1.43 26 -1.3% -2.6% 80.9% 19.1%
Ponderosa Center 9.4 1.57 30 -3.3% -4.2% 65.4% 34.6%
Commons Area 23.1 3.85 31 0.2% 4.0% 62.3% 37.7%
Median (All Centers/Areas) 14.5 2.4 34 -0.1% 0.8% 61.8% 38.2% Source: Placer.ai, Property Overview Reports; TNDG.
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25 Retail Demand Analysis Summary
Table III-2, below, provides a summary of potential demand for new retail space in the trade area’s PMA. The demand projections are provided from 2023 (base year in this analysis) to 2045, the study period evaluated in this analysis.
Table III-2:
Potential Net Demand for New Retail Space
Camarillo Retail Trade Area – PMA
in Square Feet (all numbers are cumulative)
Retail Category 2023 2030 2035 2045
GAFO1 categories 545,449 658,578 744,379 754,801
Food and Beverage 50,672 68,892 82,501 85,820
Food Services and Drinking 10,357 31,235 46,991 49,563 Bldg. Matrl. and Garden Equip. and Supplies 0 10,023 17,525 19,231 Auto Parts 25,309 26,689 27,697 28,124
Services Space at 15% of Total 111,492 140,368 162,193 165,448
Total 743,279 935,784 1,081,286 1,102,987
Source: TNDG, Appendix A.
1. GAFO is a retail industry acronym for the shopper goods retail categories: General Merchandise, Apparel (Clothing and Accessories), Furniture (Home Furnishings and Appliances), and Other (Specialty/Other). *Totals may not sum due to rounding.
As shown on Table III-2, above, the City is currently (base year 2023) estimated to be able to support about 743,000 square feet of retail space over and above existing development levels. This estimate is based on comparing total demand potential with actual retail sales in the city to determine the extent to which there is current residual demand (or “leakage”) that could support the development of new retail space in the city. Accounting for future growth in the CRTA, the City could support about 1.1 million square feet of new retail space by 2045.
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26 Retail Demand Analysis Methodology
This section examines retail demand associated with the population in the trade area that would potentially shop at retail facilities in Camarillo.
The analysis considers three resident market areas:
1. A primary market area (PMA) defined by the City of Camarillo’s boundaries; and
2. Two secondary market areas (SMAs) that immediately border the City to the east, west, and north (see discussion above).
The analysis assumes that, given an adequate supply of retail facilities and convenient access, Camarillo residents would do most of their day-to-day shopping at City retail establishments. SMA residents are assumed to do occasional shopping in Camarillo in some retail categories, as discussed further below.
Population and Income Levels
The population in the CRTA is estimated and projected as follows:
Table III-3:
Household Projections by Year
Camarillo Park Retail Trade Area
Market Area
Estimated
2023
Households
Projected
2030
Households
Projected
2035
Households
Projected
2045
Households
PMA 26,873 27,572 28,082 28,299
SMA-W 121,471 132,562 141,099 141,202
SMA-E 101,383 106,260 109,888 109,889
Total 249,727 266,395 279,069 279,390
Source: ESRI; Southern California Association of Governments (SCAG), Connect SoCal 2024 Growth Projections.
The above population projections are from ESRI’s Demographic and Income Profile reports, while the projections (through 2045) are based on growth forecasts provided by the Southern California Association of Governments (SCAG).
Average household income levels in the CRTA are estimated as follows on Table III-4 on the following page:
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27 Table III-4:
Average Household Income Levels
Camarillo Retail Trade Area
Market Area 2023 Average Household
Income
PMA $149,527
SMA-W 118,523
SMA-E 180,025
Source: ESRI.
Retail Sales Demand
The portion of total income spent on retail purchases varies by the income level of the individual household and also varies depending on the strength of the overall economy. In general, the percentage of income spent on retail goods decreases as income levels rise (more affluent households spend more on retail goods in absolute dollar terms, but less as a percentage of their total income).
To forecast the ratio of total trade area income likely to be spent on retail purchases, TNDG evaluated data from the National Consumer Expenditure Survey (CES) to calculate the variation in retail expenditures by household income level. Since income levels vary between the PMA and SMA of the CRTA, retail expenditures as a percentage of income are expected to vary between sub-areas within the CRTA. Based on the average household income levels in the trade area and the CES data, TNDG estimates the retail-to-income ratio for the CRTA as follows on Table III-5 below.
Table III-5:
Percent of Household Income Spent on Retail Goods
Camarillo Retail Trade Area
Market Area
2023 Average
Household
Income
Percentage Factor
PMA $149,527 32.4%
SMA-W 118,523 37.9%
SMA-E 180,025 30.1%
Source: TNDG, Table III-4, based on data from the National CES.
Based on the average household income estimates and retail sales percentage factors in Table III-5, Table III-6 shows the total income in the CRTA, along with estimated retail demand (measured in terms of potential retail sales).
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28 Table III-6:
Income and Retail Demand
Camarillo Retail Trade Area
in thousands of constant dollars
Market Area 2023 2030 2035 2045
PMA $4,018,252 $4,122,769 $4,199,085 $4,231,418
SMA-W 14,397,151 15,711,674 16,723,481 16,735,713
SMA-E 18,251,394 19,129,548 19,782,553 19,782,779
Total Income $36,666,797 $38,963,992 $40,705,119 $40,749,911
PMA $1,301,914 $1,335,777 $1,360,503 $1,370,980
SMA-W 5,456,520 5,954,725 6,338,199 6,342,835
SMA-E 5,493,670 5,757,994 5,954,549 5,954,617
Total Retail Demand $12,252,103 $13,048,496 $13,653,251 $13,668,431 Source: TNDG.
*Totals may not sum due to rounding.
Distribution of Retail Expenditures
Projected retail demand from market area residents is disaggregated into various retail categories based upon retail expenditure patterns observed in Ventura County, based on taxable sales data from the CDTFA. The basic distribution of retail sales by retail category is projected as follows on Table III-7 on the following page.
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29 Table III-7:
Distribution of Retail Sales by Category
Camarillo Retail Trade Area
Retail Category Distribution
Shopper Goods:
Clothing and Clothing Accessories 6.5%
General Merchandise 8.0%
Home Furnishings and Appliances 3.0%
Specialty/Other 22.5%
Subtotal 40.0%
Convenience Goods:
Food and Beverage 15.5%
Food Service and Drinking 13.0%
Subtotal 28.5%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 7.0%
Motor Vehicle and Parts Dealers 16.5%
Gasoline Stations 8.0%
Subtotal 31.5%
Total 100.0%
Source: California Department of Tax and Fee Administration (CDTFA); TNDG.
Capture Rate Assumptions
Primary Market Area Capture Rates
The study treats the PMA as a relatively “closed system”. That is, it assumes that, given an adequate supply of retail stores, residents of the market area will make most of their retail purchases somewhere in the trade area. This is a reasonable assumption for purposes of estimating potential retail demand, given the sufficient and diverse supply of retail development in the PMA.
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30 Table III-8:
Capture Rates of Primary Market Area Demand
Camarillo Retail Trade Area
Retail Category Capture Rate
Shopper Goods:
Clothing and Clothing Accessories 100%
General Merchandise 85%
Home Furnishings and Appliances 85%
Specialty/Other 85%
Convenience Goods:
Food and Beverage 100%
Food Service and Drinking 90%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 85%
Motor Vehicle and Parts Dealers 65%
Gasoline Stations 100%
Source: TNDG.
Secondary Market Area Capture Rates
The PMA’s capture rates of SMA retail demand are projected to be lower than those for the PMA, given the longer distances that SMA residents would need to travel to shop in Camarillo. In addition, SMA capture rates are calibrated based on data from Placer.ai reports, along with taxable sales data in Ventura County. Capture rates by category for each SMA area are shown on Table III-9 on the following page.
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31 Table III-9:
Capture Rates of Secondary Market Area Demand
Camarillo Retail Trade Area
Retail Category SMA-W SMA-E
Shopper Goods:
Clothing and Clothing Accessories 70.0% 45.0%
General Merchandise 2.5% 1.5%
Home Furnishings and Appliances 2.5% 1.5%
Specialty/Other 2.5% 1.5%
Convenience Goods:
Food and Beverage 5.0% 2.5%
Food Service and Drinking 10.0% 7.5%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 5.0% 2.5%
Motor Vehicle and Parts Dealers 0.0% 0.0%
Gasoline Stations 0.0% 0.0%
Source: TNDG.
Potential Retail Sales Volumes
Based on the capture rates shown above, Table III-10, below, projects the potential resident market area demand in the CRTA for each retail category. As shown on the table, incremental demand through 2045 for retail sales in the CRTA is projected to grow in proportion to increases in the population.
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32 Table III-10:
Potential Retail Sales
Camarillo Retail Trade Area – PMA1
in thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods
Clothing and Clothing Accessories $332,896 $357,765 $376,821 $377,713 General Merchandise 110,431 114,258 117,100 117,822
Home Furnishings and Appliances 37,291 38,528 39,446 39,717 Specialty/Other 279,684 288,963 295,849 297,878
Subtotal $760,302 $799,515 $829,216 $833,130
Convenience Goods
Food and Beverage $244,085 $253,195 $259,999 $261,659 Food Services and Drinking 223,259 233,697 241,575 242,861 Subtotal $467,343 $486,892 $501,575 $504,520
Heavy Commercial Goods
Bldg. Matrl. and Garden Equip. and Supplies $96,562 $100,320 $103,134 $103,773 Motor Vehicle and Parts Dealers 139,630 143,262 145,914 147,038 Gasoline Stations 104,153 106,862 108,840 109,678
Subtotal $340,345 $350,445 $357,888 $360,489
Total $1,567,990 $1,636,851 $1,688,678 $1,698,139
Source: TNDG.
1. The demand for retail sales estimates for the PMA includes the retail expenditures in the PMA that are estimated to originate from shoppers who live in the SMA. *Totals may not sum due to rounding.
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33 Based on potential retail demand estimates and projections shown above, Table III-11 provides a comparison of potential demand in the PMA with estimated sales in each retail category. The base year in this analysis is 2023, the most recent year for which full-year taxable sales data are available from the CDTFA. The difference in potential demand and estimated sales (“Expected Less Actual” column in Table III-11) should be interpreted as potential supportable retail sales over and above existing estimated sales levels in the PMA. Put differently, the difference between potential demand and estimated sales is the existing estimated retail sales “leakage” in the PMA, or potential sales that could be “re-captured” with the development of additional retail facilities.
Table III-11:
Comparison of Potential Demand with Actual Sales
Camarillo Retail Trade Area – PMA
in thousands of dollars
Retail Category 2023
Demand
2023
PMA
Sales
Expected
Less Actual
Percent/
Actual/
Expected
Shopper Goods
Clothing and Clothing Accessories $332,896 $339,151 ($6,255) 101.9% General Merchandise 110,431 63,566 46,865 57.6%
Home Furnishings and Appliances 37,291 37,430 (138) 100.4% Specialty/Other 279,684 115,064 164,620 41.1%
$760,302 $555,211 $205,091 73.0%
Convenience Goods
Food and Beverage
Food Services and Drinking $244,085 $218,749 $25,336 89.6% Subtotal 223,259 218,080 5,179 97.7%
$467,343 $436,829 $30,515 93.5%
Heavy Commercial Goods
Bldg. Matrl. and Garden Equip. and Supplies
Motor Vehicle and Parts Dealers $96,562 $107,474 ($10,913) 111.3% Gasoline Stations 139,630 73,027 66,603 52.3%
Subtotal 104,153 158,368 (54,215) 152.1%
$340,345 $338,870 $1,475 99.6%
Total
Source: TNDG; CDTFA.
*Totals may not sum due to rounding.
In subsequent years, incremental demand in the CRTA is projected to grow in proportion to household increases. Table III-12, on the following page, shows the projected changes in incremental demand through 2045, the study period evaluated in this analysis.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
34 Table III-12:
Total Capture of Demand for New Retail Sales
Within PMA of Camarillo Retail Trade Area
in thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods
Clothing and Clothing Accessories $0 $24,869 $43,925 $44,817 General Merchandise 46,865 50,692 53,534 54,256
Home Furnishings and Appliances 0 1,237 2,155 2,426
Specialty/Other 164,620 173,899 180,785 182,814
Subtotal $211,485 $250,698 $280,399 $284,312
Convenience Goods
Food and Beverage $25,336 $34,446 $41,250 $42,910
Food Services and Drinking 5,179 15,617 23,495 24,781 Subtotal $30,515 $50,063 $64,746 $67,692
Heavy Commercial Goods
Bldg. Matrl. and Garden Equip. and Supplies $0 $3,759 $6,572 $7,212 Motor Vehicle and Parts Dealers 66,603 70,235 72,887 74,011 Gasoline Stations 0 2,709 4,687 5,525
Subtotal $66,603 $76,703 $84,146 $86,747
Total $261,738 $300,665 $329,677 $337,253
Source: TNDG.
*Totals may not sum due to rounding
Supportable Retail Space
Sales per Square Foot Standards
Projected sales volume requirements per square foot of retail space by retail category are derived from typical sales per square foot data from representative stores in each retail category (as reported in a “Retail Sales Per Square Foot Report” from BizMiner). The sales per square foot factors in Table III-13, on the following page, are generally at the high end of the range for each retail category. Based on the discussion below, relatively high sales per square foot assumptions translate into relatively conservative demand projections for new supportable square feet of retail space (see discussion below).
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
35 Table III-13:
Sales per Square Foot Standards for Retail Space
Camarillo Retail Trade Area
Retail Category Sales / Square Foot
Shopper Goods
Clothing and Clothing Accessories $325
General Merchandise $350
Home Furnishings and Appliances $500
Specialty/Other $400
Convenience Goods
Food and Beverage $500
Food Service and Drinking $500
Heavy Commercial Goods
Bldg. Matrl. and Garden Equip. and Supplies $375
Auto Parts $250
Gasoline Stations N/A
Source: TNDG, based on data published by BizMiner.
Demand for New Retail Space
The sales per square foot standards are applied to the net demand numbers for each relevant retail category, as shown on Table III-14, on the following page. This calculation essentially converts potential sales volumes to supportable square feet of new retail space. Supportable development levels will increase in the future by virtue of anticipated growth of the population in the DRTA. Based on analysis of a proprietary database of shopping centers in a major metropolitan area, TNDG has determined that services space (e.g., dry cleaners, hair salons, banks, etc.) accounts for 10% to 25% of total shopping center space, depending on type of retail development (i.e., regional, community, neighborhood, etc.).
Thus, this analysis assumes that, on average, services space accounts for 15% of total space in typical shopping center settings.
Following Table III-14, Table III-15 provides “net” retail demand projections, accounting for the pending Costo store (retail store, tire center, and gas station) that will be developed on 20 acres off Ventura Boulevard and east of Springville Drive.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
36 Table III-14:
Potential Demand for NEW Retail Space
Within PMA of Camarillo Retail Trade Area
Retail Category 2023 2030 2035 2045
Clothing and Clothing Accessories 0 76,521 135,153 137,897 General Merchandise 133,899 144,835 152,954 155,016
Home Furnishings and Appliances 0 2,474 4,311 4,852
Specialty/Other 411,550 434,747 451,962 457,036
Food and Beverage 50,672 68,892 82,501 85,820
Food Services and Drinking 10,357 31,235 46,991 49,563 Bldg. Matrl. and Garden Equip. and Supplies 0 10,023 17,525 19,231 Auto Parts1 25,309 26,689 27,697 28,124
Services Space at 10% of Total 111,492 140,368 162,193 165,448
Total 743,279 935,784 1,081,286 1,102,987
Source: TNDG.
1. Assumes that automotive parts stores account for 9.5% of sales in overall Auto group category (based on the statewide average as reported by the CDTFA).
Table III-15:
Potential Demand for NET NEW Retail Space
within PMA of Camarillo Retail Trade Area
Retail Category 2023 2030 2035 2045
Clothing and Clothing Accessories 0 76,521 135,153 137,897 General Merchandise 133,899 144,835 152,954 155,016
Home Furnishings and Appliances 0 2,474 4,311 4,852
Specialty/Other 411,550 434,747 451,962 457,036
Food and Beverage 50,672 68,892 82,501 85,820
Food Services and Drinking 10,357 31,235 46,991 49,563 Bldg. Matrl. and Garden Equip. and
Supplies 0 10,023 17,525 19,231
Auto Parts1 25,309 26,689 27,697 28,124
Services Space at 10% of Total 111,492 140,368 162,193 165,448
Total 743,279 935,784 1,081,286 1,102,987
Pending Costo Store 163,397 163,397 163,397
Total (net) 743,279 772,387 917,889 939,590
Source: TNDG.
1. Assumes that automotive parts stores account for 9.5% of sales in overall Auto group category (based on statewide average as reported the CDTFA).
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
37 IV. Office Demand Analysis
Statistical Overview
Table IV-1 provides an overview of the Ventura County region's office market and individual submarkets.
In addition, the table shows data for the City of Camarillo (part of the Central Ventura submarket) The table shows total square feet of office space, occupied square feet, vacant square feet, and vacancy rates. The table shows vacancy rate is lower in the Camarillo/Point/Mugu submarket (9.0%) compared to the Ventura County overall rate (10.4%).
Table IV-1. Overview of Office Market, 2024 (Q4)
Ventura County and Submarkets
Area Total Space
Occupied
Space
Vacant
Space
Vacancy
Rate
Square Feet
Ventura County
Camarillo/Point Mugu 2,605,108 2,371,075 234,033 9.0%
Fillmore/NE County 103,425 103,425 0.0%
Moorpark/Simi Valley 2,185,581 2,057,529 128,052 5.9%
Ojai/NW County 359,692 331,625 28,067 7.8%
Oxnard/Port Hueneme 3,607,313 3,307,965 299,348 8.3% Santa Paula/Somis 291,839 277,326 14,513 5.0%
Thousand Oaks/SE County 8,093,676 6,821,256 1,272,420 15.7% Ventura 4,627,178 4,330,774 296,404 6.4%
Total 21,873,812 19,600,975 2,272,837 10.4%
Camarillo/Point Mugu
Camarillo 2,601,599 2,367,566 234,033 9.0%
Source: CoStar; TNDG.
Figure IV-1, on the following page, shows the Camarillo/Point Mugu office sub-market boundaries.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
38 Figure IV-1: Camarillo/Point Mugu Office Market Area, Ventura County
Source: ESRI, ArcGIS Business Analyst, CoStar
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
39 Office Demand Forecast
Table IV-2, below, shows total employment by major industry groups for Ventura County, the Camarillo/Point Mugu submarket, and the City of Camarillo. Along with the employment data, the table shows the estimated percentage of jobs by industry group that are housed in office space environments.
For example, in the Information industry group, 50% of the total 3,631 County employees are estimated to work in office space environments.
Table IV-2. Total Employment by Industry Group and Estimated Percent in Office Space Ventura County, Camarillo/Point Mugu Submarket, and Camarillo (2023) Major Industry Group
Ventura
County
Camarillo/
Point Mugu Camarillo Jobs Housed in
Office Space
Employees
Agriculture 25,740 5,402 4,448 0%
Construction 19,228 2,633 2,446 0%
Manufacturing 26,861 5,369 5,272 0%
Wholesale Trade 12,332 1,316 1,245 0%
Retail Trade 30,905 3,793 3,766 0%
Transportation/Utilities 8,095 924 867 0%
Information 3,631 968 690 50%
Finance 16,610 1,302 1,067 75%
Professional 44,558 5,007 4,692 75%
Education 77,519 9,249 7,567 35%
Leisure 35,128 4,030 3,878 0%
Other Private Sector 8,663 1,254 1,158 0%
Public Sector 11,392 891 888 50%
Total 320,662 42,138 37,983
Source: TNDG, based on data from the U.S. Census Bureau (OnTheMap application) , Bureau of Labor Statistics, and CoStar.
Table IV-3, on the following page, shows the estimated number of employees in office space environments by major industry group. The estimates are derived by applying the industry office share factors to the estimated employees by industry group (Table IV-2). As shown on the table, based on the industry composition of employment in Camarillo, about 20% of the City’s 37,983 employees are estimated to work in office space environments. This percentage is slightly below the 24% factor in Ventura County.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
40 Table IV-3. Estimated Office-Related Employment by Major Industry Group Ventura County, Camarillo/Point Mugu Submarket, and Camarillo (2023) Major Industry Group
Ventura
County
Camarillo/Point
Mugu Camarillo
Agriculture/Mining/Oil-Gas 0 0 0
Construction 0 0 0
Manufacturing 0 0 0
Wholesale Trade 0 0 0
Retail Trade 0 0 0
Transportation/Utilities 0 0 0
Information 1,815 484 345
Finance 11,627 911 747
Professional 31,191 3,505 3,285
Education/Health Care/Social Assistance 27,132 3,237 2,648 Leisure 0 0 0
Other Private Sector 0 0 0
Public Sector 5,126 401 400
Total 76,891 8,539 7,424
Office jobs as % of total jobs: 24% 20% 20%
Source: TNDG, Table IV-2.
Table IV-4, below, shows employment projections through 2045 for the three geographic areas evaluated in the office analysis. The table shows the City is projected to add about 3,378 new employees over the forecast period, representing a growth rate of 8.9%. This growth rate is slightly higher than the projected 7.2% growth rate for the Camarillo/Point Mugu submarket. It is well above the Ventura County projected growth rate of 3.0%.
Table IV-4. Projected Growth in Total Employment
Ventura County, Camarillo/Point Mugu Submarket, and Camarillo (2023-45) Market Area 2023 2030 2035 2040 2045
Ventura County 320,662 328,565 334,329 332,224 330,133
Camarillo/Point Mugu Submarket 42,138 43,529 44,550 44,869 45,191
Camarillo 37,983 39,431 40,499 40,928 41,361
Source: TNDG; based on data from the U.S. Census (OnTheMap), Bureau of Labor Statistics (BLS), and the Southern California Association of Governments (SCAG).
Table IV-5, on the following page, provides office space demand projections for the Ventura County and Camarillo/Point Mugu submarket areas. The demand projections are based on the employment data
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
41 and factors developed in the previous four tables. The table shows that the Camarillo/Point Mugu submarket area is projected to support approximately 147,000 to 186,000 square feet of new office space over the study period.
Table IV-5. Office Space Demand Projections
Ventura County and Camarillo/Point Mugu Submarket (2023-45) Demand Variable 2023-35 2035-45
22-Year
Total
Total Employment Growth
Ventura County 13,667 0 13,667
Camarillo/Point Mugu 2,412 642 3,053
Office Employment Growth @:
Ventura County 24% 3,277 0 3,277
Camarillo/Point Mugu 20% 489 130 619
New Space Demand @ 250 SF per job
Ventura County 819,308 0 819,308
Camarillo/Point Mugu 122,176 32,500 154,676
New Space Demand @ 300 SF per job
Ventura County 983,170 0 983,170
Camarillo/Point Mugu 146,611 39,000 185,611
Source: TNDG.
Table IV-6, below, provides office space demand projections for the City of Camarillo. Starting with the approximate midpoint of office demand projections for the Camarillo/Point Mugu submarket on Table IV-5, Table IV-6 shows that the Camarillo/Point Mugu submarket is projected to be able to support approximately 170,000 square feet of new office space over the study period. As shown in the table, the City is projected to be able to support between 153,000 (baseline forecast) and 170,000 (aggressive forecast) square feet of new office space. The baseline forecast assumes a City capture rate of 90% of Camarillo/Point Mugu office space demand, while the aggressive forecast assumes a 100% capture rate.
Based on the industry employment projections provided above in the previous tables, the City is projected to capture all of the office-related employment growth over the study period.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
42 Table IV-6. Office Space Demand Projections
City of Camarillo (2023-45)
Demand Variable Amount
Existing Office Space in Camarillo: 2,601,599
Projected Demand for New Space in Camarillo/Pt. Mugu, 2023-2045: 170,1441
Camarillo Share of Camarillo/Pt. Mugu Demand:
-- Baseline forecast 90%
-- Aggressive forecast 100%
Projected Demand for New Space, Camarillo:
-- Baseline forecast 153,000
-- Aggressive forecast 170,000
1. Approximate midpoint of the range of demand for new office space in the Camarillo/Point Mugu submarket (see Table IV-5).
Source: TNDG.
The projected demand for new office space in the Camarillo/Point Mugu market area translates to about 7,400 square feet per year over the entire study period (2023 to 2045). This projection is slightly above the net absorption of office space during the most recent 11-year period (2014-Q4 to 2024-Q4) in the Camarillo/Point Mugu submarket, which averaged close to 5,500 square feet.
Along with the projected demand for new office space shown above, City staff is also aware of some office space on Paseo Camarillo (north of the Camarillo Premium Outlets) that houses a significant amount of government office buildings. Some of this space is believed to be functionally obsolete and would potentially need to be redeveloped for the existing tenants’ space requirements. Although speculative at this point, some tenants transitioning from this obsolete space could be a factor in driving demand for new office space in the Camarillo Commons plan area.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
43 V. Industrial Demand Analysis
Statistical Overview
Table V-1 provides an overview of the Ventura County region's industrial market and individual submarkets. The table also provides further detail for the Central Ventura submarket. The table shows total square feet of industrial space, occupied square feet, vacant square feet, and vacancy rates. The table clearly shows the relative strength of the industrial market in Ventura County, with an overall vacancy rate of 4.3%.
Table V-1. Overview of Industrial Market in 2024 (Q4, QTD) Ventura County and Submarkets
Area Total Space
Occupied
Space
Vacant
Space
Vacancy
Rate
Square Feet
Ventura County
Central Ventura 14,502,471 13,832,449 670,022 4.6%
Moorpark/Simi Val 13,890,846 12,857,466 1,033,380 7.4% Oxnard/Pt Hueneme 26,412,484 25,921,920 490,564 1.9% Thousand Oaks 9,040,580 8,383,519 657,061 7.3%
Ventura 11,895,529 11,489,568 405,961 3.4%
Total 75,741,910 72,484,922 3,256,988 4.3%
Central Ventura
Camarillo 10,775,661 10,441,532 334,129 3.1%
Source: CoStar
Figure V-1, on the following page, shows the Central Ventura Industrial sub-market boundary.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
44 Figure V-1: Central Ventura Industrial Market Area, Ventura County
Source: ESRI, ArcGIS Business Analyst, CoStar
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
45 Industrial Demand Forecast
Table V-2, below, shows total employment by major industry group for Ventura County, the Central Ventura submarket area, and Camarillo. Along with the employment data, the table shows the estimated percentage of jobs by industry group that are housed in industrial space environments. For example, in the Transportation/Utilities industry group, 35% of the total 8,095 County employees are estimated to work in industrial space environments.
Table V-2. Total Employment by Industry Group and Estimated Percent in Industrial Space Ventura County, Central Ventura Submarket, and Camarillo (2023) Major Industry Group
Ventura
County
Central
Ventura Camarillo
Jobs Housed in
Industrial
Space Employees
Agriculture/Mining/Oil-Gas 25,740 10,295 4,448 15%
Construction 19,228 4,075 2,446 40%
Manufacturing 26,861 6,181 5,272 100%
Wholesale Trade 12,332 1,676 1,245 85%
Retail Trade 30,905 5,229 3,766 5%
Transportation/Utilities 8,095 1,257 867 35%
Information 3,631 1,032 690 15%
Finance/Real Estate 16,610 1,539 1,067 0%
Professional 44,558 6,065 4,692 0%
Education/Health Care/Social Assistance 77,519 12,019 7,567 0% Leisure 35,128 5,182 3,878 0%
Other Private Sector 8,663 1,602 1,158 40%
Public Sector 11,392 1,233 888 0%
Total 320,662 57,386 37,983
Source: TNDG, based on data from the U.S. Census Bureau (OnTheMap application), Bureau of Labor Statistics (BLS), and CoStar.
Table V-3, on the following page, shows the estimated number of employees in industrial space environments by major industry group. The estimates are derived by applying the industry industrial space share factors to the estimated employees by industry group (Table V-2). As shown on the table, based on the industry composition of employment in Camarillo, about 24% of the City’s 37,983 employees are estimated to work in industrial space environments. This percentage is above the 18% and 21% factors in Ventura County and the Central Ventura markets, respectively.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
46 Table V-3. Estimated Industrial-Related Employment by Major Industry Group Ventura County, Central Ventura Submarket, and Camarillo (2023) Major Industry Group
Ventura
County
Central
Ventura Camarillo
Agriculture/Mining/Oil-Gas 3,861 1,544 667
Construction 7,691 1,630 978
Manufacturing 26,861 6,181 5,272
Wholesale Trade 10,483 1,424 1,058
Retail Trade 1,545 261 188
Transportation/Utilities 2,833 440 303
Information 545 155 104
Finance 0 0 0
Professional 0 0 0
Education 0 0 0
Leisure 0 0 0
Other Private Sector 3,465 641 463
Public Sector 0 0 0
Total 57,284 12,276 9,034
Industrial jobs as % of total jobs: 18% 21% 24%
Source: TNDG, Table IV-2.
Table V-4, below, shows employment projections through 2045 for the three geographic areas evaluated in the industrial analysis. The table shows the City is projected to add about 3,378 new employees over the forecast period, representing a growth rate of 8.9%. This growth rate is well above the projected 3.8% and 3.0% growth rates for the Central Ventura and Ventura County submarkets, respectively.
Table V-4. Projected Growth in Total Employment
Ventura County, Central Ventura Submarket, and Camarillo (2023-45) Market Area 2023 2030 2035 2040 2045
Ventura County 320,662 328,565 334,329 332,224 330,133
Central Ventura Submarket 57,386 59,401 60,884 60,217 59,558
Camarillo 37,983 39,431 40,499 40,928 41,361
Source: TNDG; based on data from the U.S. Census (OnTheMap), Bureau of Labor Statistics (BLS), and the Southern California Association of Governments (SCAG).
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
47 Table V-5, below, provides industrial space demand projections for Ventura County and the Central Ventura subarea. The demand projections are based on the employment data and factors developed in the previous four tables. As illustrated in the table, the Central Ventura market area is projected to support approximately 823,000 to 973,000 square feet of new industrial space over the study period.
Table V-5. Industrial Space Demand Projections
Ventura County and Central Ventura Submarket (2023-45)
Demand Variable 2023-35 2035-45
22-Year
Total
Total Employment Growth
Ventura County 13,667 0 13,667
Central Ventura Industrial Market Area 3,498 0 3,498
Industrial Employment Growth @:
Ventura County 18% 2,442 0 2,442
Central Ventura 21% 748 0 748
New Space Demand @ 1,100 SF per job
Ventura County 2,685,679 0 2,685,679
Central Ventura 823,186 0 823,186
New Space Demand @ 1,300 SF per job
Ventura County 3,173,984 0 3,173,984
Central Ventura 972,856 0 972,856
Source: TNDG.
Table V-6, below, provides industrial space demand projections for the City of Camarillo. Starting with the approximate midpoint of industrial demand projections for the Central Ventura submarket on Table V-5, Table V-6 shows that the Central Ventura submarket is projected to be able to support approximately 898,000 feet of new industrial space over the study period. As shown in the table, the City is projected to be able to support between 674,000 (baseline forecast) and 808,000 (aggressive forecast) square feet of new industrial space. The baseline forecast assumes a City capture rate of 75% of industrial space demand, while the aggressive forecast assumes a 90% capture rate. Table V-1 shows that the Camarillo accounts for 74% of the total existing industrial space in the Central Ventura submarket. In addition, employment is projected to grow much faster in the City compared to the submarket, as shown in Table V-4. Thus, the projected 75% to 90% capture rate range represents a reasonable forecast for the City.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
48 Table V-6. Industrial Space Demand Projections
City of Camarillo (2023-45)
Demand Variable Amount
Existing Industrial Space in Camarillo: 10,775,661
Projected Demand for New Space in Central Ventura, 2023-2045: 898,021
Camarillo Share of Central Ventura Demand:
-- Baseline forecast 75%
-- Aggressive forecast 90%
Projected Demand for New Space, Camarillo
-- Baseline forecast 674,000
-- Aggressive forecast 808,000
1. See Table V-5.
Source: TNDG.
The projected demand for new industrial space in the Central Ventura market area translates to about 39,000 square feet per year over the entire study period (2023 to 2045). This projection is below the net absorption of industrial space during the most recent 10-year period (2014-Q4 to 2024-Q4) in the Central Ventura market, which averaged about 78,300 square feet per year. However, decreasing land availability will likely constrain development over the long term, consistent with the 10-year demand projections provided by CoStar (which also show a slowdown in net absorption of industrial space through 2034 in the Central Ventura area).
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
49 VI. Housing Demand Analysis
Projected Household Growth in Camarillo
Official SCAG household growth projections for the City of Camarillo reflect minimal growth through at least 2045 (about 5.5%), with the growth rate tapering off in later years of the projection period. TNDG has applied a somewhat more aggressive scenario, based on the following assumptions:
• Camarillo will proactively seek to expand the capacity for housing throughout the city, in addition to Camarillo Commons, partly for the sake of appropriately efficient land use in the city and partly to recognize RHNA obligations.
• Since housing is generally undersupplied throughout Ventura County and elsewhere in Southern California, this expanded housing supply is likely to be readily absorbed. • In attempting to meet the City’s RHNA obligations for affordable housing, demand which could otherwise go unmet in the region will also be readily absorbed.
Table VI-1 summarizes TNDG’s assumptions for future household growth in the city:
Table VI-1. Camarillo Household Growth Rates as Modeled Growth intervals Household growth rate/interval
2023-2030
3.85%
2030-2035
3.00%
2035-2040
2.00%
2040-2045
1.50%
Source: TNDG.
With this scenario, TNDG’s figures represent what the consultants believe to be reasonably achievable and in line with City goals, while also being less constrained by the official projections.
Projected capture at Camarillo Commons
Model Framework
The model incorporates consideration of multiple sources of expected household growth in Camarillo and Ventura County, including the following as well as the assumptions noted above:
• California Department of Finance projections for Ventura County. • SCAG forecasts for Camarillo.
• Caltrans forecasts for Ventura County.
• Esri forecasts for Camarillo, 2024-2029, by income-interval categories.
The Esri forecasts indicate that increases in number of households will occur primarily in higher-income categories, with decreases in households in lower-income categories, which is based on a combination of real wage growth, inflationary effects, and (presumably) anticipations about the changing nature of households in Camarillo. For purposes of modeling housing demand, while recognizing the durability of existing housing as a relatively fixed asset, TNDG's projected household growth is assumed to
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
50 predominate in the income categories that are roughly 60% of the median-income level and above, while the numbers of households in lower categories are held constant.
The following bullet points summarize the key features of the housing demand projections provided in Tables Vi-2 to Vi-4.
• Table VI-2 shows the breakdown of households in the city by income range (including the midpoint of provided income ranges), supportable home prices and monthly rental rates by household income level.2 In addition, the table shows the projected percentage of new housing demand that would be ownership versus rental properties (as the table shows, the share of ownership properties is positively correlated with average household income levels). • Table VI-3 shows the projection of citywide housing demand by household income levels and ownership versus rental properties. Over the entire study period, the city could theoretically support the development of close to 2,900 new residential units. • Table VI-4 shows the share of citywide housing demand that could be supported in the Camarillo Commons Plan Area. Based on projected capture rates of 20% and 25% for ownership and rental properties, respectively (projected to decrease to 15% and 20% post 2030), the Plan Area could theoretically support the development of about 591 new dwelling units.
2 Supportable home prices are based on an ownership price at income multiplier of 3.75 while supportable rental rates assume rents account for 35% of gross income.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
51 Table VI-2. Housing Demand Factors for Citywide Housing Projections City of Camarillo
Income Range Midpoint of Income Supportable
Home Price
Supportable Rent/Mo. % Owners (new homes)
$0 $15,000
$15,000 $24,999 $20,000 $75,000 $583
$25,000 $34,999 $30,000 $112,500 $875
$35,000 $49,999 $42,000 $157,500 $1,225
$50,000 $74,999 $62,000 $232,500 $1,808 0%
$75,000 $99,000 $87,000 $326,250 $2,538 0%
$100,000 $149,999 $125,000 $468,750 $3,646 5%
$150,000 $199,999 $175,000 $656,250 $5,104 30%
$200,000 $300,000 $250,000 $937,500 $7,292 50%
Source: TNDG; ESRI
Table VI-3. Citywide Housing Demand Projections by Income Level, 2023-2045 Ownership and Rental Properties, City of Camarillo
Added HH by 2030 Added HH by 2035 Added HH by 2040 Added HH by 2045 Midpoint
of Income
Added
HHs Owners Renters Added
HHs Owners Renters Added
HHs Owners Renters Added
HHs Owners Renters
$62,000 107 0 107 87 0 87 59 0 59 46 0 46
$87,000 135 0 135 109 0 109 75 0 75 57 0 57
$125,000 177 9 168 143 7 136 98 5 93 75 4 71
$175,000 177 53 124 143 43 100 98 30 68 75 23 52
$250,000 440 220 220 356 178 178 245 122 123 187 94 93
Total 1,036 839 576 441
Source: TNDG, Table VI-2
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
52 Table VI-4. Housing Demand Projections by Income Level, 2023-2045 Ownership and Rental Properties, Camarillo Commons Plan Area Added HH by 2030 Added HH by 2035 Added HH by 2040 Added HH by 2045 Midpoint
of Income
Total
units
Owners Renters
Total
units
Owners Renters
Total
units
Owners Renters
Total
units
Owners Renters
% Capture % Capture % Capture % Capture
25% 25% 15% 20% 15% 20% 15% 20%
$62,000 27 0 27 17 0 17 12 0 12 9 0 9
$87,000 34 0 34 22 0 22 15 0 15 11 0 11
$125,000 44 2 42 28 1 27 19 1 19 15 1 14
$175,000 42 11 31 27 7 20 18 5 14 14 4 10
$250,000 99 44 55 62 27 36 43 18 25 33 14 19
Total 245 56 189 156 34 122 107 24 84 82 18 64
Note that table entries for units are rounded to the nearest whole number.
Source: TNDG, Table IV-3
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
53 VII. Project Feasibility Analysis
As a means of determining land use mixes and development densities that would potentially be feasible for future projects in Camarillo Commons, TNDG has prepared financial feasibility scenarios for three (3) for-rent and two (2) for-sale real estate development prototypes, with densities varying within each of the two categories. All are mixed-use projects, with either 10,000 or 20,000 square feet of retail area (smaller retail being paired with more densely developed residential, at least in part reflecting site spacing constraints), one-quarter of which is assumed to be in restaurant uses. The pro forma models are all based on a prototypical 4-acre site, roughly the mid-point of the lot sizes available within Camarillo Commons, according to the Housing Element, which assumes some parcel consolidation.
The analysis results are summarized on the following tables: Table VII-1, A and B, summarize the three rental projects, and Table VII-2, A and B, the for-sale scenarios. The “A” versions of the table show prices, in terms of square feet, and the “B” versions in terms of rents or costs per unit.
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
54 Project overview/residential
component
Retail
component Parking notes Residential
Density (DUA)
Typical/
Average
Unit Size
Threshold Rent
for Feasible
Project
Current
Market
Estimate
Currently
Feasible?
Low-density mixed Use: 3-story
MF building above
podium/garage
20,000 SF retail,
25% restaurant
space
30% sheltered or in-
building parking 25
Residential component 860 $3.39 $3.30
Retail component $2.57 $2.50
Mid-density mixed Use: 4-story
MF building above podium/
garage
20,000 SF retail,
25% restaurant
space
34% sheltered or in-
building parking;
podium/garage at more
than 1 level
35 Residential component 860 $3.23 $3.30
Retail component $2.45 $2.50
High-density mixed Use: 4 to 5-
story MF building above
podium/garage
10,000 SF retail,
25% restaurant
space
29% sheltered or in-
building parking;
podium/garage at more
than 1 level
45 Residential component 860 $3.28 $3.30
Retail component $2.48 $2.50
Project overview/residential
component Retail component Parking notes Residential
Density (DUA)
Typical/
Average
Unit Size
Threshold Rent
for Feasible
Project
Current
Market
Estimate
Currently
Feasible?
Low-density mixed Use: 3-story
MF building above
podium/garage
20,000 SF retail,
25% restaurant
space
30% sheltered or in-
building parking 25
Residential component 860 $2,915 $2,838
Retail component (SF basis) $2.57 $2.50
Mid-density mixed Use: 4-story
MF building above
podium/garage
20,000 SF retail,
25% restaurant
space
34% sheltered or in-
building parking;
podium/garage at more
than 1 level
35 Residential component 860 $2,778 $2,838
Retail component (SF basis) $2.45 $2.50
High-density mixed Use: 4 to 5-
story MF building above
podium/garage
10,000 SF retail,
25% restaurant
space
29% sheltered or in-
building parking;
podium/garage at more
than 1 level
45 Residential component 860 $2,821 $2,838
Retail component (SF basis) $2.48 $2.50
Yes
Yes
Table VII-1.A
Note, these project variations are all based on a 4-acre lot Marginally
Table VII-1.B
Summary of Pro Forma Feasiblity Analysis - RENTAL HOUSING Total Montly Rent Basis
Summary of Pro Forma Feasiblity Analysis - RENTAL HOUSING Per Square Foot (PSF) Basis
Marginally
Yes
Yes
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
55 For purposes of this pro forma exercise, TNDG has assumed a land acquisition cost of $60 per square foot (which generally reflects the current market in this part of Ventura County). To the extent actual land assembly costs are higher, the evaluated projects would require higher rents/sales prices in order to achieve the indicated levels of feasibility.
In some cases, higher-density projects are more expensive to develop because the need to accommodate parking requires higher-cost solutions.
Model inputs are based on a variety of sources, including data from CoStar, reports from major real estate brokerage houses, advertised listings, and data from TNDG files. The model uses the Residual Land Value (RLV) approach to estimating financial feasibility. In this method, the cost of development, including a profit factor for the developer, is compared to expected receipts from the project (where sales of units are applicable), or the capitalized value of the project’s expected annual net income.
These models are subject to a number of limitations, and also sensitivities to variations in input values, and are not intended to assess the feasibility of specific projects. A sense of analysis sensitivity is Table VII-2.A
Summary of Pro Forma Feasiblity Analysis - OWNERSHIP HOUSING Project overview/residential
component Retail component Parking notes Residential
Density
Typical/
Average Unit
Size
Resid. Threshold
Sales Price PSF for
Feasible Project
Current Market
Estimate
Currently
Feasible?
Low-density mixed Use: 2-
story residential building
above podium/garage
10,000 SF retail,
25% restaurant
space
56% in-building
parking 20
Residential component 1,800 $437.76 $433.00
Retail component (rents) $2.53 $2.50
Mid-density mixed Use: 2-
story residential building
above podium/garage
10,000 SF retail,
25% restaurant
space
62% in-building
parking 30
Residential component 1,800 $412.43 $433.00
Retail component (rents) $2.38 $2.50
Table VII-2.B
Summary of Pro Forma Feasiblity Analysis - OWNERSHIP HOUSING Total Sales Price Basis
Project overview/residential
component Retail component Parking notes Residential
Density
Typical/
Average Unit
Size
Resid. Threshold
Sales Price for
Feasible Project
Current Market
Estimate
Currently
Feasible?
Low-density mixed Use: 2-
story residential building
above podium/garage
10,000 SF retail,
25% restaurant
space
56% in-building
parking 20
Residential component 1,800 $787,973 $779,400
Retail component (rents/SF
basis) $2.53 $2.50
Mid-density mixed Use: 2-
story residential building
above podium/garage
10,000 SF retail,
25% restaurant
space
62% in-building
parking 30
Residential component 1,800 $742,379 $779,400
Retail component (rents/SF
basis) $2.38 $0.00
Yes
Essentially
yes
Essentially
yes
Yes
Per Square Foot (PSF) Basis
Land Use Market Study - Camarillo Commons Plan Area
The Natelson Dale Group, Inc.
56 illustrated on the following Figure VII-1, which shows how Residual Land Values (RLV) would change with variations in individual input values, which on the chart are varied independently, according to the percentages shown.
Figure VII-1: Sensitivity of RLV to Varying Input Values
Although the prototypes evaluated in the pro forma analysis indicate that mixed-use projects with a relatively small commercial component are financially feasible, TNDG generally recommends that commercial space be an “allowed but not required” use within mixed-use zones. As a means of maximizing developer/investor interest in the plan area, the CCSP update should consider allowing “residential only” projects in mixed-use zones.
The detailed pro forma spreadsheets from which the above summary is derived are provided in Appendix C of this report.
$0 $20 $40 $60 $80 $100 $120 $140
Base
5%
10%
15%
Resulting Residual Land Values from individual
variables changing, independently, by % shown*
Cost/SF (hard, decrease) CAP rate (increase) Rent (increase)
APPENDIX A:
RETAIL DEMAND MODEL
CAMARILLO RETAIL MARKET AREA
Table A-1
Household Projections
Camarillo Retail Trade Area
Area 2023 2030 2035 2045
Primary Market Area (PMA) 26,873 27,572 28,082 28,299 Secondary Market Area-East (SMA-W) 121,471 132,562 141,099 141,202 Secondary Market Area-West (SMA-E) 101,383 106,260 109,888 109,889 Total Market Area 249,727 266,395 279,069 279,390
Source: ESRI, Demographic and Economic Profile; Southern California Council of Governments (SCOG).
Table A-2
Average Household Income Projections
Camarillo Retail Trade Area
in Constant 2023 dollars
2023
PMA $149,527
SMA-W $118,523
SMA-E $180,025
Annual Increase Factor 0.00%
Area 2023 2025 2035 2045
PMA $149,527 $149,527 $149,527 $149,527
SMA-W $118,523 $118,523 $118,523 $118,523
SMA-E $180,025 $180,025 $180,025 $180,025
Source: ESRI; U.S. Census Bureau; TNDG.
Table A-3
Total Income and Potential Retail Sales Projections
Camarillo Retail Trade Area
In thousands of constant dollars
PMA SMA-W SMA-E
Percent of Income Spent on Retail Goods 32.4% 37.9% 30.1% Area 2021 2025 2035 2045
Total Income:
PMA $4,018,252 $4,122,769 $4,199,085 $4,231,418
SMA-W 14,397,151 15,711,674 16,723,481 16,735,713
SMA-E 18,251,394 19,129,548 19,782,553 19,782,779
Total $36,666,797 $38,963,992 $40,705,119 $40,749,911
Potential Retail Sales:
PMA $1,301,914 $1,335,777 $1,360,503 $1,370,980
SMA-W 5,456,520 5,954,725 6,338,199 6,342,835
SMA-E 5,493,670 5,757,994 5,954,549 5,954,617
Total $12,252,103 $13,048,496 $13,653,251 $13,668,431
Source: TNDG, Consumer Expenditure Survey, U.S. Census Bureau.
Table A-4
Distribution of Retail Sales by Retail Category
Camarillo Retail Trade Area
%Distribution %Distribution %Distribution %Distribution Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories 6.5% 6.5% 6.5% 6.5%
General Merchandise 8.0% 8.0% 8.0% 8.0%
Home Furnishings and Appliances 3.0% 3.0% 3.0% 3.0%
Specialty/Other 22.5% 22.5% 22.5% 22.5%
Subtotal 40.0% 40.0% 40.0% 40.0%
Convenience Goods:
Food and Beverage 15.5% 15.5% 15.5% 15.5%
Food Service and Drinking 13.0% 13.0% 13.0% 13.0%
Subtotal 28.5% 28.5% 28.5% 28.5%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 7.0% 7.0% 7.0% 7.0% Motor Vehicle/Other Vehicle Dealers 16.5% 16.5% 16.5% 16.5% Gasoline Stations 8.0% 8.0% 8.0% 8.0%
Subtotal 31.5% 31.5% 31.5% 31.5%
Total 100.0% 100.0% 100.0% 100.0%
Source: TNDG, based on historical taxable sales trends for Los Angeles County.
Table A-5
Projected Demand for Retail Sales by Major Retail Category Camarillo Retail Trade Area - PMA
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $84,624 $86,826 $88,433 $89,114 General Merchandise 104,153 106,862 108,840 109,678
Home Furnishings and Appliances 39,057 40,073 40,815 41,129 Specialty/Other 292,931 300,550 306,113 308,470
Subtotal $520,765 $534,311 $544,201 $548,392
Convenience Goods:
Food and Beverage $201,797 $207,045 $210,878 $212,502
Food Service and Drinking 169,249 173,651 176,865 178,227 Subtotal $371,045 $380,697 $387,743 $390,729
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $91,134 $93,504 $95,235 $95,969 Motor Vehicle/Other Vehicle Dealers 214,816 220,403 224,483 226,212 Gasoline Stations 104,153 106,862 108,840 109,678
Subtotal $410,103 $420,770 $428,559 $431,859
Total $1,301,914 $1,335,777 $1,360,503 $1,370,980
Source: TNDG
Table A-6
Projected Demand for Retail Sales by Major Retail Category Camarillo Retail Trade Area - SMA-W
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $354,674 $387,057 $411,983 $412,284 General Merchandise 436,522 476,378 507,056 507,427
Home Furnishings and Appliances 163,696 178,642 190,146 190,285 Specialty/Other 1,227,717 1,339,813 1,426,095 1,427,138 Subtotal $2,182,608 $2,381,890 $2,535,280 $2,537,134
Convenience Goods:
Food and Beverage $845,761 $922,982 $982,421 $983,139
Food Service and Drinking 709,348 774,114 823,966 824,569 Subtotal $1,555,108 $1,697,096 $1,806,387 $1,807,708
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $381,956 $416,831 $443,674 $443,998 Motor Vehicle/Other Vehicle Dealers 900,326 982,530 1,045,803 1,046,568 Gasoline Stations 436,522 476,378 507,056 507,427
Subtotal $1,718,804 $1,875,738 $1,996,533 $1,997,993
Total $5,456,520 $5,954,725 $6,338,199 $6,342,835
Source: TNDG
Table A-7
Projected Demand for Retail Sales by Major Retail Category Camarillo Retail Trade Area - SMA-E
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $357,089 $374,270 $387,046 $387,050 General Merchandise 439,494 460,640 476,364 476,369
Home Furnishings and Appliances 164,810 172,740 178,636 178,638 Specialty/Other 1,236,076 1,295,549 1,339,773 1,339,789 Subtotal $2,197,468 $2,303,198 $2,381,819 $2,381,847
Convenience Goods:
Food and Beverage $851,519 $892,489 $922,955 $922,966
Food Service and Drinking 714,177 748,539 774,091 774,100 Subtotal $1,565,696 $1,641,028 $1,697,046 $1,697,066
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $384,557 $403,060 $416,818 $416,823 Motor Vehicle/Other Vehicle Dealers 906,455 950,069 982,501 982,512 Gasoline Stations 439,494 460,640 476,364 476,369
Subtotal $1,730,506 $1,813,768 $1,875,683 $1,875,704
Total $5,493,670 $5,757,994 $5,954,549 $5,954,617
Source: TNDG
Table A-8
Potential Capture of Market Area Demand for Retail Sales Expressed in Percentages Camarillo Retail Trade Area - PMA
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories 100.0% 100.0% 100.0% 100.0% General Merchandise 85.0% 85.0% 85.0% 85.0%
Home Furnishings and Appliances 85.0% 85.0% 85.0% 85.0% Specialty/Other 85.0% 85.0% 85.0% 85.0%
Convenience Goods:
Food and Beverage 100.0% 100.0% 100.0% 100.0%
Food Service and Drinking 90.0% 90.0% 90.0% 90.0%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 85.0% 85.0% 85.0% 85.0% Motor Vehicle/Other Vehicle Dealers 65.0% 65.0% 65.0% 65.0% Gasoline Stations 100.0% 100.0% 100.0% 100.0%
Source: TNDG
Note: GAFO is a retail industry acronym for the shopper goods retail categories: General Merchandise, Apparel (Clothing and Accessories), Furniture (Home Furnishings and Appliances), and Other (Specialty/Other).
Table A-9
Potential Capture of Market Area Demand for Retail Sales Expressed in Percentages Camarillo Retail Trade Area - SMA-W
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories 70.0% 70.0% 70.0% 70.0% General Merchandise 2.5% 2.5% 2.5% 2.5%
Home Furnishings and Appliances 2.5% 2.5% 2.5% 2.5%
Specialty/Other 2.5% 2.5% 2.5% 2.5%
Convenience Goods:
Food and Beverage 5.0% 5.0% 5.0% 5.0%
Food Service and Drinking 10.0% 10.0% 10.0% 10.0%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 5.0% 5.0% 5.0% 5.0% Motor Vehicle/Other Vehicle Dealers 0.0% 0.0% 0.0% 0.0% Gasoline Stations 0.0% 0.0% 0.0% 0.0%
Source: TNDG
Table A-10
Potential Capture of Market Area Demand for Retail Sales Expressed in Percentages Camarillo Retail Trade Area - SMA-E
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories 45.0% 45.0% 45.0% 45.0% General Merchandise 1.5% 1.5% 1.5% 1.5%
Home Furnishings and Appliances 1.5% 1.5% 1.5% 1.5%
Specialty/Other 1.5% 1.5% 1.5% 1.5%
Convenience Goods:
Food and Beverage 2.5% 2.5% 2.5% 2.5%
Food Service and Drinking 7.5% 7.5% 7.5% 7.5%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 2.5% 2.5% 2.5% 2.5% Motor Vehicle/Other Vehicle Dealers 0.0% 0.0% 0.0% 0.0% Gasoline Stations 0.0% 0.0% 0.0% 0.0%
Source: TNDG
Table A-11
Potential Capture of Market Area Demand for Retail Sales Camarillo Retail Trade Area - PMA
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $84,624 $86,826 $88,433 $89,114 General Merchandise 88,530 90,833 92,514 93,227
Home Furnishings and Appliances 33,199 34,062 34,693 34,960 Specialty/Other 248,991 255,467 260,196 262,200
Subtotal $455,344 $467,188 $475,836 $479,500
Convenience Goods:
Food and Beverage $201,797 $207,045 $210,878 $212,502
Food Service and Drinking 152,324 156,286 159,179 160,405 Subtotal $354,121 $363,331 $370,057 $372,906
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $77,464 $79,479 $80,950 $81,573 Motor Vehicle/Other Vehicle Dealers 139,630 143,262 145,914 147,038 Gasoline Stations 104,153 106,862 108,840 109,678
Subtotal $321,247 $329,603 $335,704 $338,289
Total $1,130,712 $1,160,123 $1,181,597 $1,190,696
Source: TNDG
Table A-12
Potential Capture of Market Area Demand for Retail Sales Camarillo Retail Trade Area - SMA-W
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $248,272 $270,940 $288,388 $288,599 General Merchandise 10,913 11,909 12,676 12,686
Home Furnishings and Appliances 4,092 4,466 4,754 4,757 Specialty/Other 30,693 33,495 35,652 35,678
Subtotal $293,970 $320,811 $341,470 $341,720
Convenience Goods:
Food and Beverage $42,288 $46,149 $49,121 $49,157
Food Service and Drinking 70,935 77,411 82,397 82,457
Subtotal $113,223 $123,561 $131,518 $131,614
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $19,098 $20,842 $22,184 $22,200 Motor Vehicle/Other Vehicle Dealers 0 0 0 0
Gasoline Stations 0 0 0 0
Subtotal $19,098 $20,842 $22,184 $22,200
Total $426,291 $465,213 $495,172 $495,534
Source: TNDG
Table A-13
Potential Capture of Market Area Demand for Retail Sales Camarillo Retail Trade Area - SMA-E
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $0 $0 $0 $0
General Merchandise 10,987 11,516 11,909 11,909
Home Furnishings and Appliances 0 0 0 0
Specialty/Other 0 0 0 0
Subtotal $10,987 $11,516 $11,909 $11,909
Convenience Goods:
Food and Beverage $0 $0 $0 $0
Food Service and Drinking 0 0 0 0
Subtotal $0 $0 $0 $0
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $0 $0 $0 $0 Motor Vehicle/Other Vehicle Dealers 0 0 0 0
Gasoline Stations 0 0 0 0
Subtotal $0 $0 $0 $0
Total $10,987 $11,516 $11,909 $11,909
Source: TNDG
Table A-11
Potential Capture of Market Area Demand for Retail Sales Camarillo Retail Trade Area - PMA and SMA Combined
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $332,896 $357,765 $376,821 $377,713 General Merchandise 110,431 114,258 117,100 117,822
Home Furnishings and Appliances 37,291 38,528 39,446 39,717 Specialty/Other 279,684 288,963 295,849 297,878
Subtotal $760,302 $799,515 $829,216 $833,130
Convenience Goods:
Food and Beverage $244,085 $253,195 $259,999 $261,659
Food Service and Drinking 223,259 233,697 241,575 242,861 Subtotal $467,343 $486,892 $501,575 $504,520
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $96,562 $100,320 $103,134 $103,773 Motor Vehicle/Other Vehicle Dealers 139,630 143,262 145,914 147,038 Gasoline Stations 104,153 106,862 108,840 109,678
Subtotal $340,345 $350,445 $357,888 $360,489
Total $1,567,990 $1,636,851 $1,688,678 $1,698,139
Source: TNDG
Table A-12
Comparison of Potential Retail Demand with Estimated Sales Camarillo Retail Trade Area - PMA
in thousands of constant dollars
2023
Retail Category 2023 Estimated Expected Less Percent
Demand Sales Actual Actual/Expected
Shopper Goods:
Clothing and Clothing Accessories $332,896 $339,151 ($6,255) 101.9% General Merchandise 110,431 63,566 $46,865 57.6%
Home Furnishings and Appliances 37,291 37,430 ($138) 100.4% Specialty/Other 279,684 115,064 $164,620 41.1%
Subtotal $760,302 $555,211 $205,091 73.0%
Convenience Goods:
Food and Beverage $244,085 $218,749 $25,336 89.6%
Food Service and Drinking 223,259 218,080 5,179 97.7%
Subtotal $467,343 $436,829 $30,515 93.5%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $96,562 $107,474 ($10,913) 111.3% Motor Vehicle/Other Vehicle Dealers 139,630 73,027 66,603 52.3% Gasoline Stations 104,153 158,368 (54,215) 152.1%
Subtotal $340,345 $338,870 $1,475 99.6%
Total $1,567,990 $1,330,909 $25,735 84.9%
Source: CDTFA; TNDG.
Table A-13
Net Supportable Retail Sales
Camarillo Retail Trade Area - PMA
in thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $0 $24,869 $43,925 $44,817 General Merchandise 46,865 50,692 53,534 54,256
Home Furnishings and Appliances 0 1,237 2,155 2,426
Specialty/Other 164,620 173,899 180,785 182,814
Subtotal $211,485 $250,698 $280,399 $284,312
Convenience Goods:
Food and Beverage $25,336 $34,446 $41,250 $42,910
Food Service and Drinking 5,179 15,617 23,495 24,781
Subtotal $30,515 $50,063 $64,746 $67,692
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $0 $3,759 $6,572 $7,212 Motor Vehicle/Other Vehicle Dealers 66,603 70,235 72,887 74,011 Gasoline Stations 0 2,709 4,687 5,525
Subtotal $66,603 $76,703 $84,146 $86,747
Total $261,738 $300,665 $329,677 $337,253
Source: TNDG
Table A-14
Sales per Square Foot Assumptions by Category
Camarillo Retail Trade Area
Retail Category
Sales /
Square Feet
Clothing and Clothing Accessories $325
General Merchandise $350
Home Furnishings and Appliances $500
Specialty/Other $400
Food and Beverage $500
Food Services and Drinking $500
Bldg. Matrl. and Garden Equip. and Supplies $375
Auto Parts $250
Source: TNDG
Table A-15
Net Supportable Retail Space by Category
Camarillo Retail Trade Area
Expressed in Square Feet
Retail Category 2023 2030 2035 2045
Clothing and Clothing Accessories 0 76,521 135,153 137,897 General Merchandise 133,899 144,835 152,954 155,016
Home Furnishings and Appliances 0 2,474 4,311 4,852
Specialty/Other 411,550 434,747 451,962 457,036
Food and Beverage 50,672 68,892 82,501 85,820
Food Services and Drinking 10,357 31,235 46,991 49,563
Bldg. Matrl. and Garden Equip. and Supplies 0 10,023 17,525 19,231 Auto Parts1
25,309 26,689 27,697 28,124
Services Space @ 15% of Total 111,492 140,368 162,193 165,448 GRAND TOTAL 743,279 935,784 1,081,286 1,102,987
Source: TNDG
1. Assumes that automotive parts stores account for 9.5% of sales in overall Auto group category (based on statewide average as reported the CDTFA).
APPENDIX B:
PROFILES OF POTENTIAL FUNDING SOURCES AND FINANCING MECHANISMS
B-1
This appendix describes funding sources and financing mechanisms potentially relevant to implementation of the anticipated Camarillo Commons Strategic Plan (CCSP) update (CCSP). The appendix is organized in the following sections:
1. Abbreviated profiles of most relevant funding sources and financing mechanisms
2. Potential Funding Sources in Relation to Improvements and Programs in the Camarillo Commons Strategic Plan Area
3. Detailed Descriptions of Relevant Funding Sources and Financing Mechanisms
4. Programs and Funding Sources Related to Affordable Housing Development
1. PROFILES OF POTENTIAL FUNDING SOURCES AND FINANCING MECHANISMS Statewide Community Infrastructure Program
The Statewide Community Infrastructure Program (SCIP) is a financing program offered by the California Statewide Communities Development Authority (CSCDA). It helps developers pay impact fees and finance public infrastructure through tax-exempt bonds.
Key Features:
• Purpose: Funds roads, water systems, drainage, parks, and other public improvements. • Funding Mechanism: Developers can prepay impact fees or get reimbursed after payment. • Participation: Cities, counties, and special districts can join the program. • Approval Process: Requires a majority vote from affected landowners. • Formation Steps: Includes a Resolution of Intention, an engineer’s report, and a public hearing. • Exclusions: Cannot finance general public benefits like parks, schools, or administrative buildings.
SCIP has financed over $1 billion in impact fees and infrastructure since 2003.
Bond Opportunities for Land Development (BOLD)
The Bond Opportunities for Land Development (BOLD) program, offered by the California Municipal Finance Authority (CMFA), is a funding mechanism designed to help developers and local public agencies in California finance public infrastructure and development fees for new projects. It utilizes the Mello- Roos Community Facilities Act of 1982 to issue municipal bonds, providing a cost-effective solution for financing the infrastructure needed to support new housing and commercial developments. The program is managed by the CMFA, which handles the formation of Community Facilities Districts (CFDs), bond offerings, and ongoing administration, minimizing the burden on participating municipalities and developers.
Key Features
• Purpose: Finance public infrastructure and development fees for new residential and commercial projects through the issuance of municipal bonds.
• Funding Mechanism: Uses Mello-Roos Community Facilities Districts (CFDs) to issue tax-exempt municipal bonds, with repayment secured by a special tax levied on the properties within the development.
B-2
• Participation: Developers of eligible housing, retail, commercial, and industrial projects can apply, provided the local city or county is a member of the California Municipal Finance Authority (CMFA).
• Approval Process: After a developer applies, the local public agency must approve the project's participation, and then the CMFA manages the entire bond issuance process. • Formation Steps: The process involves the developer applying to the CMFA, the local agency joining the CMFA and approving the project, the CMFA forming a CFD, and the subsequent issuance of bonds to fund the project.
• Exclusions: Financing is generally limited to public facilities and fees, with local jurisdictions retaining authority to prohibit certain uses, such as financing development impact fees.
Property Owners’ Association
Commercial Property Owners' Associations (CPOAs), which include entities like business parks and office condominiums, are distinct from their residential counterparts and are governed by a specific legal framework. Commercial and industrial developments in California fall under the Commercial and Industrial Common Interest Development Act (CICID Act), codified in California Civil Code Sections 6500- 6876. This legislation became effective on January 1, 2014, to address the unique needs of commercial property owners, who are generally considered more sophisticated than residential homeowners and require fewer consumer protections. For mixed-use properties that include a residential component, the more restrictive Davis-Stirling Act continues to apply.
The CICID Act grants commercial association boards significant authority while offering fewer statutory protections for individual owners compared to the Davis-Stirling Act. For example, many of the stringent requirements for budgets, disclosures, and meeting notices found in the Davis-Stirling Act are not present in the CICID Act.
Key Features
• Purpose: Provide management, and fund maintenance, repairs, and improvements of shared commercial property assets (e.g., parking lots, roofing, HVAC) while ensuring compliance with local ordinances.
• Funding Mechanism: Primarily through regular assessments (based on square footage/value), special assessments (for unexpected costs), reserve funds (for long-term repairs), and potential loans/grants (e.g., SBA 504 loans, SoCalGas rebates).
• Participation: Membership and financial obligation are typically mandatory for all property owners within the defined geographical area of the association. • Approval Process: The establishment of a commercial district requires a petition and a majority vote from the property or business owners who will be assessed, followed by local government approval.
• Formation Steps: Formation involves the developer or property owners drafting governing documents, defining the boundaries and services, and then seeking approval from the property owners and the relevant city or county government.
• Exclusions: Generally, properties outside the defined district boundaries and, in some cases, residential and agricultural-zoned land within commercial districts are excluded from assessment.
B-3
Property & Business Improvement District (PBID)
Property and Business Improvement Districts (PBID) serve as a vital funding mechanism for revitalizing and enhancing commercial areas. Established through a public-private partnership, these districts allow property and business owners to collectively fund supplemental services and improvements beyond what a local government typically provides. Funds are collected through an assessment on real property, which appears on property tax bills, and are managed by a nonprofit organization of property owners to deliver tailored services. These assessments are not considered taxes; they are fees for special benefits received by the properties within the district. The collected funds are dedicated solely to the improvements and services outlined in the district's management plan and cannot be diverted for general governmental use.
Key Features
• Purpose: Provide supplemental services and improvements to a specific commercial area to increase its desirability, vibrancy, and safety.
• Funding Mechanism: Financed through a special assessment levied on real property within the district's boundaries, which is collected with property taxes. • Participation: All property owners within the established boundaries are required to pay the assessment; there are no opt-outs.
• Approval Process: Requires a petition signed by property owners representing at least 50% of the total assessment, followed by a weighted ballot vote where a majority must approve the formation.
• Formation Steps: The process includes creating a steering committee, conducting outreach to property owners, developing a detailed management plan, and successfully completing a petition drive and ballot proceeding before the city council can establish the district. • Exclusions: Residential and agricultural properties are generally not subject to PBID assessments, and government-owned parcels may be exempt if they can prove they receive no special benefit.
Landscape and Lighting Districts (LLD)
Landscape and Lighting Districts (LLDs) in California are a specialized funding mechanism established by local government agencies to pay for the installation, maintenance, and servicing of public improvements, primarily focused on landscaping and lighting. Governed by the Landscaping and Lighting Act of 1972, these districts operate on a benefit assessment principle, meaning only properties that directly benefit from the improvements are assessed a fee. This structure allows for a dedicated and localized funding source for public amenities that enhance the safety, desirability, and property values of a specific area.
The formation of an LLD is a legal process initiated by a local agency, such as a city, county, or special district. It involves conducting an engineer's report to detail the proposed improvements, boundaries, and costs, followed by a public hearing and a balloting process where affected property owners vote on the formation of the district and the proposed assessment. A majority vote is required for approval.
Once established, the assessments are typically collected annually through property tax bills.
B-4
The funds generated by an LLD are restricted and can only be used for the specific improvements and services outlined in the district's formation documents. This ensures that the money collected from property owners is used for their direct benefit. The assessment amounts are based on a formula that determines the proportional special benefit each parcel receives from the improvements, not on the property's value, which distinguishes it from a general tax.
Key Features:
• Purpose: provide a dedicated funding source for the installation and maintenance of public landscaping, lighting, and other related improvements within a defined area. • Funding Mechanism: A special benefit assessment is levied on properties within the district, with the amount based on the proportional benefit received from the improvements. • Participation: Property owners within the defined geographic boundaries of the proposed district are the primary participants.
• Approval Process: Requires a majority vote from the affected property owners through a mailed ballot process following a public hearing.
• Formation Steps: A local agency initiates the process, prepares an engineer's report, notifies property owners, holds a public hearing, and conducts a ballot proceeding. • Exclusions: Properties outside the district's boundaries are not assessed, and funds cannot be used for general city or county expenses.
Infrastructure and Revitalization Financing Districts (IRFD) Infrastructure and Revitalization Financing Districts (IRFDs) in California are a financing tool established in 2014 to help local governments fund public infrastructure, affordable housing, and economic development projects. They operate by capturing the increase in property tax revenue, known as tax increment, generated within a designated district to finance projects of community-wide significance.
IRFDs are particularly focused on the revitalization of former military bases and areas that were part of former redevelopment agency project areas.
The creation of an IRFD and the issuance of bonds to fund projects require a two-thirds voter approval.
This mechanism allows cities, counties, and special districts to collaborate on and fund significant developments. While similar to Enhanced Infrastructure Financing Districts (EIFDs), IRFDs have some key distinctions, including a different maximum term and a specific focus on former military base areas.
Key Features:
• Purpose: Provide a financing mechanism for public infrastructure, affordable housing, economic development, and job creation, with a focus on revitalizing former military bases. • Funding Mechanism: Utilizes tax increment financing, capturing the growth in property tax revenues within the district to pay for projects.
• Participation: Cities, counties, and special districts can create and participate in an IRFD. • Approval Process: Formation of the district and the issuance of bonds require a two-thirds approval from voters within the district's boundaries.
• Formation Steps: Involves defining the district boundaries, preparing an infrastructure financing plan detailing the projects, and securing voter approval.
B-5
• Exclusions: School districts are excluded from contributing their property tax increment to the financing of the district.
Enhanced Infrastructure Financing District
Enhanced Infrastructure Financing Districts (EIFDs) are a governmental financing tool in California that allows cities and counties to fund a wide array of public infrastructure and economic development projects. Established by legislation in 2014 as a successor to the former Redevelopment Agencies, EIFDs utilize tax increment financing to pay for projects of community-wide significance without imposing new taxes on property owners.
The core of the EIFD funding mechanism is the capture of future growth in property tax revenues, known as tax increment, from a designated district. This revenue is then used to finance projects directly or to repay bonds issued for those projects. The formation and governance of an EIFD involves the creation of a Public Financing Authority (PFA), which includes representatives from the participating local agencies and the public. This authority is responsible for developing and implementing an Infrastructure Financing Plan (IFP) that outlines the projects to be funded.
Key Features:
• Purpose: Finance public infrastructure and economic development projects of community-wide significance.
• Funding Mechanism: Captures the increase in property tax revenue (tax increment) within a defined district to fund projects.
• Participation: Cities, counties, and special districts can voluntarily participate and contribute their share of tax increment.
• Approval Process: Requires the formation of a Public Financing Authority and public hearings; issuing bonds requires 55% voter approval.
• Formation Steps: Involves defining boundaries, creating a Public Financing Authority, and developing an Infrastructure Financing Plan (IFP) approved by participating agencies. • Exclusions: School districts are prohibited from contributing their property tax increment to an EIFD.
Community Facilities District (Mello-Roos)
A Community Facilities District (CFD), also known as a Mello-Roos District, is a special tax district in California that provides a method for financing public infrastructure and services in developing areas.
Established under the Mello-Roos Community Facilities Act of 1982, CFDs are formed by local government agencies like cities, counties, special districts, and school districts. They are a response to the limitations on property taxes imposed by Proposition 13. Property owners within a CFD pay a special tax in addition to their regular property taxes. This tax revenue is used to either directly pay for services and improvements on a "pay-as-you-go" basis or, more commonly, to repay bonds sold to fund large capital projects.
Key Features:
• Purpose: Provide funding for public facilities and services required by new developments.
B-6
• Funding Mechanism: Levies a special tax on properties within the district's boundaries, which is separate from and in addition to standard property taxes. • Participation: Property owners within the designated district are subject to the special tax. • Approval Process: Requires a two-thirds vote from qualified electors, who are either the registered voters or, if there are fewer than 12, the landowners within the proposed district. • Formation Steps: Initiated by a local government agency, it involves defining the district boundaries, specifying the facilities and services to be funded, determining the tax rate, and holding a public hearing and election.
• Exclusions: Certain properties, such as those that are publicly-owned, used for affordable housing under the "welfare exemption," or held by homeowners' associations, may be exempt from the special tax.
Infrastructure State Revolving Fund (ISRF) Loan Program The Infrastructure State Revolving Fund (ISRF) program in California, administered by the California Infrastructure and Economic Development Bank (IBank), provides low-cost, direct loans to public agencies and certain non-profits for a wide array of public infrastructure projects. This financing mechanism is designed to support projects that enhance communities and promote economic expansion, with a particular focus on assisting small to mid-sized local governments and those in underserved areas.
Key Features:
• Purpose: offer affordable financing for public infrastructure and economic development projects that improve and sustain local communities.
• Funding Mechanism: The IBank issues its own AAA-rated bonds to generate funds for the loans, passing the low borrowing costs on to the participants. This creates a revolving fund where loan repayments are used to finance future projects.
• Participation: Eligible applicants include various subdivisions of local government such as cities, counties, special districts, joint powers authorities, and some non-profit corporations sponsored by a public agency.
• Approval Process: Applications are accepted on a continuous, first-come, first-served basis without competitive scoring. IBank conducts a preliminary review and provides feedback before a formal application is invited, with funds potentially available within 45 to 90 days of board approval.
• Formation Steps: Applicants typically engage in a preliminary review with IBank, and if encouraged, submit a formal application. Ideally, projects should be "shovel-ready" and require funding within six to twelve months.
• Exclusions: The program explicitly excludes financing for housing projects, although housing- related infrastructure on public land is eligible. General and administrative costs of the borrower are also not typically covered.
GRANT SOURCES
Several sources of grant funding may be available at the regional, state, or federal level.
U.S. Economic Development Administration Public Works Program B-7
The U.S. Economic Development Administration (EDA) Public Works Program is a crucial funding mechanism designed to assist distressed communities in revitalizing, expanding, and upgrading their physical infrastructure. This program empowers communities to attract new industries, foster business expansion, generate local investment, and create or retain long-term employment. Projects funded through this program are diverse, ranging from traditional public works like water and sewer system improvements to modern infrastructure such as technology-based facilities and fiber optic cable networks. A key requirement is that all projects must align with a current Comprehensive Economic Development Strategy (CEDS) or an equivalent regional economic plan.
Key Features:
• Purpose: Help distressed communities revitalize and upgrade their physical infrastructure to attract new industry, encourage business expansion, and create or retain long-term jobs. • Funding Mechanism: Provides grants and cooperative agreements to eligible entities. The federal cost-share generally ranges from 50 to 80 percent, with the applicant responsible for the remaining match.
• Participation: Eligible applicants include state and local governments, federally recognized Tribal governments, non-profits, and public and private institutions of higher education. • Approval Process: Applications are accepted on a rolling basis through the Grants.gov portal and are reviewed expeditiously. The process includes a review by various divisions such as planning, engineering, legal, and environmental.
• Formation Steps: Applicants must develop a project that aligns with a regional Comprehensive Economic Development Strategy (CEDS), secure non-federal matching funds, and submit a complete application package through the designated online system. • Exclusions: The program does not provide grants to individuals or for-profit entities. Additionally, funds cannot be used for projects that would support or oppose collective bargaining. Certain actions that do not significantly affect the environment may be categorically excluded from extensive environmental reviews.
Clean Water State Revolving Fund Program, Expanded Use Proposition 1 Funding (Grants and Loans) The Clean Water State Revolving Fund (CWSRF) program in California serves as a crucial financial engine for a wide array of projects aimed at restoring and maintaining the quality of the state's water resources.
Administered by the State Water Resources Control Board (State Water Board), the CWSRF provides low- cost financing to public agencies, tribes, and non-profit organizations for infrastructure projects that protect public health and the environment. Functioning like an environmental infrastructure bank, the program uses a sustainable model where loan repayments are recycled back into the fund to finance future projects, ensuring a perpetual source of funding for California's water quality needs.
The program is a federal-state partnership, initially capitalized by federal grants and state matching funds. It is capable of financing a broad spectrum of projects, from multi-million dollar wastewater treatment plant upgrades to smaller-scale nonpoint source pollution control efforts. The application process is managed through the State Water Board's Financial Assistance Application Submittal Tool (FAAST) and involves a thorough environmental review to ensure compliance with both state and federal regulations.
B-8
Key Features:
• Purpose: Provide low-cost financing for projects that restore and protect water quality, sustain California's water resources, and reduce the effects of climate change. • Funding Mechanism: A perpetual, low-interest loan program capitalized by federal grants and state matching funds, where loan repayments are used to fund new projects. • Participation: Eligible participants include government entities, Native American tribes, and non- profit organizations responsible for water quality projects. • Approval Process: Applicants submit an application through the online FAAST portal, followed by an environmental review and assignment of a project manager to guide the process. • Formation Steps: The program was established under the federal Clean Water Act, which provides annual capitalization grants to states; California manages its fund through the State Water Board.
• Exclusions: While the program funds a wide variety of projects, it has specific eligibility criteria outlined in the Clean Water Act; projects must fall under one of the eleven eligible categories.
Table B-1 summarizes funding mechanisms potentially applicable to the Camarillo Commons Strategic Plan that are based on capturing or otherwise leveraging the value of new development.
B-9
Table B-1. Summary of Major District-Based Value-Capture Tools Funding Tool Description Uses Considerations
Statewide Community
Infrastructure Program
(SCIP)
Statewide program offered by the
California Statewide Communities
Development Authority (CSCDA) that
helps developers cover certain up-front
costs, through tax-exempt bonds.
Cover cost of impact fees,
finance public infrastructure.
• Assessment district or CFD is formed for each
development project and local obligations
incurred are then payable from assessments
or special taxes.
Bond Opportunities for
Land Development (BOLD)
Program
Statewide program through the
California Municipal Finance Authority
to help both developers and local public
agencies with certain up-front costs,
using municipal bonds.
Finance public infrastructure
needed for new development. • Works directly with developers.
Property Owner’s
Association
Legal entity that manages and funds
shared services and amenities for a
collection of properties through
mandatory owner assessments.
Funds are utilized for a wide
range of services including
maintenance of common
areas, security, landscaping,
marketing, and capital
improvements to enhance
property values.
• Potential buyers must be aware of the binding
rules (CC&Rs) and the financial commitment
of ongoing assessments, while boards have a
statutory duty to levy sufficient funds for the
association's obligations.
Property & Business
Improvement District
(PBID)
A self-imposed, self-governed
assessment of real property within a
commercial district to fund enhanced
services and improvements.
Funds are commonly used for
services like security patrols,
cleaning crews, marketing,
graffiti removal, landscaping,
special events, and business
attraction efforts.
• The initial term for a PBID is typically five
years, after which it must be renewed through
a similar approval process for a term of up to
ten years.
• The services provided by the PBID must be
supplemental to, and not replace, the services
already provided by the city or county.
Landscape and Lighting
District (LLD)
A financing tool used by local
governments to assess benefiting
property owners for the cost of public
landscape and lighting improvements.
Funds are used for a variety of
public improvements including
landscaping, street and traffic
lights, parks, fountains, and
public restrooms.
• The process can take a significant amount of
time, often up to a year, and increasing
assessments also requires a majority vote of
property owners.
Infrastructure and
Revitalization Financing
Districts (IRFD)
A local government financing tool that
uses future property tax growth to fund
infrastructure and revitalization projects
in designated areas, particularly former
military bases.
Funds can be used for a variety
of projects including
transportation infrastructure
like highways, affordable
housing, industrial structures,
• The requirement of two-thirds voter approval
can be a significant hurdle, and the process
involves coordination among multiple local
agencies.
B-10
Funding Tool Description Uses Considerations
and sewage treatment
facilities.
Enhanced Infrastructure
Financing District (EIFD)
Uses funds generated through Tax
Increment revenue, generated from
District property value increases post-
EIFD formation (voluntarily shared by
participating agencies). Can be channel
for other financing mechanisms.
Infrastructure improvements,
development of public
facilities, affordable housing
development, climate
resilience initiatives, and other
uses.
• Formation does not require a local vote, but
bond issuance requires a vote of 55 percent of
landowners.
• Flexible project eligibility.
• Individual property owners incur additional
fees and taxes – an especially critical issue in
the period before tax increment funds may
become available to help offset such
obligations.
• Does not divert revenues from schools.
• Reduces growth of future General Fund
revenues by allocating the district’s future
property tax revenue growth to the EIFD.
• Does not typically generate significant
additional revenue above what the City
already receives.
Community Facilities
District (Mello-Roos)
Additional assessment on property,
where taxes are not based on property
value but on selected factors like square
footage or proximity to improvements.
CFDs can issue tax-exempt municipal
bonds, repaid through special taxes.
Infrastructure improvements,
development of public
facilities, drainage, police
protection, and ongoing
operations and maintenance.
• Requires approval of two-thirds of property
owners.
• Boundaries can include noncontiguous
parcels.
• Fees can be proportionally subdivided and
passed on to future property owners.
• Increases costs and risk for landowners and
homeowners if fees dissuade buyers or
reduce achievable sales prices.
• Impacts paying stakeholders’ overall ability to
support other taxes, fees, and community
benefits.
B-11
2. POTENTIAL FUNDING SOURCES IN RELATION TO IMPROVEMENTS AND PROGRAMS IN THE
CAMARILLO COMMONS STRATEGIC PLAN AREA
The following tables focus on the relationship between funding mechanisms and specific aspects of the Camarillo Commons Strategic Plan development. Table B-2 shows potential funding sources related to development categories of:
• Regulatory actions,
• Programs, studies, and initiatives, and
• Improvement projects.
Funding sources are grouped under the following headings:
• Developer contributions
• District-based mechanisms
• City resources, and
• Outside sources, such as grants etc.
Table B-3 summarizes examples of federal, state, and local/regional grant funding sources potentially applicable to the Camarillo Commons Strategic Plan Area.
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Table B-2. Potential Funding Sources for Improvements and Programs in the Camarillo Commons Strategic Plan Developer Contributions Affordable
Housing
District-Based
Mechanisms City Resources Outside
Sources
DEVELOPMENT
STANDARDS
CEQA MITIGATIONS OF
PROJECT IMPACTS
IMPACT/IN-LIEU FEES
SCIP/BOLD UP-FRONT
COST COVERAGE
NEGOTIATED &
VOLUNTARY
AGREEMENTS
INTEGRATE FUNDING
SOURCES FROM
HOUSING ELEMENT,
CALIFORNIA HCD, ETC.
ASSESSMENT DISTRICT
(VARIOUS TOOLS)
PROPERTY OWNERS
EIFD
GENERAL FUND
CAPITAL
IMPROVEMENT
PROGRAM FUNDS
USER FEES
REGIONAL, STATE &
FEDERAL GRANTS
Regulatory Action
Update and Adoption of Strategic Plan (and
any related CEQA work) X X
Programs, Studies, and Initiatives
Grant Funding (investigate and pursue
external funding sources) X
Setting Impact Fees for Plan Area X X X X
Define Development Incentives X X X
Market-Based Elements of the Vision X
Branding the Plan Area X X X
Land Use Mix X X X X X X X
Catalyst Land Uses X X X X X
Development Densities X X X
Development Standards X X X
Parking X X X X X X X X X X
Legacy Businesses Assistance/Incentives X X X X X Affordable Housing X X X X X
Public Amenities/Spaces X X X X X X
Incorporate Camarillo Commons into other
Relevant City Planning-Related Documents
and Operational Plans
X X X X X
B-13
Developer Contributions Affordable
Housing
District-Based
Mechanisms City Resources Outside
Sources
DEVELOPMENT
STANDARDS
CEQA MITIGATIONS OF
PROJECT IMPACTS
IMPACT/IN-LIEU FEES
SCIP/BOLD UP-FRONT
COST COVERAGE
NEGOTIATED &
VOLUNTARY
AGREEMENTS
INTEGRATE FUNDING
SOURCES FROM
HOUSING ELEMENT,
CALIFORNIA HCD, ETC.
ASSESSMENT DISTRICT
(VARIOUS TOOLS)
PROPERTY OWNERS
EIFD
GENERAL FUND
CAPITAL
IMPROVEMENT
PROGRAM FUNDS
USER FEES
REGIONAL, STATE &
FEDERAL GRANTS
Public Improvement Projects – Enhancements beyond individual developments (potential categories are listed for illustrative purposes – actual proposed improvements would be determined as part of Strategic Plan update process) Site Work X X X X X X X X X X
Circulation X X X X X X X X X X
Stormwater Drainage X X X X X X X X X X X
Water Supply X X X X X X X X X X X X
Wastewater Disposal X X X X X X X X X X X X
Dry Utilities X X X X X X X X X X
Misc. Project Elements: Traffic Control,
Landscaping X X X X X X X X X X X
B-14
Table B-3. Examples of Grant Funding Sources Potentially Applicable to the Camarillo Commons Strategic Plan Program Category Agency/Source Description
Public Works Program Federal
U.S. Economic
Development
Administration
Program provides funding to help distressed communities revitalize, expand, and upgrade their physical infrastructure to support economic development. • Purpose: Funds projects that attract new industries, encourage business expansion, and create long-term jobs.
• Eligible Projects: Includes industrial parks, business incubators, water and sewer systems, port expansions, and skill-training facilities.
• Funding Mechanism: Grants are awarded to local governments, nonprofits, and tribal organizations.
• Economic Impact: Helps communities transition from distressed to competitive by improving infrastructure.
• Application Process: Requires alignment with EDA’s investment priorities, including job creation and private-sector investment and must be listed in local/county/regional Comprehensive Economic Development Strategy (CEDS).
Transportation
Alternatives (TA)
Funding
Federal USDOT
Continues the Transportation Alternatives set-aside from the Surface Transportation Block Grant (STBG) program. Eligible uses of the set-aside funds include all projects and activities that were previously eligible under the Transportation Alternatives Program under the Moving Ahead for Progress in the 21st Century Act (MAP-21). This encompasses a variety of smaller- scale transportation projects such as pedestrian and bicycle facilities, recreational trails, safe routes to school projects, community improvements such as historic preservation and vegetation management, and environmental mitigation related to stormwater and habitat connectivity.
Charging and Fuel
Infrastructure Grants Federal USDOT
Program funds will be made available each fiscal year for Community Grants, to install electric vehicle charging and alternative fuel in locations on public roads, schools, parks, and in publicly accessible parking facilities. Note: This funding source is currently on hold.
Active Transportation
Program State Caltrans
The ATP consolidates existing federal and state transportation programs, including the Transportation Alternatives Program (TAP), Bicycle Transportation Account (BTA), and State Safe Routes to School (SRTS), into a single program with a focus to make California a national leader in active transportation. The program provides a total of about $220 million each year for bike and pedestrian projects across California. The program allows cities, counties, transit agencies and other public agencies to compete for grants to build bicycle/pedestrian paths, install bike racks and pay for other projects or programs that make walking or biking easier, safer and more convenient.
Clean California Local
Grant Program State Caltrans Projects that beautify and improve local streets and roads, tribal lands, parks, pathways, and transit centers to clean and enhance public spaces.
B-15
Program Category Agency/Source Description
Sustainable
Transportation Planning
Grants
Local/
Regional Caltrans
Sustainable Transportation Planning Grants funds local and regional multimodal transportation and land use planning projects, transportation planning studies partnering with Caltrans, and multimodal planning studies partnering with Caltrans that further the region’s RTP SCS (where applicable), contribute to the State’s GHG reduction targets, and assist in achieving the Caltrans Mission and Grant Program Objectives.
B-16
Table B-4. Affordable Housing Incentives and Funding Sources Program Category Agency/Source Description
Density bonus Local City Community
Development
City encourages developers of new residential development to include affordable units in exchange for receiving density bonus and/or other incentives.
Affordable housing
bonus points under
residential
development control
system
Local City Community
Development
Program suspended until 2030 in accordance with state laws.
The allotment process exempts low‐ and very-low‐income units as well as small projects.
Awards bonus points to market‐rate projects that include affordable housing units.
Accessory Dwelling
Units (ADU) Local/ State City Community
Development
Per State law, ADUs must be allowed on all lots zoned to allow single family or multifamily dwellings, with a proposed or existing dwelling.
Residential Planned
Development (RPD) and
Conditional Use Permit
(CUP)
Local City Community
Development
Residential Planned Development (RPD) and Conditional Use Permit (CUP) process to provide flexibility from development standards in the approval of development applications. Through the RPD and CUP approval process, the City will continue to allow modifications in development standards as an incentive to encourage the development of housing for lower‐income households.
Community
Development Block
Grant (CDBG)
Local City Community
Development
Among other uses, CDBG funds may support the City’s Affordable Housing Property Acquisition Program to preserve existing affordable housing units and/or to provide new affordable housing units
Permanent Local
Housing Allocation
(PLHA)
Local City Community
Development
PLHA funding may support the City’s citywide First Time Homebuyer Down Payment Assistance Loan Program to help lower‐income, moderate‐income, and workforce households achieve homeownership.
B-17
3. DETAILED DESCRIPTIONS OF RELEVANT FUNDING SOURCES AND FINANCING MECHANISMS Enhanced Infrastructure Financing Districts (EIFDs) – https://caled.org/wp- content/uploads/2025/01/TIF-Primer-Revised-web.pdf
Introduction
Enhanced Infrastructure Financing Districts (EIFDs) are tax increment financing (TIF) tools established under California law (Government Code §53398.50 et seq.) to fund infrastructure and economic development projects. Unlike former redevelopment agencies, EIFDs rely on voluntary participation from local taxing entities (cities, counties, and special districts) and cannot divert school district property taxes. EIFDs are increasingly popular due to their flexibility in financing a wide range of projects, including transportation, housing, environmental remediation, and climate resilience initiatives.
Key Features
• Eligible Projects:
o Traditional infrastructure (roads, bridges, transit, water/sewer systems, parks, libraries). o Economic development (brownfield cleanup, military base reuse, affordable/mixed-income housing).
o Climate resilience (wildfire protection, air quality improvements, flood control). o Private sector support (small business recovery, commercial/industrial development). • Financing Tools:
o Tax Increment Revenue: Generated from property value growth post-EIFD formation (voluntarily shared by participating agencies).
o Bonds: Issued without voter approval if transparency requirements are met. o Loans & Grants: From state/federal programs or private entities. o Other Revenues: Property tax in lieu of Vehicle License Fee (VLF), Mello-Roos assessments, or CFD funds.
• Governance:
o Governed by a Public Financing Authority (PFA) with representatives from sponsoring agencies and public members.
o Requires compliance with open meeting laws (Brown Act), public hearings, and annual financial audits.
Formation Process
• Resolution of Intention: Adopted by a city/county to initiate EIFD formation.
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• Public Financing Authority (PFA) Creation: Composed of local officials and public members. • Infrastructure Financing Plan (IFP):
o Maps district boundaries.
o Lists projects, costs, and funding sources.
o Includes fiscal impact analyses for participating agencies. • Public Hearings:
o Initial Meeting: Draft IFP presented for public feedback. o Two Public Hearings: Protests assessed; adoption requires <25% opposition (25–50% triggers an election).
• Approval: IFP adopted via ordinance; tax-sharing agreements finalized with participating agencies.
Recent Updates (2025 Revisions)
• Streamlined Formation: Reduced from three to two public hearings; consolidated notice options.
• Expanded Eligible Projects:
o Wildfire protection (undergrounding utilities, firebreaks, equipment). o Air quality improvements (aligned with Climate Resilience Districts). • Multilingual Notices: Required for communities with limited English proficiency.
Advantages & Limitations
• Advantages:
o Flexible project eligibility (no blight requirement). o No voter approval needed for bonds (if transparency met). o Can overlap former redevelopment areas (post-dissolution). • Limitations:
o No eminent domain authority.
o Dependent on voluntary tax increment pledges from local agencies. o Affordable housing set-asides only required if using NIFTI Act funds.
Comparison to Other Tools
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• CRIAs: Offer eminent domain and stricter affordable housing mandates (25% set-aside). • Climate Resilience Districts (CRDs): Specialized EIFDs with additional revenue-raising powers (e.g., benefit assessments).
Property & Business Improvement District (PBID) – https://www.sandiego.gov/economic- development/about/pbid;
https://www.treasurer.ca.gov/cdiac/publications/opportunities.pdf#:~:text=Assessment%20District%20F inance%20A%20special%20assessment%20is,the%20special%20benefits%20received%20by%20the%20 property.; https://northparkmainstreet.com/wp-content/uploads/2018/03/Property-and-Business- Improvement-District-Law-of-1994.pdf
A Property and Business Improvement District (PBID) is a tool available to property and business owners to improve a downtown or other commercial area. It is a public-private partnership organized for the improvement of a specific geographic area. In California, PBIDs are formed pursuant to the Property and Business Improvement District Law of 1994. A PBID is a special benefit assessment district designed to raise funds within a specific geographic area. Funds may be raised through a special assessment on real property, businesses, or a combination of both, and are used to provide supplemental services beyond those provided by a city.
PBIDs must be approved by a simple majority (50% plus 1) of affected businesses/property owners, and the amount that each business or property owner pays must be proportional to the benefit that they receive. Distribution of the money is managed by a board composed of affected businesses or property owners. PBIDs can be used to pay for a wide range of activities, including parking facilities, street and streetscape improvements, lighting and landscaping, marketing and promotions, and business attraction and retention. Unlike other assessment districts, however, BIDs and PBIDs cannot issue bonds.
Landscaping and Lighting District (LLD) – http://www.californiataxdata.com/pdf/1972llact.pdf A Landscaping and Lighting District is a flexible tool used by local government agencies to pay for landscaping, lighting and other improvements and services in public areas. As a form of benefit assessment, it is based on the concept of assessing only those properties that benefit from improvements financed, either directly, or indirectly through increased property values. Because it is considered a benefit assessment, a 1972 Act assessment is not subject to Proposition 13 limitations.
The Landscaping and Lighting Act of 1972
This legislation (Streets & Highways §22500) allows local governmental agencies to form Landscape & Lighting Maintenance Districts for the purpose of financing the costs and expenses of landscaping and lighting public areas. This act can be used by any local agency including cities, counties, and special districts such as school districts or water districts. The many approved uses include installation and maintenance of landscaping, statues, fountains, general lighting, traffic lights, recreational and playground courts and equipment, and public restrooms. Additionally, the Act allows acquisition of land for parks and open spaces, plus the construction of community centers, municipal auditoriums or halls to be financed. Notes or bonds can be issued to finance larger improvements under the Act.
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How is a Landscape Lighting District Formed?
The sponsoring agency conducts a study, prepares an engineer’s report and proposes the formation of a district and the levy of assessments. Affected property owners are then notified and a public hearing is held. In order to approve the district, a majority vote of affected property owners through an assessment balloting procedure is required. Once approved, assessments will be placed on property tax bills each year to pay for the improvements and services.
How is the Annual Charge Determined?
By law (Prop. 13), benefit assessments cannot be based on the value of property. Instead, each district establishes a benefit formula and each parcel in the service area is assessed according to the benefit it receives from the services and improvements.
Special Requirements for Increased Charges
Proposition 218, called “The Right to Vote on Taxes Act”, was formed in part to counteract concerns surrounding 1972 Act Districts. Under Prop. 218, to increase an existing assessment, the agency must give written notice to all affected property owners, hold a public hearing and an assessment ballot vote.
A majority vote is required to approve the rate increase. If a majority vote is not received, the increase cannot be applied.
How Long Will the Charge Continue?
Assessments that pay for ongoing services will continue as long as services are provided. However, Districts formed solely to finance major improvements (i.e. community centers) may cease assessments after bonds used to finance the project have been paid off. Or, a reduced assessment may be levied to pay for ongoing service and maintenance, if authorized during formation.
Mello-Roos Community Facilities District –
https://rivco.org/sites/g/files/aldnop116/files/About%20the%20County/Executive%20Office/Community -
Facilities/Summary%20of%20Mello%20Roos%20Community%20Facilities%20Act%20of%201982.pdf#:~:
text=The%20Mello%2DRoos%20Act%20of%201982%20provides%20a,collect%20special%20taxes%20to %20finance%20such%20projects.
Introduction
The Mello-Roos Act of 1982 provides a flexible alternative method for local governments to finance public facilities. This legislation allows cities, counties, and special districts to designate specific areas as “Community Facilities Districts” (or CFD) and, with the approval of two-thirds of the qualified voters, allows these districts to issue bonds and collect special taxes to finance such projects.
Which Public Projects can be Financed by a Community Facilities District? Any real or tangible property which will be owned or operated by a public entity and which has an estimated useful life of five years or more may be constructed, expanded, rehabilitated, or acquired under the Mello-Roos Community Facilities Act. A Community Facilities District may finance projects with a specific benefit to the district, such as streets, water, sewer, and drainage facilities, as well as B-21
projects of a more general nature, such as parks, schools, libraries, jails, child care, and administrative facilities.
How is a Community Facilities District Financed?
Community Facilities Districts can be funded on a “pay-as-you-go” basis. However, facilities are more frequently paid for using tax-exempt municipal bonds issued by the district. The principle and interest obligations on these bonds are repaid each year through the collection of a special tax. These bonds may be sold competitively or through a negotiated sale, and may have either fixed or variable rates. Most of these bonds have a 20 to 30 year maturity.
In order to prevent jeopardizing obligations to the bondholders, the Mello-Roos Act authorizes a CFD to pursue judicial foreclosure in order to collect unpaid special taxes. The ability of a district to pursue legal action is stated in a Notice of Special Tax Lien recorded with the County Recorder . The Mello-Roos Act also entitles a district to recover all costs and attorney’s fees resulting from legal action.
How is a Community Facilities District Created?
A CFD is created by an existing public entity. The legislative body of that public entity becomes the legislative body of the district. The legislative body may either institute proceedings on its own or when a petition is signed by at least 10% of the registered voters or by owners of a least 10% of the land area within the proposed district. Within 90 days of receiving a written request or petition, the legislative body must adopt a resolution stating the intention to establish a CFD. This resolution must state the name of the district, the types of facilities to be financed, and whether a special tax will be collected within the district.
This resolution also states the time and place of a public hearing on the formation of the district to be held within 30 to 60 days from adoption of the resolution. In addition, it describes the rate and method of distributing the special tax and the proposed voting procedures. Notice of this public hearing is then published in a generally circulated newspaper, and a map of the proposed district filed with the clerk of the legislative body and the County Recorder. Oral or written protests against the formation or the boundaries of the proposed CFD, or against the types of facilities proposed may be made at or prior to the public hearing.
If written protests against the district are filed by either 50% or more of the registered voters residing within the district, which ever is greater, or if owners of 50% or more of the area of land within the boundaries of the district file written protests, the proceedings are abandoned. The hearing may be continued for up to 30 days without special findings being made by the legislative body, or for up to six months if special findings are made. The proposed boundaries and properties to be included in the district can be reduced during the public hearing, but no new territory can be added. When the public hearing is concluded and the legislative body decides to establish the district, it adopts a resolution stating the validity of all prior proceedings, formation of the district, and the rate and distribution of the special tax.
Is There an Election for a Community Facilities District? Once the public hearing process is concluded and the district is formed, the legislative body calls an election of the qualified voters within the district. The voters determine whether or not to finance the B-22
district with bonded debt, and whether or not to collect a special tax within the district to pay that debt.
The election is held either at the next general election or at a special election held within 90 and 180 days following the public hearing.
The qualified voters are the registered voters within the district and each voter is entitled to one vote. If, however, there are fewer than 12 registered voters within the district, the qualified voters are the landowners and each landowner is entitled to one vote for each acre or portion of an acre owned within the district boundaries. The special tax must be approved by at least two-thirds of the votes cast. When the special tax is approved, a Notice of Special Tax Lien is recorded with the County Recorder.
How is the Special Tax Levied?
The rate and method of distributing the special tax are set when a CFD is formed. The special tax cannot, by law, be based on the value of the property. The special tax is based on the annual amount of principle and interest due to the bondholders, together with any expenses of administering the district. Most special taxes are distributed based on the density or square footage of development, or on a flat, per- acre charge. Most special taxes are collected together with regular property taxes on the county tax bill.
Legal action can be taken to collect delinquent special taxes.
Infrastructure and Revitalization Financing Districts (IRFD) – https://scag.ca.gov/post/infrastructure- and-revitalization-financing-district-irfd
Established by Assembly Bill 229 in 2014, IRFDs are districts that finance housing development and other development projects of communitywide significance in current and former redevelopment project areas. IRFDs fund many of the same types of projects as EIFDs, including affordable housing, highways and transit facilities, industrial structures, sewage treatment, etc. IRFDs do not have an affordable housing set-aside requirement, however any district that does develop housing must have at least 20% low- and moderate-income housing.
Differing from EIFDs, IRFDs required 2/3 voter approval for formation and to issue bonds. IRFDs are governed by the same governing body as the city or county creating the district. IRFDs also receive funding from the Redevelopment Property Tax Trust Fund.
Statewide Community Infrastructure Program (“SCIP”) – https://cscda.org/infrastructure-finance- programs/
About CSCDA. The California Statewide Communities Development Authority (CSCDA) was created in 1988, under California’s Joint Exercise of Powers Act, to provide California’s local governments with an effective tool for the timely financing of community-based public benefit projects.
Although cities, counties and special districts are able to issue their own debt obligations or serve as a conduit issuer of private activity bonds that promote economic development and provide critical community services, many local agencies find stand-alone financings too costly or lack the necessary resources or experience to facilitate the bond issuance and perform post-issuance activities for the term of the bonds. In response, CSCDA was created by and for local governments in California, and is sponsored by the California State Association of Counties and the League of California Cities.
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Currently, more than 530 cities, counties and special districts have become Program Participants to CSCDA – which serves as their conduit issuer and provides access to an efficient mechanism to finance locally-approved projects. CSCDA has issued more than $75 billion in tax-exempt bonds to help local governments build community infrastructure, provide affordable housing, create jobs, make access available to quality healthcare and education, and more. CSCDA provides an important resource to our local government members.
Overview of the SCIP Program. In response to the increasing local agency staff time and budget pressures caused by new commercial, industrial or residential development, CSCDA offers the Statewide Community Infrastructure Program (“SCIP”). SCIP is a financing program that enables developers to pay most impact fees and finance public improvements through an assessment district or community facilities district via tax-exempt bond issuance proceeds. The SCIP program has assisted communities and developers throughout California to finance over $1 billion in impact fees and public infrastructure since 2003.
This highly versatile program has been molded to the needs of each local agency participant of SCIP . As most local agencies require developers to pay impact fees prior to obtaining a permit, SCIP can be used to directly prepay these fees or, alternatively, to reimburse the developer after fee payment. The program can be used to enable developers to pay for, or be reimbursed for, all eligible impact fees or for a single impact fee. Moreover, the program may alleviate the need for a fee deferral program by providing the local agency with necessary funds and eliminating the risk of nonpayment by the developer.
SCIP has been designed to minimize local agency staff involvement by using an experienced team of finance professionals to administer the program, thereby freeing valuable local agency resources for other functions. To participate, a local agency need only be a member of CSCDA and pass a resolution approving the program. Please refer to the SCIP FAQ’s and the SCIP Manual for details.
SCIP provides two programs:
• The SCIP Pooled Revenue Bond Program which issues bonds 3 times/year (Spring, Fall & End of Year).
• Once a local agency has joined, developers may submit applications on-line. • Through the Pooled Revenue Bond Program, CSCDA forms either an assessment district or community facilities district for each development project and issues local obligations payable from assessments or special taxes, as applicable.
• CSCDA then issues revenue bonds payable from the several local obligations which form the pool.
• A SCIP Standalone Program for projects which can be either Assessment Districts or Community Facilities Districts.
• Used for larger projects in the range of $10 million to $30 million or higher • Can also include provisions for operations and maintenance special taxes.
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Frequently Asked Questions about SCIP
What is CSCDA?
The California Statewide Communities Development Authority (CSCDA) is a joint powers authority sponsored by the League of California Cities and the California State Association of Counties.
Who are the participants of CSCDA?
Over 530 cities, counties and special districts in the State are members of CSCDA.
What are eligible development impact fees?
Fees paid to a local agency to mitigate the impact of development and which will ultimately be used by the local agency to pay for the costs of public infrastructure.
How can impact fees be made to be paid in advance?
The local agency can negotiate with the developer to have the fees paid upon approval of a specific plan, development agreement or vesting tentative map and then fund the fees through SCIP .
If we use SCIP and become a member of CSCDA, are we in any way liable for payments or defaults of other participants?
No. If one participant were to default, there would be no effect on the other participants. There is no cross-collateralization of payments or assessments.
What is the difference between an assessment lien and an assessment bond? The assessment lien is imposed on the parcel of land pursuant to the Municipal Improvement Act of 1913. The Act authorizes an issuer to impose an assessment lien on benefited property to finance various public improvements. The Bonds are Limited Obligation Improvement Bonds authorized under the Improvement Bond Act of 1915 and secured by the liens imposed under the 1913 Act.
Is voter approval required?
No. There is no requirement for a general election. CSCDA will conduct a hearing and landowner ballot protest procedure. Since a condition of participation in SCIP is landowner consent, protests are not expected.
Is a local agency participant of the pool liable to make any bond payments? No. The bonds are limited obligation bonds, and under no circumstance is a local agency pool participant liable from its general fund or from any other revenue source.
How is SCIP administered?
SCIP is administered by highly trained and experienced consultants selected by CSCDA who prepare the tax roll, disseminate continuing disclosure reports, and handle delinquencies.
What are the duties of a local agency participant after the bonds are issued? B-25
The only duties required are to provide SCIP consultants with information concerning the development such as recordation of subdivisions and changes in property ownership.
How does SCIP meet the benefit test?
The benefit test is met by the fact that the each property must pay the impact fee in order to develop.
This differs from typical assessment proceedings in that the benefit test is tied to the improvement.
Do commercial projects qualify?
Yes, in fact the permit fee program is ideal for commercial projects which can pay substantial impact fees but normally do not participate in bond financing. Examples would be shopping centers or high-rise buildings.
How do you join SCIP?
The local agency’s governing Council or Board must pass two SCIP resolutions. From that point, project questionnaires are filled out and submitted to the financing team for individual funding requests.
Bond Opportunities for Land Development (BOLD) Program – https://www.cmfa-ca.com/bold/ What is BOLD Financing?
The California Municipal Finance Authority (CMFA) Bond Opportunities for Land Development (BOLD) Program has been designed to help both developers and local public agencies in California finance public infrastructure needed for new development using municipal bonds issued by the CMFA. The CMFA recognizes that new residential development often creates challenges for the mission of municipalities to provide needed infrastructure and schools, since new development triggers the requirement to construct, acquire, or otherwise provide additional public facilities to accommodate the growth. By working directly with developers, the BOLD program facilitates financing for infrastructure and fee obligations of developers such as impact fees imposed under California law, and fees related to schools and mitigation agreements. The Program efficiently and effectively provides financing of infrastructure projects and development fees through the Mello-Roos Act, all on a cost-effective basis. Administration of the Program, bond offerings, and related CFD formation and ongoing administrative responsibilities are handled by the CMFA.
Community Facilities District (CFD) Bonds to Finance Development The CFD may be formed early in the development process, with the issuance of bonds at a later date and/or in multiple series. When it’s time for bond financing, the BOLD program is flexible to meet development needs and our user-friendly financing team will work closely with the developer to ensure reasonable interest rates and municipal bond market acceptance at the time of issuance. While each bond issue is structured to meet particular credit parameters, the program offers great flexibility to accommodate varying needs of developers as they build better communities.
Participating in the BOLD Program
Participation in the BOLD Program is easy – the process starts with the submission of a no-cost preliminary application setting forth information about the development project and financing needs.
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CMFA’s financing team will review the information and advise on eligibility, timing and next steps. Bond offerings through CMFA can be facilitated on a stand-alone or pooled basis and can be done at any time.
IBank – California Infrastructure and Economic Development Bank – https://coalitionforgreencapital.com/california-infrastructure-and-economic-development-bank/; https://www.ibank.ca.gov/about/about-ibank/; https://www.ibank.ca.gov/loans/criteria/ The California Infrastructure and Economic Development Bank (IBank) was established in 1994 to support public infrastructure and private development projects that enhance job creation, economic growth, and community quality of life in California. The bank operates under a broad mandate, allowing it to issue both tax-exempt and taxable revenue bonds, provide financing to public agencies, offer credit enhancements, and leverage state and federal funds to facilitate various projects.
Key Programs and Funding Mechanisms
• Infrastructure State Revolving Fund (ISRF) Loan Program:
o This program provides low-cost financing options for a wide range of infrastructure projects, with loan amounts ranging from $1 million to $65 million and terms of up to 30 years. Interest rates are determined at the time of loan approval, and applications are accepted continuously.
o Eligible borrowers include local and state government subdivisions, non-profit corporations, and certain private entities that meet specific criteria. • California Lending for Energy and Environmental Needs (CLEEN) Center:
o This program focuses on financing projects that promote energy efficiency and environmental sustainability.
• Climate Catalyst Revolving Loan Fund:
o Aimed at supporting projects that address climate change, this fund provides financing for initiatives that contribute to California's climate goals. • Small Business Finance Center:
o This center offers financial assistance to small businesses, helping them access the capital needed for growth and development.
• Bond Financing Program:
o IBank has the authority to issue bonds to finance various projects, providing a critical funding source for large-scale infrastructure developments.
Project Eligibility and Types
IBank financing is available for a diverse array of projects categorized into two main types:
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• Public Development Facilities: This includes infrastructure such as city streets, highways, drainage systems, educational facilities, parks, and public transit systems. Projects must align with public needs and contribute to community welfare.
• Economic Development Facilities: These projects facilitate economic growth and can include industrial, recreational, and educational facilities. They must support the environmental, economic, and social goals outlined in the Governor’s Environmental Goals and Policy Report.
Exempt Facility Revenue Bond Program – https://www.ibank.ca.gov/bonds/criteria-eligibility-faq/; https://www.calpfa.org/private-activity-programs/exempt-facilities-solid- waste/#:~:text=CalPFA%27s%20Exempt%20Facility%20Bond%20Program%20is%20designed,bondholder s%20is%20exempt%20from%20federal%20income%20tax.
Exempt Facility Revenue Bond Program provides tax-exempt financing for projects that are privately used or leased on public property, or government-owned facilities that serve the public, according to the California Infrastructure and Economic Development Bank (IBank). These bonds offer lower interest rates to borrowers by providing tax-exempt interest to bondholders, as noted by the California Public Finance Authority.
Purpose:
The program aims to help eligible borrowers finance projects like airports, ports, water facilities, and other private enterprises serving the public, using tax-exempt bonds.
Types of Projects:
Examples include public airport improvements leased to air carriers, private airline improvements at publicly owned airports, and facilities for the public supply of water, sewage, solid waste, and energy.
Benefits:
Tax-exempt bonds allow borrowers to secure lower interest rates than conventional financing because the interest paid to bondholders is exempt from federal income tax.
How it Works:
A qualified borrower can use the program to finance a project at a lower interest rate than through conventional financing. The interest paid to bondholders is exempt from federal income tax, as stated by the California Public Finance Authority.
Eligibility:
The program is designed to assist eligible borrowers, including private entities that use or lease facilities on public property or government-owned facilities that serve the public.
U.S. Economic Development Administration Public Works Program – https://apply07.grants.gov/grantsws/rest/opportunity/att/download/342973; https://www.eda.gov/funding/investment-priorities;
https://www.congress.gov/crs_external_products/IF/PDF/IF12074/IF12074.8.pdf B-28
The Economic Development Administration (EDA) released a Notice of Funding Opportunity (NOFO) for its Public Works and Economic Adjustment Assistance (PWEAA) programs for Fiscal Years 2023 and 2024.
This funding supports infrastructure and economic development projects aimed at enhancing regional competitiveness, job creation, and resilience. The Public Works program focuses on construction and infrastructure improvements, such as water and sewer systems, industrial parks, broadband expansion, and workforce training facilities. Eligible applicants include state and local governments, tribal entities, non-profits, and higher education institutions, but not individuals or for-profit businesses.
The Public Works program prioritizes projects that align with EDA’s key investment goals, including equity, climate resilience, workforce development, and advanced manufacturing. Projects must be located in economically distressed areas, defined by high unemployment, low per capita income, or special needs (e.g., disaster recovery). EDA typically provides 50% of project funding, but this can increase to 80% or even 100% for severely distressed regions or tribal applicants. All proposals must be consistent with a Comprehensive Economic Development Strategy (CEDS) or equivalent regional plan.
Applications are accepted on a rolling basis until funds are exhausted, with no fixed deadline. The average award for Public Works projects ranges from $600,000 to $5 million, with most grants around $1.4 million. Key requirements include matching funds, environmental compliance, and adherence to Build America, Buy America (BABA) rules, which mandate the use of U.S.-made materials. Projects must also demonstrate long-term economic impact, such as job creation or private investment.
For infrastructure projects, EDA emphasizes climate resilience, encouraging designs that mitigate risks from flooding, wildfires, and other hazards. Labor standards, including prevailing wages and local hiring, are strongly encouraged. The period of performance for construction projects is typically 12 to 48 months, with completion required within five years.
EDA Investment Priorities
Through its competitive grant process, EDA evaluates all project applications to determine the extent to which they:
• Align with EDA’s investment priorities,
• Effectively address the creation and/or retention of high-quality jobs, and • Document that the applicant can or will leverage other resources, both public and private, and demonstrate the applicant’s capacity to commence the proposed project promptly, to use funds quickly and effectively, and provide a clear scope of work that includes a description of specific, measurable project outputs.
EDA’s investment priorities provide an overarching framework to ensure its grant investment portfolio – ranging from planning to infrastructure construction -- contributes to local efforts to build, improve, or better leverage economic assets that allow businesses to succeed and regional economies to prosper and become more resilient. Competitive grant applications will be responsive to the evaluation criteria listed under each individual funding announcement, including at least one of the below investment priorities.
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1. Critical Infrastructure: Economic development planning or implementation projects that support development of public facilities, including basic public infrastructure, transportation infrastructure, or telecommunications infrastructure.
2. Workforce: Economic Development planning or implementation projects that – a. Support job skills training to meet the hiring needs of the area in which the project is to be carried out and that result in well-paying jobs; or
b. Otherwise promote labor force participation.
3. Innovation and Entrepreneurship: Economic development planning or implementation projects that –
a. Support the development of innovation and entrepreneurship-related infrastructure; b. Promote business development and lending; or
c. Foster the commercialization of new technologies that are creating technology-driven businesses and high-skilled, well-paying jobs of the future.
4. Economic Recovery Resilience: Economic development planning or implementation projects that enhance the ability of an area to withstand and recover from adverse short-term or long-term changes in economic conditions, including effects from industry contractions or economic impacts from natural disasters.
5. Manufacturing: Economic development planning or implementation projects that encourage job creation, business expansion, technology and capital upgrades, and productivity growth in manufacturing, including efforts that contribute to the competitiveness and growth of domestic suppliers or the domestic production of innovative, high-value products and production technologies.
Areas of Economic Distress for EDA Activities and Programs Section 301(a) of the Public Works and Economic Development Act (PWEDA) of 1965 (42 U.S.C. §3161(a)) describes the economic distress criteria and thresholds that qualify areas as eligible for assistance through selected EDA programs and for other purposes. In PWEDA, economic distress is determined by one or more of the following calculations or thresholds:
• Low Per Capita or Median Household Income: The area has a per capita or median household income of 80% or less of the national average;
• Unemployment rate above national average: The area has an unemployment rate that is, for the most recent 24-month period for which data are available, at least 1% greater than the national average unemployment rate;
• Labor force participation: The area has a labor force participation rate that is 90% or less of the national average or a PAEG of 5% or more; EDA has previously noted that the PAEG “accounts for B-30
prime-age workers who have stopped looking for jobs and left the labor force, not just those who are currently unemployed”;
• Expected economic dislocation and distress: The area is expected to experience actual or threatened severe unemployment or economic adjustment problems from energy industry transitions; or
• Special Need: The area “has experienced or is about to experience a special need arising from actual or threatened severe unemployment, underemployment, or economic adjustment problems resulting from severe short-term or long-term changes in economic conditions” (42 U.S.C. §3161(a)(3)). Special needs have included substantial out-migration or population loss, military base closures, and negative effects of changing trade patterns.
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Clean Water State Revolving Fund Program, Expanded Use
EPA – https://www.epa.gov/climate-change-water-sector/clean-water-state-revolving-fund-program The Environmental Protection Agency's (EPA) Clean Water State Revolving Fund (CWSRF) Program, Expanded Use is a federal-state partnership that provides low-interest loans and other financial assistance for water infrastructure projects. The program was established under the Clean Water Act (CWA) Amendments of 1987 and has since evolved to include expanded uses beyond traditional wastewater treatment projects.
Key Features of the CWSRF Program
• Funding Mechanism:
o The EPA provides federal grants to states, which then match 20% of the funding. o States use these funds to offer low-interest loans to municipalities, utilities, and other entities for water quality projects.
o Repaid loans are recycled back into the fund for future projects, creating a sustainable financing mechanism.
• Expanded Uses (Beyond Traditional Wastewater Infrastructure):
o Green Infrastructure: Stormwater management, rain gardens, permeable pavements. o Water Reuse & Recycling: Projects that enhance water efficiency. o Nonpoint Source Pollution Control: Agricultural runoff, urban stormwater. o Decentralized Wastewater Treatment: Septic system upgrades for rural areas. o Energy Efficiency & Nutrient Reduction: Technologies that reduce energy use in treatment plants.
• Flexibility & State Control:
o States have discretion in setting loan terms, interest rates, and project priorities. o Some states offer loan forgiveness or principal forgiveness for disadvantaged communities.
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4. PROGRAMS AND FUNDING SOURCES RELATED TO AFFORDABLE HOUSING DEVELOPMENT Programs emphasized in City’s Housing Element:
Density Bonus and Other Incentives for Affordable Housing To maintain a supply of affordable housing and to maximize the number of affordable units available to eligible households, the City will encourage developers of new residential development to include affordable units in exchange for receiving density bonus and/or other incentives. Inclusion of affordable housing within residential developments must comply with the guidelines established by the City Council Policy 7.09, Inclusionary Housing (adopted 2006, amended 2015) to minimize differentiation between market‐rate units and affordable units. To preserve long‐term affordability, residential housing developers of projects with affordable housing units will enter into an Affordable Housing Agreement with the City which:
a. Requires that affordable units be dispersed throughout the development for which the affordable housing obligation is created, incentivized, or otherwise induced b. Requires that affordable units be similar in exterior appearance to market rate units of like plan type (but may include alternate equipment and interior finishes) c. Requires that affordable units be available for occupancy at the same time market rate units are available for occupancy in each development phase
d. Requires that affordable units be distributed among income groups, in accordance with the City’s density bonus ordinance, or as otherwise negotiated or incentivized e. Requires that affordable units be distributed among a range of unit sizes and types to address the housing needs of a diverse demographic
f. Establishes the sales prices or rents of the affordable units for moderate‐income and lower‐income households (i.e., extremely low‐, very low‐ and low‐income); establishes the number, type, and phasing of affordable units
g. Requires that affordable units be among a range of unit sizes and types (i.e., single story, two‐story, efficiency) to address the housing needs of a diverse demographic h. Limits through deed restriction the initial and subsequent renters/purchasers of affordable units to those certified by the City as being eligible households i. Requires for‐sale affordable units to be owner‐occupied j. Prohibits buyers of for‐sale affordable units from being dependent students, owners of other real property, and owners of liquid assets with a total value of greater than $100,000 k. Limits the resale price of an affordable unit to that which is affordable to the same income category as the seller
l. Requires a minimum covenant term of 55 years for rental affordable units B-33
m. Requires a minimum covenant term of 55 years for for‐sale affordable units, resetting with each subsequent transfer of property title
Affordable Housing Bonus Points Under Residential Development Control System Title 20 of the Camarillo Municipal Code, Development Control, intends to provide a steady residential growth by allotting 400 dwelling units each year. The allotment process exempts low‐ and very low‐ income units as well as projects that contain four or less residential units. In addition, to encourage the provision of affordable housing under the Residential Development Control System, Part B of the allocation scoring criteria awards bonus points to market‐rate projects that include affordable housing units. Title 20, Development Control, is not an impediment to providing affordable housing units and complying with RHNA.
Effective January 1, 2020, Senate Bill 330 prohibits the City from implementing its residential development control system on the number of residential permits issued through January 1, 2025. In addition, California Senate Bill 8 amended the Housing Crisis Act of 2019 (SB 330) and extend its provisions for an additional 5 years (to 2030).
Note: This program is currently suspended until 2030 in accordance with State laws.
Accessory Dwelling Units (ADU)
On January 1, 2020, new State law went into effect regulating ADUs. To be in compliance with the State law, the City updated its zoning ordinance to be incompliance with the new regulations and submitted the revised zoning ordinance to HCD for review. On June 29, 2021, HCD provided a findings letter stating the City must make the following revisions to the zoning ordinance to be in full compliance:
Permitted Zones: Per State Law, ADUs must be allowed on all lots zoned to allow single family or multifamily dwellings with a proposed or existing dwelling. The City’s Municipal Code section 19.56.040 identifies some zones where single family and multifamily residences are allowed, but not all. The ordinance should not list allowable zones because doing so risks excluding, whether by intention or inadvertently, other zones that allow single family and multifamily development, such as agricultural or commercial zones. Instead, the ordinance should note, similar to State statute, that all areas zoned for single family and multifamily development must also allow the development of ADUs. (Gov. Code, § 65852.2, subd. (a)(1).)
Annual Reports: Under Municipal Code section 19.56.100.E, the City requires the owner of a junior accessory dwelling unit (JADU) to not only file a deed restriction requiring owner occupancy but also file an annual report certifying, under penalty of perjury, that the property owner is occupying the primary residence or the JADU. This annual report requirement is an undue constraint well beyond what is allowed under State JADU Law and must be removed. (Gov. Code, § 65852.22, subds. (a)(2), (a)(3); Gov.
Code, § 65852.2, subd. (a)(5).
ADUs provide an effective means of addressing the needs of moderate‐ and lower‐income households, including seniors on fixed incomes. The City will continue to provide handouts at the Community Development counter, on the City’s website, and other appropriate locations detailing the requirements and the process for obtaining approval. The City will revise its Housing Resource Guide, a City publication with information on affordable housing in Camarillo, to include the requirements and the process for B-34
obtaining approval. The City will also include an article with this information in its City Scene, a quarterly newsletter that is mailed out to all Camarillo residents and businesses.
Design Flexibility: Residential Planned Development (RPD) and Conditional Use Permit (CUP) process The City will continue to utilize the Residential Planned Development (RPD) and Conditional Use Permit (CUP) process to provide flexibility from development standards in the approval of development applications. Through the RPD and CUP approval process, the City will continue to allow modifications in development standards as an incentive to encourage the development of housing for lower‐income households. The City’s Density Bonus Ordinance mirrors the State Density Bonus Ordinance and allows for development standards waivers and concessions in exchange for affordable units. Periodic review of the Municipal Code requirements is done to ensure design standards do not impede the development of affordable housing.
Responsible Agency: City of Camarillo Community Development Department Funding Source: General fund
Program Objective:
To facilitate the development of housing and ensure that development standards do not unnecessarily constrain the development of housing
Grant Funding: CDBG and Community Development Block Grant (CDBG) and Permanent Local Housing Allocation (PLHA)
As an entitlement community, the City receives annual grant allocations. The City will apply for grant funding when available to support affordable housing activities. Grant funding applications may include Community Development Block Grant (CDBG) and Permanent Local Housing Allocation (PLHA). CDBG funds may support Habitat for Humanity Home Repair Program to provide lower‐income households with needed home repairs. CDBG funds may also support the City’s Affordable Housing Property Acquisition Program to preserve existing affordable housing units and/or to provide new affordable housing units. PLHA funding may support the City’s citywide First Time Homebuyer Down Payment Assistance Loan Program to help lower‐income, moderate‐income, and workforce households achieve homeownership.
First Time Homebuyer Down Payment Assistance Loans
The City’s Economic Development Strategic Plan Action item f., Housing Diversification, states that the City will consider options (including locations, entitlements, etc.) for accommodating specialized urban housing types attractive to all generations, while protecting the quality of Camarillo’s established lower density neighborhoods. To help address action item f., the City will encourage affordability and homeownership at all income levels by providing down payment assistance to lower‐income, moderate‐ income, and workforce households. The program will provide down payment assistance loans with available grant funding. The City Council Policy 7.13, First Time Homebuyer Downpayment Assistance Loan Program (adopted February 12, 2020), provides down payment assistance limited to households selected to purchase a unit through the City’s Affordable Housing Preservation Program. The City also has been awarded grant funds through the State’s Permanent Local Housing Allocation (PLHA) grant for a citywide down payment assistance loan program limited to lower‐ and moderate‐ income households.
B-35
PLHA is an annual grant program. The City’s first allocation is in the amount of $135,354, but the amount will vary from year to year.
Selected programs listed on California Housing and Community Development website (https://www.hcd.ca.gov/grants-and-funding/programs-active):
Program Name Program Description
Affordable Housing and Sustainable
Communities (AHSC) Program
Funding for housing, transportation, and land
preservation projects that support infill and compact
development in proximity to transit to reduce greenhouse gas (GHG) emissions.
CalHome Program
Provides grants to local public agencies and nonprofit
corporations for first-time homebuyer and housing
rehabilitation assistance, homebuyer counseling and
technical assistance activities.
Community Development Block Grant
Program (CDBG) (Camarillo is
Entitlement City for this program)
CDBG funds community & economic development &
disaster recovery to create suitable living environments by expanding economic opportunities & providing decent
housing to low-income households.
Excess Sites Local Government Matching
Grants Program (LGMG)
Provides grant funding to support and accelerate selected affordable housing projects on excess state sites.
Family Homelessness Challenge (FHC)
Grant
Grants for local jurisdictions to support the development and acceleration of innovative programs that expand
promising practices and create solutions to address and end family homelessness.
HOME American Rescue Plan Program
(HOME-ARP)
[Program is currently focused on disaster recovery areas] Assists individuals or households at risk of, or experiencing homelessness, and other vulnerable populations, by
providing housing, rental assistance, supportive services, and non-congregate shelter.
HOME Investment Partnerships Program
(HOME)
Create and retain affordable housing for lower-income
renters, homebuyers, or homeowners by funding tenant
assistance, or single- or multifamily acquisition and/or rehabilitation or new construction.
Homeless Housing, Assistance and
Prevention (HHAP) Grant Program
Grants for local jurisdictions to support regional
coordination and local homelessness response to address challenges and increase permanent housing solutions for individuals and families experiencing homelessness.
Homeownership Super NOFA
A One-Stop Shop for affordable homeownership projects
and programs. Funding for homeownership new
construction and rehabilitation, first time homebuyer
assistance, acquisition of manufactured housing, and
technical assistance for low-income and agricultural
households.
B-36
Program Name Program Description
Infill Infrastructure Grant Program
Grant funding for infrastructure improvements that are an integral part of or necessary to facilitate new infill housing in residential and/or mixed-use projects.
Local Housing Trust Fund (LHTF) Program
Matching grant funds to local and regional housing trust funds dedicated to the creation, rehabilitation, or
preservation of affordable housing, transitional housing, and emergency shelters.
Multifamily Housing Program (MHP)
Low-interest, long-term deferred-payment loans for new
construction, rehabilitation, and preservation of
permanent rental housing for lowerincome households.
National Housing Trust Fund Program
(NHTF)
Federal program to increase and preserve the supply of
affordable housing, with an emphasis on rental housing
for extremely low-income households.
No Place Like Home Program
Funds the development of permanent supportive housing
for persons who are in need of mental health services and are experiencing homelessness, chronic homelessness, or at risk of chronic homelessness.
Permanent Local Housing Allocation
Program (PLHA) (also discussed under
City programs, above)
Grant funding available to eligible local governments in California for housing-related projects and programs that assist in addressing the unmet housing needs of their local communities.
Portfolio Reinvestment Program (PRP) PRP provides funds to rehabilitate and extend the long- term affordability of HCD-funded housing projects.
Prohousing Incentive Program (PIP)
[communities must be designated as
eligible to receive]
Program provides funds to assist local governments with Prohousing Designation to accelerate affordable housing production and conservation.
Veterans Housing and Homelessness
Prevention Program (VHHP)
Long-term loans for development or preservation of
rental housing for very low- and low-income veterans and their families.
APPENDIX C:
PRO FORMA FINANCIAL ANALYSIS
TABLE C-1. FOR-RENT, LOWEST DENSITY (CONTINUED ON MULTIPLE PAGES) Lot size 174,240
Floor area ratio (FAR) as calculated 58%
Multifamily component
Multifamily building area, gross 101,176
Number of floors (above podium if applicable) 3.0
Building footprint 33,725
Unit size (leasable) 860
Density 25
No. of units, per density 100
Building cost/SF, hard $265
Number of parking spaces, base 174
Parking area required 56,550
Number of parking spaces, guests (open) 40
Parking area required 13,000
Total parking spaces required 214
Total parking area required 69,550
Parking spaces by parking type
% of parking spaces in each parking type
At-grade, open 50%
At-grade, covered 30%
Above ground (incl. podium) 20%
Underground
Total for all types 100%
No. of parking spaces by parking type
At-grade, open 107
At-grade, covered 64
Above ground (incl. podium) 43
Underground 0
Total spaces (numbers may vary due to rounding) 214
Reconciliation of parking requirements and land area, ALL project components
Total area req. for parking, ALL components 116,350
Ground floor area avail. for parking, other uses
Building footprints (may be multiple uses)
Parking within building 13,910
Other uses required on first floor (retail etc.) 20,000 At-grade, covered 20,865
At-grade, open 81,575
Multifamily component, continued
Parking cost/space
At-grade, open $2,438
At-grade, covered $5,938
Above ground $36,298
TABLE C-1. FOR-RENT, LOWEST DENSITY (CONTINUED ON MULTIPLE PAGES) Underground $51,863
Total parking costs $2,201,627
Total hard costs, bldg. $26,811,765
Soft cost factor 22.5%
Soft costs $6,528,013
Total hard and soft costs $35,541,404
Rent per month $3.30
Building efficiency 85.0%
Operating expenses 30.0%
Occupancy rate 95.0%
Capitalization rate 4.50%
Building Component Value
Rental Income, gross $3,405,600
Rental Income, net $3,235,320
Less: Operating Expenses (970,596)
Net Operating Income $2,264,724
Capitalized Value $50,327,200
Retail component
Leasable area 20,000
Building cost/SF, hard $172.50
Percent of space in restaurants 25%
Total restaurant space 5,000
Restaurant space for patrons 3,000
Retail parking requirement at one per [SF]: 250
Number of spaces, restaurants
Patrons 67
For other space 20
Number of parking spaces, retail 57
Total parking spaces, retail/restaurant 144
Total parking area required 46,800
Parking spaces by parking type
% of parking spaces in each parking type
At-grade, open 100%
At-grade, covered
Above ground (incl. podium)
Underground
Total for all types 100%
No. of parking spaces by parking type
At-grade, open 144
At-grade, covered 0
Above ground (incl. podium) 0
TABLE C-1. FOR-RENT, LOWEST DENSITY (CONTINUED ON MULTIPLE PAGES) Underground 0
Parking cost/space
At-grade $2,438
Above ground $36,298
Underground $51,863
Total parking costs $351,000
Total hard costs, bldg. $3,631,579
Soft costs $896,080
Total hard and soft costs $4,878,659
Rent per month $2.50
Building efficiency 95.0%
Operating expenses 3.5%
Occupancy rate 95.0%
Soft cost factor 22.5%
Capitalization rate 6.00%
Building Component Value
Rental Income, gross $600,000
Rental Income, net $570,000
Less: Operating Expenses (19,950)
Net Operating Income $550,050
Capitalized Value, retail $9,167,500
Calculated value, all components $59,494,700
Calculation of Residual Land Value
Capitalized Value $59,494,700
Total construction costs ($40,420,064)
Less: Feasible land cost ($9,158,853)
Profit required with feasible land cost $9,915,783
Target Total Cost, with land $49,578,917
Feasible RLV per square foot land $53
Target profit (on costs) 20%
TABLE C-2. FOR-RENT, MEDIUM DENSITY (CONTINUED ON MULTIPLE PAGES) Lot size 174,240
Floor area ratio (FAR) as calculated 81%
Multifamily component
Multifamily building area, gross 141,647
Number of floors (above podium if applicable) 4.0
Building footprint 35,412
Unit size (leasable) 860
Density 35.0
No. of units, per density 140
Building cost/SF, hard $265
Number of parking spaces, base 244
Parking area required 79,170
Number of parking spaces, guests (open) 56
Parking area required 18,200
Total parking spaces required 300
Total parking area required 97,370
Parking spaces by parking type
% of parking spaces in each parking type
At-grade, open 50%
At-grade, covered 30%
Above ground (incl. podium) 20%
Underground
Total for all types 100%
No. of parking spaces by parking type
At-grade, open 150
At-grade, covered 90
Above ground (incl. podium) 60
Underground 0
Total spaces (numbers may vary due to rounding) 300
Reconciliation of parking requirements and land area, ALL project components
Total area req. for parking, ALL components 144,170
Ground floor area avail. for parking, other uses
Building footprints (may be multiple uses)
Parking within building 19,474
Other uses required on first floor (retail etc.) 20,000 At-grade, covered 29,211
At-grade, open 95,485
Multifamily component, continued
Parking cost/space
At-grade, open $2,438
At-grade, covered $5,938
Above ground $36,298
TABLE C-2. FOR-RENT, MEDIUM DENSITY (CONTINUED ON MULTIPLE PAGES) Underground $51,863
Total parking costs $3,077,880
Total hard costs, bldg. $37,536,471
Soft cost factor 22.5%
Soft costs $9,138,229
Total hard and soft costs $49,752,580
Rent per month $3.30
Building efficiency 85.0%
Operating expenses 30.0%
Occupancy rate 95.0%
Capitalization rate 4.50%
Building Component Value
Rental Income, gross $4,767,840
Rental Income, net $4,529,448
Less: Operating Expenses (1,358,834)
Net Operating Income $3,170,614
Capitalized Value $70,458,080
Retail component
Leasable area 20,000
Building cost/SF, hard $172.50
Percent of space in restaurants 25%
Total restaurant space 5,000
Restaurant space for patrons 3,000
Retail parking requirement at one per [SF]: 250
Number of spaces, restaurants
Patrons 67
For other space 20
Number of parking spaces, retail 57
Total parking spaces, retail/restaurant 144
Total parking area required 46,800
Parking spaces by parking type
% of parking spaces in each parking type
At-grade, open 100%
At-grade, covered
Above ground (incl. podium)
Underground
Total for all types 100%
No. of parking spaces by parking type
At-grade, open 144
At-grade, covered 0
Above ground (incl. podium) 0
TABLE C-2. FOR-RENT, MEDIUM DENSITY (CONTINUED ON MULTIPLE PAGES) Underground 0
Parking cost/space
At-grade, open $2,438
At-grade, covered $5,938
Above ground $36,298
Underground $51,863
Total parking costs $351,000
Total hard costs, bldg. $3,631,579
Soft costs $896,080
Total hard and soft costs $4,878,659
Rent per month $2.50
Building efficiency 95.0%
Operating expenses 3.5%
Occupancy rate 95.0%
Soft cost factor 22.5%
Capitalization rate 6.00%
Building Component Value
Rental Income, gross $600,000
Rental Income, net $570,000
Less: Operating Expenses (19,950)
Net Operating Income $550,050
Capitalized Value, retail $9,167,500
Calculated value, all components $79,625,580
Calculation of Residual Land Value
Capitalized Value $79,625,580
Total construction costs ($54,631,239)
Less: Feasible land cost ($11,723,411)
Profit required with feasible land cost $13,270,930
Target Total Cost, with land $66,354,650
Feasible RLV per square foot land $67
Target profit (on costs) 20%
TABLE C-3. FOR-RENT, HIGHEST DENSITY (CONTINUED ON MULTIPLE PAGES) Lot size 174,240
Floor area ratio (FAR) as calculated 105%
Multifamily component
Multifamily building area, gross 182,118
Number of floors (above podium if applicable) 4.5
Building footprint 40,471
Unit size (leasable) 860
Density 45
No. of units, per density 180
Building cost/SF, hard $265
Number of parking spaces, base 313
Parking area required 101,790
Number of parking spaces, guests (open) 72
Parking area required 23,400
Total parking spaces required 385
Total parking area required 125,190
Parking spaces by parking type
% of parking spaces in each parking type
At-grade, open 65%
At-grade, covered 0%
Above ground (incl. podium) 35%
Underground
Total for all types 100%
No. of parking spaces by parking type
At-grade, open 250
At-grade, covered 0
Above ground (incl. podium) 135
Underground 0
Total spaces (numbers may vary due to rounding) 385
Reconciliation of parking requirements and land area, ALL project components
Total area req. for parking, ALL components 148,590
Ground floor area avail. for parking, other uses
Building footprints (may be multiple uses)
Parking within building 43,817
Other uses required on first floor (retail etc.) 10,000 At-grade, covered 0
At-grade, open 104,774
Multifamily component, continued
Parking cost/space
At-grade, open $2,438
At-grade, covered $5,938
Above ground $36,298
TABLE C-3. FOR-RENT, HIGHEST DENSITY (CONTINUED ON MULTIPLE PAGES) Underground $51,863
Total parking costs $5,509,605
Total hard costs, bldg. $48,261,176
Soft cost factor 22.5%
Soft costs $12,098,426
Total hard and soft costs $65,869,208
Rent per month $3.30
Building efficiency 85.0%
Operating expenses 30.0%
Occupancy rate 95.0%
Capitalization rate 4.50%
Building Component Value
Rental Income, gross $6,130,080
Rental Income, net $5,823,576
Less: Operating Expenses (1,747,073)
Net Operating Income $4,076,503
Capitalized Value $90,588,960
Retail component
Leasable area 10,000
Building cost/SF, hard $172.50
Percent of space in restaurants 25%
Total restaurant space 2,500
Restaurant space for patrons 1,500
Retail parking requirement at one per [SF]: 250
Number of spaces, restaurants
Patrons 33
For other space 10
Number of parking spaces, retail 29
Total parking spaces, retail/restaurant 72
Total parking area required 23,400
Parking spaces by parking type
% of parking spaces in each parking type
At-grade, open 100%
At-grade, covered
Above ground (incl. podium)
Underground
Total for all types 100%
No. of parking spaces by parking type
At-grade, open 72
At-grade, covered 0
Above ground (incl. podium) 0
TABLE C-3. FOR-RENT, HIGHEST DENSITY (CONTINUED ON MULTIPLE PAGES) Underground 0
Parking cost/space
At-grade, open $2,438
At-grade, covered $5,938
Above ground $36,298
Underground $51,863
Total parking costs $175,500
Total hard costs, bldg. $1,815,789
Soft costs $448,040
Total hard and soft costs $2,439,330
Rent per month $2.50
Building efficiency 95.0%
Operating expenses 3.5%
Occupancy rate 95.0%
Soft cost factor 22.5%
Capitalization rate 6.00%
Building Component Value
Rental Income, gross $300,000
Rental Income, net $285,000
Less: Operating Expenses (9,975)
Net Operating Income $275,025
Capitalized Value, retail $4,583,750
Calculated value, all components $95,172,710
Calculation of Residual Land Value
Capitalized Value $95,172,710
Total construction costs ($68,308,537)
Less: Feasible land cost ($11,002,055)
Profit required with feasible land cost $15,862,118
Target Total Cost, with land $79,310,592
Feasible RLV per square foot land $63
Target profit (on costs) 20%
TABLE C-4. FOR-SALE, LOWEST DENSITY (CONTINUED ON MULTIPLE PAGES) Lot size 174,240
Floor area ratio (FAR) as calculated 83%
Residential component
Building area, gross 144,000
# floors (above podium/garage as applicable) 2
Building footprint 72,000
Unit size (leasable) 1,800
Density 20
No. of units, per density 80
Building cost/SF, hard $216
Number of parking spaces, base 139
Parking area required 45,240
Number of parking spaces, guests (open) 32
Parking area required 10,400
Total parking spaces required 171
Total parking area required 55,640
Parking spaces by parking type
% of parking spaces in each parking type
At-grade, open 20%
At-grade, covered
Above ground (incl. podium)
Tuck-under unit 80%
Total for all types 100%
No. of parking spaces by parking type
At-grade, open 34
At-grade, covered 0
Above ground (incl. podium) 0
Tuck-under unit 137
Total spaces (numbers may vary due to rounding) 171
Reconciliation of parking requirements and land area, ALL project components
Total area req. for parking, ALL components 79,040
Ground floor area avail. for parking, other uses
Building footprints (may be multiple uses)
Parking within building (inc. tuck-under) 44,512
Other uses required on first floor (retail etc.) 10,000 At-grade, covered
At-grade, open 34,528
Residential component, continued
Parking cost/space
At-grade, open $2,438
At-grade, covered $5,938
Above ground $36,298
TABLE C-4. FOR-SALE, LOWEST DENSITY (CONTINUED ON MULTIPLE PAGES) Tuck-under unit $14,000
Total parking costs $2,000,875
Total hard costs, bldg. $31,104,000
Soft cost factor 22.5%
Soft costs $7,448,597
Total hard and soft costs $40,553,472
Sales price $433.00
Gross sales price/unit $779,400
Cost of Sales 5.5%
Net sales price/unit $736,533
Total net sales receipts $58,922,640
Retail component
Leasable area 10,000
Building cost/SF, hard $172.50
Percent of space in restaurants 25%
Total restaurant space 2,500
Restaurant space for patrons 1,500
Retail parking requirement at one per [SF]: 250
Number of spaces, restaurants
Patrons 33
For other space 10
Number of parking spaces, retail 29
Total parking spaces, retail/restaurant 72
Total parking area required 23,400
Parking spaces by parking type
% of parking spaces in each parking type
At-grade, open 100%
At-grade, covered
Above ground (incl. podium)
Underground
Total for all types 100%
No. of parking spaces by parking type
At-grade, open 72
At-grade, covered 0
Above ground (incl. podium) 0
Underground 0
Parking cost/space
At-grade $2,438
Above ground $36,298
Underground $14,000
Total parking costs $175,500
Total hard costs, bldg. $1,815,789
TABLE C-4. FOR-SALE, LOWEST DENSITY (CONTINUED ON MULTIPLE PAGES) Soft costs $448,040
Total hard and soft costs $2,439,330
Rent per month $2.50
Building efficiency 95.0%
Operating expenses 3.5%
Occupancy rate 95.0%
Soft cost factor 22.5%
Capitalization rate 6.00%
Building Component Value
Rental Income, gross $300,000
Rental Income, net $285,000
Less: Operating Expenses (9,975)
Net Operating Income $275,025
Capitalized Value, retail $4,583,750
Calculated value, all components $63,506,390
Calculation of Residual Land Value
Capitalized Value $63,506,390
Total construction costs ($42,992,802)
Less: Feasible land cost ($9,929,190)
Profit required with feasible land cost $10,584,398
Target Total Cost, with land $52,921,992
Feasible RLV per square foot land $57
Target profit (on costs) 20%
TABLE C-5. FOR-SALE, MEDIUM DENSITY (CONTINUED ON MULTIPLE PAGES) Lot size 174,240
Floor area ratio (FAR) as calculated 124%
Residential component
Building area, gross 216,000
# floors (above podium/garage as applicable) 2
Building footprint 108,000
Unit size (leasable) 1,800
Density 30
No. of units, per density 120
Building cost/SF, hard $216
Number of parking spaces, base 209
Parking area required 67,860
Number of parking spaces, guests (open) 48
Parking area required 15,600
Total parking spaces required 257
Total parking area required 83,460
Parking spaces by parking type
% of parking spaces in each parking type
At-grade, open 20%
At-grade, covered
Above ground (incl. podium)
Tuck-under unit 80%
Total for all types 100%
No. of parking spaces by parking type
At-grade, open 51
At-grade, covered 0
Above ground (incl. podium) 0
Tuck-under unit 205
Total spaces (numbers may vary due to rounding) 256
Reconciliation of parking requirements and land area, ALL project components
Total area req. for parking, ALL components 106,860
Ground floor area avail. for parking, other uses
Building footprints (may be multiple uses)
Parking within building (inc. tuck-under) 66,768
Other uses required on first floor (retail etc.) 10,000 At-grade, covered
At-grade, open 40,092
Residential component, continued
Parking cost/space
At-grade, open $2,438
At-grade, covered $5,938
Above ground $36,298
TABLE C-5. FOR-SALE, MEDIUM DENSITY (CONTINUED ON MULTIPLE PAGES) Tuck-under unit $14,000
Total parking costs $2,994,313
Total hard costs, bldg. $46,656,000
Soft cost factor 22.5%
Soft costs $11,171,320
Total hard and soft costs $60,821,633
Sales price $433.00
Gross sales price/unit $779,400
Cost of Sales 5.5%
Net sales price/unit $736,533
Total net sales receipts $88,383,960
Retail component
Leasable area 10,000
Building cost/SF, hard $172.50
Percent of space in restaurants 25%
Total restaurant space 2,500
Restaurant space for patrons 1,500
Retail parking requirement at one per [SF]: 250
Number of spaces, restaurants
Patrons 33
For other space 10
Number of parking spaces, retail 29
Total parking spaces, retail/restaurant 72
Total parking area required 23,400
Parking spaces by parking type
% of parking spaces in each parking type
At-grade, open 100%
At-grade, covered
Above ground (incl. podium)
Underground
Total for all types 100%
No. of parking spaces by parking type
At-grade, open 72
At-grade, covered 0
Above ground (incl. podium) 0
Underground 0
Parking cost/space
At-grade $2,438
Above ground $36,298
Underground $14,000
Total parking costs $175,500
Total hard costs, bldg. $1,815,789
TABLE C-5. FOR-SALE, MEDIUM DENSITY (CONTINUED ON MULTIPLE PAGES) Soft costs $448,040
Total hard and soft costs $2,439,330
Rent per month $2.50
Building efficiency 95.0%
Operating expenses 3.5%
Occupancy rate 95.0%
Soft cost factor 22.5%
Capitalization rate 6.00%
Building Component Value
Rental Income, gross $300,000
Rental Income, net $285,000
Less: Operating Expenses (9,975)
Net Operating Income $275,025
Capitalized Value, retail $4,583,750
Calculated value, all components $92,967,710
Calculation of Residual Land Value
Capitalized Value $92,967,710
Total construction costs ($63,260,963)
Less: Feasible land cost ($14,212,129)
Profit required with feasible land cost $15,494,618
Target Total Cost, with land $77,473,092
Feasible RLV per square foot land $82
Target profit (on costs) 20%
APPENDIX D:
SAMPLE DEMOGRAPHIC COMPARISON FOR ENTERTAINMENT/RECREATION FACILITIES
Table D-1. Demographic Comparison for Life Time Club Locations in California Life Time Club Locations - 5-mi radius
Variable
Camarillo
Commons
San
Clemente Irvine La Jolla Otay*
Laguna
Niguel Brea* Folsom Arden
Population 87,654 91,908 542,457 165,180 246,245 306,074 360,635 125,653 316,321 Households 32,682 35,075 185,599 70,128 71,583 117,739 122,112 43,999 123,340 Median Age 43 42.7 35.2 34.6 37.3 44.9 39.2 41.9 37.7
Median Household Income $127,119 $135,984 $110,049 $121,181 $131,979 $131,774 $109,977 $159,951 $82,066 Average Household Income $164,411 $188,270 $152,179 $166,583 $154,137 $178,771 $146,323 $197,946 $111,240 Per Capita Income $61,414 $72,180 $52,219 $70,978 $44,967 $68,755 $49,587 $70,029 $43,534 Life Time Club Locations - 7-mi radius
Variable
Camarillo
Commons
San
Clemente Irvine La Jolla Otay*
Laguna
Niguel Brea* Folsom Arden
Population 136,328 155,165 978,814 250,900 428,719 461,204 733,649 187,523 584,699 Households 46,954 59,071 335,955 105,427 128,497 179,860 241,832 68,749 222,106 Median Age 41.2 43.9 37.0 36.3 37.3 45.5 39.4 42.9 37.5 Median Household Income $145,567 $136,466 $114,530 $122,113 $107,327 $134,893 $108,274 $142,501 $81,409 Average Household Income $181,429 $188,841 $159,043 $166,235 $131,363 $183,450 $141,532 $180,871 $109,252 Per Capita Income $63,279 $72,413 $54,654 $70,128 $39,537 $71,537 $46,708 $66,844 $41,667 Life Time Club Locations - 10-mi radius
Variable
Camarillo
Commons
San
Clemente Irvine La Jolla Otay*
Laguna
Niguel Brea* Folsom Arden
Population 456,556 268,168 1,580,193 571,921 721,305 694,017 1,556,580 344,910 1,199,126 Households 142,716 100,312 543,223 234,010 218,509 266,069 499,133 129,348 435,095 Median Age 37.9 43.0 38.4 36.9 36.9 43.1 39.0 43.2 37.3 Median Household Income $110,669 $144,100 $112,401 $121,884 $97,214 $141,157 $106,486 $128,474 $84,827 Average Household Income $143,530 $195,588 $155,501 $167,847 $121,801 $188,711 $138,352 $167,763 $111,453 Per Capita Income $44,955 $73,588 $53,566 $68,981 $37,097 $72,546 $44,392 $63,217 $40,554 Source: ESRI; Liife Time Club website; TNDG.
Note: *Clubs currently under construction (anticipated to open late 2025/early 2026)