Item No. 10.
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:OFFICE OF THE CITY MANAGER
BY:IRMA HUITRON, DIRECTOR OF COMMUNITY DEVELOPMENT
DATE:MAY 12, 2026
SUBJECT:CITY OF DOWNEY COMPREHENSIVE GENERAL PLAN UPDATE STATUS REPORT
EXECUTIVE SUMMARY
The City Council will receive and file a report on the City’s comprehensive General Plan update. The General Plan is the City’s long-term blueprint for growth. This update creates an updated policy framework that reflects State requirements, aligns with the City’s certified Housing Element, and captures community priorities such as land use, economic development, and quality of life. Led by the Community Development Department in partnership with the City’s consultant, MIG, the comprehensive General Plan update is progressing through a five-phase process that includes extensive community outreach and input and technical analysis that will result in a community-driven roadmap to guide Downey’s growth and investment over the next 20 years.
RECOMMENDATION
That the City Council:
Receive and file a status report on the City’s Comprehensive General Plan update.
BACKGROUND
Pursuant to State law, Government Code Section 65300, each city is required to adopt a comprehensive, long-term general plan for the physical development of the City, and requires eight (8) mandatory elements: Land Use, Circulation, Housing, Conservation, Open Space, Noise, Safety, and the new required element of Environmental Justice. Downey’s General Plan also includes two optional elements, Design and Economic Development. The City of Downey previously adopted its General Plan in January 2005, and has a horizon year of 2025. A 20-year horizon, while not required by California Government Code Section 65300, is widely used as a planning best practice because it provides a long-term roadmap for growth and investment while remaining flexible enough to adapt to changing conditions over time.
The City initiated a three-phase General Plan update in 2020. Phase 1 (Housing Element Update) was completed in October 2022 with the adoption of the Housing Element, which was subsequently certified by the California Department of Housing and Community Development (HCD).
Phase 2 (Implementation of key Housing Element Programs) was completed in January 2025 and culminated in the adoption and implementation of key Housing Element programs to maintain compliance with HCD. These programs included the adoption of two Housing Overlay Zones and Objective Design Standards. Targeted outreach was conducted during Phase 2, including a focus group with design and real estate professionals held on July 24, 2024. Feedback gathered during the workshop helped inform the development of the City’s Objective Design Standards, which were subsequently adopted in January 2025.
Phase 3 is comprised of a Comprehensive General Plan Update, which includes updates to the Land Use, Conservation, Open Space, Noise, and Safety Elements, and will introduce a new required element, the Environmental Justice Element. Under SB 1000, California Environmental Justice law, cities must either adopt a standalone Environmental Justice Element or integrate environmental justice policies into other elements of the General Plan. The Environmental Justice Element is a policy framework that helps guide planning decisions to reduce pollution and health risks, improve access to parks, healthy food, housing, and services, and support community input, with the goal of creating healthier environments and greater opportunities for all neighborhoods Phase 3 will establish a refreshed policy framework that reflects current conditions, State requirements, and guiding principles for land use, circulation and mobility, economic development, and other development opportunities over the next 20 years. The effort will also ensure consistency with the City’s certified Housing Element, which does not require an update at this time.
DISCUSSION
The Comprehensive General Plan Update, is the third phase of the Comprehensive General Plan Update. The update is being completed in five parts and is currently in the fourth phase, General Plan Development, with on- going community engagement across all phases. The Community Development Department’s Planning Division City team has led the comprehensive General Plan update effort with the assistance of the consulting firm, MIG.
The Comprehensive General Plan Update is organized in five key phases:
I. Study of Existing Conditions;
II. Community Engagement;
III. Preparation of Vision and Alternatives;
IV. General Plan Development; and
V. General Plan Adoption
Following the adoption of the General Plan, the City will proceed with the preparation of a Zoning Text Amendment (ZTA) and Specific Plan Amendments (SPA) to ensure consistency between the Zoning Code and the policies and programs of the updated General Plan.
Phase 1 – Existing Conditions
This phase was completed in Fall 2024 and focused on establishing a baseline understanding of the City’s current conditions across key topics such as land use, housing, transportation, infrastructure, and environmental resources. This work provided the data needed to identify key issues and opportunities, and to help inform community input and future policy development.
A significant component of this effort involved a detailed parcel-level review to identify inconsistencies between existing zoning and General Plan land use designations. Staff evaluated more than 1,500 parcels as part of this process, which required substantial time and coordination to ensure accuracy and alignment. Aligning these land use and zoning designations will ultimately benefit property owners by streamlining future development review processes, as these inconsistencies are being addressed comprehensively through the General Plan Update and its associated environmental review.
To support transparency and community understanding throughout the General Plan Update process, the City also developed an Existing Conditions Story Map. The Story Map serves as an interactive public engagement and educational tool designed to provide residents, stakeholders, and decision makers with accessible information about Downey’s existing conditions, planning framework, and community characteristics. The tool helps communicate the data, analysis, and context that are informing the development of the updated General Plan.
The City's Existing Conditions Story Map is available
here: https://storymaps.arcgis.com/stories/75b1b2f6fef14bce9f1a1ef251c7e1f0 . The Story Map is an interactive tool organized around the following topics areas:
What is a General Plan?
History of Downey
Community Snapshot including population growth, community composition, economic conditions, and development patterns.
Existing Land Use Patterns
Land Use Regulations Overview
Mobility, including regional and local transportation networks, public transit, bicycle facilities, and road safety.
Safety Hazards, including Police and Fire services
Natural Hazards, including flood and seismic hazards.
Natural Resources, including parks and open space, rivers and storm drainage.
A market study was prepared by the Natelson Dale Group, as part of the General Plan Update to provide an understanding of economic trends, development feasibility, and likely demand for various land uses. This analysis helps ensure that the General Plan is grounded in realistic market conditions, allowing the City to align land use designations and policy direction with anticipated growth while identifying opportunities to support economic development and investment. A copy of the Market Study is included as Attachment A.
Phase 2 – Community Engagement
During this phase, the project team conducted outreach efforts to gather input from residents, stakeholders, and the broader community through workshops, questionnaires, multimedia platforms, and pop-up events. The goal was to ensure that the planning process was inclusive and reflective of community priorities and values.
More recently, on April 2, 2026, the City hosted a scoping meeting to initiate preparation of the Environmental Impact Report (EIR). Staff published a notice of preparation in the Downey Patriot newspaper on March 11, 2026, and mailed over 40 notices to responsible and interested agencies such as the California Air Resources Board, Metro, Downey Unified School District, South Coast Air Quality Board, Edison, Los Angeles County Sanitation, and various neighboring cities. The purpose of the scoping meeting was to seek input on the scope and content of the EIR, identify key environmental issues and analysis topics, provide an overview of the General Plan Update and related zoning amendments, and invite feedback from agencies and the public on what the Draft EIR should study and evaluate. The PowerPoint presentation provided as part of the meeting is included in Attachment B and a recording of the presentation is available here: https://www.youtube.com/watch?v=JwqC4YZvnuw .
Property Owners Meeting
On April 22, 2026, City staff hosted a meeting for property owners whose properties were identified as potentially requiring a land use or zoning change to ensure consistency with existing development on the property or surrounding uses. Approximately 50 people attended. Attendees asked detailed, property-specific questions and gained a better understanding of the General Plan update process. A summary of the meeting is currently being drafted and will be posted on the City’s General Plan update webpage as soon as it is available.
Environmental Justice Workshop and Pop-Up Events
Earlier in the process, the City conducted broader outreach starting in the fall of 2024 through the spring of 2025, including a workshop and four interactive pop-up events:
Environmental Justice Element workshop at the Columbia Memorial Space Center (August 28, 2024) Bunny Patch at Golden Park (April 19, 2025) – Pop-Up Event Downtown Street Faire (May 10, 2025) – Pop-Up Event
Touch-a-Truck at Independence Park (May 17, 2025) – Pop-Up Event Rise Above Men’s Wellness Resources Fair at Apollo Park (June 7, 2025) – Pop-Up Event The Environmental Justice Workshop invited the public to discuss topics surrounding pollution burdens, accessibility, access to resources, and healthy living. Input gathered through the workshop, will assist in guiding programs aimed at ensuring equitable access to resources and opportunities throughout the community. Overall, residents identified air quality, traffic-related pollution, water quality, and unhealthy housing conditions as key concerns, along with the need for stronger code enforcement and environmental protections.
Participants emphasized improving walkability through better street lighting, safer sidewalks, traffic calming, and enhanced bicycle infrastructure, noting that safety concerns and poor infrastructure limit active transportation.
Access to healthy resources was also a priority, with calls for improved parks, more recreational programming, healthier food options, and community-serving amenities such as gardens and activity spaces. Public safety and homelessness were recurring concerns affecting quality of life in public spaces.
Residents also highlighted the need for balanced growth that addresses housing quality, affordability, and infrastructure capacity, while maintaining neighborhood conditions. Suggested solutions included expanding public transit, increasing EV infrastructure, implementing green infrastructure, and enhancing environmental monitoring and mitigation strategies. Finally, participants stressed the importance of stronger, more inclusive community engagement, improved communication, and ongoing outreach to ensure residents remain informed and involved in decision-making. A summary of the Environmental Justice Workshop is included as Attachment C.
Pop-Up Events
Each pop-up event was designed to engage residents in a fun, approachable way while gathering feedback to help shape the City's future growth, development, mobility, housing, and economic priorities. Across all events, interactive poster boards, maps, and comment materials were used to encourage residents to provide feedback on housing density, preferred development locations, mobility improvements, and community values. While the Bunny Patch and Street Faire events focused more on broader community priorities, the Touch-a-Truck and Wellness Resource Fair events provided more detailed input on land use, building density and heights, and desired development patterns.
Overall, residents emphasized the importance of safe, walkable neighborhoods, well-maintained public spaces, and improved street lighting and pedestrian safety. There was strong support for community gathering spaces, small local businesses, and higher-paying jobs, with less emphasis on traditional retail expansion.
In terms of land use, feedback reflects a preference for moderate-density mixed-use development along major corridors such as Firestone Boulevard, Bellflower Boulevard, and near key destinations like Downey Landing and the Promenade, while maintaining lower-density character near existing single-family neighborhoods. Residents also expressed concerns related to parking, traffic, ADUs, and infrastructure capacity, alongside calls for improved parks, maintenance, and public amenities. Public safety, communication, and ongoing community engagement were consistently identified as priorities. Overall, the input supports a balanced approach to growth that enhances walkability, supports local businesses, and preserves neighborhood character. A summary of the community feedback provided at the Pop-Up events is provided in Attachment D.
Questionnaire
In addition, an online and paper questionnaire was launched on April 29, 2025, and was available for two months in both English and Spanish with topic areas covering housing, local economy, public health and safety, mobility, parks and open space, and the overall character of the City. The questionnaire was promoted through email blasts, social media, the City’s website, and at pop-up events. The community survey results reflect a strong sense of pride in Downey’s safe, family-oriented character and well-maintained neighborhoods, with residents emphasizing the importance of cleanliness, parks, and quality public spaces. Key priorities include enhanced beautification efforts, such as trees, lighting, and graffiti removal, with a focus on equitable improvements across all neighborhoods. While residents support affordable housing for seniors and local families, they also expressed concerns about overdevelopment, parking, and preserving single-family character, along with a desire for greater transparency in planning decisions. Public safety, homelessness, and street maintenance remain top concerns, alongside interest in expanded youth programs and improved community facilities. Residents also favor small, local businesses and vibrant, walkable commercial areas, supported by safer pedestrian and bicycle infrastructure and improved transit options, and emphasize the importance of cultural inclusion, effective communication, and ongoing community engagement. A summary of the community questionnaire feedback is provided in Attachment E.
Continuous Feedback Opportunities
Community engagement is an ongoing process, and the General Plan update team continues to emphasize the importance of consistent and accessible opportunities for public input. A dedicated General Plan update website was established early in the process here: https://www.downeyca.org/our-city/departments/community- development/planning/general-plan-update to provide regular updates. In addition, a dedicated email address for public feedback continues to be available at: [email protected].
Collectively, these outreach efforts reflect a sustained, multi-year commitment to transparency and public engagement, ensuring that the General Plan Update is informed by broad community input and aligned with the City Council’s priority of public engagement.
Phase 3 – Vision & Alternatives
This phase focused on developing a clear vision for the General Plan, informed by community input and technical expertise from various City departments.
To establish a collaborative foundation for the City of Downey’s General Plan Update, a technical working group (TWG) meeting was convened, comprised of representatives from key City departments. The role of the TWG was to review and refine existing goals, policies, and programs while also identifying opportunities for new ones. This collaborative setting facilitated comprehensive discussions and brought together diverse perspectives from various departments, including Community Development, Public Works, Police, Fire, Finance, Parks & Recreation, and the Columbia Memorial Space Center/Library.
By involving department representatives early in the process, the City ensured that the General Plan aligns with departmental objectives, supports interdepartmental collaboration, and reflects a shared vision for Downey’s future, including alignment with key goals outlined in the City’s Strategic Plan: Downey Forward.
The feedback helped shape goals and policies that will guide future growth and informed the development and evaluation of alternative land use scenarios to consider different approaches for achieving the City’s long-term objectives. The TWG workbook is provided in Attachment F for reference.
The proposed General Plan and Zoning Map updates can be viewed in an interactive map at this link:
https://storymaps.arcgis.com/stories/a19e14206a3f4fe3aa4588b5024cb034 . In the interactive map, the user may use the slider to compare how land use is planned to change with the General Plan Update.
The left side shows the Current General Plan Land Use Map, reflecting current designations and development patterns, while the right side presents the Proposed General Plan Land Use Map, illustrating planned changes to land use, intensity, and future growth. This interactive view highlights where land use designations are being maintained, refined, or transformed as part of the General Plan Update. A similar map is provided to show the proposed zoning map updates.
Phase 4 – General Plan Development
In this phase, draft General Plan elements are prepared and refined to incorporate the vision, goals, and policies, developed through the prior phases. These materials are reviewed internally by City staff prior to the release of a Public Draft General Plan for community and stakeholder review. An additional community workshop will be held to gather feedback on the Public draft and ensure continued public participation in shaping the final plan. As part of this effort, the General Plan is also being reformatted into a more user-friendly and modern document, incorporating graphics, maps, and visual elements to improve readability and accessibility for the public and decision-makers.
Concurrently, a Programmatic Environmental Impact Report (PEIR) is being prepared in accordance with the California Environmental Quality Act (CEQA) to evaluate the potential environmental impacts associated with the implementation of the General Plan. The CEQA process includes several key steps:
Notice of Preparation (NOP) – Issued to inform responsible and interested agencies to define the scope of issues and analysis to be included in the PEIR.
Public Scoping Meeting – Conducted to solicit input from the public, organizations, agencies regarding on the scope and content of the environmental analysis.
Draft PEIR and Public Review – A Notice of Availability (NOA) and Notice of Completion (NOC) will be filed with the California Office of Planning Research (OPR), initiating a 45-day public review period for the Draft PEIR.
Final PEIR- Includes responses to all comments received, as well as any revisions or corrections to the Draft PEIR, and is distributed to commenting agencies.
Mitigation Monitoring and Reporting Program (MMRP), Facts and Findings, and Statement of Overriding Considerations – Prepared to ensure that all mitigation measures are implemented and monitored throughout the lifecycle of the General Plan, and to support decision-makers in considering the environmental impacts of the General Plan.
Finalization of Historic Program Educational Materials
This phase also includes the completion of historic preservation related educational materials, including Historic Context Statements and Architectural Style Guides tailored to the City of Downey. The Historic Context Statement documents the City’s historical development patterns and establishes a framework for understanding and evaluating the significance of local historic resources, including key themes, time periods, and development patterns that shaped the City’s built environment.
Architectural Style Guides complement this effort by highlighting prevalent architectural styles found throughout Downey. These guides feature local examples and identify key character-defining features to promote awareness and encourage preservation. The guides are designed to be user-friendly and accessible in web, mobile, and print formats to support use by property owners, real estate professionals, and the broader community.
As part of this work, the sub-consultant, Architectural Resources Group (ARG), has prepared Historic Context Statement documents, Architectural Style Guides, and other property specific materials. These materials are in draft form and will be made available for public review on the City’s General Plan website:
https://www.downeyca.org/our-city/departments/community-development/planning/general-plan-update .
Collectively, these efforts align the City’s regulatory framework with the updated General Plan while strengthening tools to support the long-term stewardship of Downey’s historic resources.
Phase 5 – General Plan Adoption
The final phase includes formal public hearings before the Planning Commission and City Council to consider adoption of the General Plan. This phase represents the culmination of the multi-year planning process and brings together the technical analysis, community input, and policy direction developed throughout the prior phases.
The adoption process will include publicly noticed hearings, providing opportunities for the Planning Commission and City Council to review the draft General Plan, associated environmental documentation, and all supporting materials. These hearings also ensure that the public and stakeholders have an additional opportunity to provide input prior to final decision-making.
Collectively, this process ensures transparency and public participation, culminating in the formal adoption of a comprehensive and community-informed General Plan that will guide the City’s future growth, development, and investment over the next 20 years.
Zoning Text Amendments
After the General Plan is adopted, implementation measures such as Zoning Text Amendments (ZTAs) will be undertaken to ensure consistency between the updated General Plan and the City’s Zoning Code. The City will implement targeted updates to the DMC to ensure that land use regulations, development standards, and permitted uses align with the General Plan’s policy framework. These updates will help provide clarity and consistency for property owners, applicants, and staff during future development review processes.
Conclusion
At the meeting, City staff and the consultant team will provide a PowerPoint presentation with an overview of the General Plan land use and zoning map updates and the overall plan update process, including key milestones, recent outreach efforts, and next steps. The presentation will also highlight how community input and technical analysis have informed the proposed updates and provide an opportunity for City Council discussion.
ENVIRONMENTAL ANALYSIS
Pursuant to the California Environmental Quality Act (CEQA), this item is not a project as defined by CEQA Guidelines Section 15378 and is not subject to environmental review.
CITY COUNCIL PRIORITIES
Fiscal Responsibility
Economic Vibrancy
Efficiency & Adaptability
Quality of Life, Safety & Infrastructure
Public Engagement
FISCAL IMPACT
There are no fiscal impacts.
Attachments
Attachment A - Market Demand Study.pdf
Attachment B - Scoping Meeting Presentation.pdf
Attachment C - Environmental Justice Workshop Summary.pdf Attachment D - Pop Up Events Summary.pdf
Attachment E - Questionnaire Summary.pdf
Attachment F - Technical Working Group Workbook.pdf
LAND USE MARKET DEMAND STUDY
FOR
GENERAL PLAN UPDATE
Prepared for:
City of Downey
October 24, 2025
PREPARED BY:
THE NATELSON DALE GROUP, INC.
YORBA LINDA, CA• www.natelsondale.com
O: 714.692.9596 • F: 714.692.9597
Attachment A
Table of Contents
I. Introduction .......................................................................................................................................... 1 Retail Demand Analysis ....................................................................................................................... 1 Office and Industrial Demand Analysis ............................................................................................... 1 Housing Demand Analysis ................................................................................................................... 1 Hotel Demand Analysis ....................................................................................................................... 2 II. Executive Summary Land Use Demand Forecast ................................................................................. 3 Retail Land Uses .................................................................................................................................. 3 Office and Industrial Land Uses ........................................................................................................... 4 Housing Land Uses .............................................................................................................................. 4 Hotel Land Uses ................................................................................................................................... 5 III. Retail Demand Analysis ........................................................................................................................ 6 Overview of Methodology .................................................................................................................. 6 Geographic Trade Areas Considered in this Analysis .......................................................................... 6 Retail Demand Analysis Summary ....................................................................................................... 8 Retail Demand Analysis Methodology ................................................................................................ 9 Population and Income Levels ............................................................................................................ 9 Retail Sales Demand .......................................................................................................................... 10 Distribution of Retail Expenditures ................................................................................................... 12 Capture Rate Assumptions ................................................................................................................ 13 Potential Retail Sales Volumes .......................................................................................................... 15 Supportable Retail Space .................................................................................................................. 18 IV. Office Demand Analysis ...................................................................................................................... 21 Statistical Overview ........................................................................................................................... 21 Office Demand Forecast .................................................................................................................... 22 V. Industrial Demand Analysis ................................................................................................................ 27 Statistical Overview ........................................................................................................................... 27 Industrial Demand Forecast .............................................................................................................. 29 VI. Housing Demand Analysis ................................................................................................................... 33 Housing Characteristics and Demand Analysis ................................................................................. 33 VII. Hotel Demand Analysis ....................................................................................................................... 42
APPENDIX A: DOWNEY RETAIL TRADE AREA DEMAND MODEL
APPENDIX B: HOSPITALITY MARKET DATA BY SUBMARKET IN LOS ANGELES COUNTY
Attachment A
List of Tables
Table II-1. Projected Growth in Demand by Land Use: 2023-2045 City of Downey ...................................................... 3 Table II-2. Overview of Office and Industrial Markets in 2024 (Q4, QTD) City of Downey ........................................... 4 Table III-1: Potential Net Demand for New Retail Space Downey Retail Trade Area – PMA in Square Feet (all numbers are cumulative)............................................................................................................................................... 8 Table III-2: Population Projections by Year Downey Retail Trade Area ......................................................................... 9 Table III-3: Per Capita Income Levels Downey Park Retail Trade Area ........................................................................ 10 Table III-4: Total Retail Sales As a Percentage of Aggregate Personal Income Los Angeles County ............................ 11 Table III-5: Total Retail Sales as a Percentage of Aggregate Personal Income Downey Park Retail Trade Area ......... 11 Table III-6: Income and Retail Demand Downey Retail Trade Area in thousands of constant dollars ........................ 12 Table III-7: Distribution of Retail Sales by Category Downey Retail Trade Area .......................................................... 13 Table III-8: Capture Rates of Primary Market Area Demand Downey Retail Trade Area ............................................ 14 Table III-9: Capture Rates of Secondary Market Area Demand Downey Retail Trade Area ........................................ 15 Table III-10: Potential Retail Sales Downey Retail Trade Area – PMA1 in thousands of constant dollars .................. 16 Table III-11: Comparison of Potential Demand with Actual Sales Downey Retail Trade Area – PMA in thousands of dollars .......................................................................................................................................................................... 17 Table III-12: Total Capture of Demand for New Retail Sales Within PMA of Downey Retail Trade Area in thousands of constant dollars ....................................................................................................................................................... 18 Table III-13: Sales per Square Foot Standards for Retail Space Downey Retail Trade Area ........................................ 19 Table III-14: Potential Demand for NEW Retail Space Within PMA of Downey Retail Trade Area.............................. 20 Table IV-1. Overview of Office Market, 2024 (Q4, QTD) Los Angeles County and Submarkets .................................. 21 Table IV-2. Total Employment by Industry Group and Estimated Percent in Office Space Los Angeles County, Mid- Cities Submarket, and Downey (2023) ........................................................................................................................ 23 Table IV-3. Estimated Office-Related Employment by Major Industry Group Los Angeles County, Mid-Cities Submarket, and Downey (2023) .................................................................................................................................. 24 Table IV-4. Projected Growth in Total Employment Los Angeles County, Mid-Cities Submarket, and Downey (2023- 45) ................................................................................................................................................................................ 24 Table IV-5. Office Space Demand Projections Los Angeles County and Mid-Cities Submarket (2023-45) .................. 25 Table IV-6. Office Space Demand Projections City of Downey (2023-45) ................................................................... 26 Table V-1. Overview of Industrial Market in 2024 (Q4, QTD) Los Angeles County and Submarkets ........................... 27 Table V-2. Total Employment by Industry Group and Estimated Percent in Industrial Space Los Angeles County, Mid-Cities Submarket, and Downey (2023) ................................................................................................................. 29 Table V-3. Estimated Industrial-Related Employment by Major Industry Group Los Angeles County, Mid-Cities Submarket, and Downey (2023) .................................................................................................................................. 30 Table V-4. Projected Growth in Total Employment Los Angeles County, Mid-Cities Submarket, and Downey (2023- 45) ................................................................................................................................................................................ 30 Table V-5. Industrial Space Demand Projections Los Angeles County and Mid-Cities Submarket (2023-45) ............. 31 Table V-6. Industrial Space Demand Projections City of Downey (2023-45) ............................................................... 32 Table VI-1. Housing Characteristics in Downey, Compared to the County and State ................................................. 34 Table VI-2. Occupied Housing by Tenure and Configuration ....................................................................................... 35 Table VI-3. Downey Housing Stock by Year since 2015 ............................................................................................... 36 Table VI-4. Housing Built in Downey and L.A. County by Decade ................................................................................ 36 Table VI-5. Downey Residential Building Permits by Density Type, 2015-2024 .......................................................... 37 Table VI-6. Summary of Residential Projects in the Planning Pipeline, City of Downey, 2025 .................................... 39 Table VI-7. Projected Growth Through 2045 by Residential Type ............................................................................... 41 Table VII-1. Existing Hotel Facilities in Downey – Number of Rooms, Year Built, and Hotel Class .............................. 42 Table VII-2. Projected Demand for New Hotel Rooms, 2025-2045 Los Angeles Southeast Submarket and City of Downey ........................................................................................................................................................................ 43 Attachment A
List of Figures
Figure III-1. Downey Retail Trade Boundaries – PMA and SMA .................................................................................... 7 Figure IV-1: Mid-Cities Office Market Area, Los Angeles County ................................................................................ 22 Figure V-1: Mid-Cities Industrial Market Area, Los Angeles County ............................................................................ 28 Figure VII-1. Los Angeles Southeast Hospitality Submarket Boundaries ..................................................................... 44
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
1 I. Introduction
This summary report provides a market demand analysis for new development opportunities in the City of Downey as part of the General Plan update. The report evaluates market demand for new development in the following three land use categories: retail, office, and industrial. 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.
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 Los Angeles County and regional submarkets, including the Mid-Cities markets for both land uses 1;
• TNDG’s model for allocating employees in various industries to office or industrial (or other) space;
• 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.
Housing Demand Analysis
The Housing Demand Analysis section first provides a statistical overview of the local and County residential markets.
The Housing Demand Model reflects the following factors:
• Historic changes in dwelling units by type as reported by the California Department of Finance (DOF), along with historic building permit activity as reported by the U.S. Census Bureau;
1 Sections III and IV show that the Mid-Cities submarkets are defined differently for office and industrial land uses.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
2 • Projections from the City’s recently adopted Housing Element, 2021-2029; and • Projected mix of new residential development types (i.e., single-family and multi-family) based on known planned/proposed projects and available land for new development.
Hotel Demand Analysis
The Hotel Demand Analysis section first provides a summary of the City’s existing hotel inventory. Next, the analysis provides projections of potential new hotel development in the larger Los Angeles Southeast submarket, along with the City’s estimated capture of this larger regional demand.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
3 II. Executive Summary Land Use Demand Forecast
The following table provides an abbreviated summary of TNDG’s land use demand forecasts through 2045, the buildout year evaluated in this analysis. These summary projections are for the City of Downey. As shown in Table II-1, projections for office and industrial land uses are provided as a range between baseline and aggressive scenarios. Generally, the baseline forecast represents a continuation of existing trends (subject to physical capacity constraints), while the aggressive forecast generally represents a scenario whereby the City captures a relatively larger share of regional demand for new space 2. 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)3. The SCAG forecasts indicate very limited growth in Downey and surrounding communities over the next 20 years. As such, demand for commercial and industrial development is projected to be relatively modest. To the degree that the City’s General Plan update and Housing Element implementation significantly expand capacity for new development (and related population and employment growth), future demand could exceed the numbers presented in this preliminary report.
Table II-1. Projected Growth in Demand by Land Use: 2023-2045 City of Downey
Forecast Scenario
Land Use Category Baseline Aggressive
Retail Space (square feet) 858,649 858,649
Office Space (square feet) 48,000 67,000
Industrial Space (square feet) 137,000 183,000
Single-family Residential (dwelling units) 780 780
Multi-family Residential (dwelling units) 2,170 2,170
Hotel (rooms) 109 172
Source: TNDG.
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 Downey’s neighboring communities. Recently adopted demographic forecasts from SCAG show very limited population growth in Downey 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 Downey. However, a more aggressive City policy aimed an intensifying residential development in Downey would increase the demand – by adding to the City’s existing
2 See Sections IV and V for further detail.
3 SCAG 2024 RTP/SCS (“Connect SoCal 2024”) Growth Projections. See Table III-2 in Section III.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
4 population – for new retail space above the numbers shown in Table II-1. Given the above, the retail demand numbers are preliminary in that they are based on adopted demographic forecasts.
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 show that the industrial market is about 2.3 times the size of the office market in Downey. In addition, the low vacancy rates for both land uses suggest that the office and industrial markets are relatively healthy in Downey. 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 (Q4, QTD) City of Downey
Area Total Space
Occupied
Space
Vacant
Space
Vacancy
Rate
Square Feet
Office 2,085,378 2,044,247 41,131 2.0%
Industrial 4,888,648 4,686,297 196,351 4.0%
Source: CoStar, market data as of Q4, 2024.
The office and industrial and demand forecasts shown Table II-1 are relatively modest given the built- out nature of Downey 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 Downey. 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 and industrial land uses.
• CoStar 10-year forecasts of net absorption of office and industrial space for the relevant submarkets also show similar trends, with net absorption for both land uses well below recent historical trends.
Housing Land Uses
The housing projections assume significant more growth that the adopted SCAG projects, which show very limited growth in new households over the next 20 years in the City. The projections in this report are more consistent with goals outlined in the City’s recently adopted Housing Element, which incorporate local housing needs as outlined in the City’s Regional Housing Needs Assessment (RHNA).
Projections on the mix of new residential development (i.e., the breakout between single-family and multi-family units) consider existing planned/proposed projects and existing land use capacity to accommodate new residential development in the City.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
5 Hotel Land Uses
The near-term potential for new hotel development in the City appears limited based on the following factors:
• Only one hotel was developed in Downey during the past 37 years. Prior to 2022, the City had not seen any new hotel development since 1988 (i.e., no new hotels were built in the 37-year period between 1988 and 2021). Thus, the new hotel built in 2022 (the 140-room SpringHill Suites) likely represents Downey’s “fair share” of the regional hotel market for a number of years to come.
• Existing planned/proposed projects in the larger regional submarket (Los Angeles Southeast) that Downey sits within are likely to absorb most of the near-term demand for new hotel development.
The demand model does project that City could potentially attract one new modern hotel development, ranging between 109 and 172 rooms, over the next 20 years. Given the above, this potential demand would likely come later in the study period evaluated in this analysis (i.e., 2035 or later).
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
6 III. Retail Demand Analysis
This section evaluates the market potential for new retail development in the City of Downey. 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 Downey. 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 a Secondary Market Area (SMA) (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 Downey and the secondary market area;
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 an SMA that includes cities/communities that surround the City. The entire market area is broken down into the following two sub areas:
• Primary Market Area (PMA): The PMA is defined by the City of Downey’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 needs at Downey retail establishments. • Secondary Market Area (SMA): The SMA is defined by a 5-mile radius surrounding the City. It includes portions of the following neighboring cities: Bell, Bell Gardens, Bellflower, Commerce, Cudahy City, Lynwood, Maywood, Montebello, Norwalk, Paramount, Pico Rivera, Santa Fe Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
7 Springs, and South Gate. The SMA “nets out” the City of Downey to avoid double-counting its population in the SMA total.
The PMA and SMA boundaries – hereinafter referred to as the Downey Retail Trade Area (DRTA) – are shown on Figure III-1 below.
Figure III-1. Downey Retail Trade Boundaries – PMA and SMA
Source: TNDG; ArcGIS Business Analyst
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
8 Retail Demand Analysis Summary
Table III-1, below, provides a summary of potential demand for new retail space in the trade area’s PMA. The demand projections are provided from 2022 (base year in this analysis) to 2045, the study period evaluated in this analysis.
Table III-1:
Potential Net Demand for New Retail Space
Downey Retail Trade Area – PMA
in Square Feet (all numbers are cumulative)
Retail Category 2023 2030 2035 2045
GAFO1 categories 474,315 480,554 485,028 485,999
Food and Beverage 61,046 62,388 63,349 63,349
Food Services and Drinking 33,543 37,753 40,774 41,718 Bldg. Matrl. and Garden Equip. and Supplies 77,155 78,299 79,120 79,336 Auto Parts 28,257 28,906 29,373 29,533
Services Space at 15% of Total 118,997 121,394 123,113 123,518
Total 793,313 809,295 820,756 823,453
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-1, above, the City is currently (base year 2023) estimated to be able to support about 793,000 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 market, the City could support about 823,000 square feet of new retail space by 2045.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
9 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 Downey. Resident Market Areas The analysis considers two resident market areas:
1. A primary market area (PMA) defined by the City of Downey’s boundaries; and
2. A secondary market areas (SMA) defined by a 5-mile radius from the center of the City of Downey(see discussion above).
The analysis assumes that, given an adequate supply of retail facilities and convenient access, Downey residents would do most of their day-to-day shopping needs at City retail establishments. SMA residents are assumed to do occasional shopping in Downey in some retail categories, as discussed further below.
Population and Income Levels
The population in the DRTA is estimated and projected as follows:
Table III-2:
Population Projections by Year
Downey Retail Trade Area
Market Area
Estimated
2023
Population
Projected
2030
Population
Projected
2035
Population
Projected
2045
Population
PMA 111,173 111,469 111,680 111,680
SMA 617,029 621,283 624,339 625,854
Total 728,202 732,752 736,020 737,534
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).
Per capita income levels in the DRTA are estimated as follows in Table III-3 on the following page:
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
10 Table III-3:
Per Capita Income Levels
Downey Park Retail Trade Area
Market Area 2023 Per Capita
Income
PMA $65,672
SMA $47,004
Source: U.S. Census Bureau, American Community Survey
(ACS); Bureau of Economic Analysis (BEA); TNDG.
The indicated estimates of per capita income were obtained from the Census (American Community Survey) and increased 82% by TNDG. The reason for this increase factor is that these income estimates are based on “money income” definition of income utilized by the U.S. Census Bureau. This measure of income is narrower than the “personal income” definition used by the U.S. Department of Commerce.
The broader definition includes additional income sources such as fringe benefits (health insurance, retirement funding), imputed income (interest, rent), and direct payments to medical providers by governments. Personal income therefore represents a more complete gauge of a household’s economic status. According to the Center for the Continuing Study of the California Economy (CCSCE), personal income is the preferred measure for purposes of projecting a household’s purchasing power (i.e., retail demand). Thus, this analysis increases the Census estimates of money income by 82% to estimate per capita personal income4.
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 county-level data for the 2015-2022 period (the latest 11-year period for which official income data are available from the Bureau of Economic Analysis (BEA). In particular, TNDG calculated the ratio of total retail sales (based on data from the CDTFA 5) to aggregate income (per the BEA). At the countywide level, the ratio of retail sales to total income is estimated as follows for each year of the evaluation period:
4 Per capita “personal income” is a full 82% higher than per capita “money income” in Los Angeles County, based on income data from 2015 to 2022 (the most recent year 8-year period available) provided by the Bureau of Economic Analysis, Department of Commerce and the U.S. Census Bureau.
5 The CDTFA provides data on taxable retail sales. To estimate total retail sales, TNDG multiplied taxable sales in the Food category by a factor of 3.0. This factor has been derived by TNDG based on based on numerous analyses of supermarket supply and demand in comparable communities throughout California, and based on data we have reviewed from the CDTFA and selected supermarket chains.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
11 Table III-4:
Total Retail Sales
As a Percentage of Aggregate Personal Income
Los Angeles County
2015 2016 2017 2018 2019 2020 2021 2022 8-year
Average
22.8% 22.4% 22.4% 22.4% 21.8% 19.1% 21.5% 23.2% 21.9%
Source: TNDG, based on income data from the BEA and retail sales data from the CDTFA.
Whereas the above data are based on countywide income levels, data from the National Consumer Expenditure Survey (CES) allow for evaluation of the variation in retail expenditures by household income level. Since income levels within the PMA and SMA of the DRTA vary from the countywide average, retail expenditures as a percentage of income are expected to vary between sub-areas within the DRTA. Based on the ratio of personal per capita income levels in the trade area to the County, TNDG estimates the retail-to-income ratio for the DRTA as follows on Table III-5 below.
Table III-5:
Total Retail Sales as a Percentage of Aggregate Personal Income Downey Park Retail Trade Area
Market Area Income
Index Factor 8-year Average
Los Angeles County 1.000 21.9%
PMA 1.024 22.2%
SMA 1.128 23.7%
Source: TNDG, Table III-4, based on data from the National CES.
Based on the per capita income estimates in Table III-3 and retail sales percentage factors in Table III-5, Table III-6 shows the total income in the DRTA, along with estimated retail demand (measured in terms of potential retail sales).
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
12 Table III-6:
Income and Retail Demand
Downey Retail Trade Area
in thousands of constant dollars
Market Area 2023 2030 2035 2045
PMA $7,300,913 $7,320,339 $7,334,246 $7,334,246
SMA 29,002,832 29,202,788 29,346,457 29,417,639
Total Income $36,303,745 $36,523,127 $36,680,703 $36,751,886
PMA $1,640,227 $1,644,592 $1,647,716 $1,647,716
SMA 7,180,670 7,230,176 7,265,746 7,283,370
Total Retail Demand $8,820,897 $8,874,768 $8,913,462 $8,931,086 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 Los Angeles 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.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
13 Table III-7:
Distribution of Retail Sales by Category
Downey Retail Trade Area
Retail Category Distribution
Shopper Goods:
Clothing and Clothing Accessories 8.5%
General Merchandise 9.0%
Home Furnishings and Appliances 4.0%
Specialty/Other 15.0%
Subtotal 37.0%
Convenience Goods:
Food and Beverage 15.5%
Food Service and Drinking 18.0%
Subtotal 33.5%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 6.5%
Motor Vehicle and Parts Dealers 14.5%
Gasoline Stations 9.0%
Subtotal 30.0%
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. In this respect, the capture rates should be considered as theoretical maximums, which could potentially be achieved if Downey’s retail inventory expanded to provide a sufficient and diverse supply of retail shopping opportunities meeting the needs of Downey residents. It is acknowledged that residents currently spend some of their retail dollars in facilities outside of the City 6.
However, this analysis is intended to calculate theoretical maximum demand assuming all residents’ shopping needs could be met in the City.
It should be noted that the capture rates are calculated to account for potential retail sales that would occur at physical retail store locations, or brick and mortar (B&M) stores. That is, the analysis, based on the income-expenditure factors and point-of-sale taxable sales data from the CDTFA (as discussed in the sections above), only projects the share of retail purchases that would be made at physical retail store
6 Based on research data prepared for the City that shows some residents currently do some shopping in nearby communities of Cerritos and Long Beach due to the wider array of shopping facilities in those communities.
Attachment A
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14 locations7. Thus, the retail expenditure factors presented above do not include the current portion of consumers’ income that is spent on online retail purchases.
Table III-8:
Capture Rates of Primary Market Area Demand
Downey Retail Trade Area
Retail Category Capture Rate
Shopper Goods:
Clothing and Clothing Accessories 100%
General Merchandise 100%
Home Furnishings and Appliances 100%
Specialty/Other 100%
Convenience Goods:
Food and Beverage 100%
Food Service and Drinking 100%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 100%
Motor Vehicle and Parts Dealers 100%
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 Downey. In addition, SMA capture rates are only applied to relevant retail categories, based on an analysis of potential retail demand and existing retail sales estimates in the individual SMA areas8. Capture rates by category for each SMA area are shown on Table III-9 on the following page.
7 The geography-based taxable sales reports – used as an input to generate retail-income expenditure factors in this analysis – from the CDTFA do not include sales taxes collected from online sales. 8 Based on taxable sales data and household income levels in the individual cities in the SMA.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
15 Table III-9:
Capture Rates of Secondary Market Area Demand
Downey Retail Trade Area
Retail Category Capture Rate
Shopper Goods:
Clothing and Clothing Accessories 20%
General Merchandise 0%
Home Furnishings and Appliances 20%
Specialty/Other 0%
Convenience Goods:
Food and Beverage 0%
Food Service and Drinking 15%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 10%
Motor Vehicle and Parts Dealers 20%
Gasoline Stations 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 DRTA for each retail category. As shown on the table, incremental demand through 2045 for retail sales in the DRTA is projected to grow in proportion to increases in the population.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
16 Table III-10:
Potential Retail Sales
Downey Retail Trade Area – PMA1
in thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods
Clothing and Clothing Accessories $261,491 $262,703 $263,574 $263,873 General Merchandise 147,620 148,013 148,294 148,294
Home Furnishings and Appliances 123,054 123,625 124,035 124,176 Specialty/Other 246,034 246,689 247,157 247,157
Subtotal $778,200 $781,030 $783,060 $783,501
Convenience Goods
Food and Beverage $254,235 $254,912 $255,396 $255,396 Food Services and Drinking 489,119 491,241 492,764 493,240 Subtotal $743,354 $746,153 $748,160 $748,636
Heavy Commercial Goods
Bldg. Matrl. and Garden Equip. and Supplies $153,289 $153,895 $154,329 $154,443 Motor Vehicle and Parts Dealers 446,072 448,141 449,625 450,137 Gasoline Stations 147,620 148,013 148,294 148,294
Subtotal $746,982 $750,049 $752,249 $752,874
Total $2,268,536 $2,277,232 $2,283,469 $2,285,011
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.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
17 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
Downey 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 $261,491 $180,913 $80,578 69.2% General Merchandise 147,620 181,672 (34,052) 123.1%
Home Furnishings and Appliances 123,054 85,006 38,048 69.1% Specialty/Other $246,034 $110,832 $135,202 45.0%
Convenience Goods
Food and Beverage $254,235 $221,643 $32,593 87.2%
Food Services and Drinking 489,119 468,366 20,753 95.8% Subtotal $743,354 $690,008 $53,346 92.8%
Heavy Commercial Goods
Bldg. Matrl. and Garden Equip. and Supplies $153,289 $111,535 $41,754 72.8% Motor Vehicle and Parts Dealers 446,072 353,209 92,863 79.2% Gasoline Stations 147,620 173,794 (26,174) 117.7%
Subtotal $746,982 $638,538 $108,444 85.5%
Total $2,268,536 $1,886,970 $242,368 83.2%
Source: TNDG; CDTFA.
*Totals may not sum due to rounding.
In subsequent years, incremental demand in the DRTA is projected to grow in proportion to population increases. Table III-12, on the following page, shows the projected changes in incremental demand through 2045, the study period evaluated in this analysis.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
18 Table III-12:
Total Capture of Demand for New Retail Sales
Within PMA of Downey Retail Trade Area
in thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods
GAFO1 $219,777 $222,607 $224,637 $225,077
Convenience Goods
Food and Beverage $32,593 $33,269 $33,753 $33,753
Food Services and Drinking $20,753 $22,875 $24,398 $24,874 Subtotal $53,346 $56,145 $58,152 $58,628
Heavy Commercial Goods
Bldg. Matrl. and Garden Equip. and Supplies $41,754 $42,360 $42,794 $42,909 Motor Vehicle and Parts Dealers $92,863 $94,931 $96,416 $96,927 Gasoline Stations $0 $393 $674 $674
Subtotal $134,617 $137,684 $139,884 $140,510
Total $407,740 $416,436 $422,673 $424,215
Source: TNDG.
1. GAFO is a retail industry acronym for the shopper goods retail categories: General Merchandise, Apparel, Furniture Appliances, and Other Specialty.
*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 estimates do not attempt to estimate current sales volumes of existing Downey retailers. 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. Relatively high sales per square foot assumptions translate into relatively conservative demand projections for new supportable square feet of retail space (see discussion below)9.
9 Arithmetically, diving potential demand projections by relatively higher sales per square foot factors results in relatively lower potential supportable square foot estimates, given that the sales pers square foot factor is in the denominator of the equation (see discussion on page 19).
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
19 Table III-13:
Sales per Square Foot Standards for Retail Space
Downey Retail Trade Area
Retail Category Sales / Square Foot
Shopper Goods
GAFO $450
Convenience Goods
Food and Beverage $500
Food Service and Drinking $500
Heavy Commercial Goods
Bldg. Matrl. and Garden Equip. and Supplies $525
Auto Parts $300
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.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
20 Table III-14:
Potential Demand for NEW Retail Space
Within PMA of Downey Retail Trade Area
Retail Category 2023 2030 2035 2045
GAFO 488,392 494,683 499,193 500,172
Food and Beverage 65,185 66,538 67,507 67,507
Food Services and Drinking 41,506 45,751 48,797 49,748 Bldg. Matrl. and Garden Equip. and Supplies 79,532 80,686 81,513 81,731 Auto Parts1 29,407 30,062 30,532 30,694
Services Space at 10% of Total 124,239 126,656 128,390 128,797
Total 828,262 844,375 855,931 858,649
Source: TNDG.
*Totals may not sum due to rounding.
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).
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
21 IV. Office Demand Analysis
Statistical Overview
Table IV-1 provides an overview of the Los Angeles County region's office market and individual submarkets. In addition, the table shows data for the City of Downey (part of the Mid-Cities submarket) The table shows total square feet of office space, occupied square feet, vacant square feet, and vacancy rates. The table shows vacancy rates are lower in the Mid-Cities submarket (3.9%) compared to the other major Los Angeles County submarkets.
Table IV-1. Overview of Office Market, 2024 (Q4, QTD)
Los Angeles County and Submarkets
Area Total Space
Occupied
Space
Vacant
Space
Vacancy
Rate
Square Feet
Los Angeles County
Antelope Valley 4,454,251 4,259,668 194,583 4.4%
Burbank/Glendale/Pasadena 50,083,906 41,486,124 8,597,782 17.2% Downtown Los Angeles 71,671,532 55,989,134 15,682,398 21.9% Mid-Cities 12,013,963 11,547,552 466,411 3.9%
Mid-Wilshire 48,333,674 40,273,895 8,059,779 16.7%
San Fernando Valley 52,172,954 44,480,341 7,692,613 14.7% San Gabriel Valley 36,446,868 34,202,129 2,244,739 6.2% Santa Clarita Valley 5,624,652 4,582,593 1,042,059 18.5% South Bay 65,508,283 55,665,781 9,842,502 15.0%
Southeast Los Angeles 9,910,117 9,272,941 637,176 6.4% West Los Angeles 88,202,125 70,148,583 18,053,542 20.5% Outlying Areas 27,357 27,357 0 0.0%
Total 444,449,682 371,936,098 72,513,584 16.3%
Mid-Cities
Downey 2,085,378 2,044,247 41,131 2.0%
Source: CoStar, market data as of Q4, 2024.
Figure IV-1, on the on the following page, shows the Mid-Cities office sub-market boundaries.
Attachment A
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22 Figure IV-1: Mid-Cities Office Market Area, Los Angeles County Source: ESRI, ArcGIS Business Analyst, CoStar
Office Demand Forecast
Table IV-2, on the following page, shows total employment by major industry groups for Los Angeles County, the Mid-Cities submarket, and the City of Downey. 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 Los Angeles County employees are estimated to work in office space environments.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
23 Table IV-2. Total Employment by Industry Group and Estimated Percent in Office Space Los Angeles County, Mid-Cities Submarket, and Downey (2023) Major Industry Group
Los Angeles
County Mid-Cities Downey Jobs Housed in
Office Space Employees
Agriculture 6,497 747 53 0%
Construction 156,486 14,807 1,317 0%
Manufacturing 321,025 54,921 2,468 0%
Wholesale Trade 213,708 34,847 1,028 0%
Retail Trade 426,815 54,247 9,727 0%
Transportation/Utilities 247,986 30,170 1,126 0%
Information 351,637 2,431 263 50%
Finance 237,788 10,526 2,396 75%
Professional 707,888 50,073 4,607 75%
Education 1,276,373 116,250 16,359 35%
Leisure 536,421 40,506 6,158 0%
Other Private Sector 159,190 10,592 1,402 0%
Public Sector 149,842 4,478 547 50%
Total 4,791,657 424,595 47,451
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 Doney, close to one-fourth (24%) of the City’s 47,451 employees are estimated to work in office space environments. This percentage is slightly higher than the 21% factor for the Mid-Cities submarket and slightly below the 29% factor in Los Angeles County.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
24 Table IV-3. Estimated Office-Related Employment by Major Industry Group Los Angeles County, Mid-Cities Submarket, and Downey (2023) Major Industry Group
Los Angeles
County Mid Cities Downey
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 175,819 1,216 132
Finance 178,341 7,895 1,797
Professional 530,916 37,554 3,455
Education/Health Care/Social Assistance 446,731 40,688 5,726 Leisure 0 0 0
Other Private Sector 0 0 0
Public Sector 74,921 2,239 274
Total 1,406,727 89,591 11,383
Office jobs as % of total jobs: 29% 21% 24%
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 1,161 new employees over the forecast period, representing a growth rate of 2.4%. This growth rate is slightly below the projected 2.7% growth rate for the Mid-Cities submarket. It is well below the Los Angeles County projected growth rate of 6.1%.
Table IV-4. Projected Growth in Total Employment
Los Angeles County, Mid-Cities Submarket, and Downey (2023-45) Market Area 2023 2030 2035 2040 2045
Los Angeles County 4,791,657 4,936,814 5,043,182 5,064,644 5,086,197 Mid-Cities Submarket 424,595 429,540 433,108 434,508 435,913 Downey 47,451 48,018 48,427 48,519 48,612
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 final office space demand projections for the Los Angeles County and Mid-Cities submarket areas. The demand projections are based on the employment data Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
25 and factors developed in the previous four tables. The table shows that the Mid-Cities submarket area is projected to support approximately 358,000 to 597,000 square feet of new office space over the study period.
Table IV-5. Office Space Demand Projections
Los Angeles County and Mid-Cities Submarket (2023-45)
Demand Variable 2023-35 2035-45
22-Year
Total
Total Employment Growth
Los Angeles County 251,526 43,015 294,541
Mid-Cities 8,513 2,805 11,318
Downey 976 185 1,161
Office Employment Growth @:
Los Angeles County 23% 73,843 12,628 86,471
Mid-Cities 20% 1,796 592 2,388
Downey 25% 234 44 278
New Space Demand @ 150 SF per job
Los Angeles County 11,076,383 1,894,246 12,970,628
Mid-Cities 269,432 88,786 358,218
New Space Demand @ 250 SF per job
Los Angeles County 18,460,638 3,157,076 21,617,714
Mid-Cities 449,053 147,977 597,030
Source: TNDG.
Table IV-6, below, provides final office space demand projections for the City of Downey. Starting with the approximate midpoint of office demand projections for the Mid-Cities submarket on Table IV-5, Table IV-6 shows that the Mid-Cites is projected to be able to support approximately 478,000 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 48,000 (baseline forecast) and 67,000 (aggressive forecast) square feet of new office space. The baseline forecast assumes a City capture rate of 10% of Mid-Cities office space demand, while the aggressive forecast assumes a 14% capture rate. Based on the industry employment projections provided above in the previous tables, Downey is projected to account for 12% of office- related employment growth over the study period, which is the approximate midpoint of the forecast baseline and aggressive capture rates 10.
10 As shown in Table IV-5, office employment growth in Downey / Mid-Cities is equal to 278 2,388 =12% ⁄.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
26 Table IV-6. Office Space Demand Projections
City of Downey (2023-45)
Demand Variable Amount
Existing Office Space in Downey: 2,085,378
Existing Office Space in Mid-Cities: 12,013,963
Downey as share of Mid-Cities 17.4%
Projected Demand for New Space in Mid-Cities, 2023-2045: 477,6241
Downey Share of Mid-Cities Demand:
-- Baseline forecast 10%
-- Aggressive forecast 14%
Projected Demand for New Space, Downey:
-- Baseline forecast 48,000
-- Aggressive forecast 67,000
1. Approximate midpoint of the range of demand for new office space in the Mid-Cities submarket (see Table IV-5.
Source: TNDG.
The projected demand for new office space in the Mid-Cities market area translates to about 21,700 square feet per year over the entire study period (2023 to 2045). This projection is below the net absorption of office space during the most recent 11-year period (2014-Q4 to 2024-Q4) in the Mid-Cities submarket, which averaged about 47,800 square feet. However, the future growth of work-from-home (WFH) creates uncertainty for long-term projections of the demand for new office space. In addition, 10-year demand projections provided by CoStar show negative net absorption of office space in this Submarket.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
27 V. Industrial Demand Analysis
Statistical Overview
Table V-1 provides an overview of the Los Angeles County region's industrial market and individual submarkets. The table also provides further detail for the Mid-Cities Valley 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 Los Angeles County, with an overall vacancy rate of 5.8%.
Table V-1. Overview of Industrial Market in 2024 (Q4, QTD) Los Angeles County and Submarkets
Area Total Space
Occupied
Space
Vacant
Space
Vacancy
Rate
Square Feet
Los Angeles County
Antelope Valley 14,086,913 13,764,637 322,276 2.3%
Central Los Angeles 251,048,355 234,139,525 16,908,830 6.7% Mid-Cities 115,124,849 108,512,262 6,612,587 5.7%
San Fernando Valley 128,407,074 123,410,098 4,996,976 3.9% San Gabriel Valley 149,125,607 140,410,740 8,714,867 5.8% Santa Clarita Valley 26,753,662 25,392,529 1,361,133 5.1% South Bay 208,437,195 196,478,120 11,959,075 5.7%
Upper San Gabriel Valley 43,749,521 41,214,634 2,534,887 5.8% Westside 25,870,987 23,735,927 2,135,060 8.3%
Other/Outlying 165,245 158,644 6,601 4.0%
Total 962,769,408 907,217,116 55,552,292 5.8%
Mid-Cities
Downey/Paramount1 21,648,801 20,849,783 799,018 21,648,801 Santa Fe Springs/La Mirada 71,798,408 67,702,212 4,096,196 71,798,408 Cerritos/Norwalk 21,677,640 19,960,267 1,717,373 21,677,640 Total 115,124,849 108,512,262 6,612,587 115,124,849
Source: CoStar
1. Downey accounts for about 4.2% of the total inventory (4.88 million sq. ft.) in the Downey/Paramount area and about 4.3% of the total occupied space (4.69 million sq. ft.)
Figure V-1, on the following page, shows the Mid-Cities Industrial sub-market boundaries, along with individual area of this submarket.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
28 Figure V-1: Mid-Cities Industrial Market Area, Los Angeles County Source: ESRI, ArcGIS Business Analyst, CoStar
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
29 Industrial Demand Forecast
Table V-2, below, shows total employment by major industry group for Los Angeles County, the Mid- Cities submarket area, and individual regions within this submarket. 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 Los Angeles County employees are estimated to work in industrial space environments.
Table V-2. Total Employment by Industry Group and Estimated Percent in Industrial Space Los Angeles County, Mid-Cities Submarket, and Downey (2023) Major Industry Group
Los Angeles
County Mid-Cites Downey
Jobs Housed in
Industrial
Space Employees
Agriculture/Mining/Oil-Gas 6,497 156 53 15%
Construction 156,486 15,027 1,317 40%
Manufacturing 321,025 27,787 2,468 100%
Wholesale Trade 213,708 27,982 1,028 85%
Retail Trade 426,815 44,847 9,727 5%
Transportation/Utilities 247,986 17,937 1,126 35%
Information 351,637 1,881 263 15%
Finance/Real Estate 237,788 11,015 2,396 0%
Professional 707,888 42,148 4,607 0%
Education/Health Care/Social Assistance 1,276,373 92,810 16,359 0% Leisure 536,421 34,583 6,158 0%
Other Private Sector 159,190 8,711 1,402 40%
Public Sector 149,842 3,579 547 0%
Total 4,791,657 328,462 47,451
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 Downey, about 11% of the City’s 47,451 employees are estimated to work in industrial space environments. This percentage is below the 17% and 21% factors in Los Angeles County and the Mid-Cities markets, respectively.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
30 Table V-3. Estimated Industrial-Related Employment by Major Industry Group Los Angeles County, Mid-Cities Submarket, and Downey (2023) Major Industry Group
Los Angeles
County Mid-Cities Downey
Agriculture 975 23 8
Construction 62,594 6,011 527
Manufacturing 321,025 27,787 2,468
Wholesale Trade 181,652 23,785 874
Retail Trade 21,341 2,242 486
Transportation/Utilities 86,795 6,278 394
Information 52,746 282 39
Finance 0 0 0
Professional 0 0 0
Education 0 0 0
Leisure 0 0 0
Other Private Sector 63,676 3,484 561
Public Sector 0 0 0
Total 790,803 69,893 5,357
Industrial jobs as % of total jobs: 16.5% 21.3% 11.3%
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 1,161 new employees over the forecast period, representing a growth rate of 2.4%. This growth rate is slightly below the projected 2.5% growth rate for the Mid-Cities submarket. It is well below the Los Angeles County projected growth rate of 6.1%.
Table V-4. Projected Growth in Total Employment
Los Angeles County, Mid-Cities Submarket, and Downey (2023-45) Market Area 2023 2030 2035 2040 2045
Los Angeles County 4,791,657 4,936,814 5,043,182 5,064,644 5,086,197 Mid-Cities Submarket 328,462 332,674 335,715 336,216 336,718 Downey 47,451 48,018 48,427 48,519 48,612
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 V-5, on the following page, provides final industrial space demand projections for the Los Angeles County and Mid-Cities areas. The demand projections are based on the employment data and factors Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
31 developed in the previous four tables. As illustrated in the table, the Mid-Cities area is projected to support approximately 1.93 million to 2.63 million square feet of new industrial space over the study period.
Table V-5. Industrial Space Demand Projections
Los Angeles County and Mid-Cities Submarket (2023-45)
Demand Variable 2023-35 2035-45
22-Year
Total
Total Employment Growth
Los Angeles County 251,526 43,015 294,541
Mid-Cities 7,252 1,003 8,255
Downey 976 185 1,161
Industrial Employment Growth @:
Los Angeles County 17% 41,511 7,099 48,610
Mid-Cities 21% 1,543 213 1,757
Downey 11% 110 21 131
New Space Demand @ 1,100 SF per job
Los Angeles County 45,662,310 7,809,015 53,471,324
Mid-Cities 1,697,555 234,743 1,932,298
New Space Demand @ 1,500 SF per job
Los Angeles County 62,266,786 10,648,656 72,915,442
Mid-Cities 2,314,848 320,104 2,634,952
Source: TNDG.
Table V-6, below, provides final industrial space demand projections for the City of Downey. Starting with the approximate midpoint of industrial demand projections for the Mid-Cities submarket on Table V-5, Table V-6 shows that the Mid-Cites is projected to be able to support approximately 2.3 million 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 137,000 (baseline forecast) and 183,000 (aggressive forecast) square feet of new office space. The baseline forecast assumes a City capture rate of 6% of Mid-Cities office space demand, while the aggressive forecast assumes a 8% capture rate. Based on the industry employment projections provided above in the previous tables, Downey is projected to account for 7% of industrial- related employment growth over the study period, which is the approximate midpoint of the forecast baseline and aggressive capture rates 11.
11 As shown in Table V-5, industrial employment growth in Downey / Mid-Cities is equal to 131 1,757 =7% ⁄.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
32 Table V-6. Industrial Space Demand Projections
City of Downey (2023-45)
Demand Variable Amount
Existing Industrial Space in Downey: 4,882,648
Existing Industrial Space in Mid-Cities: 115,124,849
Downey as share of Mid-Cities 4.2%
Projected Demand for New Space in Mid-Cities, 2023-2045: 2,283,625
Downey Share of Mid-Cities Demand:
-- Baseline forecast 6%
-- Aggressive forecast 8%
Projected Demand for New Space, Downey
-- Baseline forecast 137,000
-- Aggressive forecast 183,000
1. See Table V-5.
Source: TNDG.
The projected demand for new industrial space in the Mid-Cities market area translates to about 104,000 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 24-year period (2001-Q4 to 2024-Q4) in the Mid-Cities market, which averaged about 190,400 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 show limited net absorption of industrial space through 2034 in the Mid-Cities area).
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
33 VI. Housing Demand Analysis
This section of the report summarizes overall characteristics of housing in Downey and describes TNDG’s citywide housing demand model, its underlying concepts and assumptions, and analysis results.
A key aspect of such modeling is the projected change in number of households in the City. TNDG reviewed a number of sources for this information including Southern California Association of Governments (SCAG) household growth projections for the City, five-year projections by Esri, and Regional Housing Needs Assessment (RHNA) obligations for the City reflected in the City of Downey 2021-2029 Housing Element (adopted October 11, 2022).
SCAG household growth projections for Downey reflect minimal growth through 2050, with the City projected to add only 600 new households between 2019 (base year) and 2050 (an overall growth rate of about 1.7%). In contrast, Downey’s RHNA identified 6,525 “needed” total new dwelling units between 2021 and 2029. While the RHNA forecasts serve as a policy goal in terms of identifying land and zoning capacity for new residential development, the SCAG forecasts appear overly conservative. Thus, TNDG has applied a more aggressive (compared to SCAG) forecast scenario, based on the following assumptions:
• Downey will proactively seek to expand the capacity for housing throughout the City, partly to support efficient land use development in the City and partly to recognize RHNA obligations.
TNDG expects that the City will also be identifying other opportunities to expand housing through the General Plan Update process, including ways to intensify activity within older commercial corridors, with mixed-use development that incorporates housing. • Since housing is generally undersupplied throughout California, this expanded housing supply is likely to be readily absorbed.
• Recent historical building permit trends and planned/proposed projects in the pipeline which suggest more aggressive near-term growth trends.
Housing Characteristics and Demand Analysis
Table VI-1 summarizes basic housing characteristics in Downey, compared to the County and state.
Compared to the State and County, the table shows that Downey has a lower vacancy rate and a higher average household size. The table also shows that City has a higher percentage of homes in single family configuration and a lower percentage in multi-family configuration than the County as a whole.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
34 Table VI-1. Housing Characteristics in Downey, Compared to the County and State Housing and Related Variables Downey LA County California Total population 111,871 9,876,811 39,529,101
Population in group quarters 820 220,493 930,233
Total housing units 36,589 3,726,527 14,949,001
Occupied 35,469 3,546,497 13,993,318
Vacancy rate 3.1% 4.8% 6.39%
Single detached 20,997 1,773,888 8,525,241
Single attached 1,735 260,040 1,086,359
% of housing in single-unit configuration 62% 55% 64%
Two to four units in structure 1,639 301,289 1,152,281 Five plus 11,864 1,335,001 3,645,563
% of housing with 5 units or more in a structure 37% 44% 32% Mobile homes 354 56,309 539,557
Persons per household 3.13 2.72 2.76
Source: California Department of Finance (DOF) E-5 Reports, 2025; TNDG.
Table VI-2 , on the next page, shows the relationship between owner-occupied and renter-occupied housing units in Downey, according to configuration of the housing structures. The percent of owner- occupied units in the City is higher relative to the County, and most owned housing is in one-unit configuration for both geographic areas. Single-family housing, detached and attached, is a much smaller proportion of renter-occupied units in both geographies.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
35 Table VI-2. Occupied Housing by Tenure and Configuration Housing Variables Downey LA County
Total Occupied Housing Units 33,472 3,450,470
Owner-occupied housing units: 17,785 1,567,302
As percent of total units 53.1% 45.4%
1, detached 16,593 1,260,601
1, attached 729 121,319
1 unit, detached & attached, as % of total
owner-occupied 97.4% 88.2%
2 0 13,093
3 or 4 167 16,276
5 to 9 0 23,209
10 to 19 51 25,728
20 to 49 38 29,136
50 or more 92 38,438
Mobile home 115 38,399
Boat, RV, van, etc. 0 1,103
Renter-occupied housing units: 15,687 1,883,168
As percent of total units 46.9% 54.6%
1, detached 3,502 376,372
1, attached 1,256 120,968
1 unit, detached & attached, as % of total
renter-occupied 30.3% 26.4%
2 709 79,127
3 or 4 678 177,463
5 to 9 1,666 247,750
10 to 19 2,891 239,734
20 to 49 3,000 287,177
50 or more 1,929 334,312
Mobile home 0 18,018
Boat, RV, van, etc. 56 2,247
Source: U.S. Census Bureau, American Community Survey (ACS) 2019-2023 1-Year Estimates - Table B25032; TNDG.
Table VI-3 shows that, over the 11-year period shown, single-family detached and attached homes have increased more than the other housing types, as compared with their percent of the total inventory as of 2025. Complexes in the 5 or more units range accounted for a minimal share of growth relative to total inventory. Finally, mobile homes decreased slightly.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
36 Table VI-3. Downey Housing Stock by Year since 2015
Year Single-Family
Detached
Single-Family
Attached 2-4 Units 5 or More
Units
Mobile
Homes Total
2015 20,506 1,432 1,597 11,838 361 35,734
2016 20,531 1,442 1,594 11,844 360 35,771
2017 20,561 1,457 1,611 11,850 358 35,837
2018 20,579 1,590 1,607 11,855 357 35,988
2019 20,591 1,637 1,607 11,860 356 36,051
2020 20,617 1,645 1,607 11,864 354 36,087
2021 20,631 1,653 1,607 11,864 354 36,109
2022 20,631 1,653 1,607 11,864 354 36,109
2023 20,801 1,680 1,629 11,864 354 36,328
2024 20,906 1,714 1,639 11,864 354 36,477
2025 20,997 1,735 1,639 11,864 354 36,589
Change 2015-2025 491 303 42 26 (7) 855
% of all change 57.4% 35.4% 4.9% 3.0% -0.8% 100.0%
% of inventory, 2025 57.4% 4.7% 4.5% 32.4% 1.0% 100.0%
Source: CA DOF, Table E-5 City/County Population and Housing Estimates, 2015-2025; TNDG.
Compared with Los Angeles County overall, the housing stock in Downey is considerably older, with about one-half (50.8%) of dwelling units built in the 1950s or earlier, compared to 42.5% for Los Angeles County as shown in Table VI-4 below. Owner-occupied units account for the bulk of this discrepancy, where close to two-thirds (65.3%) of these units were built in the 1950s or earlier.
Table VI-4. Housing Built in Downey and L.A. County by Decade Downey LA County
Decade Built Owner Renter All Units Owner Renter All Units Total Occupied Units 17,785 15,687 33,472 1,567,302 1,883,168 3,450,470 % of units built by decade
Built in 1990s onward 11.5% 16.3% 13.8% 15.2% 20.0% 17.8% Built in 1980s 5.8% 14.5% 9.9% 11.0% 13.0% 12.1%
Built in 1970s 6.0% 20.2% 12.6% 11.5% 15.9% 13.9%
Built in 1960s 11.4% 14.8% 13.0% 12.5% 14.6% 13.6%
Built in 1950s 50.3% 24.3% 38.1% 24.6% 14.3% 18.9%
Built before 1950 15.0% 10.0% 12.6% 25.1% 22.3% 23.6%
Source: U.S. Census Bureau, 2023 ACS 1-Year Estimates; TNDG.
Building Permit Data
Table VI-5 shows that units in multifamily buildings make up only about 5.5% of the total units permitted over the period shown (according to this particular federal-agency source). Single-family housing Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
37 development has significantly picked up since 2021, with annual units permitted averaging about 143, compared to an average of about 91 over the entire 10-year period.
Table VI-5. Downey Residential Building Permits by Density Type, 2015-2024 Year 1-Unit 2-4 Units 5 or More Units All Units
2015 18 9 0 27
2016 44 6 0 50
2017 139 0 6 145
2018 57 0 0 57
2019 20 16 0 36
2020 58 0 0 58
2021 121 0 0 121
2022 158 4 0 162
2023 156 4 0 160
2024 136 8 0 144
Total all prior years 907 47 6 960
Source: U.S. Census Bureau, Building Permits Survey (BPS) series.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
38 Projects in the Planning Pipeline
Based on a review of the City’s most recent Community Development Department Updates reports, Table VI-6, on the following page, shows the number of dwelling units in the planning pipeline in the City. The table shows the location, anticipated completion date, entitlement type, description, status, number of units, and unit type (determined by TNDG based on project description).
There are 547 known units in the planning pipeline in various stages of the entitlement process, ranging from preliminary planning stages to projects currently under construction. In contrast to recent development trends as indicated by historical building permit data, most of the planned/proposed units are multi-family (60%). Since these are relatively higher density projects, this mix weighted towards multi-family will help the City meet its RHNA goals as discussed above.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
39 Table VI-6. Summary of Residential Projects in the Planning Pipeline, City of Downey, 2025 Address Anticipated
Completions
Entitlement
Type
Project
Description
Units Type
Status
10361 Foster
Road TBD Administrative
Permit
116-unit multi-family apartment
project; 18 dedicated as
affordable housing; Previous
applicant proposal was 14-unit
for-sale townhome project 116 MF
Previous applicant proposal was 14-unit
for-sale townhome project
Applicant exploring viability of current
project
12850
Woodruff Ave 2025 Preliminary
Review
61-unit development proposed at
vacant lot between Calvary
Chapel and the -105 Freeway
Townhomes 61 SF
9/25 - revised project with tract map for
townhome subdivision
11136 Dollison
Ave TBD SPR
SPR for 145-unit townhome
development at former
Honda Service Center 145 SF
8/20 - request additional information from
applicant
7360 Foster
Bridge Road Unk
GPA; ZC, SPR;
TTM;
Density Bonus
33-unit condominium
development (1,188 SF - 1,792
SF); 3 affordable housing units
and density bonus 33 MF UC
10538 La Reina
Ave. 2025 SPR 3-story , multi-family building w/
six units (including two ADUs) 6 MF UC
10221 & 10303
Downey Ave 2025 TTM; ZC 12-unit condominium
development (1,624 SF) 12 MF UC
11269 Garfield
Ave Unk Minor SPR 100-unit multi-family housing
project 100 MF
Funding application to HCD and a tax credit
application with TCAC/CDLA
9283 Florence
Ave Unk Administrative
Permit
Proposed Urban Lot-split - 4-unit
development 4 SF Awaiting resubmittal from applicant
10446 Downey
Ave. Unk PC
MF building, 2 and 3-stories and
total of 4 units; demolition of
existing SF DU 4 MF
Building permits ready to be issued early
Sep 2025
9312 Nance Ave N/A
Preliminary
Review
Application
10-unit townhome development
10 SF Awaiting resubmittal from applicant
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
40 Address Anticipated
Completions
Entitlement
Type
Project
Description
Units Type
Status
7044 Stewart &
Gray Rd 2025 ZC; GPA, SPR;
TM
Mixed apartment and townhome
totaling 53 units (736 to 1,001 SF) 53 MF
Applicant has requested a hold on the
project at this time
10736 La Reina
Ave. 2025 SPR
two & three-story, three-unit MF
building (demolition of existing SF
DU); 1,439 to 1,574 SF 3 MF Awaiting resubmittal from applicant Total Single-Family Units 220
Total Multi-Family Units 327
Total Units 547
Source: City of Downey, Community Development Department Updates, September and August 2025 Notes: SPR = Site Plan Review; GPA = General Plan Amendment; TTM = Tentative Tract Map; ZC = Zone Change; TM = Tract Map; SF = Single-Family; MF = Multi-Family; UNK = Unknown.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
41 Demand Model Framework
TNDG used the data derived from the previous tables to set up a model for estimating future housing by type in Downey, results of which are summarized on Table VI-7 below. A major factor driving the estimations is the assumption that future single-family detached housing development is greatly constrained due to lack of available land.
Table VI-7. Projected Growth Through 2045 by Residential Type Proj. period interval # new
units
Projected number of new units by residential type
SF
detached
SF
attached
2-4
Units 5 + Units Mobile
Homes
2025-2030 725 Assigned pct 0.0% 40.0% 0.0% 60.0% 0.0%
# units 0 290 0 435 0
2030-2035 900 Assigned pct 0.0% 25.0% 0.0% 75.0% 0.0%
# units 0 225 0 675 0
2035-2040 700 Assigned pct 0.0% 20.0% 0.0% 80.0% 0.0%
# units 0 140 0 560 0
2040-2045 625 Assigned pct 0.0% 20.0% 0.0% 80.0% 0.0%
# units 0 125 0 500 0
Total change, 2025-2045 2,950 0 780 0 2,170 0
As % of increase over analysis period 0% 26% 0% 74% 0%
Source: TNDG, based on data from DOF, Building Permits and Downey Planned/Proposed Projects.
In the tabulated scenario above, TNDG calibrated the model to reflect the following: mobile homes, SF Detached, and 2-4 units are held constant over time, and projects of 5 or more units have the most increase in actual numbers. These allocations are based on the constraints mentioned above, the pattern of residential development for planned/proposed projects (Table VI-6), and assumptions that higher density development will constitute an increase in homebuilding activity, compared to prior trends, partly by necessity in terms of capacity and partly by virtue of changes in demand for housing by building type.
Over the study period, the model projects a total of 2,950 new dwelling units, with 2,170 of the total (74%) in the multi-family (5+ units) category. The remaining 780 (26%) are projected in the single-family attached (typically townhome projects)
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
42 VII. Hotel Demand Analysis
Table VII-1, below, provides a list of existing hotel facilities in Downey, including the number of rooms and year built. As shown in the table, the existing hotels range in size from 10 rooms to 220 rooms, with only one hotel developed in Downey during the past 39 years. Prior to 2022, the City had not seen any new hotel development since 1988 (i.e., no new hotels were built in the 37-year period between 1988 and 2021). Thus, long-term trends suggest limited demand for new hotel development in the City.
Table VII-1. Existing Hotel Facilities in Downey – Number of Rooms, Year Built, and Hotel Class Property Name Rooms Year Built Star Rating Hotel Class
SpringHill Suites 140 2022 4 Upscale
Downey Inn Luxury Suites 34 1988 2 Economy
Quality Inn 40 1987 3 Midscale
Embassy Suites by Hilton 220 1985 4 Upper Upscale
Colonial Motel 31 1963 2 Economy
Studio Inn & Suites 50 1960 2 Upscale
Chateau Inn & Suite 40 1959 2 Economy
Rick's Motel 30 1959 2 Economy
Regency Inn & Suite 42 1958 2 Economy
Courtyard Motel 29 1956 2 Economy
American Inn 21 1956 2 Economy
Days Inn by Wyndham 33 1953 2 Economy
Deluxe Motel 15 1941 2 Economy
Sun Light Motel 10 1940 2 Economy
Total Rooms 735
Source: CoStar
Table VII-2, below, shows the projected demand for new hotel rooms for two geographies: the Los Angeles Southeast submarket (see Figure VII 1 on the following page ) and the City of Downey As shown in the table, Los Angeles Southeast submarket added about 78 hotel rooms per year between 1987 and 2024. Extrapolating for the next 20 years, this submarket is projected to add about 1,560 total hotel rooms.
The forecast for the City shows two scenarios: a baseline and aggressive scenarios which are calibrated to the City’s existing share of hotel rooms in the Los Angeles Southeast submarket. The table shows that City could potentially add about 109 to 172 total rooms over study period, or approximately one modern new hotel. Based on the historical development patterns in the City (as discussed above), and existing planned/proposed projects 12 in the submarket, demand for a new hotel would likely come later in the study period evaluated in this analysis (i.e., 2035 or later).
12 There are four planned/proposed hotels in the Los Angeles Southeast submarket, including two in Rosemead, one in Commerce, and one in Santa Fe Springs. These projects total 444 rooms.
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
43 Table VII-2. Projected Demand for New Hotel Rooms, 2025-2045 Los Angeles Southeast Submarket and City of Downey
Region/Variable
Existing (2025)
Hotel Rooms
Avg. Ann
Construction
2987-2024
Total Growth
2025-2045
Total Potential
Development
in 2045
Los Angeles Southeast Submarket
Hotel Rooms 8,498 78 1,5601 10,058
City of Downey Capture of Total Los Angeles Southeast Submarket2 Baseline forecast @ 7% 735 N/A 109 844
Aggressive forecast @ 11% 735 N/A 172 907
Notes:
1. Los Angeles Southeast submarket growth assumes new hotel rooms increase at same rate as 1987-2024 period.
2. City of Downey accounts for about 8.6% of total room inventory in Los Angeles Southeast submarket, which is the approximate midpoint between baseline and aggressive capture rate assumptions.
Appendix B provides a statistical overview of all the hospitality submarkets in Los Angeles County between 1987 and 2025 (year-to-date).
Attachment A
Land Use Market Study - Downey General Plan Update
The Natelson Dale Group, Inc.
44 Figure VII-1. Los Angeles Southeast Hospitality Submarket Boundaries Attachment A
APPENDIX A:
RETAIL DEMAND MODEL
DOWNEY RETAIL MARKET AREA
Attachment A
Table A-1
Population Projections
Downey Retail Trade Area
Area 2023 2030 2035 2045
Primary Market Area (PMA)111,173 111,469 111,680 111,680 Secondary Market Area (SMA)617,029 621,283 624,339 625,854 Total Market Area 728,202 732,752 736,020 737,534
Source: ESRI; Southern California Council of Governments (SCOG).
Table A-2
Per Capita Income Projections
Downey Retail Trade Area
in Constant 2023 dollars
2023
PMA $65,672
SMA $47,004
Annual Increase Factor 0.00%
Area 2022 2025 2035 2045
PMA $65,672 $65,672 $65,672 $65,672
SMA $47,004 $47,004 $47,004 $47,004
Source: ESRI; U.S. Census Bureau; TNDG.
Attachment A
Table A-3
Total Income and Potential Retail Sales Projections
Downey Retail Trade Area
In thousands of constant dollars
PMA SMA
Percent of Income Spent on Retail Goods 22.5%24.8%
Area 2021 2025 2035 2045
Total Income:
PMA $7,300,913 $7,320,339 $7,334,246 $7,334,246
SMA $29,002,832 $29,202,788 $29,346,457 $29,417,639
Total $36,303,745 $36,523,127 $36,680,703 $36,751,886
Potential Retail Sales:
PMA $1,640,227 $1,644,592 $1,647,716 $1,647,716
SMA $7,180,670 $7,230,176 $7,265,746 $7,283,370
Total $8,820,897 $8,874,768 $8,913,462 $8,931,086
Source: TNDG, Consumer Expenditure Survey, U.S. Census Bureau.
Attachment A
Table A-4
Distribution of Retail Sales by Retail Category
Downey Retail Trade Area
%Distribution %Distribution %Distribution %Distribution Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories 8.5%8.5%8.5%8.5%
General Merchandise 9.0%9.0%9.0%9.0%
Home Furnishings and Appliances 4.0%4.0%4.0%4.0%
Specialty/Other 15.0%15.0%15.0%15.0%
Subtotal 36.5%36.5%36.5%36.5%
Convenience Goods:
Food and Beverage 15.5%15.5%15.5%15.5%
Food Service and Drinking 18.0%18.0%18.0%18.0%
Subtotal 33.5%33.5%33.5%33.5%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 6.5%6.5%6.5%6.5% Motor Vehicle/Other Vehicle Dealers 14.5%14.5%14.5%14.5% Gasoline Stations 9.0%9.0%9.0%9.0%
Subtotal 30.0%30.0%30.0%30.0%
Total 100.0%100.0%100.0%100.0%
Source: TNDG, based on historical taxable sales trends for Los Angeles County.
Attachment A
Table A-5
Projected Demand for Retail Sales by Major Retail Category Downey Retail Trade Area - PMA
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $139,419 $139,790 $140,056 $140,056 General Merchandise 147,620 148,013 148,294 148,294
Home Furnishings and Appliances 65,609 65,784 65,909 65,909 Specialty/Other 246,034 246,689 247,157 247,157
Subtotal $598,683 $600,276 $601,416 $601,416
Convenience Goods:
Food and Beverage $254,235 $254,912 $255,396 $255,396
Food Service and Drinking 295,241 296,026 296,589 296,589 Subtotal $549,476 $550,938 $551,985 $551,985
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $106,615 $106,898 $107,102 $107,102 Motor Vehicle/Other Vehicle Dealers 237,833 238,466 238,919 238,919 Gasoline Stations 147,620 148,013 148,294 148,294
Subtotal $492,068 $493,377 $494,315 $494,315
Total $1,640,227 $1,644,592 $1,647,716 $1,647,716
Source: TNDG
Attachment A
Table A-6
Projected Demand for Retail Sales by Major Retail Category Downey Retail Trade Area - SMA
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $610,357 $614,565 $617,588 $619,086 General Merchandise 646,260 650,716 653,917 655,503
Home Furnishings and Appliances 287,227 289,207 290,630 291,335 Specialty/Other 1,077,101 1,084,526 1,089,862 1,092,506 Subtotal $2,620,945 $2,639,014 $2,651,997 $2,658,430
Convenience Goods:
Food and Beverage $1,113,004 $1,120,677 $1,126,191 $1,128,922 Food Service and Drinking 1,292,521 1,301,432 1,307,834 1,311,007 Subtotal $2,405,524 $2,422,109 $2,434,025 $2,439,929
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $466,744 $469,961 $472,274 $473,419 Motor Vehicle/Other Vehicle Dealers 1,041,197 1,048,376 1,053,533 1,056,089 Gasoline Stations 646,260 650,716 653,917 655,503
Subtotal $2,154,201 $2,169,053 $2,179,724 $2,185,011
Total $7,180,670 $7,230,176 $7,265,746 $7,283,370
Source: TNDG
Attachment A
Table A-7
Potential Capture of Market Area Demand for Retail Sales Expressed in Percentages Downey 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 100.0%100.0%100.0%100.0%
Home Furnishings and Appliances 100.0%100.0%100.0%100.0% Specialty/Other 100.0%100.0%100.0%100.0%
Convenience Goods:
Food and Beverage 100.0%100.0%100.0%100.0%
Food Service and Drinking 100.0%100.0%100.0%100.0%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 100.0%100.0%100.0%100.0% Motor Vehicle/Other Vehicle Dealers 100.0%100.0%100.0%100.0% 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).
Attachment A
Table A-8
Potential Capture of Market Area Demand for Retail Sales Expressed in Percentages Downey Retail Trade Area - SMA
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories 20.0%20.0%20.0%20.0%
General Merchandise 0.0%0.0%0.0%0.0%
Home Furnishings and Appliances 20.0%20.0%20.0%20.0%
Specialty/Other 0.0%0.0%0.0%0.0%
Convenience Goods:
Food and Beverage 0.0%0.0%0.0%0.0%
Food Service and Drinking 15.0%15.0%15.0%15.0%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies 10.0%10.0%10.0%10.0% Motor Vehicle/Other Vehicle Dealers 20.0%20.0%20.0%20.0% Gasoline Stations 0.0%0.0%0.0%0.0%
Source: TNDG
Attachment A
Table A-9
Potential Capture of Market Area Demand for Retail Sales Downey Retail Trade Area - PMA
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $139,419 $139,790 $140,056 $140,056 General Merchandise 147,620 148,013 148,294 148,294
Home Furnishings and Appliances 65,609 65,784 65,909 65,909 Specialty/Other 246,034 246,689 247,157 247,157
Subtotal $598,683 $600,276 $601,416 $601,416
Convenience Goods:
Food and Beverage $254,235 $254,912 $255,396 $255,396
Food Service and Drinking 295,241 296,026 296,589 296,589 Subtotal $549,476 $550,938 $551,985 $551,985
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $106,615 $106,898 $107,102 $107,102 Motor Vehicle/Other Vehicle Dealers 237,833 238,466 238,919 238,919 Gasoline Stations 147,620 148,013 148,294 148,294
Subtotal $492,068 $493,377 $494,315 $494,315
Total $1,640,227 $1,644,592 $1,647,716 $1,647,716
Source: TNDG
Attachment A
Table A-10
Potential Capture of Market Area Demand for Retail Sales Downey Retail Trade Area - SMA
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $122,071 $122,913 $123,518 $123,817 General Merchandise 0 0 0 0
Home Furnishings and Appliances 57,445 57,841 58,126 58,267 Specialty/Other 0 0 0 0
Subtotal $179,517 $180,754 $181,644 $182,084
Convenience Goods:
Food and Beverage $0 $0 $0 $0
Food Service and Drinking 193,878 195,215 196,175 196,651 Subtotal $193,878 $195,215 $196,175 $196,651
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $46,674 $46,996 $47,227 $47,342 Motor Vehicle/Other Vehicle Dealers 208,239 209,675 210,707 211,218 Gasoline Stations 0 0 0 0
Subtotal $254,914 $256,671 $257,934 $258,560
Total $628,309 $632,640 $635,753 $637,295
Source: TNDG
Attachment A
Table A-11
Potential Capture of Market Area Demand for Retail Sales La Habra Retail Trade Area - PMA and SMA Combined
In thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
Clothing and Clothing Accessories $261,491 $262,703 $263,574 $263,873 General Merchandise 147,620 148,013 148,294 148,294
Home Furnishings and Appliances 123,054 123,625 124,035 124,176 Specialty/Other 246,034 246,689 247,157 247,157
Subtotal $778,200 $781,030 $783,060 $783,501
Convenience Goods:
Food and Beverage $254,235 $254,912 $255,396 $255,396
Food Service and Drinking 489,119 491,241 492,764 493,240 Subtotal $743,354 $746,153 $748,160 $748,636
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $153,289 $153,895 $154,329 $154,443 Motor Vehicle/Other Vehicle Dealers 446,072 448,141 449,625 450,137 Gasoline Stations 147,620 148,013 148,294 148,294
Subtotal $746,982 $750,049 $752,249 $752,874
Total $2,268,536 $2,277,232 $2,283,469 $2,285,011
Source: TNDG
Attachment A
Table A-12
Comparison of Potential Retail Demand with Estimated Sales Downey 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 $261,491 $180,913 $80,578 69.2% General Merchandise 147,620 181,672 ($34,052)123.1%
Home Furnishings and Appliances 123,054 85,006 $38,048 69.1% Specialty/Other 246,034 110,832 $135,202 45.0%
Subtotal $778,200 $558,423 $219,777 71.8%
Convenience Goods:
Food and Beverage $254,235 $221,643 $32,593 87.2%
Food Service and Drinking 489,119 468,366 20,753 95.8%
Subtotal $743,354 $690,008 $53,346 92.8%
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $153,289 $111,535 $41,754 72.8% Motor Vehicle/Other Vehicle Dealers 446,072 353,209 92,863 79.2% Gasoline Stations 147,620 173,794 (26,174)117.7%
Subtotal $746,982 $638,538 $108,444 85.5%
Total $2,268,536 $1,886,970 $242,368 83.2%
Source: CDTFA; TNDG.
Attachment A
Table A-13
Net Supportable Retail Sales
Downey Retail Trade Area - PMA
in thousands of constant dollars
Retail Category 2023 2030 2035 2045
Shopper Goods:
GAFO*$219,777 $222,607 $224,637 $225,077
Convenience Goods:
Food and Beverage $32,593 $33,269 $33,753 $33,753
Food Service and Drinking 20,753 22,875 24,398 24,874
Subtotal $53,346 $56,145 $58,152 $58,628
Heavy Commercial Goods:
Bldg. Matrl. and Garden Equip. and Supplies $41,754 $42,360 $42,794 $42,909 Motor Vehicle/Other Vehicle Dealers 92,863 94,931 96,416 96,927 Gasoline Stations 0 393 674 674
Subtotal $134,617 $137,684 $139,884 $140,510
Total $407,740 $416,436 $422,673 $424,215
Source: TNDG
*GAFO is a retail industry acronym for the shopper goods retail categories: General Merchandise, Apparel, Furniture Appliances, and Other Specialty
Attachment A
Table A-14
Sales per Square Foot Assumptions by Category
Downey Retail Trade Area
Retail Category
Sales /
Square Feet
GAFO $450
Food and Beverage $500
Food Services and Drinking $500
Bldg. Matrl. and Garden Equip. and Supplies $525
Auto Parts $300
Source: TNDG
Table A-15
Net Supportable Retail Space by Category
Downey Retail Trade Area
Expressed in Square Feet
Retail Category 2023 2030 2035 2045
GAFO 488,392 494,683 499,193 500,172
Food and Beverage 65,185 66,538 67,507 67,507
Food Services and Drinking 41,506 45,751 48,797 49,748
Bldg. Matrl. and Garden Equip. and Supplies 79,532 80,686 81,513 81,731 Auto Parts1 29,407 30,062 30,532 30,694
Services Space @ 15% of Total 124,239 126,656 128,390 128,797 GRAND TOTAL 828,262 844,375 855,931 858,649
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).
Attachment A
APPENDIX B:
HOSPITALITY MARKET DATA BY SUBMARKET
LOS ANGELES COUNTY
Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 Los Angeles Southeast
12 Mo ADR $46.92 $46.23 $46.84 $47.50 $47.38 $46.20 $46.14 $47.30 $48.74 $49.55 $51.26 $53.55 $57.02 $59.48 12 Mo ADR Chg -1.5%1.3%1.4%-0.3%-2.5%-0.1%2.5%3.0%1.7%3.5%4.5%6.5%4.3% 12 Mo Delivered Rooms 489 189 144 519 389 147 153 14
12 Mo Demand 1,756,821 1,723,901 1,814,330 1,886,698 1,730,640 1,654,351 1,686,403 1,764,328 1,753,215 1,792,906 1,866,711 1,918,831 1,968,934 2,006,234 12 Mo Demand Chg -1.9%5.3%4.0%-8.3%-4.4%1.9%4.6%-0.6%2.3%4.1%2.8%2.6%1.9% 12 Mo Inventory Growth 2.3%2.0%2.4%13.3%1.4%5.6%0.6%0.0%0.0%-0.9%0.0%2.3%0.5%0.0% 12 Mo Occupancy 69.4%66.5%68.1%65.2%57.2%52.0%52.3%56.6%58.4%58.4%60.3%61.3%62.3%66.0% 12 Mo Occupancy Chg -4.2%2.4%-4.2%-12.3%-9.1%0.5%8.3%3.0%0.1%3.2%1.7%1.7%5.9% 12 Mo RevPAR $32.59 $30.74 $31.90 $30.99 $27.10 $24.03 $24.13 $26.79 $28.44 $28.95 $30.92 $32.83 $35.54 $39.25 12 Mo RevPAR Chg -5.7%3.8%-2.9%-12.6%-11.3%0.4%11.0%6.2%1.8%6.8%6.2%8.3%10.4% 12 Mo Supply 2,529,804 2,592,087 2,663,742 2,891,824 3,025,826 3,180,367 3,225,220 3,115,339 3,004,403 3,068,945 3,095,200 3,129,854 3,158,445 3,040,085 12 Mo Supply Chg 2.5%2.8%8.6%4.6%5.1%1.4%-3.4%-3.6%2.2%0.9%1.1%0.9%-3.8% Existing Buildings 132 135 139 147 149 153 154 154 154 154 154 157 157 157 Inventory Rooms 6,384 6,509 6,666 7,555 7,658 8,085 8,133 8,133 8,133 8,062 8,062 8,245 8,284 8,284 Santa Monica/Marina Del Rey
12 Mo ADR $72.66 $75.97 $80.38 $88.71 $92.68 $93.79 $96.13 $95.47 $100.20 $108.98 $120.57 $131.14 $139.57 $152.84 12 Mo ADR Chg 4.5%5.8%10.4%4.5%1.2%2.5%-0.7%5.0%8.8%10.6%8.8%6.4%9.5% 12 Mo Delivered Rooms 167 47 788 123 68 97 175
12 Mo Demand 1,033,460 1,010,789 1,069,517 1,179,222 1,204,067 1,197,267 1,256,507 1,394,867 1,447,629 1,510,972 1,546,076 1,530,137 1,566,429 1,628,251 12 Mo Demand Chg -2.2%5.8%10.3%2.1%-0.6%5.0%11.0%3.8%4.4%2.3%-1.0%2.4%4.0% 12 Mo Inventory Growth 0.0%0.0%10.8%13.9%2.7%1.1%7.7%1.2%1.2%0.0%0.0%0.3%3.4%0.0% 12 Mo Occupancy 73.5%71.9%70.9%70.7%67.6%66.5%67.0%71.3%73.9%76.4%78.2%77.3%78.1%77.7% 12 Mo Occupancy Chg -2.2%-1.4%-0.3%-4.4%-1.7%0.8%6.4%3.6%3.5%2.3%-1.2%1.1%-0.4% 12 Mo RevPAR $53.43 $54.63 $57.00 $62.72 $62.65 $62.35 $64.40 $68.08 $74.01 $83.27 $94.26 $101.31 $108.97 $118.80 12 Mo RevPAR Chg 2.3%4.3%10.0%-0.1%-0.5%3.3%5.7%8.7%12.5%13.2%7.5%7.6%9.0% 12 Mo Supply 1,405,615 1,405,615 1,508,313 1,667,913 1,781,040 1,801,036 1,875,453 1,956,035 1,959,999 1,977,570 1,977,570 1,980,698 2,006,318 2,094,735 12 Mo Supply Chg 0.0%7.3%10.6%6.8%1.1%4.1%4.3%0.2%0.9%0.0%0.2%1.3%4.4% Existing Buildings 49 49 51 53 54 55 59 60 60 60 60 60 61 61 Inventory Rooms 3,609 3,609 3,998 4,555 4,678 4,729 5,091 5,151 5,210 5,210 5,210 5,227 5,402 5,402 South Bay
12 Mo ADR $59.30 $60.80 $61.84 $63.59 $63.98 $61.93 $61.65 $61.60 $63.27 $66.99 $71.22 $74.95 $77.61 $81.07 12 Mo ADR Chg 2.5%1.7%2.8%0.6%-3.2%-0.5%-0.1%2.7%5.9%6.3%5.2%3.6%4.5% 12 Mo Delivered Rooms 188 743 849 643 57 30 44 42 122 371 122 12 Mo Demand 1,826,259 1,933,202 2,068,865 2,212,314 2,122,316 2,156,342 2,213,687 2,284,604 2,354,082 2,398,437 2,422,335 2,478,651 2,580,315 2,786,132 12 Mo Demand Chg 5.9%7.0%6.9%-4.1%1.6%2.7%3.2%3.0%1.9%1.0%2.3%4.1%8.0% 12 Mo Inventory Growth 15.8%4.7%9.0%12.0%0.8%0.0%0.0%0.0%1.0%0.0%-0.9%2.4%2.6%-0.2% 12 Mo Occupancy 69.2%67.7%67.4%64.8%59.3%60.1%61.7%63.7%65.4%66.3%67.7%68.8%69.0%74.1% 12 Mo Occupancy Chg -2.2%-0.4%-3.8%-8.5%1.3%2.7%3.2%2.6%1.4%2.2%1.6%0.3%7.4% 12 Mo RevPAR $41.01 $41.14 $41.67 $41.21 $37.96 $37.23 $38.05 $39.23 $41.34 $44.38 $48.20 $51.54 $53.54 $60.06 12 Mo RevPAR Chg 0.3%1.3%-1.1%-7.9%-1.9%2.2%3.1%5.4%7.3%8.6%6.9%3.9%12.2% 12 Mo Supply 2,640,811 2,857,232 3,070,383 3,414,183 3,577,665 3,586,855 3,586,855 3,586,855 3,602,495 3,620,435 3,578,849 3,604,566 3,740,571 3,761,045 12 Mo Supply Chg 8.2%7.5%11.2%4.8%0.3%0.0%0.0%0.4%0.5%-1.2%0.7%3.8%0.6% Existing Buildings 129 134 141 150 152 152 152 152 155 155 155 158 160 160 Inventory Rooms 7,546 7,903 8,611 9,643 9,718 9,718 9,718 9,718 9,810 9,810 9,720 9,949 10,210 10,188 B-1 Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket
Los Angeles Southeast
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
Santa Monica/Marina Del Rey
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
South Bay
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 $61.27 $61.57 $62.14 $64.04 $67.49 $73.22 $76.94 $77.35 $71.95 $70.10 $71.72 $74.20 $77.95 $82.62
3.0%0.5%0.9%3.1%5.4%8.5%5.1%0.5%-7.0%-2.6%2.3%3.5%5.1%6.0% 167 14 48 14 53
1,981,550 1,889,741 1,968,584 2,087,209 2,211,595 2,159,432 2,154,266 2,027,576 1,740,155 1,857,042 1,978,964 2,116,783 2,165,300 2,246,460 -1.2%-4.6%4.2%6.0%6.0%-2.4%-0.2%-5.9%-14.2%6.7%6.6%7.0%2.3%3.8%
2.2%2.0%-0.5%0.2%-0.3%-3.1%0.8%-0.6%0.7%-0.1%0.0%0.1%0.1%0.1%
64.8%60.4%61.2%64.4%68.5%69.5%69.2%65.6%56.4%60.3%64.9%69.1%70.9%73.8% -1.8%-6.8%1.3%5.3%6.4%1.4%-0.5%-5.1%-14.0%6.9%7.6%6.4%2.7%4.1% $39.72 $37.18 $38.02 $41.25 $46.26 $50.90 $53.22 $50.76 $40.59 $42.28 $46.55 $51.24 $55.27 $60.98
1.2%-6.4%2.3%8.5%12.2%10.0%4.6%-4.6%-20.0%4.2%10.1%10.1%7.9%10.3% 3,057,013 3,129,424 3,217,431 3,240,295 3,226,601 3,106,040 3,114,557 3,089,532 3,084,746 3,078,747 3,048,845 3,065,194 3,054,026 3,043,859
0.6%2.4%2.8%0.7%-0.4%-3.7%0.3%-0.8%-0.2%-0.2%-1.0%0.5%-0.4%-0.3% 158 160 160 161 160 159 161 161 162 162 162 162 162 162 8,468 8,635 8,596 8,610 8,588 8,321 8,383 8,334 8,389 8,379 8,379 8,389 8,393 8,397 $150.68 $145.38 $145.89 $157.59 $173.00 $191.52 $208.34 $219.59 $187.85 $195.08 $210.68 $223.79 $240.14 $261.41 -1.4%-3.5%0.4%8.0%9.8%10.7%8.8%5.4%-14.5%3.9%8.0%6.2%7.3%8.9% 127 5 111 164
1,448,039 1,460,016 1,537,170 1,640,419 1,659,896 1,663,137 1,671,222 1,625,295 1,515,968 1,624,405 1,700,391 1,788,765 1,770,524 1,782,702 -11.1%0.8%5.3%6.7%1.2%0.2%0.5%-2.8%-6.7%7.2%4.7%5.2%-1.0%0.7%
0.0%0.4%2.7%0.0%0.0%0.0%0.6%0.0%-0.5%2.0%2.9%0.0%0.3%0.6%
69.5%70.6%71.9%76.1%77.0%77.2%78.1%75.6%70.2%75.8%78.1%81.0%81.2%82.1% -10.6%1.6%1.9%5.8%1.2%0.3%1.1%-3.1%-7.2%8.0%3.0%3.7%0.2%1.2% $104.68 $102.58 $104.92 $119.86 $133.14 $147.80 $162.62 $166.01 $131.77 $147.85 $164.53 $181.22 $194.90 $214.62 -11.9%-2.0%2.3%14.2%11.1%11.0%10.0%2.1%-20.6%12.2%11.3%10.1%7.6%10.1% 2,084,487 2,069,215 2,137,475 2,156,785 2,156,785 2,155,111 2,141,165 2,149,850 2,161,102 2,143,297 2,177,286 2,208,970 2,181,547 2,171,335 -0.5%-0.7%3.3%0.9%0.0%-0.1%-0.7%0.4%0.5%-0.8%1.6%1.5%-1.2%-0.5% 61 62 65 65 65 65 65 65 64 65 66 66 66 67
5,402 5,424 5,572 5,572 5,572 5,572 5,607 5,607 5,581 5,692 5,854 5,854 5,873 5,910 $82.09 $78.03 $78.68 $82.94 $89.72 $97.68 $105.96 $109.15 $99.30 $99.41 $104.67 $110.81 $115.09 $121.19
1.3%-5.0%0.8%5.4%8.2%8.9%8.5%3.0%-9.0%0.1%5.3%5.9%3.9%5.3% 387 70 53 279 38 66 881 96 433
2,674,145 2,613,178 2,701,332 2,854,023 2,961,771 2,954,674 2,993,674 2,860,824 2,617,152 2,939,193 3,092,875 3,218,126 3,339,556 3,531,965 -4.0%-2.3%3.4%5.7%3.8%-0.2%1.3%-4.4%-8.5%12.3%5.2%4.1%3.8%5.8%
4.2%0.7%0.5%2.8%-0.5%0.0%0.0%0.6%8.7%0.8%0.0%0.0%0.0%3.1%
69.6%66.9%68.7%72.1%73.5%73.6%74.4%71.1%62.3%66.3%69.9%72.8%75.6%78.6% -6.1%-3.9%2.8%4.9%2.0%0.2%1.1%-4.5%-12.4%6.6%5.3%4.3%3.8%3.9% $57.13 $52.17 $54.07 $59.76 $65.92 $71.91 $78.87 $77.56 $61.81 $65.95 $73.14 $80.72 $87.02 $95.21 -4.9%-8.7%3.6%10.5%10.3%9.1%9.7%-1.7%-20.3%6.7%10.9%10.4%7.8%9.4% 3,842,317 3,908,655 3,931,006 3,960,676 4,031,047 4,013,825 4,021,935 4,025,961 4,204,416 4,430,370 4,426,344 4,417,994 4,416,895 4,495,575
2.2%1.7%0.6%0.8%1.8%-0.4%0.2%0.1%4.4%5.4%-0.1%-0.2%0.0%1.8% 163 164 165 167 166 166 166 167 171 172 172 172 172 174 10,616 10,686 10,739 11,037 10,985 10,984 10,984 11,050 12,007 12,103 12,105 12,105 12,101 12,474 B-2 Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket
Los Angeles Southeast
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
Santa Monica/Marina Del Rey
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
South Bay
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
$90.27 $97.66 $100.44 $103.87 $106.28 $95.29 $108.70 $121.40 $124.90 $121.63 $121.83
9.3%8.2%2.9%3.4%2.3%-10.3%14.1%11.7%2.9%-2.6%-0.8%
97 203 140 262
2,280,895 2,352,804 2,359,496 2,303,235 2,343,749 1,724,422 1,991,199 2,057,909 2,134,706 2,138,786 2,126,202
1.5%3.2%0.3%-2.4%1.8%-26.4%15.5%3.4%3.7%0.2%-0.6%
1.2%0.1%0.1%1.7%0.0%-1.9%-0.9%0.8%2.4%-2.2%0.0%
74.8%76.2%76.0%73.9%74.2%57.5%65.9%67.1%67.9%68.5%68.6%
1.4%1.9%-0.3%-2.8%0.4%-22.5%14.6%1.7%1.3%0.8%0.9%
$67.54 $74.45 $76.38 $76.78 $78.84 $54.81 $71.67 $81.42 $84.84 $83.25 $83.51
10.8%10.2%2.6%0.5%2.7%-30.5%30.8%13.6%4.2%-1.9%0.1%
3,048,264 3,086,078 3,102,788 3,115,789 3,159,562 2,998,055 3,020,167 3,068,687 3,142,604 3,124,820 3,101,770
0.1%1.2%0.5%0.4%1.4%-5.1%0.7%1.6%2.4%-0.6%-1.5%
163 163 163 163 163 160 160 160 163 161 161
8,497 8,506 8,510 8,654 8,657 8,492 8,413 8,481 8,688 8,498 8,498 $272.59 $289.00 $293.31 $306.21 $307.58 $238.84 $290.26 $349.64 $337.69 $322.69 $319.11
4.3%6.0%1.5%4.4%0.5%-22.4%21.5%20.5%-3.4%-4.4%-2.2%
279 288
1,836,780 1,868,262 1,929,755 1,921,691 1,874,986 882,704 1,431,338 1,847,395 1,814,380 1,808,309 1,818,487
3.0%1.7%3.3%-0.4%-2.4%-52.9%62.2%29.1%-1.8%-0.3%1.7%
0.2%0.0%4.5%0.1%4.3%2.0%3.0%0.0%0.1%-2.5%-2.7%
82.1%83.5%83.0%83.7%81.4%40.4%58.8%75.7%76.5%76.3%75.4% -0.1%1.7%-0.5%0.8%-2.8%-50.4%45.7%28.6%1.1%-0.2%-0.9%
$223.69 $241.16 $243.53 $256.38 $250.31 $96.41 $170.76 $264.48 $258.24 $246.28 $240.61
4.2%7.8%1.0%5.3%-2.4%-61.5%77.1%54.9%-2.4%-4.6%-3.1%
2,238,302 2,238,910 2,324,190 2,295,206 2,304,000 2,186,704 2,432,901 2,442,174 2,372,606 2,369,395 2,411,741
3.1%0.0%3.8%-1.3%0.4%-5.1%11.3%0.4%-2.9%-0.1%2.6%
67 67 69 69 70 71 72 73 73 73 73
5,923 5,923 6,190 6,197 6,463 6,589 6,784 6,786 6,793 6,623 6,619 $130.89 $141.80 $144.57 $148.05 $147.47 $122.83 $145.59 $169.59 $175.71 $176.66 $177.39
8.0%8.3%2.0%2.4%-0.4%-16.7%18.5%16.5%3.6%0.5%0.9%
135 184 354 30 150
3,653,308 3,699,355 3,694,005 3,668,495 3,749,238 2,513,551 3,141,763 3,417,236 3,376,792 3,339,533 3,340,332
3.4%1.3%-0.1%-0.7%2.2%-33.0%25.0%8.8%-1.2%-1.1%-0.6%
-0.9%1.1%1.1%3.0%-0.7%-0.2%-0.2%-1.7%-0.5%-0.4%0.4%
80.7%81.4%80.3%78.9%79.2%53.9%66.9%73.1%73.4%73.1%73.6%
2.7%0.9%-1.3%-1.8%0.4%-32.0%24.1%9.4%0.3%-0.3%0.5%
$105.63 $115.44 $116.12 $116.75 $116.81 $66.21 $97.38 $124.03 $128.92 $129.21 $130.62
10.9%9.3%0.6%0.6%0.1%-43.3%47.1%27.4%3.9%0.2%1.4%
4,526,866 4,544,106 4,599,243 4,651,779 4,733,247 4,662,933 4,697,166 4,672,367 4,602,502 4,565,843 4,536,288
0.7%0.4%1.2%1.1%1.8%-1.5%0.7%-0.5%-1.5%-0.8%-1.2%
173 175 175 177 174 174 173 170 171 170 170
12,367 12,504 12,642 13,023 12,938 12,918 12,891 12,668 12,600 12,552 12,553 B-3 Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 Pasadena/Glendale/Burbank
12 Mo ADR $52.96 $51.81 $56.28 $63.11 $62.39 $61.64 $66.31 $71.89 $73.83 $76.84 $82.46 $89.09 $93.94 $97.77 12 Mo ADR Chg -2.2%8.6%12.1%-1.1%-1.2%7.6%8.4%2.7%4.1%7.3%8.0%5.5%4.1% 12 Mo Delivered Rooms 30 409 152 384 62 401
12 Mo Demand 1,326,161 1,272,689 1,275,868 1,306,197 1,207,043 1,206,015 1,241,706 1,363,137 1,289,195 1,308,872 1,334,900 1,311,005 1,289,178 1,394,583 12 Mo Demand Chg -4.0%0.3%2.4%-7.6%-0.1%3.0%9.8%-5.4%1.5%2.0%-1.8%-1.7%8.2% 12 Mo Inventory Growth 0.0%1.9%7.2%2.7%0.5%-0.7%0.0%1.8%0.1%0.0%0.0%-2.1%1.6%5.8% 12 Mo Occupancy 71.6%68.0%66.2%64.0%58.8%60.1%61.1%66.7%63.1%64.1%66.4%67.2%66.0%69.1% 12 Mo Occupancy Chg -5.0%-2.7%-3.3%-8.2%2.3%1.6%9.1%-5.4%1.6%3.7%1.2%-1.9%4.7% 12 Mo RevPAR $37.92 $35.24 $37.27 $40.41 $36.68 $37.07 $40.53 $47.93 $46.57 $49.23 $54.78 $59.90 $61.97 $67.52 12 Mo RevPAR Chg -7.1%5.7%8.4%-9.2%1.1%9.3%18.3%-2.8%5.7%11.3%9.4%3.4%9.0% 12 Mo Supply 1,852,010 1,870,842 1,926,830 2,039,838 2,053,110 2,005,232 2,031,387 2,044,406 2,043,825 2,042,905 2,009,521 1,949,755 1,954,413 2,019,286 12 Mo Supply Chg 1.0%3.0%5.9%0.7%-2.3%1.3%0.6%0.0%-0.1%-1.6%-3.0%0.2%3.3% Existing Buildings 58 60 61 63 64 66 66 68 69 69 69 69 70 71 Inventory Rooms 4,764 4,852 5,202 5,344 5,369 5,333 5,333 5,427 5,434 5,434 5,434 5,320 5,406 5,720 LA North
12 Mo ADR $55.96 $56.73 $57.98 $59.18 $58.69 $57.94 $58.62 $59.99 $61.75 $64.72 $68.67 $73.43 $76.15 $80.74 12 Mo ADR Chg 1.4%2.2%2.1%-0.8%-1.3%1.2%2.3%2.9%4.8%6.1%6.9%3.7%6.0% 12 Mo Delivered Rooms 367 703 221 89 351 90 31 166 244 58 496 12 Mo Demand 2,271,719 2,325,256 2,410,180 2,437,538 2,289,378 2,249,692 2,324,333 2,593,239 2,450,210 2,476,509 2,606,575 2,639,666 2,716,367 2,933,453 12 Mo Demand Chg 2.4%3.7%1.1%-6.1%-1.7%3.3%11.6%-5.5%1.1%5.3%1.3%2.9%8.0% 12 Mo Inventory Growth 7.9%8.4%11.3%1.0%4.8%0.0%-0.9%0.5%1.3%1.0%3.1%2.4%0.2%3.6% 12 Mo Occupancy 74.8%71.0%68.4%66.1%61.5%58.6%60.9%70.1%65.0%64.3%65.6%65.0%65.7%70.1% 12 Mo Occupancy Chg -5.0%-3.6%-3.4%-6.9%-4.8%4.0%15.0%-7.2%-1.1%1.9%-0.8%1.1%6.6% 12 Mo RevPAR $41.85 $40.29 $39.69 $39.12 $36.12 $33.93 $35.72 $42.02 $40.14 $41.63 $45.01 $47.74 $50.03 $56.55 12 Mo RevPAR Chg -3.7%-1.5%-1.4%-7.7%-6.0%5.3%17.6%-4.5%3.7%8.1%6.1%4.8%13.0% 12 Mo Supply 3,038,040 3,274,372 3,521,417 3,687,104 3,720,296 3,841,260 3,814,638 3,702,106 3,768,838 3,850,339 3,976,368 4,060,723 4,134,277 4,187,771 12 Mo Supply Chg 7.8%7.5%4.7%0.9%3.3%-0.7%-3.0%1.8%2.2%3.3%2.1%1.8%1.3% Existing Buildings 109 114 122 124 130 130 129 130 132 133 138 139 140 144 Inventory Rooms 7,609 8,248 9,179 9,269 9,714 9,714 9,627 9,676 9,802 9,899 10,206 10,454 10,474 10,854 LA East
12 Mo ADR $46.37 $46.96 $47.04 $47.90 $47.98 $47.75 $48.06 $48.89 $49.15 $50.47 $53.35 $56.97 $58.98 $62.01 12 Mo ADR Chg 1.3%0.2%1.8%0.2%-0.5%0.7%1.7%0.5%2.7%5.7%6.8%3.5%5.1% 12 Mo Delivered Rooms 366 925 556 797 25 284 39 102 349 210 12 Mo Demand 1,965,233 2,020,607 2,173,774 2,303,867 2,216,797 2,083,406 2,079,947 2,248,384 2,217,527 2,270,343 2,436,526 2,465,513 2,501,197 2,681,558 12 Mo Demand Chg 2.8%7.6%6.0%-3.8%-6.0%-0.2%8.1%-1.4%2.4%7.3%1.2%1.5%7.2% 12 Mo Inventory Growth 4.6%9.0%8.4%11.7%1.2%2.8%0.4%0.4%-0.2%0.0%0.0%4.6%2.0%-0.1% 12 Mo Occupancy 67.2%64.5%64.1%62.7%57.8%53.5%52.6%56.4%55.9%57.6%61.2%61.0%62.7%67.0% 12 Mo Occupancy Chg -4.1%-0.6%-2.2%-7.8%-7.6%-1.7%7.3%-0.9%3.0%6.3%-0.4%2.8%6.9% 12 Mo RevPAR $31.16 $30.27 $30.16 $30.03 $27.75 $25.53 $25.27 $27.57 $27.46 $29.06 $32.66 $34.73 $36.96 $41.54 12 Mo RevPAR Chg -2.9%-0.4%-0.4%-7.6%-8.0%-1.0%9.1%-0.4%5.8%12.4%6.3%6.4%12.4% 12 Mo Supply 2,924,704 3,134,670 3,390,954 3,674,855 3,833,096 3,896,665 3,956,180 3,986,895 3,968,353 3,942,872 3,979,960 4,044,038 3,991,139 4,002,673 12 Mo Supply Chg 7.2%8.2%8.4%4.3%1.7%1.5%0.8%-0.5%-0.6%0.9%1.6%-1.3%0.3% Existing Buildings 118 126 132 142 145 147 148 149 149 149 149 153 155 155 Inventory Rooms 7,157 7,801 8,456 9,442 9,553 9,818 9,858 9,897 9,878 9,878 9,878 10,327 10,537 10,526 B-4 Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket
Pasadena/Glendale/Burbank
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
LA North
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
LA East
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 $95.63 $95.34 $97.58 $100.09 $107.72 $117.12 $120.88 $124.06 $112.65 $111.85 $113.53 $119.34 $123.96 $134.65 -2.2%-0.3%2.4%2.6%7.6%8.7%3.2%2.6%-9.2%-0.7%1.5%5.1%3.9%8.6% 140 322 68 271 272
1,407,656 1,446,774 1,502,205 1,624,638 1,688,650 1,694,952 1,685,128 1,666,154 1,545,600 1,645,683 1,757,860 1,850,015 1,899,047 1,950,979
0.9%2.8%3.8%8.2%3.9%0.4%-0.6%-1.1%-7.2%6.5%6.8%5.2%2.7%2.7%
2.5%4.9%0.0%2.4%0.0%0.2%2.4%5.7%0.0%0.0%0.0%1.2%0.0%-0.6%
67.7%66.5%67.3%71.7%74.1%74.8%73.8%70.3%62.9%67.0%71.6%75.6%77.0%78.7% -2.0%-1.7%1.2%6.6%3.3%0.9%-1.3%-4.7%-10.5%6.5%6.8%5.7%1.8%2.1% $64.70 $63.43 $65.68 $71.78 $79.81 $87.59 $89.19 $87.22 $70.90 $74.95 $81.28 $90.27 $95.47 $105.90 -4.2%-2.0%3.6%9.3%11.2%9.7%1.8%-2.2%-18.7%5.7%8.4%11.1%5.8%10.9% 2,080,460 2,174,750 2,231,975 2,265,423 2,278,998 2,266,545 2,283,755 2,370,056 2,455,720 2,455,720 2,455,386 2,445,783 2,465,665 2,480,515
3.0%4.5%2.6%1.5%0.6%-0.6%0.8%3.8%3.6%0.0%0.0%-0.4%0.8%0.6% 72 74 74 76 76 77 78 80 80 80 80 81 81 81
5,860 6,147 6,147 6,292 6,294 6,304 6,458 6,829 6,829 6,829 6,828 6,911 6,908 6,869 $82.15 $82.57 $83.33 $87.52 $92.73 $101.14 $107.60 $108.65 $99.36 $97.58 $98.96 $102.07 $105.69 $112.90
1.8%0.5%0.9%5.0%6.0%9.1%6.4%1.0%-8.6%-1.8%1.4%3.1%3.5%6.8% 404 41 73 262 381 771 383 44 156 70 79 92
2,843,658 2,802,220 2,903,181 3,019,416 3,201,980 3,262,783 3,219,570 3,193,486 2,929,080 3,160,285 3,357,174 3,520,915 3,536,245 3,731,706 -3.1%-1.5%3.6%4.0%6.1%1.9%-1.3%-0.8%-8.3%7.9%6.2%4.9%0.4%5.5%
0.9%3.1%0.6%0.8%1.8%4.1%4.8%4.6%-0.1%1.1%0.5%0.0%0.7%0.7%
66.7%65.3%66.2%69.2%72.6%72.7%69.0%65.9%59.7%63.7%67.1%70.8%71.1%74.3% -4.8%-2.1%1.4%4.5%5.0%0.1%-5.1%-4.6%-9.4%6.7%5.4%5.5%0.4%4.6% $54.78 $53.91 $55.16 $60.53 $67.35 $73.54 $74.27 $71.56 $59.30 $62.11 $66.39 $72.25 $75.11 $83.91 -3.1%-1.6%2.3%9.7%11.3%9.2%1.0%-3.6%-17.1%4.8%6.9%8.8%4.0%11.7% 4,264,233 4,291,724 4,385,222 4,365,910 4,408,248 4,487,717 4,664,709 4,848,781 4,908,351 4,964,773 5,004,007 4,974,302 4,975,990 5,021,189
1.8%0.6%2.2%-0.4%1.0%1.8%3.9%4.0%1.2%1.2%0.8%-0.6%0.0%0.9% 145 148 149 150 152 155 159 165 166 167 168 168 169 170 10,946 11,282 11,354 11,440 11,642 12,115 12,696 13,282 13,269 13,419 13,485 13,485 13,573 13,671 $63.74 $65.11 $65.99 $69.02 $73.53 $78.33 $82.76 $84.62 $77.43 $75.20 $77.62 $82.18 $86.19 $91.72
2.8%2.1%1.4%4.6%6.5%6.5%5.7%2.3%-8.5%-2.9%3.2%5.9%4.9%6.4% 222 60 50 207 51 41 110
2,595,772 2,550,800 2,548,794 2,647,037 2,755,788 2,734,152 2,688,482 2,562,798 2,297,470 2,449,297 2,618,226 2,804,754 2,852,531 2,951,122 -3.2%-1.7%-0.1%3.9%4.1%-0.8%-1.7%-4.7%-10.4%6.6%6.9%7.1%1.7%3.5%
0.0%0.0%-0.5%1.6%-1.7%2.2%1.8%1.1%0.4%0.0%0.4%-0.1%-0.6%0.0%
64.9%63.8%64.0%66.9%69.6%69.6%67.6%63.3%56.4%60.1%64.1%68.7%70.2%73.2% -3.1%-1.7%0.3%4.5%4.1%-0.1%-2.9%-6.3%-11.0%6.6%6.8%7.1%2.2%4.4% $41.37 $41.52 $42.20 $46.14 $51.18 $54.49 $55.92 $53.58 $43.64 $45.16 $49.78 $56.43 $60.46 $67.17 -0.4%0.4%1.6%9.3%10.9%6.5%2.6%-4.2%-18.6%3.5%10.2%13.4%7.1%11.1% 3,999,670 3,999,670 3,985,705 3,959,912 3,959,612 3,930,900 3,978,954 4,047,222 4,076,193 4,078,601 4,082,128 4,084,167 4,066,265 4,029,675 -0.1%0.0%-0.4%-0.7%0.0%-0.7%1.2%1.7%0.7%0.1%0.1%0.1%-0.4%-0.9% 155 155 155 155 155 157 160 162 163 163 162 162 161 161 10,526 10,526 10,469 10,632 10,447 10,674 10,868 10,989 11,032 11,030 11,071 11,066 11,004 11,008 B-5 Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket
Pasadena/Glendale/Burbank
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
LA North
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
LA East
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
$143.69 $161.51 $160.54 $161.51 $160.84 $123.99 $142.55 $175.80 $185.03 $181.17 $186.59
6.7%12.4%-0.6%0.6%-0.4%-22.9%15.0%23.3%5.3%-2.1%2.4%
170 447 368 230 285 194
2,036,086 2,153,188 2,161,106 2,207,095 2,298,561 1,373,413 1,836,035 2,061,364 2,173,551 2,182,774 2,300,498
4.4%5.8%0.4%2.1%4.1%-40.3%33.7%12.3%5.4%0.4%6.2%
2.5%6.4%0.0%5.1%0.5%2.9%0.6%-0.6%3.5%-0.9%2.3%
80.2%81.8%79.1%79.7%79.8%49.8%64.5%70.0%72.0%71.6%74.8%
2.0%2.0%-3.3%0.8%0.2%-37.6%29.6%8.5%2.9%-0.6%5.1%
$115.25 $132.08 $126.94 $128.68 $128.35 $61.74 $91.97 $123.05 $133.25 $129.68 $139.62
8.8%14.6%-3.9%1.4%-0.3%-51.9%49.0%33.8%8.3%-2.7%7.7%
2,538,526 2,633,063 2,733,179 2,770,160 2,880,458 2,758,106 2,845,871 2,945,102 3,018,285 3,049,527 3,074,474
2.3%3.7%3.8%1.4%4.0%-4.3%3.2%3.5%2.5%1.0%1.0%
82 85 85 87 87 89 89 88 90 89 90
7,039 7,489 7,488 7,867 7,906 8,136 8,183 8,133 8,418 8,343 8,537 $121.56 $138.87 $136.30 $140.46 $144.32 $115.47 $137.69 $160.84 $166.28 $162.28 $162.58
7.7%14.2%-1.9%3.1%2.8%-20.0%19.2%16.8%3.4%-2.4%-0.5%
88 123 204 129 234 629 381 516 230 430
3,874,144 4,010,273 3,910,971 3,934,423 3,891,831 2,638,883 3,353,292 3,684,641 3,729,436 3,766,765 3,834,448
3.8%3.5%-2.5%0.6%-1.1%-32.2%27.1%9.9%1.2%1.0%2.9%
0.8%-0.2%0.8%1.1%-0.5%0.8%1.6%-0.1%0.3%-1.5%1.6%
76.7%79.2%77.4%77.1%77.0%55.3%69.1%71.2%72.1%73.3%74.5%
3.2%3.3%-2.2%-0.5%-0.2%-28.2%25.0%3.1%1.3%1.6%3.3%
$93.19 $109.98 $105.55 $108.26 $111.05 $63.80 $95.08 $114.50 $119.94 $118.95 $121.09
11.1%18.0%-4.0%2.6%2.6%-42.6%49.0%20.4%4.8%-0.8%2.8%
5,053,659 5,063,547 5,050,071 5,104,768 5,057,895 4,776,252 4,856,111 5,176,138 5,170,209 5,138,577 5,148,227
0.7%0.2%-0.3%1.1%-0.9%-5.6%1.7%6.6%-0.1%-0.6%-0.3%
171 170 170 172 171 172 172 170 171 166 168
13,777 13,749 13,864 14,011 13,948 14,053 14,273 14,259 14,303 14,084 14,284 $97.53 $104.74 $108.20 $110.20 $110.85 $94.89 $111.23 $126.60 $130.80 $128.40 $133.31
6.3%7.4%3.3%1.9%0.6%-14.4%17.2%13.8%3.3%-1.8%3.0%
251 288 200 639 149 132 245 88
3,034,089 3,090,786 3,016,971 3,058,070 3,033,043 2,113,184 2,670,781 2,799,847 2,870,630 2,906,186 2,988,588
2.8%1.9%-2.4%1.4%-0.8%-30.3%26.4%4.8%2.5%1.2%4.1%
0.5%0.0%2.3%1.5%-1.0%-0.5%3.2%0.6%0.0%0.1%-0.5%
74.5%76.9%75.2%72.6%72.8%54.3%64.3%65.8%66.9%67.5%69.8%
1.7%3.2%-2.2%-3.5%0.4%-25.4%18.4%2.3%1.8%0.8%4.6%
$72.63 $80.50 $81.36 $79.96 $80.73 $51.55 $71.52 $83.27 $87.54 $86.62 $93.05
8.1%10.8%1.1%-1.7%1.0%-36.1%38.7%16.4%5.1%-1.1%7.7%
4,074,211 4,021,273 4,012,258 4,214,935 4,164,724 3,889,603 4,153,427 4,256,877 4,289,212 4,308,072 4,281,489
1.1%-1.3%-0.2%5.1%-1.2%-6.6%6.8%2.5%0.8%0.4%-0.5%
161 161 163 161 159 157 156 155 155 153 153
11,067 11,070 11,324 11,497 11,384 11,322 11,683 11,749 11,753 11,769 11,769 B-6 Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 LA Central Business District (CBD)
12 Mo ADR $56.97 $60.59 $61.99 $62.92 $62.66 $60.34 $60.42 $62.80 $61.26 $64.96 $67.15 $73.31 $77.15 $82.68 12 Mo ADR Chg 6.4%2.3%1.5%-0.4%-3.7%0.1%3.9%-2.5%6.0%3.4%9.2%5.2%7.2% 12 Mo Delivered Rooms 145 18 86 100 539 127 32
12 Mo Demand 4,269,399 4,253,380 4,215,751 4,110,941 3,752,878 3,433,238 3,272,628 3,562,282 3,459,396 3,630,491 3,862,300 3,900,783 3,946,155 4,107,686 12 Mo Demand Chg -0.4%-0.9%-2.5%-8.7%-8.5%-4.7%8.9%-2.9%5.0%6.4%1.0%1.2%4.1% 12 Mo Inventory Growth 0.2%0.0%0.0%3.7%1.0%3.4%0.7%0.2%-1.8%0.0%0.5%0.0%0.2%-0.1% 12 Mo Occupancy 69.7%69.0%68.0%65.4%58.9%53.6%51.3%56.2%55.3%59.5%63.2%64.3%65.2%68.0% 12 Mo Occupancy Chg -1.1%-1.4%-3.9%-9.9%-8.9%-4.3%9.6%-1.8%7.6%6.2%1.8%1.5%4.2% 12 Mo RevPAR $39.72 $41.79 $42.17 $41.13 $36.90 $32.35 $31.00 $35.32 $33.85 $38.63 $42.40 $47.10 $50.31 $56.19 12 Mo RevPAR Chg 5.2%0.9%-2.5%-10.3%-12.3%-4.2%13.9%-4.2%14.1%9.8%11.1%6.8%11.7% 12 Mo Supply 6,123,970 6,166,770 6,196,970 6,289,264 6,373,294 6,402,934 6,377,635 6,333,877 6,260,724 6,104,245 6,116,161 6,070,775 6,050,893 6,043,699 12 Mo Supply Chg 0.7%0.5%1.5%1.3%0.5%-0.4%-0.7%-1.2%-2.5%0.2%-0.7%-0.3%-0.1% Existing Buildings 171 171 171 175 177 178 179 180 182 182 183 183 184 184 Inventory Rooms 12,260 12,260 12,260 12,718 12,848 13,287 13,373 13,402 13,167 13,167 13,237 13,237 13,269 13,260 LA Airport
12 Mo ADR $59.29 $60.80 $61.33 $61.74 $60.10 $58.56 $56.69 $56.87 $57.34 $59.70 $64.83 $69.60 $71.08 $75.68 12 Mo ADR Chg 2.6%0.9%0.7%-2.7%-2.6%-3.2%0.3%0.8%4.1%8.6%7.4%2.1%6.5% 12 Mo Delivered Rooms 516 220 239 227 774 269 144 151 297 12 Mo Demand 3,146,072 3,239,182 3,309,924 3,256,663 3,163,837 3,099,352 3,084,123 3,178,621 3,350,675 3,507,625 3,590,380 3,640,807 3,720,646 3,968,794 12 Mo Demand Chg 3.0%2.2%-1.6%-2.9%-2.0%-0.5%3.1%5.4%4.7%2.4%1.4%2.2%6.7% 12 Mo Inventory Growth 4.2%2.2%1.9%2.4%5.0%3.7%0.7%0.3%1.1%-0.6%0.0%1.2%1.4%1.8% 12 Mo Occupancy 74.2%74.0%74.7%71.6%68.4%63.4%62.5%64.4%67.4%70.7%72.0%72.3%73.2%77.3% 12 Mo Occupancy Chg -0.2%0.9%-4.1%-4.5%-7.4%-1.4%3.1%4.6%4.8%2.0%0.4%1.2%5.6% 12 Mo RevPAR $43.97 $45.00 $45.81 $44.21 $41.10 $37.11 $35.42 $36.65 $38.66 $42.19 $46.70 $50.33 $52.03 $58.52 12 Mo RevPAR Chg 2.3%1.8%-3.5%-7.0%-9.7%-4.5%3.5%5.5%9.1%10.7%7.8%3.4%12.5% 12 Mo Supply 4,242,476 4,376,790 4,431,222 4,547,335 4,626,174 4,891,484 4,935,974 4,932,736 4,969,864 4,963,774 4,983,710 5,034,780 5,082,890 5,132,977 12 Mo Supply Chg 3.2%1.2%2.6%1.7%5.7%0.9%-0.1%0.8%-0.1%0.4%1.0%1.0%1.0% Existing Buildings 70 74 77 80 83 87 89 90 92 93 93 94 95 96 Inventory Rooms 10,936 11,176 11,390 11,660 12,237 12,691 12,774 12,810 12,954 12,881 12,881 13,031 13,213 13,456 LA Long Beach
12 Mo ADR $59.93 $63.08 $66.34 $68.66 $66.60 $65.84 $62.18 $64.99 $67.43 $70.04 $74.73 $79.10 $83.42 $89.81 12 Mo ADR Chg 5.3%5.2%3.5%-3.0%-1.2%-5.6%4.5%3.8%3.9%6.7%5.9%5.5%7.7% 12 Mo Delivered Rooms 261 697 117 34 498 134
12 Mo Demand 1,337,583 1,449,874 1,502,389 1,474,141 1,334,365 1,306,838 1,244,989 1,243,168 1,382,051 1,431,467 1,510,234 1,636,796 1,642,071 1,708,039 12 Mo Demand Chg 8.4%3.6%-1.9%-9.5%-2.1%-4.7%-0.2%11.2%3.6%5.5%8.4%0.3%4.0% 12 Mo Inventory Growth 12.0%11.0%0.3%4.4%0.3%9.0%0.0%0.0%-0.1%0.0%2.1%0.0%-0.9%0.0% 12 Mo Occupancy 69.3%68.7%67.7%65.1%58.2%54.1%52.0%53.4%56.9%59.0%62.0%66.4%67.6%71.0% 12 Mo Occupancy Chg -0.9%-1.5%-3.9%-10.6%-7.1%-3.8%2.8%6.4%3.8%5.2%7.0%1.8%5.1% 12 Mo RevPAR $41.56 $43.35 $44.93 $44.70 $38.76 $35.59 $32.33 $34.73 $38.34 $41.32 $46.35 $52.50 $56.37 $63.77 12 Mo RevPAR Chg 4.3%3.6%-0.5%-13.3%-8.2%-9.2%7.4%10.4%7.8%12.2%13.3%7.4%13.1% 12 Mo Supply 1,928,914 2,109,660 2,218,470 2,264,267 2,292,981 2,417,231 2,394,335 2,326,575 2,430,597 2,426,520 2,434,694 2,466,228 2,430,285 2,405,715 12 Mo Supply Chg 9.4%5.2%2.1%1.3%5.4%-1.0%-2.8%4.5%-0.2%0.3%1.3%-1.5%-1.0% Existing Buildings 80 84 85 89 90 93 93 93 93 93 94 94 94 94 Inventory Rooms 5,081 5,640 5,657 5,906 5,925 6,457 6,457 6,457 6,448 6,448 6,582 6,582 6,524 6,524 B-7 Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket
LA Central Business District (CB
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
LA Airport
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
LA Long Beach
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 $81.36 $82.32 $80.60 $86.98 $90.53 $95.65 $102.73 $109.01 $99.71 $104.22 $112.50 $121.36 $128.14 $139.11 -1.6%1.2%-2.1%7.9%4.1%5.7%7.4%6.1%-8.5%4.5%8.0%7.9%5.6%8.6% 1,001 394
3,748,932 3,416,619 3,384,849 3,491,551 3,662,782 3,666,706 3,578,477 3,442,475 3,008,113 3,357,172 3,557,327 3,476,913 3,446,359 3,586,733 -8.7%-8.9%-0.9%3.2%4.9%0.1%-2.4%-3.8%-12.6%11.6%6.0%-2.3%-0.9%4.1%
0.3%0.0%-0.4%-1.0%-0.5%-0.9%-0.2%1.5%-0.4%7.7%-1.1%-7.6%1.3%4.5%
62.2%57.2%57.3%62.6%68.6%71.1%70.9%67.9%59.8%63.0%66.6%71.2%73.2%73.6% -8.5%-8.0%0.1%9.4%9.6%3.6%-0.2%-4.2%-12.0%5.4%5.8%6.8%2.9%0.5% $50.58 $47.08 $46.15 $54.46 $62.10 $67.99 $72.87 $74.06 $59.60 $65.66 $74.97 $86.41 $93.85 $102.36 -10.0%-6.9%-2.0%18.0%14.0%9.5%7.2%1.6%-19.5%10.2%14.2%15.3%8.6%9.1% 6,030,251 5,974,044 5,911,410 5,576,515 5,339,345 5,158,212 5,044,770 5,066,855 5,032,288 5,328,808 5,338,249 4,883,379 4,705,406 4,874,126 -0.2%-0.9%-1.1%-5.7%-4.3%-3.4%-2.2%0.4%-0.7%5.9%0.2%-8.5%-3.6%3.6% 184 182 181 179 178 178 178 179 177 179 178 176 176 180 13,295 13,300 13,250 13,117 13,047 12,930 12,902 13,096 13,048 14,047 13,888 12,833 12,993 13,575 $75.55 $70.95 $68.75 $74.44 $80.85 $90.34 $98.76 $100.62 $88.48 $87.11 $92.55 $98.29 $102.75 $112.00 -0.2%-6.1%-3.1%8.3%8.6%11.7%9.3%1.9%-12.1%-1.6%6.2%6.2%4.5%9.0% 150 50 42 216
3,711,100 3,556,601 3,695,534 3,973,592 4,051,937 3,957,292 3,935,827 3,913,404 3,590,639 3,819,148 3,982,459 4,125,947 4,264,723 4,403,598 -6.5%-4.2%3.9%7.5%2.0%-2.3%-0.5%-0.6%-8.3%6.4%4.3%3.6%3.4%3.3%
1.1%-0.1%0.0%-0.2%-4.3%0.0%1.9%-0.1%-0.4%0.0%-0.4%1.2%0.5%0.1%
72.0%67.7%70.3%75.2%78.0%79.0%79.5%76.9%70.4%75.0%78.4%81.3%82.8%85.5% -7.0%-6.0%3.9%6.9%3.8%1.3%0.5%-3.2%-8.5%6.6%4.6%3.6%1.9%3.2% $54.36 $48.00 $48.33 $55.95 $63.09 $71.40 $78.47 $77.41 $62.29 $65.34 $72.59 $79.86 $85.10 $95.73 -7.1%-11.7%0.7%15.8%12.8%13.2%9.9%-1.4%-19.5%4.9%11.1%10.0%6.6%12.5% 5,158,004 5,257,720 5,256,822 5,286,098 5,191,976 5,007,357 4,953,907 5,086,760 5,100,200 5,091,483 5,077,453 5,078,285 5,149,187 5,152,220
0.5%1.9%0.0%0.6%-1.8%-3.6%-1.1%2.7%0.3%-0.2%-0.3%0.0%1.4%0.1% 97 97 97 99 98 98 99 98 97 97 96 97 98 98
13,606 13,595 13,596 13,571 12,990 12,990 13,240 13,222 13,170 13,173 13,120 13,273 13,345 13,356 $90.86 $89.92 $90.48 $94.25 $101.28 $107.43 $116.61 $117.59 $107.66 $107.37 $109.25 $112.64 $115.96 $121.89
1.2%-1.0%0.6%4.2%7.5%6.1%8.5%0.8%-8.4%-0.3%1.8%3.1%3.0%5.1% 66 138 178 159
1,584,965 1,563,598 1,582,974 1,661,823 1,683,408 1,721,926 1,732,690 1,610,758 1,461,453 1,561,259 1,678,619 1,776,507 1,826,240 1,905,574 -7.2%-1.4%1.2%5.0%1.3%2.3%0.6%-7.0%-9.3%6.8%7.5%5.8%2.8%4.3%
0.0%0.0%0.0%0.0%-0.2%1.0%0.0%0.0%4.9%0.1%-0.2%-0.6%2.8%-0.6%
66.0%65.2%66.0%69.6%70.6%72.3%72.2%67.1%59.4%62.0%66.7%71.1%71.4%74.2% -7.0%-1.2%1.2%5.4%1.5%2.3%-0.1%-7.0%-11.5%4.4%7.7%6.5%0.5%3.9% $59.98 $58.64 $59.73 $65.55 $71.53 $77.63 $84.15 $78.89 $63.91 $66.52 $72.90 $80.02 $82.76 $90.41 -5.9%-2.2%1.9%9.7%9.1%8.5%8.4%-6.3%-19.0%4.1%9.6%9.8%3.4%9.3% 2,401,007 2,397,685 2,397,685 2,389,335 2,383,668 2,382,952 2,400,970 2,400,970 2,462,006 2,520,208 2,515,580 2,500,529 2,559,061 2,569,090 -0.2%-0.1%0.0%-0.4%-0.2%0.0%0.8%0.0%2.5%2.4%-0.2%-0.6%2.3%0.4% 94 94 94 94 94 95 95 95 97 97 96 96 97 96
6,524 6,524 6,524 6,524 6,512 6,578 6,578 6,578 6,903 6,907 6,892 6,852 7,042 7,002 B-8 Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket
LA Central Business District (CB
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
LA Airport
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
LA Long Beach
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
$150.56 $165.36 $173.96 $182.20 $181.23 $137.05 $148.83 $188.85 $191.02 $186.12 $187.53
8.2%9.8%5.2%4.7%-0.5%-24.4%8.6%26.9%1.2%-2.6%0.4%
388 1,294 92 391 430 974 196 196
3,729,390 3,862,582 3,935,018 4,165,762 4,269,615 2,231,546 3,005,666 3,707,982 4,028,188 4,158,023 4,114,581
4.0%3.6%1.9%5.9%2.5%-47.7%34.7%23.4%8.6%3.2%-0.5%
2.3%0.6%7.3%1.6%1.9%-1.2%3.7%1.9%5.5%-2.1%-1.5%
74.9%77.8%76.1%76.1%77.3%43.6%57.5%66.8%68.0%69.6%69.6%
1.8%3.9%-2.3%0.1%1.5%-43.6%31.9%16.2%1.9%2.3%1.2%
$112.77 $128.69 $132.29 $138.62 $140.00 $59.72 $85.52 $126.12 $129.96 $129.53 $130.58
10.2%14.1%2.8%4.8%1.0%-57.3%43.2%47.5%3.1%-0.3%1.6%
4,979,292 4,963,260 5,174,364 5,475,112 5,526,817 5,121,399 5,230,896 5,552,397 5,920,641 5,974,585 5,909,197
2.2%-0.3%4.3%5.8%0.9%-7.3%2.1%6.2%6.6%0.9%-1.7%
181 182 184 184 186 185 189 188 191 188 188
13,884 13,973 14,996 15,231 15,527 15,346 15,909 16,214 17,112 16,749 16,748 $126.39 $139.59 $142.35 $141.87 $140.34 $115.66 $125.72 $149.33 $156.19 $154.09 $154.42
12.8%10.5%2.0%-0.3%-1.1%-17.6%8.7%18.8%4.6%-1.3%0.5%
231 521 152 35 180 148
4,255,553 4,310,405 4,480,547 4,629,900 4,676,059 2,546,231 3,538,241 4,261,323 4,367,655 4,250,520 4,144,587 -3.4%1.3%4.0%3.3%1.0%-45.6%39.0%20.4%2.5%-2.7%-3.2%
1.8%4.4%4.3%0.3%1.6%-0.3%2.9%-1.2%0.0%-0.2%-3.6%
84.5%84.3%83.7%85.2%85.4%47.4%66.1%75.7%78.2%76.3%75.4% -1.1%-0.2%-0.7%1.7%0.3%-44.5%39.4%14.6%3.3%-2.4%-1.7%
$106.79 $117.70 $119.21 $120.84 $119.87 $54.80 $83.06 $113.02 $122.07 $117.54 $116.48
11.6%10.2%1.3%1.4%-0.8%-54.3%51.6%36.1%8.0%-3.7%-1.2%
5,036,665 5,112,452 5,350,362 5,435,525 5,474,633 5,373,634 5,355,442 5,630,530 5,588,494 5,571,921 5,494,727 -2.2%1.5%4.7%1.6%0.7%-1.8%-0.3%5.1%-0.8%-0.3%-1.5%
99 102 105 106 108 106 107 105 106 105 104
13,599 14,202 14,813 14,859 15,091 15,044 15,486 15,305 15,306 15,274 14,716 $129.76 $138.04 $144.52 $145.82 $150.99 $124.03 $138.37 $167.37 $181.40 $183.40 $189.52
6.5%6.4%4.7%0.9%3.6%-17.9%11.6%21.0%8.4%1.1%3.5%
241 125
1,860,928 1,881,948 1,914,648 1,937,723 1,844,129 1,112,558 1,493,268 1,650,465 1,649,826 1,638,238 1,658,511 -2.3%1.1%1.7%1.2%-4.8%-39.7%34.2%10.5%0.0%-0.7%1.6%
0.0%0.0%3.0%-0.2%-3.3%0.4%-3.4%-1.1%-2.3%-0.5%0.0%
74.5%75.6%76.8%76.3%75.4%50.1%67.7%72.9%72.1%70.7%70.4%
0.4%1.6%1.6%-0.6%-1.3%-33.5%34.9%7.7%-1.0%-2.0%-0.3%
$96.62 $104.39 $110.99 $111.32 $113.83 $62.18 $93.61 $121.93 $130.85 $129.60 $133.44
6.9%8.0%6.3%0.3%2.3%-45.4%50.5%30.3%7.3%-1.0%3.2%
2,499,120 2,488,539 2,493,021 2,538,147 2,446,230 2,219,021 2,207,310 2,265,650 2,287,165 2,318,336 2,355,541 -2.7%-0.4%0.2%1.8%-3.6%-9.3%-0.5%2.6%1.0%1.4%1.9%
96 96 98 98 97 95 93 92 92 91 91
7,002 7,003 7,215 7,200 6,961 6,987 6,753 6,677 6,527 6,496 6,496 B-9 Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 LA Hollywood/Beverly Hills
12 Mo ADR $71.30 $77.88 $82.65 $89.97 $95.33 $98.63 $100.81 $102.05 $102.62 $108.97 $119.49 $129.37 $139.03 $151.94 12 Mo ADR Chg 9.2%6.1%8.9%6.0%3.5%2.2%1.2%0.6%6.2%9.7%8.3%7.5%9.3% 12 Mo Delivered Rooms 468 658 176 678 52 129
12 Mo Demand 3,128,549 3,116,951 3,111,769 3,262,335 3,042,306 2,954,512 3,004,928 3,108,258 3,154,094 3,206,194 3,291,286 3,247,087 3,289,157 3,320,065 12 Mo Demand Chg -0.4%-0.2%4.8%-6.7%-2.9%1.7%3.4%1.5%1.7%2.7%-1.3%1.3%0.9% 12 Mo Inventory Growth 3.8%8.7%2.2%0.0%6.5%0.0%0.0%-0.5%-0.8%0.6%1.5%4.0%-2.4%0.6% 12 Mo Occupancy 72.4%69.0%65.3%68.5%63.3%59.2%60.8%63.8%65.5%67.1%68.7%67.1%67.9%69.5% 12 Mo Occupancy Chg -4.7%-5.3%4.9%-7.7%-6.4%2.7%5.0%2.6%2.5%2.5%-2.4%1.2%2.5% 12 Mo RevPAR $51.60 $53.71 $53.98 $61.64 $60.30 $58.37 $61.30 $65.12 $67.18 $73.10 $82.14 $86.77 $94.34 $105.63 12 Mo RevPAR Chg 4.1%0.5%14.2%-2.2%-3.2%5.0%6.2%3.2%8.8%12.4%5.6%8.7%12.0% 12 Mo Supply 4,322,710 4,519,535 4,764,007 4,761,799 4,809,884 4,992,168 4,942,000 4,870,650 4,818,192 4,779,814 4,788,016 4,841,111 4,847,283 4,775,534 12 Mo Supply Chg 4.6%5.4%-0.1%1.0%3.8%-1.0%-1.4%-1.1%-0.8%0.2%1.1%0.1%-1.5% Existing Buildings 115 120 122 122 129 129 129 128 129 131 133 136 137 138 Inventory Rooms 10,098 10,975 11,215 11,215 11,941 11,943 11,943 11,883 11,788 11,860 12,038 12,519 12,217 12,290 Source: CoStar
B-10 Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket
LA Hollywood/Beverly Hills
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
Source: CoStar
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 $149.08 $147.42 $143.68 $152.12 $167.23 $188.84 $214.68 $229.16 $193.36 $199.01 $217.26 $228.97 $239.42 $257.59 -1.9%-1.1%-2.5%5.9%9.9%12.9%13.7%6.7%-15.6%2.9%9.2%5.4%4.6%7.6% 672 87 292 35 319 20
2,988,184 3,243,283 3,376,399 3,604,858 3,623,801 3,567,056 3,458,851 3,317,765 3,172,748 3,496,924 3,688,630 3,861,468 3,973,879 4,029,128 -10.0%8.5%4.1%6.8%0.5%-1.6%-3.0%-4.1%-4.4%10.2%5.5%4.7%2.9%1.4%
6.0%0.3%-0.3%-2.5%1.1%-0.1%0.5%2.9%-0.3%2.4%0.4%0.2%0.6%0.3%
61.8%63.7%66.6%73.2%75.6%74.8%75.2%71.9%65.6%71.6%75.2%78.0%79.4%80.5% -11.2%3.2%4.5%10.0%3.2%-1.0%0.5%-4.3%-8.7%9.1%5.1%3.7%1.8%1.4% $92.05 $93.93 $95.66 $111.39 $126.35 $141.23 $161.34 $164.81 $126.93 $142.46 $163.39 $178.59 $190.08 $207.35 -12.9%2.0%1.8%16.5%13.4%11.8%14.2%2.2%-23.0%12.2%14.7%9.3%6.4%9.1% 4,839,494 5,090,331 5,071,526 4,922,661 4,796,036 4,769,636 4,602,336 4,613,125 4,833,283 4,884,957 4,904,790 4,950,801 5,005,398 5,005,513
1.3%5.2%-0.4%-2.9%-2.6%-0.6%-3.5%0.2%4.8%1.1%0.4%0.9%1.1%0.0% 141 141 141 140 140 140 140 144 144 145 145 146 147 148 13,025 13,058 13,023 12,703 12,845 12,834 12,897 13,271 13,236 13,554 13,612 13,645 13,729 13,767 B-11 Attachment A
Table B-1
Hospitality Market Data
L.A. Southeast Submarket
1987-2025
Area Submarket
LA Hollywood/Beverly Hills
12 Mo ADR
12 Mo ADR Chg
12 Mo Delivered Rooms
12 Mo Demand
12 Mo Demand Chg
12 Mo Inventory Growth
12 Mo Occupancy
12 Mo Occupancy Chg
12 Mo RevPAR
12 Mo RevPAR Chg
12 Mo Supply
12 Mo Supply Chg
Existing Buildings
Inventory Rooms
Source: CoStar
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
$272.42 $290.55 $292.49 $298.48 $293.15 $234.77 $281.63 $351.50 $343.44 $339.13 $338.34
5.8%6.7%0.7%2.1%-1.8%-19.9%20.0%24.8%-2.3%-1.3%0.6%
44 254 1,081 105 190 237 862 255 132
3,988,882 3,974,930 4,030,872 4,168,008 4,238,488 1,964,559 2,986,237 3,736,570 3,923,065 3,914,408 3,835,575 -1.0%-0.4%1.4%3.4%1.7%-53.7%52.0%25.1%5.0%-0.2%-1.6%
1.2%2.0%7.9%0.1%2.3%-1.0%3.1%-1.3%0.0%-1.0%-0.6%
79.1%81.5%79.9%78.8%79.0%42.2%57.0%67.9%70.8%70.7%69.4% -1.8%3.0%-1.9%-1.4%0.2%-46.6%35.1%19.1%4.2%-0.1%-1.3%
$215.44 $236.70 $233.77 $235.24 $231.50 $99.00 $160.50 $238.67 $243.04 $239.83 $234.73
3.9%9.9%-1.2%0.6%-1.6%-57.2%62.1%48.7%1.8%-1.3%-0.7%
5,043,877 4,879,249 5,043,495 5,288,335 5,367,355 4,658,568 5,239,941 5,503,108 5,543,740 5,535,234 5,528,647
0.8%-3.3%3.4%4.9%1.5%-13.2%12.5%5.0%0.7%-0.2%-0.3%
150 151 157 157 160 157 161 158 158 154 154
13,938 14,216 15,337 15,357 15,711 15,561 16,050 15,849 15,852 15,692 15,610 B-12 Attachment A
Downey 2045 General Plan Update, and Zoning Text and Map Amendment
NOTICE OF PREPARATION (NOP) SCOPING MEETING
April 2, 2026 | 3:00 PM -4:00 PM
Attachment B
WELCOME AND INTRODUCTIONS
Attachment B
Agenda
Meeting Purpose
General Plan Update Background
Project Description
California Environmental Quality Act (CEQA) Process Overview Public Comments
Attachment B
MEETING PURPOSE
Attachment B
Purpose of CEQA
CEQA (1970): California law for environmental review
Environmental Impact Report (EIR): most detailed CEQA
document
Discloses environmental impacts to the public
Identifies mitigation measures and alternatives
Helps decision-makers weigh project benefits and impacts Attachment B
Purpose of this Scoping Meeting
Defines scope and content of the Draft EIR
Helps identify key environmental issues and analysis
topics
Provides agencies and the public an overview of the
General Plan Update and Zoning Amendment
Invites input on what the Draft EIR should study and
evaluate
Attachment B
GENERAL PLAN UPDATE BACKGROUND
Attachment B
General Plan Update Schedule
Constraints and
Opportunities
Community
Outreach and
Engagement
Preparing a Plan for
2045
Adopting
General Plan 2045
Spring 2025 Summer/Fall
2025
Winter 2025-
Summer 2026
Fall/Winter
2026
Existing
Conditions
Analysis
Housing
Opportunities
Identify areas for
potential change
Engagement
Land Use/
Transportation
Options
Vision/Guiding
Principles
Draft General Plan
Draft
Environmental
Impact Report
Public Review of
Documents
Planning
Commission / City
Council Adoption
Hearings
Final Documents
Attachment B
Regional Context Map
Attachment B
Planning Area Map
Attachment B
Current General Plan Land Use Map
Source: City of Downey, 2025
Attachment B
ExistingLand Use
Source: UrbanFootprint, 2024
Attachment B
PROJECT DESCRIPTION
Attachment B
General Plan 2045 Elements
Land
Use Housing Safety Noise Conservation Environmental
Justice
Open
SpaceCirculation
GENERAL PLAN ELEMENTS
DesignEconomic
Development
Attachment B
General Plan 2045 Guiding Principles
Preserving Neighborhood Character While Managing Growth Strengthening the Local Economy and Revitalizing Commercial Areas Improving Public Safety and Community Cleanliness
Expanding Parks, Recreation, and Community Services
Improving Walkability, Mobility, and Transportation Safety Addressing Environmental Health and Pollution
Beautification and Urban Design Improvements
Supporting Youth, Families, and Education
Improving Access to Healthy Living Resources
Expanding Community Engagement and Communication
Attachment B
Proposed General Plan Land Use Map
Source: City of Downey, 2025
Attachment B
Proposed General Plan Land Use Map
Revised April 13, 2026, by
City of Downey
Source: City of Downey, 2025
Attachment B
General Plan Buildout
Source: MIG, 2026
Attachment B
Zoning Map Amendments
Expands Housing Overlay areas along commercial corridors Establishes new Residential Corridor Overlay in the Zoning Code
Allows additional housing opportunities in targeted areas Updates select parcels for consistency with General Plan and zoning designations
Attachment B
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) PROCESS OVERVIEW Attachment B
CEQA Process Overview
Identify Elements/Items to be Updated Fall 2024 –Summer 2025 Issue Notice of Preparation (30 days)March 2026
Scoping Meeting April 2, 2026
Prepare Draft EIR Spring –Summer 2026
Draft EIR 45-Day Public Review Summer 2026
Close of 45-Day Public Review Fall 2026
Response to Comments/Final EIR Fall 2026
Public Hearings Fall –Winter 2026
Attachment B
Topics to be Addressed in the EIR
Aesthetics
Agriculture and Forestry
Air Quality
Biological Resources
Cultural Resources
Energy
Geology and Soils
Greenhouse Gas Emissions and Climate Change
Hazards and Hazardous Materials
Hydrology and Water Quality
Land Use and Planning
Mineral Resources
Noise
Population and Housing
Public Services
Recreation
Transportation/Circulation
Tribal Cultural Resources
Utilities and Service Systems
Wildfire
Attachment B
Other Elements of the EIR
Cumulative Impacts (project plus anticipated growth): Evaluate individual project contribution to broader impacts
Growth -inducing Impacts: Evaluate potential to cause substantial growth Significant Adverse Unavoidable Impacts: Impacts that cannot be mitigated to a level of non-significance
Alternatives to the General Plan Update: Evaluation of alternatives that can avoid and reduce significant impacts
Irreversible Long-term Environmental Changes: Evaluate long-term commitments of resources, such as energy and building materials Attachment B
Review and Comment on the NOP
Notice of Preparation (NOP) is being circulation for 30-day review:
March 13 –April 13, 2026
Written or email comments can be submitted through April 13, 2026, to:
Swati Meshram, Deputy Director of Community Development -Planning City of Downey
11111 Brookshire Avenue
Downey, CA 90241
(562) 904-7154
[email protected]
Attachment B
PUBLIC COMMENTS
Attachment B
Downey 2045 General Plan Update, and Zoning Text and Map Amendment
NOTICE OF PREPARATION (NOP) SCOPING MEETING
April 2, 2026 | 3:00 PM -4:00 PM
Attachment B
Land Use Map –Proposed Housing Overlays
Source: City of Downey, 2025
* Note: Overlays part of
Zoning
Attachment B
Page - 1
Community Meeting Summary
Environmental Justice Element:
Addressing Equity and Human Health
Introduction
As part of the General Plan Update, the City of Downey is holding a series of community workshops to gather feedback and inform the various elements. On Wednesday, August 28, 2024, the Community Development Department hosted a workshop at the Columbia Memorial Space Center to discuss Downey’s Environmental Justice Element. The meeting began shortly after 6 PM and concluded at 8 PM. Approximately 25 community members attended, and activities for children, provided by the Space Center, as well as food and refreshments, were available.
To publicize the workshop, the City shared flyers, distributed them in surrounding neighborhoods and at the Farmers’ Market, and utilized social media. The distribution targeted areas within a boundary consistent with neighborhoods identified as Disadvantaged Communities using CalEnviroScreen 4.0 data. The following outlines the promotional efforts:
• 5,000 flyers delivered
• Two-social media posts
• Flyers distributed by City staff at Farmers’ Market
• Flyers located at City facilities
To assist with workshop coordination, an optional reservation tool was used to estimate the quantities needed for food and activities. Additionally, Spanish interpretation services were provided.
Attachment C
Page - 2
Background
As participants arrived, they were welcomed and encouraged to sign in, take a name tag, and offered headsets for interpretation, if needed. They were informed about the available food and refreshments before being asked to take a seat for the presentation.
Children naturally gravitated toward the activities set up for them.
Esmeralda García, Principal at MIG, opened the workshop and invited Irma Huitron from the City of Downey to give the opening remarks. Irma welcomed the participants, and then Esmeralda provided a brief overview of the agenda and explained the format before beginning the presentation.
Attachment C
Page - 3
Presentation
The presentation began with a definition and brief explanation of the purpose of a General Plan and its various elements, followed by an introduction to the Environmental Justice (EJ) Element, which is a statewide requirement. Esmeralda then shared the City’s progress, highlighting key achievements such as its rich Aviation and Aerospace history, recent redevelopment efforts, and existing plans like the Urban Forest Management Plan.
The next section of the presentation introduced the key topic areas for discussion, listed as follows:
A. Pollution Burdens
• Traffic Density
• Diesel Emissions
• Cleanup Sites
• Hazardous Waste
• Toxic Release
• Small Particulate Matter PM2.5
B. Walkability
• Tree Equity
C. Access to Resources and Healthy Living
• Poverty and Income
• Housing Cost Burden
• Cardiovascular Disease
• Asthma
• Access to Parks
• Access to Grocery Stores
D. Community Engagement
Esmeralda explained the format for the interactive workshop activities, which included questions about participants' experiences, collaborative problem-solving, and opportunities to share additional thoughts. After providing an overview of the project timeline, participants were encouraged to review the poster boards, offer feedback, and engage with the project team.
Attachment C
Page - 4
Workshop
The following is a summary of the comments gathered during the workshop, organized by the topics presented on the poster boards and the prompts used to solicit feedback from participants.
A. Pollution Burdens
Experiences with pollution impacts
• Emissions
o Prioritize neighborhoods in dark purple zones
o Recent warehouse approvals will contribute to the issue o Impacts from Prologis are not good for the city
o Too much parking allocated to businesses
o Parking lots are bigger than they should be
o Particulate matter index (PMI) home indicator “purple air” • Water Quality
o Prioritize methods to filter/treat Per- and polyfluoroalkyl substances (PFAS) in our water
o Include strategies in the General Plan
o Secondary water quality standards are poor
o Work with the state to improve Downey’s water quality • Health Impacts
o Worsened asthma and allergies
o Unsafe conditions for bicyclists’ impact quality of life and healthy living • Unsafe and Unsanitary Living Conditions
o Living in places with mold and pests
o Absent landlords
• Other
o Code enforcement issues, large furniture items create impacts to environment
o City should address dumping
o Burn outs on Lakewood Blvd between Downey Landing and the promenade
o Sulfur egg smell and sewer on Lakewood and Firestone
o Safety:
Improve conditions for bicyclists on Paramount and Firestone Reduce speeding on main streets, especially Paramount Speeding means more pollution from cars
Attachment C
Page - 5
Ideas to reduce pollution and its effects
• Emissions
o Prioritize public transportation to reduce pollution
o Limit the amount of planned parking spaces for development sites o Prioritize more electric vehicle (EV) charging stations o Increase accessibility for bikes
o Shared parking areas would decrease pollution
• Contamination
o Policies to prevent or remediate leaking contaminants into soil, water, and air
o City to do a better job seeing if toxic release facilities and hazardous waste generators are within compliance
• Air Quality
o Promote installation of high efficiency particulate air (HEPA) ventilation in new developments and housing
o Vegetation buffers along freeways
o Monitors outside homes/garages to check air quality levels • Resources
o Increase engagement for participation in local and voluntary clean-ups o Booths within schools to give information at community events o Make a green business certificate
o Offer incentives to switch to cleaner business practices o Work with Downey Unified School District (DUSD) for presentations on the impact of pollution
• Other
o Pursue policy that institutes community benefits agreements for major developments
o Don’t plant trees that are extremely sappy or that people are commonly allergic to
o Too many empty parking spaces result in underutilized land Additional information
• Housing
o Lack of focus on quality
o Many outdated structures with mold
o Renters’ homes filled with toxic pollutants like mold and asbestos o Hold property managers accountable
o Access to funding to improve buildings
o Effects of 2-story construction on solar power generation
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• Climate and Heat
o Make schools climate resilient
o Focus trees on schools, playgrounds and other areas
o Find innovative ways to cool playgrounds
o Playgrounds do not have enough trees for shade
• Other
o Businesses need to clean up their trash
o Large parking lots promote driving when people could walk
B. Walkability
Experience as a pedestrian
• Excessive noise from ojos locos
• Unkept yards
• No puedo caminar tranquila / I can’t walk peacefully
• Sidewalks
o No pavement
o No sidewalks, kids fall
o Created case with city years ago but nothing happened o Limited, especially in residential areas
o Flooded streets make it difficult to walk
o Neighborhoods near Gallatin Road are nicer/safer than neighborhoods near imperial
• Safety
o Dangerous
o Riverbed area crime
o Downey is a very unlit city
o No protection
o Walking feels dangerous on Yorkshire and Downey
o Illegal business on residential blocks attracts wrong crowd o Motorists don’t watch out for pedestrians and bicyclists o Excessive flooding makes streets unwalkable
o Street safety issues
Fast cars
Brookshire and Cherokee
Bellflower and Stewart and Gray
Lack of speed enforcement on Paramount, Florence, Firestone, and Lakewood
Excessive flooding makes streets unsafe for drivers
o Unhoused impacting safety
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Increase in homelessness
Walkability and safety have decreased
Near grocery outlet area
Columbia space memorial park
Stewart and Gray road
• Other
o Improvement in development means an increase in community risks o Bar Louie means an increase in dangerous driving on Columbia Ideas to improve walking experience
• Street Lighting
o Should be a priority
o Especially on streets with many trees
o In areas deemed “safest” to walk in
o Would motivate healthier habits like walking
o On Lakewood Blvd. between Stewart and Gray and Alameda o There have been studies that show there is less crime due to well-lit areas • Mobility
o Better right of ways to improve storm water capture
o Update sidewalk infrastructure in residential areas
o Need to narrow roadways
o Retirement center and adjacent sidewalk could use more shade and life o Slow down cars on Yorkshire and Downey
o Add street parking on Firestone to add protection
o Please consider speed bumps or dips
Columbia way
o Protected paths
More bicycle lanes
Protected bike lanes and sidewalks on Yorkshire and Downey Need protected designated bike lane on Florence
• Green Infrastructure
o Landscaping
o Increase bioswales
o Trees
More
Some seniors on sidewalks exposed to carbon dioxide fumes Maintain existing trees
Public tree trimming, using city app takes too long
Plant more around schools
More on Columbia way and Imperial
Underground utilities don’t compete with tree canopy
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o Water
Rain gardens to uptake excess storm water
Upgrade street drainage
Rain capture management
Rain gardens
• Enforcement
o More patrol
o Motorcycle units to prevent speeding
o More police
o Enforce traffic speed
o Automatic ticketer’s for speeding
Additional information
• I want to see Downey be a true leader in transit access, especially for the purple line
• More urgency in fully paving roads to ensure potholes do not happen as frequently
• What is the quantifier for the housing burden map? Cost per square foot? Income percent to cost?
• Crime as a result of dispensary
• Illegal parking on streets
• Decide if it’s a destination or thoroughfare i.e. hot peak hours
C. Access to Resources and Healthy Living
Accessibility of healthy resources and amenities
• Reduction in Health and Wellness
o I go to neighboring cities for healthy resources and amenities o Living close to Furman Park, access to facilities that promote healthy living o In extreme heat the workout machines at Furman Park get too hot to use o Not as accessible to walk as it used to be due to safety concerns • Unhoused Issue
o Hazardous waste, fecal matter, urine, and blood
o Presence in parks is not safe for kids
o Homeless could hang but at parks
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Improve access to healthy resources
• Activity
o Multi-use agreements policy to use Downey High School for hosting physical activities
o Promote Downey walk with school wide field trips
o Bring back YMCA
o Roller/ice skating rink where the old Vons used to be o Educational programs to promote physical fitness among youth o Community senior liaison
Online shopping, healthier options, create small groups for outings/ field trips and build connections
• Parks
o Build in policy requiring new warehouses to pay park fee o Add trees near workout machines at Furman Park
o Parks need to be maintained regularly
o Parks in central Downey
o Parks away from freeways
o Add small passive playground park on empty lots
o Spread awareness of programs available
• Food and Nutrition
o Community kitchen where people could learn to cook, share stories, and foster relationships
o More community gardens
o Cleaner places to eat, stop with the fast food
o Install a community garden where people can come together and learn o Bring healthier eateries
Sprouts
Blue bowl
Mediterranean
Sushi
Trader Joes
• Other
o Number of people with health insurance must increase citywide o Promote health and wellness citywide
o Connectivity between residential streets to main boulevards o Protected bike lanes and routes
o Clean up downtown Downey, behind Portos
o Update and increase wireless communication services
o Improve cell signal near promenade off of Alameda
o Teach and spread awareness of city resources
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o Community resource centers
Additional information
• City residents should have allocated parking
• Prioritize cleanliness
• Address increase in trash outside of downtown
• Report on timeline for implementation plan (i.e. tree installation) • Beginning to see an increase in homeless population moving to more disadvantaged areas in Downey
D. Community Engagement
Experience engaging in community
• Limited but eager
• Easy to find help and resources
• Get involved in topics they’re passionate about
• Open spaces and activities bring people together
• Limited
• Active member of women’s guild
• Fundraise for scholarships and families in need
• Great community to work with
• Attending Havana nights and summer concerts
• Volunteer at library
Keep community engaged
• Leverage
o Committees for input/ local engagement
o Local businesses to help keep Downey clean
o Communication platforms or methods
Newspaper
The Downey Patriot
Downey community corner on Facebook
Mobile app
Outreach to various social groups
Downey mom 562
Schools
Social media
Mailings
Church
Organizations
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• Opportunities
o Embrace minority populations
o Interview participants and post on social media
o Form committees
o Have meetings in the evening
o Target different populations
o Use social media to motivate community
o Let community review the draft Environmental Justice (EJ) element o Activities and programs
After school at parks
Like the ones they do at Furman
Promote health/medical careers to youth in high school and professionals
• Improve
o Social presence
o Aesthetic appearance citywide
o Engagement and acceptance of people and safe spaces
o Increase community outreach
o All social media aspects could be advertised better
o Notifications of meetings
Advanced notice
In-person events
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Meeting Boards
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General Plan Pop-Up Summary
Introduction
As part of the ongoing Downey General Plan Update, the City of Downey and MIG hosted four interactive pop-up events in Spring 2025. These events were held at the:
• Bunny Patch at Golden Park (April 19, 2025),
• Downtown Street Faire (May 10, 2025),
• Touch -a-Truck at Independence Park (May 17, 2025), and the • Rise Above Men’s Wellness Resources Fair at Apollo Park (June 7, 2025).
Each event was designed to engage residents in a fun, approachable way and gather feedback to help shape the City's future growth, development, mobility, housing, and economic priorities. Across all events, interactive poster boards, maps, and comment materials were used to encourage residents to provide feedback on housing density, preferred development locations, mobility improvements, and community values. While the Bunny Patch and Street Faire events focused more on broader community priorities, the Touch -a-Truck and Wellness Resource Fair events gathered detailed input on land use, building density and heights, and desired development patterns.
Event Themes and Activities
To ensure that the General Plan reflects the unique character and priorities of Downey’s neighborhoods, each pop-up event was tailored to focus on specific aspects of planning.
While all four events included informative displays about the General Plan process, each also provided interactive opportunities for participants to voice their preferences on key topics.
The Bunny Patch and Downtown Street Faire Pop-Ups emphasized broad community values and long-term visioning, including identifying priorities for non-vehicle mobility, street safety, neighborhood design, commercial corridors, and economic development..
The Touch-a-Truck and Men’s Wellness Fair pop-ups, held in May and June respectively, centered on residential density, land use, and how future development should be shaped and located throughout the city. The following describes the focus areas and public input gathered at each event.
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Community Values and Long-Term Vision
Bunny Patch Pop-Up at Golden Park
Held on April 19, 2025, the Bunny Patch pop-up event marked the first opportunity for community feedback in the General Plan Update. Recognizing that residents relate most strongly to their daily experiences, this event aimed to gather input on the broader qualities that define Downey as a place to live, work, and connect.
Two interactive boards invited residents to weigh in on their priorities for community values, mobility, commercial corridors, and economic development. These foundational topics helped establish a baseline for the types of investments, amenities, and character- defining features that residents want to preserve or improve.
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Downtown Street Faire in Downtown
Held on May 10, 2025, the Downey Street Faire pop-up event took place on Brookshire Avenue and was presented by the Downey Chamber of Commerce. This lively event featured live entertainment, food trucks, local vendors, a kids zone, and attracted hundreds of families and residents from across the city.
Positioned among the festivities, the General Plan pop-up booth invited attendees to reflect on what makes Downey a great place to live and what the city should prioritize in the years to come. The engagement focused on Community Values and Long-Term Vision through two interactive boards that asked residents to weigh in on priorities related to neighborhood character, mobility, public spaces, commercial corridors, and economic development—helping to establish a baseline for the types of investments and amenities the community hopes to preserve or improve.
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Refining Priorities for Residential Stories/Building Height and Development
Touch-a-Truck Pop-Up at Independence Park
The Touch-a-Truck event on May 17, 2025, was focused on housing density, building height preferences, and how different areas of Downey could evolve to accommodate future growth. This event introduced a set of interactive land use boards, including a citywide map, where participants could place stickers indicating where and what type of new development should occur.
The feedback gathered provided important insight into the community’s comfort with different residential forms—such as townhomes, apartments, and mixed-use buildings— and their preferred locations for each. The event also asked residents to identify commercial corridors or nodes that could support additional investment in jobs, retail, or housing.
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Rise Above Men’s Wellness Resources Fair Pop-Up at Apollo Park Building on the feedback from the Touch-a-Truck event, the Men’s Wellness Fair on June 7, 2025, provided another opportunity to dig deeper into community preferences on density and development types. With a similar setup, this event helped validate earlier findings and capture additional input from a broader cross-section of the community.
Participants again used sticker dots and comment boards to share where and how Downey should grow. Feedback showed a strong interest in moderate-density mixed-use housing along key corridors and continued concern for preserving neighborhood character, improving infrastructure, and supporting small businesses.
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Pop -Up Responses Summary
The Bunny Patch Pop-Up: Community Values & Vision
Interactive Board #1
The first interactive board focused on two key topics: Community Values and Mobility. In the Community Values section, participants were asked to consider what they value most about their neighborhoods. The top responses emphasized the importance of safe and inviting places to gather (38 dots), comfortable, walkable places (33), and beautiful, well- kept housing (27). Fewer participants selected thriving local businesses and active places (9), highlighting a stronger focus on the residential and public realm over commercial activity.
The Mobility section asked participants to identify priorities the City should address to improve non-auto travel in Downey. The most frequently selected need was more street lighting (46 dots), followed by visible crosswalks and signalized intersections (21), increased shade along streets (14), and pedestrian safety and comfort (14). These results indicate a strong community desire for safer, more comfortable walking environments, while efficient public transportation (9), safe bike paths (10), and well-connected pedestrian walkways (4) received comparatively less emphasis.
Responses (Interactive Board #1)
Community Values
When I think about my neighborhood, what is more important to me… Number of
Dots
Comfortable, walkable places 33
Beautiful, well-kept housing 27
Safe and inviting places to gather 38
Thriving local businesses and active places 9
Community Values Total Dots 107
Mobility
When I think about non-auto mobility in Downey, the City should prioritize and address…
Number of
Dots
Efficient public transportation 9
Increased shade along streets 14
More street lighting 46
Safe bike paths 10
Pedestrian safety and comfort 14
Visible crosswalks & signalized intersections 21
Well-connected pedestrian walkways 4
Community Vision Total Dots 118
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Summary of Open Comments Section (Interactive Board #1):
• Safety and Security: Residents called for more surveillance cameras, security measures, and increased police presence to enhance community safety. • Parking and ADUs: Concerns included ADU-related parking impacts, overflow from Paramount apartment residents, and households with many cars using overnight permits.
• Traffic and Pedestrian Safety: Requests included a traffic light at Haledon & Florence, a stop sign at Prichard & Castana, and more visible crosswalks at Gardendale & Brookshire.
• Infrastructure and Maintenance: Feedback highlighted the need for drought- tolerant landscaping in medians, alleyway pothole repairs, and better park upkeep.
• Public Transportation: Residents wanted more frequent transit service on weekends and during events.
• Local Businesses: One comment noted a perceived overconcentration of bars and interest in broader business variety.
Interactive Board #2
The second interactive board focused on two topics: Community Vision and Economic Development. The Community Vision section asked participants to consider the future of Downey’s commercial corridors. The most favored response was community gathering spaces (35 dots), reflecting strong interest in creating inclusive and vibrant public places.
Other preferences included restaurants and cafes (13), professional offices and medical services (10), and new housing integrated with shops and restaurants (9). Fewer participants prioritized redevelopment of industrial areas (7) and retail stores and commercial services (4), suggesting a shift in interest toward mixed-use, community- oriented development over traditional commercial models.
In the Economic Development section, residents were asked what the City should prioritize to support a thriving local economy. Top responses focused on generating local, higher-paying jobs (29 dots) and offering diverse entertainment options (29), closely followed by supporting small, local businesses (22). Fewer participants emphasized activating existing commercial spaces (10), offering more dining options (5), or providing a mix of retail shops (4). These responses reflect a desire for a dynamic local economy rooted in quality jobs, local entrepreneurship, and engaging destinations for residents and visitors alike.
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Responses (Interactive Board #2)
Community Vision
When I think about commercial corridors in Downey, what is most important to me… Number of Dots
New housing Integrated with shops/restaurants 9
Restaurants and cafes 13
Retail stores and commercial services 4
Professional offices and medical services 10
Community gathering spaces 35
Encourage redevelopment of industrial areas 7
Community Vision Total Dots 78
Economic Development
When I think of Downey’s economy, it’s most important to consider… Activating existing commercial spaces 10
Attracting/supporting small, local businesses 22
Generating local, higher-paying jobs 29
Offering a variety of dining options 5
Offering diverse entertainment options 29
Providing a mix of retail shops 4
Economic Development Total Dots 99
Summary of Open Comments Section (Interactive Board #2):
• Safety and Security: Residents supported more security cameras and a stronger police presence.
• Parking and ADUs: Concerns included ADU-related parking, apartment spillover from Paramount, and households with multiple cars using overnight permits. • Traffic and Pedestrian Safety: Requests included a light at Haledon & Florence, a stop sign at Prichard & Castana, and clearer crosswalks at Gardendale & Brookshire.
• Infrastructure and Maintenance: Residents noted the need for park upkeep, alley pothole repairs, and native, drought-tolerant landscaping on medians. • Public Transit: Calls for more frequent service, especially on weekends and during events.
• Business Mix: A comment suggested limiting bars and expanding business variety.
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Board #1
Board #2
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Land Use & Residential Density Pop-Ups
This overview summarizes Boards 1 through 3 from the Touch-a-Truck and Men’s Wellness Resource Fair pop-up events.
Interactive Board #1: Residential Density (Preference)
The Residential Density board was an interactive activity designed to gather community input on future housing development in Downey. It focused on two key factors:
residential density (the number of homes per acre) and building height (measured in stories).
• Participants reviewed a range of residential development options, including:
• Townhomes: 18–24 units per acre, 2–3 stories
• Apartments/Townhomes: 24–30 units per acre, 3–4 stories • Residential/Mixed-Use:
o 30–40 units per acre, 3–5 stories
o 40–50 units per acre, 4–5 stories
o 50–60 units per acre, 4–6 stories
Attendees marked their preferred combinations of density and height and used a city map to place colored stickers showing where these housing types could be located. The input collected will help inform long-term planning decisions.
Interactive Board #2: Residential Density (Location)
The second Residential Density board provided another way for participants to express preferences, this time by geography. Using a citywide satellite map, participants placed stickers to identify specific locations where different housing types could be considered.
Major corridors and key areas were highlighted, while existing single-family neighborhoods were excluded from consideration.
Interactive Board #3: Future Growth and Development
This board asked the question: “Where would you like to see these types of development?” It invited participants to identify areas in Downey that could benefit from upgrades, new shops, restaurants, or other commercial services.
Participants used dot stickers to select preferred locations for five development types:
• Mixed Use: Housing integrated with shops and restaurants • Residential: Apartments, condos, or other types of housing • General Commercial: Large-scale uses such as big-box retail, auto dealers, hotels, or full-service restaurants
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• Employment: Offices, medical centers, warehouses, and other job-generating uses
• Neighborhood Commercial: Small-scale retail and services serving nearby residents, like diners, markets, and studios
This feedback helps guide where and how growth should occur to reflect community preferences.
Land Use & Residential Density Pop-Ups Responses
Touch-a-Truck Pop-Up Responses (Interactive Board #1: Preferences) The Residential Density board revealed a strong community preference for lower-density housing, with Townhomes (18–24 units per acre) receiving the highest level of support (10 dots). While most participants favored lower-density options, there was also moderate interest in Residential/Mixed-Use (40–50 units per acre) developments (7 dots), indicating some openness to higher-density, walkable, mixed-use environments. Mid-range options—including Apartments/Townhomes (24–30 units per acre) and Residential/Mixed-Use (30–40 units per acre)—received the least support (3 dots each), suggesting they are less aligned with community preferences. These results highlight a desire for more spacious living options, balanced with selective support for higher- density development in the right contexts.
Residential Density
Tell us which building density and height option you think is best for Downey’s future.
Your opinion will help shape how our community changes over the long term! Number of
Dots
Townhomes (18 – 24 units/acre) 10
Apartments/Townhomes (24 – 30 units/acre) 3
Residential/ Mixed-Use (30 – 40 units/acre) 3
Residential/ Mixed-Use (40 – 50 units/acre) 7
Residential/Mixed-Use (50 – 60 units/acre) 4
Touch-a-Truck Pop-Up Responses (Interactive Board #2: Location) Participants expressed strong interest in locating new residential development along major corridors such as Firestone Avenue, Lakewood Boulevard, and Bellflower Boulevard—especially near the Downey Landing commercial center. The most preferred option was Residential Mixed-Use (30–40 units per acre) with 18 dots, particularly along Firestone and Bellflower, indicating community support for walkable, amenity-rich development in key areas. In contrast, Townhomes (18–24 units per acre) received more support (6 dots) in areas closer to existing single-family neighborhoods, reflecting a preference for maintaining lower-density character in those locations. Higher-density Attachment D
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options, like 50–60 units per acre, drew some interest (8 dots), while mid-range and 40– 50 unit densities saw more limited support.
Residential Density (Dot Breakdown)
Where should new homes go?
Number of
Dots
Townhomes (18 – 24 units/acre) 6
Apartments/Townhomes (24 – 30 units/acre) 3
Residential/ Mixed-Use (30 – 40 units/acre) 18
Residential/ Mixed-Use (40 – 50 units/acre) 4
Residential/Mixed-Use (50 – 60 units/acre) 8
Touch-a-Truck Pop-Up Responses (Interactive Board #3)
Participants indicated a strong desire for new development along major corridors such as Firestone Avenue and Florence Avenue, as well as secondary routes like Bellflower Boulevard and Woodruff Avenue. The highest concentration of support focused on areas near Downey Landing and the Promenade at Downey, signaling community interest in these locations as hubs for Mixed-Use, General Commercial, and Residential development. The data reflect a vision for these areas to evolve into vibrant, regional destinations that combine housing, shopping, and employment opportunities. The most popular development type was General Commercial (12 dots), followed by Residential (8 dots), with Mixed Use and Neighborhood Commercial each receiving 7 dots, and Employment uses receiving the least support (2 dots).
Future Growth and Development (Dot Breakdown)
Where would you like to see these types of development
Number of
Dots
Mixed Use 7
Residential 8
General Commercial 12
Employment 2
Neighborhood Commercial 7
Touch-a-Truck Pop-Up: Summary of Open Comments Section
• Community Character & Housing: Participants favored stronger neighborhood connections, especially through townhome-style housing, and supported more diverse options like mobile homes and for-sale properties. • Transportation & Infrastructure: Concerns included traffic from new development and speeding on streets like Newville and Dacosta. Suggestions included street improvements, added parking, and new bike and running lanes.
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• Commercial & Retail: Residents called for upgraded retail and dining, naming Nordstrom, Dick's Sporting Goods, and the idea of a food hall. • Parks & Open Space: Participants requested new parks—specifically on Bellflower Boulevard—and called for upgrades, better maintenance, and improved safety at existing parks like Rio San Gabriel.
Touch-a-Truck Pop-Up Board Results
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Men’s Resource Fair: Land Use & Residential Density
Men’s Resource Fair Pop-Up Responses (Interactive Board #1: Preferences) Community input revealed a strong preference for moderate-density mixed-use development (30–40 units per acre), which received the most support. Lower-density townhomes (18–24 units per acre) were less favored, and there was no interest in mid- range apartment/townhome options (24–30 units per acre). The highest density mixed- use categories attracted minimal support, indicating limited enthusiasm for very dense projects. Overall, participants prefer balanced, integrated residential and commercial developments at moderate densities rather than purely low- or high-density housing.
Residential Density
Tell us which building density and height option you think is best for Downey’s future.
Your opinion will help shape how our community changes over the long term! Number of
Dots
Townhomes (18 – 24 units/acre) 3
Apartments/Townhomes (24 – 30 units/acre) 0
Residential/ Mixed-Use (30 – 40 units/acre) 5
Residential/ Mixed-Use (40 – 50 units/acre) 1
Residential/Mixed-Use (50 – 60 units/acre) 1
Men’s Resource Fair Pop-Up Responses (Interactive Board #2: Location) When asked where new housing should be located, participants favored moderate to higher-density mixed-use developments (30–50 units per acre), especially along key corridors like Paramount Avenue, Firestone Avenue, and Bellflower Boulevard. Interest in lower-density townhomes was minimal, and mid-range apartment/townhome options received no support. This reflects a community preference for housing integrated into walkable, mixed-use environments rather than traditional suburban layouts.
Residential Density (Dot Breakdown)
Where should new homes go?
Number of
Dots
Townhomes (18 – 24 units/acre) 1
Apartments/Townhomes (24 – 30 units/acre) 0
Residential/ Mixed-Use (30 – 40 units/acre) 3
Residential/ Mixed-Use (40 – 50 units/acre) 3
Residential/Mixed-Use (50 – 60 units/acre) 2
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Men’s Resource Fair Pop-Up Responses (Interactive Board #3) Responses highlight a vision for focused growth along existing commercial and transportation corridors, particularly Firestone Avenue and Bellflower Boulevard, emphasizing mixed-use projects. The community supports locating larger commercial and employment centers with regional access while also encouraging neighborhood- serving businesses for local convenience. There is notable interest in increased residential development along Bellflower Boulevard, Woodruff Avenue, and near Stonewood Center.
Future Growth and Development (Dot Breakdown)
Where would you like to see these types of development
Number of
Dots
Mixed Use 5
Residential 8
General Commercial 1
Employment 1
Neighborhood Commercial 5
Men’s Resource Fair Pop-Up: Summary of Open Comments Section • Safety First: Residents want safer streets—especially near schools—with increased traffic enforcement, red-light cameras, better parking rules, and a stronger police presence.
• Better Development & Housing: There’s strong support for more sit-down restaurants and stores like Trader Joe’s and Costco, along with a livelier downtown. Housing priorities include affordability, options for young people, accessible units, renovating older buildings, and ensuring new developments provide adequate parking.
• Improved Public Spaces: Requests include splash pads in parks, more street furniture, accessible restrooms, and reducing train traffic on Firestone Avenue.
Concerns about low water pressure were also raised.
• More Communication: The community seeks improved outreach through pop-up events and regular updates (e.g., monthly PDFs) on development projects, while maintaining Downey’s residential character.
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Men’s Resource Fair Pop-Up Board Results
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Key Findings Across All Events
Community Values & Vision (Interactive Boards #1 & #2)
• Neighborhood Priorities: Strong preference for safe, inviting gathering places, comfortable walkability, and well-maintained housing. Less emphasis on thriving local businesses.
• Mobility: High demand for improved street lighting, visible crosswalks, pedestrian safety, and shaded streets; lower priority given to public transit frequency and bike paths.
• Commercial Corridors: Community gathering spaces were most favored, with moderate interest in restaurants, professional offices, and mixed-use housing; less support for traditional retail and industrial redevelopment. • Economic Development: Priority on generating higher-paying local jobs, supporting small local businesses, and enhancing entertainment options. Less interest in expanding retail variety or activating existing commercial spaces.
Residential Density & Growth (Interactive Boards #3 & Location Board) • Density Preferences: Strong support for moderate-density mixed-use developments (30–40 units/acre), especially along major corridors like Firestone Ave, Bellflower Blvd, and Lakewood Blvd.
• Lower Density: Townhomes favored near existing single-family neighborhoods; limited support for mid-range apartment/townhome densities. • Higher Density: Limited interest in very high-density (50–60 units/acre) mixed-use developments, though some support exists in key areas.
• Growth Focus: Desire to concentrate development along commercial and transportation corridors, with mixed-use projects combining residential, commercial, and employment uses.
• Key Areas: Downey Landing, Promenade at Downey, Bellflower Blvd, Woodruff Ave, and Stonewood Center highlighted as hubs for future growth.
Open Comments and Additional Feedback
• Safety & Security: Calls for increased surveillance cameras, stronger police presence, more traffic enforcement, red-light cameras, and better parking enforcement—especially near schools.
• Parking & ADUs: Concerns about parking impacts from ADUs and apartment spillover; issues with households owning multiple vehicles and overnight permit use.
• Traffic & Pedestrian Safety: Requests for new traffic signals, stop signs, and enhanced crosswalk visibility at key intersections.
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• Infrastructure & Maintenance: Need for drought-tolerant landscaping in medians, pothole repairs in alleys, park upkeep, splash pads, street furniture, and accessible restrooms.
• Public Transit: Desire for more frequent transit service on weekends and during events.
• Local Business Mix: Mixed feedback; some want fewer bars and more diverse retail and dining options, including sit-down restaurants, Trader Joe’s, Costco, and a food hall.
• Community Character & Housing: Preference for stronger neighborhood connections through townhome-style housing; support for affordable housing, homes for young people, accessible units, and renovation of older buildings. • Public Spaces: Requests for new parks (notably on Bellflower Blvd), improved safety and maintenance at existing parks (e.g., Rio San Gabriel), and reduction of train traffic on Firestone Ave.
• Communication: Community seeks better outreach via pop-up events and regular updates on development, while preserving Downey’s residential feel.
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General Plan Questionnaire Summary
Introduction
As the City of Downey looks ahead to the next 20 to 30 years, it has launched a General Plan Update to guide how the community may grow and evolve over time. This long- range planning effort will address key topics that shape everyday life, such as housing, the local economy, public health and safety, mobility, parks and open space, and the overall appearance and character of the city.
To ensure the updated General Plan reflects the community’s values, needs, and aspirations, the City developed a community questionnaire to gather input directly from residents. The responses will help identify priorities, shape future policies, and inform long-term investments that support a shared vision for Downey’s future.
The questionnaire was launched on April 19, 2025, and made available in both digital and paper formats, in English and Spanish. It was promoted through City e-blasts, social media, the City website, and at in-person community events. The questionnaire closed on June 30, 2025, with a total of 886 responses submitted by members of the Downey community. Some paper responses collected at in-person events did not include a ranked order of preferences, instead selecting multiple options without prioritization. As a result, these responses are not included in the ranking data but are reflected in the total counts shown in summary tables.
Summary of Questionnaire Results
The following summary reflects the voices of the Downey community who took time to share their feedback. Input will help build a shared vision, identify opportunities, and shape decision-making for their city.
Who Did We Hear From?
Nearly all responses reflect the thoughts of Downey residents (98%), many of whom have lived in Downey for more than 15 years (61%) and self-identified as Hispanic/Latino (60%).
Those who are 35 to 44 years old make up the largest age group from which we gathered feedback. More than half of respondents identified as Female (68%), and 72% of those we heard from shared that they are homeowners.
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98%
15%6%6%0%0
20 40
60 80
100
120
I currently live in
Downey
I work in Downey I am a business
owner or operator
in Downey
Other (please
describe)
None of the abovePercentRole in Downey
0.5%
9%
28%
61%
1%
0 10
20 30
40 50
60 70
Less than 1 year 1-5 years 5-15 years More than 15
years
None of the abovePercentTime in Downey
0.2%1%
13%
34%
26%
12%10%
2%0%2%
0 5
10 15
20 25
30 35
40 Under 18 18-24 25-34 35-44 45-54 55-64 65-74 75-84 Over 85 I’d rather not say PercentAge
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Race/Ethnicity Percent
Hispanic/ Latino/a/x 60%
White/ European American 20%
I’d rather not say 13%
Asian/ Asian American/ South Asian 6%
Black/ African American 2%
First Nation/ American Indian/ Indigenous 2%
Middle Eastern/ North African 1%
Native Hawaiian/ Other Pacific Islander 1%
Alaskan Native 0.2%
28%
68%
0.5%4%0.3%
0 10
20 30
40 50
60 70
80 Male Female Non-binary I’d rather not say I self-identify as:PercentGender 72%
5%
18%
4%2%
0 10
20 30
40 50
60 70
80 Homeowner Live with a
parent or
guardian
Renter I’d rather not say Other (please
describe)PercentHousing Status
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Values
What do you love most about Downey?
Downey’s family-friendly atmosphere, safe environment, and location are valued the most among those who responded online. Paper responses highlight appreciation for the cleanliness of Downey.
Online Paper
Rank Count
Family friendly 1 Location 8
Safe 2 Family friendly 7
Location 3 Well maintained/ Clean 6
Well -maintained/ Clean 4 Sense of community 3
Sense of community 5 Safe 3
Variety of businesses 6 Variety of businesses 2
When I think about my neighborhood, what is most important to me is… Safe, inviting places to gather were important to all respondents. Those who responded online valued well-kept housing the most while paper questionnaires preferred thriving local businesses and active places.
Online Paper
Rank Count
Beautiful, well-kept housing 1 Safe and inviting places to gather
10 Safe and inviting places to
gather
2 Thriving local businesses,
shops, and active places
6 Comfortable, walkable places 3 Comfortable, walkable places 5 Thriving local businesses,
shops, and active places
4 Beautiful, well-kept housing 4
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Vision
The city is exploring ways to strengthen and revitalize the function and appearance of commercial corridors. I think the city should prioritize… Respondents feel the city should explore community gathering spaces, restaurants and cafes, and encourage the redevelopment of industrial areas to strengthen and revitalize commercial corridors. Although they were not as high of a priority overall, those who responded in-person indicated preferences for integrating housing with shops and leveraging office space along commercial corridors.
Online Paper
Rank Count
Community gathering spaces 1 New housing integrated with shops/ restaurants
4 Restaurants and cafes 2 Professional and medical
offices
4 Encourage redevelopment of
industrial areas
3 Community gathering spaces 3
Retail stores and commercial
spaces
4 Encourage redevelopment of
industrial areas
3 New housing integrated with
shops/ restaurants
5 Increased variety of housing
options
3 Professional and medical
offices
6 Restaurants and cafes 2
Increased variety of housing
options
7 Retail stores and commercial
spaces
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When I think about non-auto mobility in Downey, I think the city should prioritize… The safety and comfort of pedestrians is a top priority. More street lighting, and visible crosswalks and signalized intersections are also opportunities identified by respondents.
Online Paper
Rank Count
Pedestrian safety and comfort 1 More street lighting 7 More street lighting 2 Visible crosswalks and
signalized intersections
6 Visible crosswalks and
signalized intersections
3 Pedestrian safety and comfort 5
Well -connected pedestrian
walkways
4 Well -connected pedestrian
walkways
5 Increased shade along streets 5 Safe bike paths 4
Safe bike paths 6 Efficient public transportation 2
Efficient public transportation 7 Increased shade along streets 2
When I think of Downey’s economy, I think the city should prioritize… The Downey community would like to see the city attracting and supporting small local businesses, generating higher-paying local jobs, and enhancing existing commercial spaces through activation. Improving the entertainment and dining experience is also important to the community.
Online Paper
Rank Count
Attracting and supporting small,
local businesses
1 Attracting and supporting small,
local businesses
5 Generating local, higher-paying
jobs
2 Generating local, higher-paying
jobs
5 Activating existing commercial
spaces
3 Offering a variety of dining
options
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Online Paper
Rank Count
Offering diverse entertainment
options
4 Offering diverse entertainment
options
3 Offering a variety of dining
options
5 Activating existing commercial
spaces
2 Providing a mix of retail shops 6 Providing a mix of retail shops 1
When I think of Downey’s quality of life, the factors that contribute are… Downey’s safe neighborhoods, family-friendly offerings, and access to parks and open space contribute greatly to residents’ quality of life. Well -managed streets and intersections are also worth mentioning for their contribution to the quality of life.
Online Paper
Rank Count
Safe neighborhoods 1 Family-friendly places and
entertainment
7 Family-friendly places and
entertainment
2 Access to parks/ trails/ open
space
6 Access to parks/ trails/ open
space
3 Safe neighborhoods 4
Well -managed streets and
intersections
4 Well -managed streets and
intersections
4 Access to shops/ recreational
experiences
5 Feeling connected to my
community
3 Feeling connected to my
community
6 Variety of housing options 3
Access to well-paying jobs 7 Access to shop/ recreational experiences
2 Community identity and pride 8 Access to well-paying jobs 2 Variety of housing options 9 Community identity and pride 0
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When I think about my community’s design and physical environment, I think the city should prioritize…
Aesthetics, lighting, and landscaping, including increasing the tree canopy, are top priorities to ensure Downey’s design and physical environment is pedestrian-friendly and climate resilient.
Online Paper
Rank Count
Beautiful residential
neighborhoods
1 Beautiful residential
neighborhoods
8 Well -lit and landscaped
pedestrian-friendly features
2 Well -lit and landscaped
pedestrian-friendly features
4 Increased landscaping and tree
canopy
3 Enhancing the appearance of
commercial areas
4 Enhanced gathering spaces
and plazas
4 Increased landscaping and tree
canopy
3 Protecting historic structures/
landmarks
5 Protecting historic structures/
landmarks
2 Enhancing the appearance of
commercial areas
6 Encouraging cohesive
architectural styles
1 Encouraging cohesive
architectural styles
7 Enhanced gathering spaces
and plazas
0 When I think about community engagement and participation in Downey, I think the city should prioritize…
Expanding parks and recreation programming, increasing awareness of resources and events as well as organizing community events are important to respondents. Additional opportunities expressed include investment in art and cultural programs and simplifying communication with leaders.
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Online Paper
Rank Count
Expanding parks and recreation
programming
1 Awareness of resources and
events
4 Awareness of resources and
events
2 Expanding parks and recreation
programming
4 Organizing community events 3 Investing in cultural/ arts programs
3 Investing in cultural/ arts
programs
4 Organizing community events 3
Simple communication with
leaders
5 Simple communication with
leaders
3 Improving volunteer
opportunities
6 Improving volunteer
opportunities
2 Programming representative of
the community
7 Programming representative of
the community
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Summary of Written Comments
The following community comments reflect the voices of Downey residents who took time to share their ideas, concerns, and aspirations for their city. These reflections offer candid insights into everyday experiences, from neighborhood safety and street conditions to the quality of local businesses, housing, and parks. Many expressed deep pride in Downey’s character and a desire to preserve its sense of community, while also advocating for improvements that support families, youth, and future generations. The comments reveal a collective interest in a safer, cleaner, and more inclusive city where civic investment is balanced across all neighborhoods and where opportunities for engagement, recreation, and cultural connection continue to grow.
Public Safety and Crime Prevention
Safety remains the top concern across Downey. Residents called for more visible police presence, particularly near schools, parks, and high-traffic corridors like Firestone, Imperial, and Brookshire. Specific concerns included break-ins, catalytic converter thefts, street racing, drug use, and loitering. Many supported stronger enforcement of traffic laws and the addition of stop signs, speed humps, and better lighting in dark or unsafe areas. There was also interest in revitalizing programs like D.A.R.E. and ensuring safety through community accountability and public infrastructure improvements.
Homelessness, Mental Health, and Cleanliness
A major concern is the growing visibility of unhoused individuals, especially near parks, schools, and riverbeds. While some called for stricter enforcement of no-camping ordinances, others emphasized the need for compassionate solutions, including mental health and addiction services, shelters, and transitional housing. Residents also tied the homelessness issue to growing concerns about public cleanliness, requesting more code enforcement, trash patrols, and maintenance of parks and public spaces.
Youth, Families, and Community Programming
There is strong demand for expanded programming and spaces for children, teens, and families. Suggestions included splash pads, shaded and gated playgrounds, sports leagues, after-school and summer programs, and job training or apprenticeships for youth. Residents want more inclusive and accessible facilities, better maintenance of parks, and priority access to city programs for local youth. Some advocated for reopening community centers and introducing activities such as cooking, music, robotics, and tutoring.
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Business Development and Community Character
Residents expressed dissatisfaction with the overconcentration of fast-food chains, bars, dollar stores, and smoke shops. There is a clear desire for a more diverse and family- friendly business mix, including bookstores, independent coffee shops, healthy restaurants, and culturally inclusive retail options. Suggestions included attracting businesses like Trader Joe’s, creating spaces similar to the Long Beach Exchange or Anaheim Packing House, and supporting local or minority-owned businesses that enhance community identity and values.
Beautification, Parks, and Green Infrastructure
Beautifying Downey is a high priority. Residents requested cleaner parks, more trees, shaded walking paths, improved lighting, and better landscaping along corridors and medians. They also asked for improved trash management, graffiti removal, and maintenance of public facilities like bus stops and sidewalks. Beautification should be equitable across the city, with special attention to neighborhoods perceived as underserved or neglected.
Housing Affordability, Density, and Neighborhood Quality Opinions on housing are mixed. Many support affordable housing for long-time residents, working families, and youth, and some endorsed rent control and financial assistance for home improvements. Others expressed concern about overdevelopment, particularly the replacement of single-family homes with ADUs or multi-unit housing, citing impacts on parking, neighborhood character, and infrastructure capacity. Several asked for clearer regulations and parking studies before approving new residential units.
Infrastructure, Traffic, and Pedestrian Safety
Residents highlighted the need for widespread infrastructure upgrades, including sidewalk construction, improved crosswalks, pothole repairs, ADA accessibility, and safer intersections, especially near schools. Traffic calming measures like speed bumps, roundabouts, and stop signs were frequently requested. Improved street lighting, red curb enforcement, and painted parking spaces were also seen as ways to improve safety and visual order. Some advocate for reducing car dependency by adding protected bike lanes and improving public transit access.
Equity, Representation, and Cultural Inclusion
Many residents called for a more inclusive city that reflects Downey’s cultural diversity.
Suggestions included hosting multicultural events, supporting African American and immigrant communities, and ensuring city services and programming are accessible to all residents. Some emphasized that leadership, hiring, and public spaces should better Attachment E
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reflect the city’s demographic makeup. Others urged political neutrality in the city messaging while advocating for transparency and the protection of civil rights.
Community Engagement and Transparency
Respondents want more open communication between the city and its residents.
Requests included better outreach for city surveys, clearer explanations of controversial decisions (e.g., ICE enforcement), and public involvement in planning efforts. Many asked that classes, meetings, and city events be held at times more accessible to working residents, and that the city gather ongoing feedback about local needs.
Gathering Spaces, Events, and Cultural Life
Parks and public spaces are appreciated but seen as underutilized for community events.
Residents want larger, flexible venues for concerts and gatherings, indoor family activity centers, and improvements to underused or vacant lots. Many suggested community gardens, enhanced walking paths, and spaces that encourage interaction across age groups and backgrounds. They emphasized that public space planning should prioritize health, togetherness, and cultural vibrancy.
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Key Findings
The following key findings represent a synthesis of the questionnaire responses, capturing the community’s priorities, concerns, and aspirations across a range of topics.
While individual comments varied, clear themes emerged through consistent patterns in the feedback. These insights reflect what matters most to Downey residents and are intended to guide the City as it plans for a future that is inclusive, responsive, and aligned with community values.
Community Profile
Strong local roots: 98% of respondents are Downey residents, with 61% living in the city for over 15 years.
Demographics: Respondents were primarily Hispanic/Latino (60%), female (68%), and homeowners (72%). The most represented age group was 35 to 44.
Quality of Life & Neighborhoods
Family-friendly and safe: Residents deeply value Downey’s welcoming, safe, and family-oriented atmosphere.
Well -maintained neighborhoods: Cleanliness, inviting public spaces, and well-kept homes and businesses matter.
Access to parks and well-managed streets were also cited as key contributors to residents’ quality of life.
Community Design & Beautification
Beautification is a high priority: Requests include more trees, better street lighting, landscaped corridors, clean parks, graffiti removal, and bus stop upgrades. Equity in improvements: Beautification efforts should target underserved areas for more balanced investment.
Pedestrian-friendly goals: Residents want increased street lighting, visible crosswalks, and traffic calming to create walkable, safe environments.
Housing & Neighborhood Character
Mixed views on housing: Residents support affordable housing for locals and seniors but are concerned about overdevelopment, parking, and the loss of single- family character.
Desire for clear planning: Calls for more transparency on zoning decisions, ADUs, and infrastructure readiness before approving new housing.
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Safety & Public Health
Public safety is top-of-mind: Residents want more visible police presence, particularly around schools and parks, and better enforcement of traffic laws. Homelessness and cleanliness: Visible homelessness is a growing concern. The community supports a mix of compassionate services and stronger enforcement of public space use.
Better street lighting and maintenance are seen as ways to prevent crime and improve comfort.
Youth, Families & Programming
Expanded family programs desired: Residents want more after-school activities, sports leagues, shaded playgrounds, and youth job training. Facilities matter: Improved and reopened community centers, and clean, safe parks are important for family wellbeing.
Equity in access: Local youth should be prioritized in city programs.
Economic Development & Commercial Corridors
Support for small and diverse businesses: Residents prefer local and family-friendly businesses over fast-food chains, bars and nightclubs, or smoke shops. Desire for vibrant destinations: Suggestions include bringing in concepts like Anaheim Packing House, bookstores, healthy restaurants, and independent coffee shops.
Commercial corridor revitalization: Focus areas include community gathering places, cafes, and adaptive reuse of industrial areas.
Transportation & Infrastructure
Pedestrian and bike safety is critical: Residents seek infrastructure upgrades like crosswalks, ADA accessibility, and bike lanes.
Traffic calming needed: Frequent calls for speed bumps, roundabouts, stop signs, and more street lighting.
Better public transit access: Reduced car dependency through multimodal options is a shared goal.
Cultural Inclusion & Representation
Desire for cultural vibrancy: Multicultural events, support for minority communities, and diverse cultural programs are widely supported.
Equitable leadership and services: Residents want civic leaders and services to reflect Downey’s diversity, with transparency and neutrality in public communication.
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Community Engagement & Communication
Improved communication needed: Residents want more transparency in city decisions and better outreach for surveys, events, and meetings. Accessibility is key: Meetings and activities should accommodate working families and be scheduled at inclusive times.
Ongoing feedback loops: Community input should be regularly solicited, not just one-time.
Public Spaces & Cultural Life
More gathering places desired: Residents want flexible venues for concerts, events, and indoor activities.
Activation of underused areas: Suggestions include community gardens, cultural spaces, and reimagining vacant lots.
Spaces for all: Public areas should foster interaction across age, culture, and background, promoting health and connection.
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Appendix A:
Verbatim Community Responses by Theme
The following are verbatim comments collected from community members. Minor typos and grammatical errors have been corrected for clarity, but the original intent and meaning of each comment remain unchanged. To better organize the feedback, comments have been grouped into themes; however, some comments may relate to multiple themes and have been placed accordingly. This thematic organization is intended to help identify key community priorities and concerns.
Community Safety & Law Enforcement
• Having outreach between law enforcement with community at residential locations. • Prioritize safety in the underserved parts of Downey (Imperial/Columbia Way). There's increase in break-ins, unhoused, drug use, and gun violence. Speed bumps and street safety.
• Safety.
• I think they should focus on safety. More patrolling around neighborhoods. • Speed bump on Dacosta St & Mattock Ave, 75% of cars speed through stop signs with imminent danger.
• Yes, more police activity since we have seen more delinquency in our neighborhoods.
Safe urban trails, since we don't have sidewalks.
• All safety services. More opportunity for people to depend on themselves. • The city should feel safe for all. Provide No Trespassing Signs to residents to reinforce the law in regard to safety.
• Our schools must also be a top priority in addition to public safety and maintaining our city clean and well-maintained.
• It seems like more effort needs to be dedicated to beautifying and ensuring the safety of the residential areas and parks south of Orange Estates. • Safety and community are most important.
• Taking into consideration the current political situation, it's very difficult to be positive about good things happening to make residents feel safe and welcome. • Lighting in dark areas along 5 freeway to prevent theft and loitering. • Please stop creating more businesses for drinking. It brings the wrong kind of people to our city.
• The south side of our city also needs to be well kept, beginning with reassessing parking options, street maintenance, and code reinforcement in all areas. • No camping enforcement.
• We need more police officers.
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• Neighborhood and school safety. Having traffic officers to enforce traffic rules for children's safety and traffic control for neighbors near schools. Speed bumps and stop signs.
• Adding sidewalks, more lighting along the streets of residential areas. More patrol at night. A lot of catalytic converter and car thefts.
• Stay away from ideologies such as LGBT stuff, extreme leftist policies, extreme right policies. Focus on the nuclear family. This is what enhances communities and society. • The kids park programs should be free. They are too expensive to participate in for local Downey kids.
• Need well-maintained parks. Aside from good landscaping, need to enforce cleaning up of dog defecation in the park by dog owners.
• The City of Downey should focus on adding speed bumps on Downey Avenue. Too many accidents due to speed.
• Stop these noisy trains that run through residential neighborhoods at all times of the day and night.
• Downey prioritizes downtown while neglecting areas south of Firestone. Dirty streets, unsafe, and overcrowded roads like Firestone Blvd. I'll be moving in the future. • Keeping crime down and prioritize family gathering events. • Keeping unhoused/suspicious people out of school zones and overall city. • School traffic safety/police presence. Too many inconsiderate parents blocking traffic and too many pedestrians almost getting hit.
• The city really needs to work on the lack of sidewalks in parts of the city. It's dangerous and not family friendly.
• Keep schools neutral on political issues, keep political opinions from schools at home, keep Downey clean and safe, and be tough on crime.
• Continuing to keep Downey clean and beautiful.
• Safer streets for pedestrians as the community likes to walk and run. More speed bumps and stop signs/lights in some areas.
• The city should prioritize safety and areas where teens and young adults can meet and gather safely.
• Safety first always.
• There's too much jaywalking and traffic around Gallatin Elementary on school days.
Crossing guard will stop cars in the middle of the intersection. • Downey Ave bars have brought a rough crowd especially on the weekend. We need to really help keep the city safe.
• More police presence along the neighborhood and increase street lighting with decorative streetlights.
• The cul-de-sac on Elm Vista Drive needs a light connecting to Bellflower Boulevard for a left turn onto Bellflower Blvd. It is very unsafe, please.
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• Stop signs needed on Serapis Ave and Cedetree. There's a school there and cars turn fast or stop thinking they have a stop.
• Do not compromise the integrity of our neighborhoods by allowing overpopulation and lower standards.
• Speed humps on my street for speeding. Norlain Ave.
• Enforcing traffic laws.
• Do not allow multi-property units being built in prior single-family residences. The parking is terrible and density increases in a bad way. • Bring back neighborhood watch.
• Safety, more police presence.
• I think the city should stop bringing in more bars, tattoo parlors, businesses like Ojos Locos, OLA bars. We need more family friendly businesses. • Code enforcement to be more proactive instead of reactive and regular follow up on reported violations to ensure that the code violations don't continue. • The City should prioritize City of Downey rec and sports programs over non-City programs. Apollo Park is filled with non-city soccer programs that take over. • I believe maybe putting some road bumps on some streets or police to stop speeding or street racing for the safety of pedestrians and others. • Diminishing the number of bars/clubs in the city.
• Stop making all building modern. Stop prioritizing council member's friends businesses and focus more on new ideas.
• Increase pedestrian safety by providing sidewalks where nonexistent around schools and improving traffic control and/or police patrolling around schools at start and end times.
• Prioritize safety in neighborhoods, eliminate overbuilding (too much house on small lot), increased lighting on dark streets, eliminate huge power lines and increase landscaping.
• Serve the community, ensure safety, maintain and improve clean spaces and resources to homeowners. Our area has been forgotten by the City of Downey. • Safety around our schools TK-12th grade, leaders need to listen to the community more, variety of restaurants and shops, Stonewood mall needs an upgrade. • City workers should report to appropriate departments issues that need attention while they're out and about in the city doing their jobs. • Adding a traffic light at the school crosswalks. Police in high crime areas like Imperial and Brookshire.
• It is important to keep our police and firefighters equipped and ready to protect Downey citizens.
• The safety of all residents by committing to actively rejecting agencies (ICE) that terrorize and violate due process, free speech, constitutional rights.
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• No low income housing; it only attracts the wrong people. Prioritize bringing Downey to look like the residential oasis it used to be.
• Rent control, lower housing priority for Downey residents that went to school, live, work, and worship in Downey.
• Our safety is very important, exist more delinquencies. People don't respect parking, pathways.
• Prioritize city police and fire department along with well-maintained roads. Continue to landscape our city and keep Downey family friendly.
• Prioritize the safety of our community. Our city is a thoroughbred for thieves to steal our properties with no repercussions. We need to be safe. • Safety is #1, especially now. Parks & Rec already does a great job with events and we have lots of parks and gathering places.
• At the moment the city should really focus on safety for residents and visitors. • Better signing around school to remind drivers to slow down. • We also need school police to maintain the schools and the areas around the schools. • Safety is a top priority as well as keeping the city beautiful and well maintained.
Focusing on programs for children, elderly and teens.
• Creating safer streets, people speed in residential areas. • Downey needs to enforce rules for residents. Cars parking on lawns, trashcans out for days, crazy house colors & unkept lawns. Citations should be given. • Make Downey safe for all residents.
• Have the law enforcement get the illegal fireworks off the streets. • All I can think of is less bars. Thank you for your leadership and always working hard in making Downey an exceptional city!
• Definitely less bars. Thank you for your leadership and for making Downey an exceptional city.
• Discontinue converting garages into living quarters. Discontinue the building of accessory dwelling units. Paint the corner of curbs red to disallow obstructive parking. • Safety is paramount—cities like Irvine have done a great job of sending a clear message that criminal activity will not be tolerated.
• Protect and defend its residents and visitors from outside abusing agencies. Downey is a safe and beautiful city, except for the last month! • More police patrol in residential neighborhoods. Illegal fireworks—all year long, speeding, running red lights throughout city. Repair Lakewood and Paramount south of Firestone.
• More traffic enforcement. Too many drivers do not obey stop signs or traffic signals almost causing accidents. It happens frequently!
• Public safety!
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Homelessness
• Cleaning homeless encampments by the riverbed. Increasing Downey police patrolling.
• The homeless issue needs addressing immediately. We have too many on the streets and in the riverbed.
• Cleaning the homeless off the streets.
• Homelessness also needs to be addressed ASAP.
• Homelessness. Stricter protocols for dealing with unhoused people. • Our parks need to be well maintained and to provide children with great playgrounds and special programs during the summer. Keeping homeless off streets. • Placing homeless in shelters instead of the streets of Downey. More police presence on Firestone Blvd. Reduce the number of restaurants/bars. Reopen the YMCA. • Code enforcement, park management including homelessness. Less fast food restaurants, less vape stores, protected residential areas. Revamp the mall, make the businesses nice businesses.
• Take care of the homeless people. I had one sunbathing in my front lawn and another hiding behind my bushes.
• Homeless and the trash along Firestone.
• Safety and homelessness.
• Keep the city safe. Remove homeless people from under bridges. Continue to monitor and remove transients from Downey.
• Homeless problem on Firestone near Rio San Gabriel Park. Lived here all of my life and thinking about moving because of this issue. Trash. • Reduce number of transients. Provide resources for those with mental and drug problems that lead to homelessness. Shut down motels on Firestone. Increase police patrol.
• Supporting homeless so they are not on our streets.
• Addressing the increased threat of homeless individuals. They are in every commercial area, and wander through neighborhoods looking for open garages/packages left unattended.
• Safety, homeless/drugs/gang people in Downey make it feel unsafe to get out and walk Downey.
• Stop street vendors, clean streets. Less homeless.
• Safety, homeless management, especially near the riverbeds. • Prioritize the homeless situation! There is an increasing number of homeless individuals who are littering our streets and terrorizing citizens at intersections. • The city should prioritize the homeless community by providing shelters or other forms of services so they are not left on the streets.
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• Homelessness—both services and regular clean-up coalitions. • I am from Downey. I grew up here, lived from 1990 until 2023. Homeless problem needs attention.
• Getting rid of homeless.
• Bring in more businesses by offering more incentives. • Look to attract or build more non-profit housing. When the city decides to build something, 1% of the budget should be dedicated to art. • I think the city should focus on relocating homeless people gathering around the city.
Also, vendors selling on the street.
• Implementing a rent control ordinance to reflect the shifting demographics of Downey. If people can afford housing, they end up caring about their community. • Rent control.
• Supporting homeless so they are not on our streets.
• Placing homeless in shelters instead of the streets of Downey. More police presence on Firestone Blvd. Reduce the number of restaurants/bars. Reopen the YMCA.
Parks, Recreation & Open Space
• More healthy gathering spaces.
• More safe parks please.
• There is zero mention of new churches or church initiatives being cared for. Spiritual spaces of worship are often staples for community and vital for health. • I think the city should prioritize the children and extracurricular activities. • Please support Northwest Downey Little League! We offered baseball to nearly 600 kids this past spring! We support the Downey community! Need lights at Furman Park!!!
• Install light poles on every street (residential blocks). • I think the City of Downey needs to prioritize the addition of sidewalks in our residential neighborhoods.
• Overall, I think the city of Downey should prioritize more safe bike paths—not just bike lanes but protected bike lanes/paths. Also better parks. • Trader Joe's, variety of cafes, avoid commercial chains. We have enough Chick-fil-A's and Starbucks.
• We need a bookstore and other options that increase a rich cultural community. • Less bars, more quality restaurants, and continued support of small businesses that shape our community. Please no more Dollar Trees. Quality businesses we enjoy. • Bring Whole Foods and Trader Joe's to our city. Better dining options. Fix our streets.
Increase street lighting. Add indoor entertainment at the Downey mall. • I'd like to attract travel teams so they can host tournaments similar to the volleyball/basketball gym in Irvine or robot or chess competitions.
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• We need more communal spaces that aren't just bars and restaurants. • There isn't a single bookstore in this city.
• Farmers market community events. I'm from Long Beach, we have a farmers market every day there, so many city and family events.
• Outdoor walking spaces. Community building.
• Walkability of existing malls and neighborhoods.
• Creating more kid and family friendly spaces such as a splash pad. • Resources such as tutoring and after school programs. Cooking classes through the city. Music and more community classes for enrichment.
• Parks and rec department should have more and higher paid staff. The city needs more trees/green spaces and less focus on the business. • Sports complex for kids and adults, to be more active get out and exercise. • The City should prioritize City of Downey rec and sports programs over non-City programs. Apollo Park is filled with non-city soccer programs that take over. • Clean up parks and remodel existing parks—create pathways for walking/running and maybe more soccer fields. Downey has many soccer teams and not enough fields. • Prioritize our parks, bringing best-in-class playgrounds that are clean, safe and inviting for our community.
• Replacing landscaping along the island of Imperial Hwy between Brookshire and Downey Ave. Make it nicer, plants are dying. Place shade covers on bus stops. • We need more shade on kids playgrounds. We desperately need splash pads. The pedestrian safety is bad. The street lighting is nonexistent. • Splash pad at one or two parks would be nice. Gated parks for little ones so they can't just run off. More shade at park.
• The parks should continue to expand the exercise and movement culture with more 'Greenfield' exercise machines and the awesome 'Fitness Challenge' outdoor workout area.
• Keeping our city clean and safe. Help businesses protect their spaces from theft and keep crime down in our city. Keep our police department strong. • Tennis courts at Dennis the Menace Park.
• Shade in the playgrounds for the kids.
• Fomentar más el deporte en los parques y las escuelas. • Continue to keep Downey safe and clean.
• Add sidewalks and speed bumps to neighborhoods so children can play outside safely. More parks and playgrounds. More swim classes and opportunities. • Please put in a park on the corner of Dolan and Iowa. It is currently an eyesore, and a park would be a blessing.
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Housing & Homeownership
• Rezone McCahill Street back to R1, as in 1984, since the update goal is to increase housing, not commercial properties.
• Control rent pricing and offer more programs for youth. • More affordable housing and walkable streets.
• Affordable housing.
• Bring more diversity to community events, shopping, and dining. Support recognized, commercialized, and established businesses. Increase safety, protect historic landmarks, and invest in economic development.
• Do not allow multi-property units being built in prior single-family residences. The parking is terrible and density increases in a bad way. • Establish a bill that would limit ADUs based on density of a city. There's not enough infrastructure in place to handle the long term effects. • New policy: our city police should take an oath to protect residents of Downey against other government organizations at all times.
• I have lived in the City of Downey for 32 years. As a Black woman, more cultural events, everybody is important. More affordable housing. • Beautify the city and keep it safe!
• Enough Dollar Tree stores.
• No.
• Discontinue converting garages into living quarters. Discontinue the building of accessory dwelling units. Paint the corner of curbs red to disallow obstructive parking. • Bring affordable housing.
• More neighborhood sidewalks. Affordable housing options. Make it easy to build ADU. Offer financial assistance to those who need home improvements but can't afford them.
• Stop integrating apartments and houses together. Is creating an issue with homeowners trying to park outside their homes.
• Prioritize single family housing, parking plans for ADUs, street lighting, incentives for landlords to invest in beautifying homes, family entertainment. • Job training, apprenticeship programs for young adults and teens.
Infrastructure & Traffic
• Traffic flow throughout neighborhoods off from busy streets (e.g., Lakewood, Steward & Grey, Florence, Firestone) always have cars zooming by too fast to beat traffic. • Roundabout on signal intersections, i.e., on Lakewood and Firestone. It's proven safer. • Better traffic management!
• Unclog the sewer drains on major streets.
Attachment E
Page - 24
• Ensure good street water drainage during rainy weather. • Traffic at elementary schools is bad in the a.m. and p.m., unsafe. East corner Arnett Street and Old River School Road bad line of sight, many MVAs. • Crossing safety intersections. Press button and lights flash. • I would like to see more underground power lines. It doesn't compliment the nice areas such as Orange Estates and northeast homes.
• Traffic at elementary schools is bad in the a.m. and p.m., unsafe. • The City of Downey should focus on adding speed bumps on Downey Avenue. Too many accidents due to speed.
• Parking enforcement for street cleaning and non-operational vehicles, and/or vehicles with no current tags.
• I live on 3rd St, we need speed bumps. Cars drive very fast because it is a long wide street.
• More lights are needed in the southeast area.
• I believe maybe putting some road bumps on some streets or police to stop speeding or street racing for the safety of pedestrians and others. • The cul-de-sac on Elm Vista Drive needs a light connecting to Bellflower Boulevard for a left turn onto Bellflower Blvd. It is very unsafe, please. • Stop signs needed on Serapis Ave and Cedetree. There's a school there and cars turn fast or stop thinking they have a stop.
• Enforcing traffic laws.
• Increase pedestrian safety by providing sidewalks where nonexistent around schools and improving traffic control and/or police patrolling around schools at start and end times.
• We need more sidewalks and stop signs throughout residential areas. • How to reduce traffic congestion, safety, residents accountability for maintaining property in good condition, car/property break-ins.
• Streets need 4-way stop signs between traffic lights to prevent speeding. Like Stuart & Gray between Garfield & Old River.
• I think the streets should have painted parking spots to avoid cars parking wrong in order to save spots for friends and family.
• Limit vendor contracts to 3 years to promote competitive pricing and allow for smaller vendors to participate.
• Low anti-light pollution lighting. A lot of streets are not well lit but we don't need more light pollution being wasted into the sky.
• We need more residential street lighting. I'm in North Downey and my street is incredibly dark with car break-ins and homeless wandering at night. • Parking problem: Have two cars and many times have to park half a block away. The city is not allowing us to build a driveway.
Attachment E
Page - 25
• Sidewalk access across railroad tracks on Lakewood Boulevard (between Aldi and the Coke factory). There is no ADA sidewalk, only rocks. • Stop adding Raising Cane's, Starbucks, Walmarts on every corner of Downey. Stop with all the restaurants and bars and focus on parks and recreational areas. • Using mini mall areas for housing. Landscaping along commercial Imperial Highway.
More open space. Less paving.
• The city should definitely prioritize fixing the potholes on major streets such as Lakewood Blvd. instead of building more islands.
Business & Economic Development
• Cleaner sidewalks with more trash bins on busy streets. • Bring in more businesses by offering more incentives. • No more smoke shops. Current ones have horrendous paint jobs, neon signs, and feather flags. It makes the entire shopping center look cheap. • A variety of eateries. No more bar style, no more Mexican food. Maybe a Korean BBQ, a hat, dumpling spot.
• Less bars, more quality restaurants, and continued support of small businesses that shape our community. Please no more Dollar Trees. Quality businesses we enjoy.
• Bring more diversity to community events, shopping, and dining. Support recognized, commercialized, and established businesses. Increase safety, protect historic landmarks, and invest in economic development. • Trader Joe's, variety of cafes, avoid commercial chains. We have enough Chick-fil- A's and Starbucks.
• Stop these noisy trains that run through residential neighborhoods at all times of the day and night.
• Small businesses and healthy eating options. No more dollar trees, Chick-fil-A, or Raising Cane's. No more fast food. Increase single family home options. • The City should prioritize City of Downey rec and sports programs over non-City programs. Apollo Park is filled with non-city soccer programs that take over. • Attracting startups to locate in the city.
• More high paying professions that require an educated workforce. Enough with retail and service industries.
• Stop making all building modern. Stop prioritizing council member's friends businesses and focus more on new ideas.
• I'm tired of businesses that appear only to benefit people's pockets like Ojos Locos right by the high school. How about a bookstore?
• Get better company for trash, fees are too high and they keep rising. Trash is a big business and they are profiting off Downey residents!
Attachment E
Page - 26
• Neighborhoods are kept clean, stop bringing bars and low budget stores. Always think of the businesses that come and the people they will attract. • Healthier lifestyle options (markets, shops, activities). Prioritize not bringing in the same businesses (Starbucks, Dollar Tree, etc). We need park equipment upgrades with shade.
• Invest in making this a community. Make downtown a one-way access, ask residents what they need for community engagement.
• Bring in a Trader Joe's. Would also love the strip mall on Stewart & Gray and Old River to complete their makeover.
• The city should be more selective with restaurants that are established. Recent choices don't reflect the values and degrade the appearance/feel of city (Ojos Locos).
• Attract as many businesses as possible. Add multi-family housing along commercial corridors.
• I'd love to attract higher end chains like Pottery Barn/West Elm. • Cleaning the area that borders north Downey and Bell Gardens. Clean up Foster Bridge near Rivergrove. Install stop signs on Dos Rios. On the Island. • Downey is severely lacking in awareness towards its people's needs. We require less corporate business and more local driven community enhancement. Bike lanes, walk paths.
Community Engagement & Culture
• I have lived in the City of Downey for 32 years. As a Black woman, more cultural events, everybody is important. More affordable housing. • The city should work closely with Downey Unified to increase the state test scores.
This will help increase housing prices.
• With families potentially increasing, I think focusing on family engagement in the city.
Like how our schools in Downey can be more integrated.
• There is a disconnect between age groups. Also between people who were born and raised in Downey and newer residents. Bring these groups together. • Safe space for cultural diversity awareness (library) for dual language speakers and families to ask questions and attain resources on process toward legal status in USA. • Timely and transparent communication with residents. Your handling of the ICE situation did nothing to reassure residents and businesses about their safety.
Environment & Beautification
• Cleaner sidewalks with more trash bins on busy streets. • Continue to keep Downey clean and beautiful.
Attachment E
Page - 27
• The city should have more nature such as trees and greenery. This makes the city look better and also provides shade for pedestrians.
• More police presence along the neighborhood and increase street lighting with decorative streetlights.
• Keep investing in education to be a competitive district. Also, affordable places such as the YMCA.
• Environmentally friendly options in any measures that may be selected. Focus on increasing property values and safety.
• Diversifying restaurants. More small business coffee shops. No more Dollar Trees. • Make Downey safe for all residents.
• Keeping Downey beautiful should start with reducing the amount of homeless/addicts that are in district 4.
• Working on beautifying public spaces such as Los Amigos and existing neighborhoods that are in the borders of other cities.
• More trees around the city/residential neighborhoods, specifically in south and west areas. We are Downey and there should be consistent beautification across the city. • Please plant more trees to line our streets.
Education and Youth
• Have elementary schools offer D.A.R.E. program, especially during the vaping/fentanyl crisis that's happening now. Our kids deserve the best. • Control rent pricing and offer more programs for youth. • The kids park programs should be free. They are too expensive to participate in for local Downey kids.
• Downey is a city that has a little bit of everything except a centralized youth center for their students and residents.
• Resources such as tutoring and after school programs. Cooking classes through the city. Music and more community classes for enrichment.
• Specific and intentional programs to help hire local recent high school and college graduates who are Downey residents.
Miscellaneous
• Cut the pay of City of Downey employees.
• Should be a day to honor our police and firefighters. • I have lived in Downey for 40 years. The appeal is the small community feel of the city.
Attachment E
Page - 28
Appendix B:
Questionnaire
Attachment E
The City of Downey has initiated a program to plan how the City may change over the next 20 to 30 years. This planning process will touch on many topics: the local economy, housing opportunities, community aesthetics, public health and safety, parks, public services, and all forms of mobility. Your input will help build a shared vision, identify opportunities, and shape decision-making for the Downey community. Community priorities and initiatives will be reflected in a document called the General Plan.
This questionnaire will take 3 - 5 minutes. Please answer the questions as best as you can; responses will remain anonymous. Your participation is greatly appreciated!
COMMUNITY VALUES
This first section will ask you to identify what makes Downey special and unique. Rank in the order of importance, 1 being most important.
When I think about my neighborhood, what
is most important to me is…
___Beautiful, well-kept housing
___Comfortable, walkable places
___Safe and inviting places to gather
___Thriving local businesses, shops, and
active places
General Plan Update
Community Questionnaire
COMMUNITY VISION
In this section you will be asked to share what is most important to you in your community. While all the choices provided are important, the order of your ranking will help prioritize City programs and decisions. Rank in the order of importance, 1 being most important.
What do you love most about Downey?
___Family friendly
___Location
___Sense of
community
___Safe
___Variety of
businesses
___Well-maintained/
Clean
The city is exploring ways to strengthen and revitalize the function and appearance of commercial corridors. I think the city should prioritize… ___Community gathering spaces
___Increased variety of housing options
___New housing integrated with shops/
restaurants
___Professional and medical offices
___Encourage redevelopment of industrial
areas
___Restaurants and cafes
___Retail stores and commercial spaces
When I think about non-auto mobility in Downey, I think the city should prioritize… ___Efficient public transportation
___Increased shade along streets
___More street lighting
___Safe bike paths
___Pedestrian safety and comfort
___Visible crosswalks and signalized
intersections
___Well-connected pedestrian walkways
Thank You!
Take a picture of this page and share with friends, family members, and neighbors.
Link to the questionnaire: bit.ly/DowneyGPU
Scan the QR code to the left to sign up
and receive updates about the process.
Scan the QR code to the right to visit
the City website and learn more about
the Downey General Plan Update.
Attachment E
When I think of Downey’s quality of life, the factors that contribute are… ___Access to parks/trails/open space
___Access to shops/recreational
experiences
___Community identity and pride
___Family-friendly places and
entertainment
___Access to well-paying jobs
___Feeling connected to my community
___Safe neighborhoods
___Variety of housing options
___Well-managed streets and intersections
When I think about my community’s design and physical environment, I think the city should prioritize...
___Beautiful residential neighborhoods
___Encouraging cohesive architectural
styles
___Enhanced gathering spaces and plazas
___Enhancing the appearance of
commercial areas
___Increased landscaping and tree canopy
___Protecting historic structures/landmarks
___Well-lit and landscaped pedestrian-
friendly features
When I think about community engagement and participation in Downey, I think the city should prioritize...
___Awareness of resources and events
___Expanding parks and recreation
programming
___Improving volunteer opportunities
___Investing in cultural/ arts programs
___Organizing community events
___Programming representative of the
community
___Simple communication with leaders
Is there anything else you think the city should prioritize? Briefly explain. ________________________________________________________________________________ ________________________________________________________________________________
ABOUT YOU
To help us better understand who is providing feedback, we’d like to ask a few questions about your connection to Downey.
Which of the following best describes your role in the Downey community? Select all that apply.
I currently live in Downey
I work in Downey
I am a business owner or operator in Downey
Other (please describe): _____________________________ None of the above
REMINDER: While all the choices provided are important, the order of your ranking will help prioritize City programs and decisions. Rank in the order of importance, 1 being most important.
Which intersection is closest to where you live? Select one from each group. Paramount Blvd
Lakewood Blvd
Old River School Rd
Downey Ave
Bellflower Blvd
Woodruff Ave
Telegraph Rd
Florence Ave
Firestone Blvd
Imperial Hwy
DEMOGRAPHIC
Responses in this section will help us understand who we’ve reached to ensure our efforts reflect the community - questions are optional and responses will remain anonymous.
I am:
Under 18
18-24
25-34
35-44
45-54
55-64
65-74
75-84
Over 85
I’d rather
not say
I identify as:
Male
Female
Non-binary
I’d rather not say
I self identify as:
_____________________________
Which of the following best describes your
housing status? Select one.
Homeowner
Live with a parent or guardian
Renter
I’d rather not say
Other (please describe):
_____________________________
Which of the following most accurately
describes your race and ethnicity:
Alaskan Native
First Nation/American Indian/Indigenous
Asian/Asian American/South Asian
Black/African American
Hispanic/Latino/a/x
Middle Eastern/North African
Native Hawaiian/Other Pacific Islander
White/European American
I’d rather not say
I self identify as:
_____________________________
When I think of Downey’s economy, I think the city should prioritize... ___Activating existing commercial spaces
___Attracting and supporting small, local
businesses
___Generating local, higher-paying jobs
___Offering a variety of dining options
___Offering diverse entertainment options
___Providing a mix of retail shops
How long have you been a part of the Downey community? Select one. Less than 1 year
1-5 years
5-15 years
More than 15 years
None of the above
Attachment E
La ciudad de Downey ha iniciado un programa para planificar cómo la ciudad puede cambiar durante los próximos 20 a 30 años. Este proceso de planificación tocará muchos temas: la economía local, las oportunidades de vivienda, la estética de la comunidad, la salud y seguridad pública, los parques, los servicios públicos y todas las formas de movilidad. Su opinión ayudará a construir una visión compartida, identificar oportunidades y dar forma a la toma de decisiones para la comunidad de Downey. Las prioridades e iniciativas de la comunidad se reflejarán en un documento llamado el Plan General.
Esta encuesta tomará entre 3 y 5 minutos. Por favor responda las preguntas lo mejor que pueda; Las respuestas permanecerán anónimas. ¡Su participación es muy apreciada!
VALORES COMUNITARIOS
Esta primera sección le pedirá que identifique qué hace Downey especial y único.
Clasifique en orden de importancia, 1 siendo el más importante.
Cuando pienso en mi vecindario, lo más
importante para mí es...
___Vivienda cuidada y hermosa
___Lugares cómodos y transitables
___Lugares seguros y acogedores para
reunirse
___Prósperos negocios locales, tiendas y
lugares activos
Actualización del Plan General de Downey Encuesta Comunitaria VISIÓN COMUNITARIA
En esta sección se le pedirá que comparta lo que es más importante para usted en su comunidad. Mientras todas las opciones proporcionadas son importantes, el orden de su clasificación ayudará a priorizar los programas y decisiones de la ciudad. Clasifique en orden de importancia, 1 siendo el más importante.
¿Qué es lo que más te gusta de Downey?
___Ideal para
familias
___Ubicación
___Sentido de
comunidad
___Seguro
___Variedad de
negocios
___Bien mantenido/
limpio
La ciudad está explorando formas de fortalecer y revitalizar la función y apariencia de los corredores comerciales. Creo que la ciudad debería priorizar... ___Espacios de reunión comunitaria
___Mayor variedad de opciones de vivienda
___Vivienda nueva integrada con tiendas/
restaurantes
___Consultorios médicos y profesionales
___Fomentar la reurbanización de zonas
industriales
___Restaurantes y cafeterías
___Tiendas y espacios comerciales
Cuando pienso en la movilidad no automotriz en Downey, creo que la ciudad debería priorizar...
___Transporte público eficiente
___Más sombra a lo largo de las calles
___Más alumbrado público
___Senderos para bicicletas seguros
___Seguridad y comodidad de los peatones
___Cruces peatonales visibles e
intersecciones señalizadas
___Pasarelas peatonales bien conectadas
¡Gracias!
Tomele foto a esta página y compártala con amigos,
familiares y vecinos.
Enlace a la encuesta: bit.ly/DowneyGPU
Escanea el código QR de la izquierda
para registrarte y recibir actualizaciones
sobre el proceso.
Escanee el código QR a la derecha para
visitar el sitio web de la Ciudad y
obtener más información sobre la
Actualización del Plan General de
Downey.
Attachment E
Cuando pienso en la calidad de vida de Downey, los factores que contribuyen son... ___Acceso a parques/senderos/espacios
abiertos
___Acceso a tiendas/experiencias
recreativas
___Acceso a empleos bien remunerados
___Identidad y orgullo comunitario
___Lugares y entretenimiento para familias
___Sentirme conectado con mi comunidad
___Vecindarios seguros
___Variedad de opciones de vivienda
___Calles e intersecciones bien
administradas
Cuando pienso en el diseño y el entorno físico de mi comunidad, creo que la ciudad debería priorizar...
___Hermosos vecindarios residenciales
___Fomentar estilos arquitectónicos
cohesivos
___Plazas y espacios de reunión mejorados
___Mejorar la apariencia de las áreas
comerciales
___Más paisajismo y cobertura de árboles
___Protección de estructuras/puntos de
referencia históricos
___Características peatonales bien
iluminadas y ajardinadas
Cuando pienso en el compromiso y la participación comunitaria en Downey, creo que la ciudad debería priorizar...
___Conocimiento de recursos y eventos
___Expansión de la programación de
parques y recreación
___Mejorar las oportunidades de
voluntariado
___Organización de eventos comunitarios
___Invertir en programas culturales/
artísticos
___Programación representativa de la
comunidad
___Comunicación sencilla con los líderes
¿Hay algo más que creas que la ciudad debería priorizar? Explique brevemente. ________________________________________________________________________________ ________________________________________________________________________________
ACERCA DE TI
Para ayudarnos a comprender mejor quién brinda comentarios, nos gustaría hacerle algunas preguntas sobre su conexión con Downey.
¿Cuál de las siguientes opciones describe mejor su rol en la comunidad de Downey? Seleccione todo lo que corresponda.
Vivo en Downey
Trabajo en Downey
Soy propietario u operador de un negocio en Downey
Otro (por favor describa): _____________________________ Ninguno de los anteriores
RECUERDEN: Mientras todas las opciones proporcionadas son importantes, el orden de su clasificación ayudará a priorizar los programas y decisiones de la ciudad. Clasifique en orden de importancia, 1 siendo el más importante.
¿Qué intersección está más cercana a donde vives? Seleccione uno de cada grupo. Paramount Blvd
Lakewood Blvd
Old River School Rd
Downey Ave
Bellflower Blvd
Woodruff Ave
Telegraph Rd
Florence Ave
Firestone Blvd
Imperial Hwy
DEMOGRÁFICO
Las respuestas en esta sección nos ayudarán a comprender a quién hemos contactado para garantizar que nuestros esfuerzos reflejen a la comunidad; las preguntas son opcionales y las respuestas permanecerán anónimas.
Mi edad:
Menor
de 18
años
18-24
25-34
35-44
45-54
55-64
65-74
75-84
Mayor de
85 Prefiero
no decir
I identify as:
Hombre
Mujer
No binario
Prefiero no decir
Me identifico como:
_____________________________
¿Cuál de las siguientes opciones describe
mejor su situación de vivienda? Seleccione
uno.
Dueño de casa
Vive con un padre o tutor
Inquilino
Prefiero no decir
Otro (por favor describa):
_____________________________
¿Cuál de las siguientes opciones describe
con mayor precisión su raza y origen
étnico?
Nativo de Alaska
Primera Nación/Indígena Americano/
Indígena
Asiático/Asiático americano/Asiático del
Sur
Negro/Afroamericano
Hispano/Latino/a/x
Medio Oriente/Norte de África
Nativo de Hawái/Otro isleño del Pacífico
Blanco/Europeo Americano
Prefiero no decir
Me identifico como:
_____________________________
Cuando pienso en la economía de Downey, creo que la ciudad debería priorizar... ___Activación de espacios comerciales
existentes
___Atraer y apoyar a las pequeñas
empresas locales
___Ofreciendo una variedad de opciones
para cenar
___Ofreciendo diversas opciones de
entretenimiento
___Proporcionar una combinación de
tiendas
___Generar empleo local con mejor pago
¿Cuánto tiempo llevas siendo parte de la comunidad de Downey? Seleccione uno. Menos de 1 año
1-5 años
5-15 años
Más de 15 años
Ninguno de los anteriores
Attachment E
Page - 1
City Technical Working Group: Policy Workbook
Comprehensive General Plan Update
January 2025
Introduction
To establish a collaborative foundation for the City of Downey’s General Plan Update, a technical working group meeting will convene with representatives from key City departments to review and refine current goals, policies, and programs while exploring potential areas for new ones.
This collaborative setting will facilitate comprehensive discussions that bring together diverse perspectives from the various departments: City Manager’s Office, Community Development, Emergency Preparedness, Finance, Police, Fire, Library, Parks & Recreation, and Public Works. By involving department representatives in this early stage, the City aims to ensure that the General Plan aligns with departmental objectives, supports inter-departmental collaboration, and reflects a shared vision for Downey’s future, aligning with key goals from the Downey Strategic Plan:
Downey Forward.
Purpose
The purpose of these working group meetings is to conduct a thorough review of Downey's current goals and policies, refining and updating them to align with emerging priorities and departmental needs. The team will also develop new goals, policies, and programs that address specific challenges facing the city, while ensuring compliance with recent state mandates. This comprehensive approach seeks to create a General Plan that is not only responsive to regulatory and operational requirements but also closely aligned with the community's vision and aspirations for Downey’s future.
Cityof Downey
Attachment F
Page - 2
Defining Goals and Policies
Goal
A General Plan goal is a broad, overarching statement that expresses the City’s vision and long- term aspirations for a particular aspect of its development, such as housing, economic growth, resource conservation, or mobility. Goals are intentionally high-level and strategic, serving as the foundation for more specific policies and actions. They provide direction for decision-making and help communicate the City’s values and priorities. For example, a goal might state, “Equitable access to high-quality parks and recreation facilities for all residents.” While a goal does not outline specific actions, it articulates the desired outcome or condition the City aims to achieve over time.
Policy
In contrast, a General Plan policy is a more specific and actionable statement that supports the achievement of the broader goals. Policies outline the City’s approach to achieving goals by providing guidance on decision-making, programs, and investments. They serve as a framework for city staff, policymakers, and stakeholders, detailing how the City will move closer to its goals in a practical and measurable way. For instance, a policy might state, “Prioritize park improvements in underserved neighborhoods to promote equitable access.” Policies thus differ from goals by providing a clear, actionable path forward, translating goals into tangible steps that can be implemented through specific projects, regulations, or initiatives.
Program
A General Plan program is a specific, actionable initiative designed to help implement the policies set forth in a General Plan. Programs outline steps Downey will take to achieve particular policy goals, often including details like timelines, responsible departments, potential funding sources, and anticipated outcomes. Programs can encompass a wide range of actions, such as developing new regulations, initiating studies, establishing partnerships, conducting public outreach, or implementing infrastructure projects. For instance, a program might state, “Initiate and complete an update to the 2016 Parks and Open Space Master Plan, led by the Parks and Recreation Department, by 2027. The updated Master Plan will include an equity- focused assessment to identify and prioritize underserved neighborhoods with limited access to high-quality parks and recreation facilities. This assessment will guide recommendations for targeted improvements and expansions in these areas, with an emphasis on enhancing accessibility, safety, and facility quality.” Programs are typically organized in a matrix format, where responsible department, timing, and funding are easily categorized for ease of use. One option the City may consider is a quantifiable metric to show if the program is accomplished. In this way, General Plan Programs translate policies into practical measures that can be tracked, adjusted, and evaluated over time.
Attachment F
Page - 3
Alignment with Downey’s Strategic Plan: Downey Forward
The City of Downey’s Strategic Plan is a five-year roadmap designed to guide the City’s priorities and actions, ensuring a clear and effective path toward achieving its key objectives. This plan identifies the City’s most pressing strategic priorities and creates a framework for reaching those goals. It also integrates with the City’s annual budget, capital project planning, and various programs, aligning strategic priorities with resources for maximum impact. Key goals include:
Economic Vibrancy: Foster a stable, vibrant, and diverse local economy that supports the needs of the community.
Efficiency and Adaptability: Promote an environment where innovative processes and programs enhance both internal and external services.
Quality of Life, Safety, and Infrastructure: Invest in community safety, infrastructure, and diverse programming to support an inclusive and high-quality living environment. Public Engagement: Build trust and foster community participation through open and transparent engagement initiatives.
Established Goals, Policies, and Programs by Element
City staff are asked to review the current General Plan goals and policies and determine which should be kept, refined, or removed based on their alignment with the City’s updated priorities. For each goal or policy, please make notes explaining whether it should be retained as is, updated to reflect evolving needs, or replaced altogether. When refining goals and policies, consider any recent challenges, state mandates, or community feedback, and include brief justifications for your decisions.
Department Responsibility by General Plan Element
City departments work together to implement General Plan elements. Community Development oversees land use, design, circulation, and environmental justice, ensuring sustainable growth and equitable access. Public Works manages infrastructure, contributing to circulation, safety, noise, and conservation. Parks & Recreation focuses on open space and conservation by maintaining parks and recreational areas. The City Manager (Economic Development Division) drives economic development by fostering business growth and aligning with land use and circulation goals. Fire and Police departments ensure safety and address emergency preparedness and noise issues. Lastly, the Library supports community enrichment, aligning with environmental justice goals. Together, these departments advance the General Plan’s vision. See Table 1 for the department’s responsibility by General Plan Elements.
Attachment F
Page - 4
Table 1: Department Responsibility by General Plan Element General Plan Element
Departments
Community
Development
Public
Works
Parks &
Recreation
City
Manager Fire Police Library
Land Use
Design
Circulation
Safety
Noise
Conservation
Open Space
Environmental Justice
Economic Development
Attachment F
Page - 5
Land Use Element
Goals, Policies, & Programs Status Notes
GOAL 1.1. PROVIDE SUFFICIENT LAND AREAS
FOR USES THAT SERVE THE NEEDS OF
RESIDENTS, VISITORS, AND BUSINESSES
Policy 1.1.1. Maintain a balance of land uses.
Program 1.1.1.1. Discourage the over-
concentration of a particular land use that
will preclude the establishment of other
uses needed to serve the community.
Program 1.1.1.2. Monitor land uses to retain
the balance of land uses.
Program 1.1.1.3. Adopt floor-area ratios (FAR)
or comparable method to address building
intensity for each zoning classification.
Program 1.1.1.4. Discourage non-industrial
uses into areas designated for industrial
uses.
Policy 1.1.2. Provide an appropriate amount of
land area to absorb the city's future population
growth.
Program 1.1.2.1. Identify areas to absorb
population growth and support additional
housing.
Program 1.1.2.2. Designate parts of the City
as second unit development areas to
absorb the need for additional housing.
Program 1.1.2.3. Promote housing projects
and mixed-use projects that include housing
within areas designated for the downtown
area, transit-oriented developments, and
areas in the vicinity of the Downey Landing
project.
Policy 1.1.3. Provide an appropriate amount of
land area for business and employment.
Program 1.1.3.1. Encourage land uses that
generate jobs.
Attachment F
Page - 6
Goals, Policies, & Programs Status Notes
Program 1.1.3.2. Discourage land uses that
do not generate jobs within areas classified
for job-generating land uses.
Program 1.1.3.3. Promote a diversified
employment base by discouraging the over-
concentration of a particular land use that
will preclude the establishment of other
uses.
Policy 1.1.4. Provide an appropriate amount of
land area for people to acquire goods and
services.
Program 1.1.4.1. Establish "General
Commercial" areas for land uses that draw
from a customer base not necessarily limited
to those within the city.
Program 1.1.4.2. Establish "Neighborhood
Commercial" areas for land uses that draw
from a customer base in the immediate
surrounding neighborhood.
Program 1.1.4.3. Promote the establishment
of transit oriented developments (TOD)
within walking distance of the Green Line
Station at Lakewood Boulevard & 1-105
Freeway.
Program 1.1.4.4. Phase out and re-designate
the land use classifications for selected
"strip" commercial areas.
Program 1.1.4.5. Create a specific plan for a
"restaurant row" along the Firestone
Boulevard corridor.
Program 1.1.4.6. Concentrate smaller
commercial uses in neighborhood "nodes".
Policy 1.1.5. Provide an appropriate amount of
land area for recreation and entertainment.
Program 1.1.5.1. Adopt an ordinance that
maintains the current minimum of 106 acres
of public park areas.
Attachment F
Page - 7
Goals, Policies, & Programs Status Notes
Program 1.1.5.2. Promote Downtown Downey
as a destination draw for entertainment and
dining uses.
Program 1.1.5.3. Promote recreation and
entertainment uses that serve needs of the
public.
GOAL 1.2. ADVANCE LIVABLE COMMUNITY
CONCEPTS.
Policy 1.2.1. Promote livable communities
concepts that allow added flexibility in
addressing land use needs.
Program 1.2.1.1. Promote project designs that
reduce dependency on vehicles and
promote pedestrian, transit, and alternate
modes of travel.
Program 1.2.1.2. Promote mixed-use
developments with housing on the same
site or in proximity to commercial services to
reduce the need for trips by vehicles.
Program 1.2.1.3. Promote commercial and
residential uses in proximity to transit stops
to reduce dependency on vehicles.
Program 1.2.1.4. Provide dining opportunities
within walking distances of employment
centers.
Program 1.2.1.5. Promote the establishment
of child care centers near transportation
routes and employment centers.
Program 1.2.1.6. Promote the placement of
buildings at or near the public right-of-way
with a primary or secondary entryway facing
the sidewalk.
Policy 1.2.2. Focus on areas where livable
communities concepts are most likely have the
most impact to set a catalyst for similar projects
elsewhere in the city.
Attachment F
Page - 8
Goals, Policies, & Programs Status Notes
Program 1.2.2.1. Promote the downtown area
as a destination point for entertainment,
dining, civic, and other activities.
Program 1.2.2.2. Capitalize on existing
pedestrian traffic generated in the
Downtown area by the movie theater, hotel,
civic center and offices.
Program 1.2.2.3. Promote housing, mixed
use housing, and other land uses that will
generate nighttime pedestrian traffic in the
Downtown.
Program 1.2.2.4. Use the development of the
Downey Landing site as a catalyst for further
economic development, including housing,
on properties along the periphery of the site.
Program 1.2.2.5. Adopt a specific plan for
the areas surrounding the Downey Landing
site with uses complimentary to the primary
uses on the Downey Landing site.
Program 1.2.2.6. Promote transit-oriented
development at the MTA Green Line Station
at Lakewood Boulevard that includes
commercial services and mixed-use housing
projects to capitalize on the passenger
boardings.
GOAL 1.3. ADDRESS CHANGES IN LAND USE
AND ZONING TRENDS.
Policy 1.3.1. Minimize or eliminate conflicts
where incompatible land uses are in proximity
to each other.
Program 1.3.1.1. Discourage the
establishment of incompatible land uses in
proximity.
Program 1.3.1.2. Promote certain land use
designations or land use as buffers between
incompatible land uses.
Program 1.3.1.3. Promote setback, wall,
landscape, and other buffers to reduce
Attachment F
Page - 9
Goals, Policies, & Programs Status Notes
conflicts where incompatible land uses are
in proximity.
Program 1.3.1.4. Consider the placement of
buildings to serve as buffers between
incompatible land uses.
Program 1.3.1.5. Encourage land uses
consistent with the area's designation as
properties recycle.
Program 1.3.1.6. Remove land uses at
locations inconsistent with the area's
designation as properties recycle.
Policy 1.3.2. Monitor and address changes in
land use trends.
Program 1.3.2.1. Adopt a comprehensive
update of the zoning chapter of the
municipal code.
Program 1.3.2.2. Adjust the codes, policies,
and regulations in response to changes in
land use trends.
Program 1.3.2.3. Change the zoning of
properties where inconsistent with general
plan land use designations.
Program 1.3.2.4. Revoke unused zone
exceptions and other zoning entitlements
that are no longer used.
Program 1.3.2.5. Monitor progress on the
goals, policies and programs of the General
Plan.
Program 1.3.2.6. Coordinate with and
monitor actions by federal, state, regional,
and other local agencies regarding issues
that impact Downey.
Program 1.3.2.7. Encourage the grouping of
adjoining small or odd shaped parcels in
order to create more viable developments.
GOAL 1.4 PROTECT AND ENHANCE THE
RESIDENTIAL NEIGHBORHOODS.
Attachment F
Page - 10
Goals, Policies, & Programs Status Notes
Policy 1.4.1. Promote neighborhood identity.
Program 1.4.1.1. Promote the use of
neighborhood names to provide areas with
identity.
Program 1.4.1.2. Encourage the
establishment of neighborhood associations
or the re-establishment of home owner
associations to develop ways to enhance
residential neighborhoods.
Program 1.4.1.3. Use the designation of
neighborhood preservation areas to
promote neighborhood identification.
Program 1.4.1.4. Promote public participation
in the planning process.
Program 1.4.1.5. Provide public information
on ways residents and property owners can
improve their neighborhoods.
Policy 1.4.2. Promote residential construction
that complements existing neighborhoods.
Program 1.4.2.1. Discourage residential
construction not in harmony with the
surrounding neighborhood.
Program 1.4.2.2. Adopt standards to address
the appropriate relationship between
building size and lot size, such as maximum
floor area ratio.
Program 1.4.2.3. Promote building designs
with second story additions to address
scale, bulk and massing.
Program 1.4.2.4. Encourage developments
to consider impacts to privacy, views, and
sunlight on adjacent properties.
Program 1.4.2.5. Discourage the removal of
trees and other vegetation.
Program 1.4.2.6. Discourage unnecessary
artificial changes to natural topography and
Attachment F
Page - 11
Goals, Policies, & Programs Status Notes
differences elevation levels at property
boundaries.
Program 1.4.2.7. Maintain the single-family
character of the low density residential
areas.
Policy 1.4.3. Promote home ownership.
Program 1.4.3.1. Promote ownership-based
housing, such as condominiums,
townhouses, and planned unit
developments.
Program 1.4.3.2. Promote first-time
homebuyer programs and other programs to
help renters become homeowners.
Other Goals, Policies, or Programs:
Attachment F
Page - 12
Circulation Element
Goals, Policies, & Programs Status Notes
GOAL 2.1 INCREASE THE CAPACITY OF THE
EXISTING STREET SYSTEMS.
Policy 2.1.1. Maintain a street system that
provides safe and efficient movement of
people and goods.
Program 2.1.1.1. Maintain intersections and
street segments at acceptable service
levels and not worsen those intersections
and street segments currently operating at
unacceptable levels.
Program 2.1.1.2. Establish a street
improvement master plan prioritizing areas
to be included in annual updates of the
capital improvement program.
Program 2.1.1.3. Develop a signal system
master plan to promote state-of-the-art
intelligent transportation system (ITS)
improvements to better service on-going
traffic conditions.
Program 2.1.1.4. Prohibit on-street parking
on major, primary, and secondary streets to
increase roadway capacity and improve
safety
Program 2.1.1.5. Widen street rights-of-ways
as necessary and consistent with providing
an adequate level of service.
Program 2.1.1.6. Encourage appropriate
turn lanes and other operational
improvements at major arterial
intersections identified as congested.
Program 2.1.1.7. Review and implement
applicable standards for parking of
vehicles on public streets in the city.
Attachment F
Page - 13
Goals, Policies, & Programs Status Notes
Policy 2.1.2. Promote improvements in the
street system through the development
process.
Program 2.1.2.1. Establish a development
recovery fee program to require new
developments and expansions of existing
developments to pay the cost of circulation
improvements.
Program 2.1.2.2. Ensure the mitigation of
off-site traffic impacts by development
projects to the maximum extent feasible,
including the installation or upgrade of
traffic signals at intersections and/or
contribution of its fair share towards
mitigating impacts.
Program 2.1.2.3. Reduce the number of
driveway access points on streets.
Program 2.1.2.4. Promote site designs,
street patterns, and street signalization
that discourage the use of local streets as
through routes.
Program 2.1.2.5. Discourage projects that
generate high amounts of traffic onto local
and collector streets.
Program 2.1.1.6. Identify and concentrate
land uses with high traffic generation near
major transportation corridors and public
transit facilities.
GOAL 2.2. PROMOTE THE USE OF
ALTERNATIVE MODES OF TRAVEL, OTHER
THAN SINGLE-OCCUPANT VEHICLES, TO
RELIEVE TRAFFIC CONGESTION.
Policy 2.2.1. Promote walking as an attractive
alternative to vehicular transportation.
Program 2.2.1.1. Promote site development
design that is safe and convenient to
pedestrians.
Attachment F
Page - 14
Goals, Policies, & Programs Status Notes
Program 2.2.1.2. Provide sidewalks in new
development and major remodeling
consistent with the sidewalk Master Plan.
Program 2.2.1.3. Promote street
intersection design and signalization that
are safe and convenient to pedestrians.
Policy 2.2.2. Promote bicycling as an attractive
alternative to vehicular transportation.
Program 2.2.2.1. Encourage the use of
bicycling as a form of transportation for
employment, commuting and business
purposes, in addition to recreational
purposes.
Program 2.2.2.2. Establish a bikeway
master plan to link employment centers,
recreational facilities, and bikeways along
the Rio Hondo River, the San Gabriel
River, Union Pacific Railroad Line, and
those of neighboring communities via a
network of bike routes, lanes, and paths.
Program 2.2.2.3. Promote the provision of
bicycle racks at retail service and other
businesses for use by customers and
employees.
Program 2.2.2.4. Encourage the provision
of showers, changing rooms, and bicycle
storage areas at retail, office, industrial,
and other businesses for use by
employees.
Policy 2.2.3. Reduce the number and length of
vehicle trips generated by land uses in
Downey.
Program 2.2.3.1. Promote the development
of park-and ride facilities.
Program 2.2.3.2. Promote ridesharing
through provision of information to the
public.
Attachment F
Page - 15
Goals, Policies, & Programs Status Notes
Program 2.2.3.3. Promote on-site child-
care facilities at major employment
centers.
Program 2.2.3.4. Promote home-based
businesses.
Program 2.2.3.5. Encourage efforts to shift
the time of day of trips away from peak
commuter hours through the use of flex-
time, staggered working hours, and other
means.
Program 2.2.3.6. Promote mixed
commercial and residential use projects in
proximity to employment centers.
Policy 2.2.4. Promote public transit as an
attractive alternative to vehicular
transportation.
Program 2.2.4.1. Promote bus shelters and
bus benches at key transit transfer stops.
Program 2.2.4.2. Maintain the
intracommunity transit service at a minimal
fare amount for users.
Program 2.2.4.3. Maintain the
intracommunity transit service with fixed
routes covering most sections of the City.
Program 2.2.4.4. Evaluate providing a
transit stop for the intracommunity transit
service at the Green Line Metro Rail
Stations at Lakewood Boulevard & the 1-
105 Freeway and at Studebaker Road in
the City of Norwalk to provide added
convenience for transfer passengers to
MTA routes.
Program 2.2.4.5. Evaluate providing transit
stops for the intracommunity transit service
at transit stops of intracommunity transit
services of adjacent communities.
Attachment F
Page - 16
Goals, Policies, & Programs Status Notes
Program 2.2.4.6. Promote and maintain the
appearance, cleanliness, and maintenance
of transit stops.
Program 2.2.4.7. Coordinate and evaluate with
MTA and other public transit authorities to
assure their planning efforts will meet the
changing and increasing public transit needs
of the City, especially along Lakewood
Boulevard.
Program 2.2.4.8. Encourage Downey business
to provide employee information to public
transit authorities to assist in their planning for
public transit services.
Program 2.2.4.9. Review projected
development and redevelopment of land with
public transit authorities to determine whether
alterations to service will be required.
GOAL 2.3. REDUCE ADVERSE IMPACTS
FROM TRUCK TRAFFIC.
Policy 2.3.1. Promote the safe and efficient
movement of truck traffic through the City.
Program 2.3.1.1. Enforce truck traffic to use
designated truck routes in the City.
Program 2.3.1.2. Co-ordinate with local,
regional, and state agencies involved in
mitigating truck traffic impacts in the
region.
Program 2.3.1.3. Widen street right-of-way
to accommodate truck turning movements.
Program 2.3.1.4. Promote efforts to
encourage the use and extension of the
railroad transportation corridors (including
the Alameda Corridor) to relieve traffic on
city streets.
Attachment F
Page - 17
Goals, Policies, & Programs Status Notes
Program 2.3.1.5. Support truck mobility
efforts to keep container truck traffic
traveling through the region on freeways.
Policy 2.3.2. Minimize negative impacts
associated with truck traffic.
Program 2.3.2.1. Discourage truck parking
on public streets.
Program 2.3.2.2. Maintain landscape
islands on and/or adjacent to truck routes
with mature specimen fully grown
landscape screens to minimize noise, dust,
and visual impacts.
Program 2.3.2.3. Promote property
development designs along truck routes
that minimize noise, dust, and visual
impacts through the use of berms,
landscape screening, walls, and other
design features.
Program 2.3.2.4. Ensure that land uses
generating high amounts of truck traffic
provide compensation to the city for
projected pavement wear of public streets.
GOAL 2.4. REDUCE ADVERSE IMPACTS
ONTO CITY STREETS FROM TRAFFIC
TRAVELING THROUGH THE REGION.
Policy 2.4.1. Discourage the use of city streets
as through routes for traffic traveling through
the region.
Program 2.4.1.1. Coordinate with CalTrans,
MTA, SCAG, Gateway Cities COG and
other agencies to promote multi-modal
improvement strategies to improve the
regional transportation network.
Program 2.4.1.2. Coordinate with 1-5 Joint
Power Authority regarding increasing
capacity of the 1-5 Freeway in a method
that minimizes impacts on private
properties.
Attachment F
Page - 18
Goals, Policies, & Programs Status Notes
Program 2.4.1.3. Support efforts to upgrade
the 1-710 freeway to address and restrict
container truck traffic.
Program 2.4.1.4. Comply with provisions of
the Congestion Management Plan,
adopted by Los Angeles County.
Program 2.4.1.5. Support regional efforts to
develop high-speed trains and other
modes of regional travel other than single-
occupant vehicles.
GOAL 2.5. MINIMIZE THE IMPACTS FROM
THE LACK OF PARKING.
Policy 2.5.1. Provide for adequate parking
supply to meet parking demands.
Program 2.5.1.1. Periodically review the
adequacy of parking standards in regards
to vehicle ownership patterns and vehicle
sizes.
Program 2.5.1.2. Update standards for
residential housing units to provide
additional parking spaces and driveway
areas that may also be used for parking of
vehicles.
Program 2.5.1.3. Balance the need for
parking with not creating other secondary
negative impacts.
Program 2.5.1.4. Maximize off-street
parking to minimize demands on on-street
parking.
Program 2.5.1.5. Minimize parking demand
spillover effects onto adjacent streets and
properties.
Program 2.5.1.6. Promote joint use, shared,
and off-site parking where appropriate.
Program 2.5.1.7. Promote the consolidation
of parking areas and driveways where
possible.
Attachment F
Page - 19
Goals, Policies, & Programs Status Notes
Program 2.5.1.8. Promote safe and efficient
design for parking areas.
Program 2.5.1.9. Provide adequate on-site
loading areas so that parking areas are
not impacted by loading activities.
GOAL 2.6. ELIMINATE TRAFFIC DELAYS
CAUSED BY RAILROAD CROSSINGS.
Policy 2.6.1. Provide for the grade separation
or abandonment of the Union Pacific Railroad
Line, parallel to Firestone Boulevard.
Program 2.6.1.1. Document traffic delays
caused by railroad line crossings and/or
faulty signals by quantifying cost of traffic
delays by number of vehicle hours and life
loss due to delay to paramedics getting
across.
Program 2.6.1.2. Evaluate the cost and
feasibility of a grade separation of the
railroad line.
Program 2.6.1.3. Establish a development
recovery fee program to require new
developments and expansions of existing
developments to contribute towards an
eventual grade separation and other
railroad-related improvements.
GOAL 2.7. MAINTAIN THE CITY'S
INFRASTRUCTURE.
Policy 2.7.1. Provide adequate utility and
communications infrastructure.
Program 2.7.1.1. Promote upgrades and
maintenance of utility and communication
systems.
Program 2.7.1.2. Promote the expansion of
communication networks to meet the
needs of city residents, businesses, and
other land uses.
Attachment F
Page - 20
Goals, Policies, & Programs Status Notes
Policy 2.7.2. Obtain funding for necessary
maintenance and upgrades to infrastructure.
Program 2.7.2.1. Promote alternative
funding sources for infrastructure
maintenance and upgrades.
Program 2.7.2.2. Develop master plans to
identify needs, priorities, and cost for
infrastructure maintenance and upgrades.
Program 2.7.2.3. Continue to use the
multiple- year Capital Improvements
Program to address funding of
infrastructure maintenance and upgrades.
Program 2.7.2.4. Promote funding
mechanisms, such as user fees,
assessment districts, and impact fees,
where service fees charged are based on
the direct benefit derived from the
services.
Program 2.7.2.5. Ensure that future
development contributes its fair share on
mitigating its impact on public
infrastructure.
Program 2.7.2.6. Establish an impact
recovery fee program so that new
developments and expansions of existing
developments share the cost of providing
infrastructure maintenance and upgrades
necessary for the development.
Other Goals, Policies, or Programs:
Attachment F
Page - 21
Conservation Element
Goals, Policies, & Programs Status Notes
GOAL 4.1. PROVIDE AN ADEQUATE WATER
SUPPLY FOR THE NEEDS OF RESIDENTS,
WORKERS, AND VISITORS TO THE CITY.
Policy 4.1.1. Promote conservation of water
resources.
Program 4.1.1.1. Continue providing
information to the public promoting the
benefits of water conservation.
Program 4.1.1.2. Develop, through the
municipal water company. financial
incentives for water users to conserve
water, including individual meters and a
tiered billing structure that charges
excessive water use at a higher rate.
Program 4.1.1.3. Promote the continued use
of water conservation methods at city-
owned facilities, such as parks and golf
courses.
Program 4.1.1.4. Encourage the use of
reclaimed water, or re-use of water on-site,
for new and redevelopment projects.
Program 4.1.1.5. Expand the availability of
reclaimed water by extending the dual-
pipe water system.
Program 4.1.1.6. Promote drought-tolerant
plants, rain sensors, moisture sensors and
other water conservation methods for
plant landscaping projects.
Program 4.1.1.7. Promote water conserving
appliances, equipment, and plumbing
fixtures for new developments and
remodels.
Program 4.1.1.8. Monitor periodically water
pipe system to check and correct leaks.
Attachment F
Page - 22
Goals, Policies, & Programs Status Notes
Policy 4.1.2. Maintain the water supply system
to meet water demands.
Program 4.1.2.1. Coordinate with the Water
Replenishment District to anticipate water
demand and supply.
Program 4.1.2.2. Develop a Water System
Master Plan that describes what will be
needed for maintenance of the system.
Program 4.1.2.3. Review periodically water
service rates and fees to ensure that
adequate funds are available for
maintenance of the system.
GOAL 4.2. PREVENT THE CONTAMINATION
OF GROUNDWATER.
Policy 4.2.1. Monitor and improve groundwater
quality.
Program 4.2.1.1. Monitor production well
water quality.
Program 4.2.1.2. Provide annual water
quality reports.
Program 4.2.1.3. Coordinate with local,
regional, state and federal efforts to
protect the groundwater supply and
enhance groundwater quality.
Program 4.2.1.4. Discourage business
practices and land use classes that
contribute to soil contamination that
degrade groundwater quality.
GOAL 4.3. REDUCE THE CONTAMINANT
LEVEL AT BEACHES AND OCEANS.
Policy 4.3.1. Reduce the contaminant level of
stormwater and urban runoff generated within
Downey.
Program 4.3.1.1. Provide treatment of runoff
generated by properties on-site before
release into the storm drain system.
Attachment F
Page - 23
Goals, Policies, & Programs Status Notes
Program 4.3.1.2. Discourage activities that
generate pollutants on parking lots, and
public streets.
Program 4.3.1.3. Promote effective street
cleaning.
Program 4.3.1.4. Encourage proper storage
and handling of construction materials to
avoid the contact of pollutants with storm
water runoff during construction.
Program 4.3.1.5. Preserve existing naturally
vegetated areas and encourage re-
vegetation and soil restoration where
feasible.
GOAL 4.4. PRESERVE TREES WHEREVER
POSSIBLE.
Policy 4.4.1. Preserve trees on private and
public property.
Program 4.4.1.1. Discourage the removal of
trees on private and public property.
Program 4.4.1.2. Adopt a tree preservation
ordinance requiring a permit to remove
mature trees.
Program 4.4.1.3. Promote the installation of
new trees when damaged or dying trees
are removed.
Program 4.4.1.4. Maintain an inventory of
significant trees on private property.
GOAL 4.5. ENCOURAGE ACTIVITIES THAT
IMPROVE AIR QUALITY.
Policy 4.5.1. Pursue every available means and
opportunities to reduce air particulate and
pollutants within the city and region.
Program 4.5.1.1. Coordinate with other
agencies, including school districts, transit
agencies, and regional agencies, including
South Coast Air Quality Management
Attachment F
Page - 24
Goals, Policies, & Programs Status Notes
District and the Southern California
Association of Governments, in their
efforts to implement the regional Air
Quality Management Plan and otherwise
improve air quality.
Program 4.5.1.2. Support regional and
subregional efforts in strategically
managing goods movements in order to
reduce emissions from truck traffic.
Program 4.5.1.3. Reduce air particulate and
other pollutants created by, but not limited
to the operation of diesel engine and
increased truck traffic from marine and
port operations in the Long Beach and Los
Angeles ports and City operations,
especially along the 1-710 freeway corridor.
Program 4.5.1.4. Encourage alternative
modes of travel, such as walking and
cycling, to vehicle use and alternative
modes of employment, such as
telecommuting and home-based
businesses, to reduce emissions
associated with vehicle use.
Program 4.5.1.5. Promote the use of
alternative fuel vehicles, including clean
diesel, compressed natural gas, hydrogen,
that result in reduced emissions, including
in instances involving City operations.
Program 4.5.1.6. Promote community
participation in developing strategies and
projects addressing air quality, such as
Tier 2 1-710 corridor citizen advisory
committee.
Program 4.5.1.7. Pursue means to prohibit
unnecessary operation of engines.
Policy 4.5.2. Improve air quality through land
use decisions.
Program 4.5.2.1. Discourage the placement
of air sensitive uses in close proximity to
Attachment F
Page - 25
Goals, Policies, & Programs Status Notes
areas with concentration of pollutants,
such as congested traffic intersections.
Program 4.5.2.2. Reduce the number and
length of vehicle trips by promoting the
provision of services needed by residents
locally.
Program 4.5.2.3. Discourage land uses
known as major sources of air pollution.
GOAL 4.6. CONSERVE ENERGY
RESOURCES.
Policy 4.6.1. Promote the conservation of
energy by residents and businesses to
conserve energy.
Program 4.6.1.1. Provide incentives for
people to use renewal energy sources
such as solar energy.
Program 4.6.1.2. Implement program to
mitigate potential negative impacts on
residents and businesses during energy
"black outs".
GOAL 4.7. PROVIDE EFFICIENT AND LOW-
COST SOLID WASTE DISPOSAL.
Policy 4.7.1. Reduce the amount of solid waste
generated within the City.
Program 4.7.1.1. Promote educational
programs to explain the benefits of
recycling and source reduction.
Program 4.7.1.2. Encourage recycling and
source reduction to divert recyclable and
reusable materials from the solid waste
sent to landfills.
Program 4.7.1.3. Encourage the
establishment of buy back recycling
centers and material recovery facilities
(MRF).
Program 4.7.1.4. Promote recycling
procedures that are easy for residents and
Attachment F
Page - 26
Goals, Policies, & Programs Status Notes
business to understand and follow to
improve compliance.
New Goals, Policies, and Programs
Attachment F
Page - 27
Safety Element
Goals, Policies, & Programs Status Notes
GOAL 5.1. PROTECT LIFE AND
PROPERTY FROM DISASTERS AND
EMERGENCIES.
Policy 5.1.1. Minimize the level of risk
and exposure to disasters.
Program 5.1.1.1. Maintain a hazard
mitigation plan with a focus on
lowering the community's risk and
exposure to disasters.
Program 5.1.1.2. Promote public
education explaining the benefits of
disasters preparedness.
Policy 5.1.2. Provide resources to
respond to disasters.
Program 5.1.2.1. Maintain an
emergency operation plan to provide
response to a variety of potential
hazards
Program 5.1.2.2. Continually review
the readiness of the Emergency
Operating Center.
Program 5.1.2.3. Maintain the CERT,
Civilian Emergency Response Team,
as a civilian group to supplement
staff during emergencies.
Program 5.1.2.4. Coordinate
emergency preparedness with the
federal, state, school districts and
other local agencies.
GOAL 5.2. PROTECT THE HEALTH,
SAFETY, AND WELFARE OF
RESIDENTS, WORKERS, AND
VISITORS FROM THE IMPROPER USE,
STORAGE, HANDLING, AND DISPOSAL
OF HAZARDOUS MATERIALS.
Attachment F
Page - 28
Goals, Policies, & Programs Status Notes
Policy 5.2.1. Monitor the generation,
storage, and disposal of hazardous
materials.
Program 5.2.1.1. Monitor inactive,
active, or potential hazardous
material contaminated properties,
including the closed landfill at Rio
San Gabriel Park for odor and toxic
gases.
Program 5.2.1.2. Monitor the location,
type of facility, and amount of
hazardous materials kept at
properties.
Program 5.2.1.3. Promote public
information regarding the types of
hazardous materials, which may
include common household items,
and the proper method of disposal.
Program 5.2.1.4. Ensure proper
disclosure of amounts of hazardous
materials by existing uses and
proposed uses, during the business
review process.
Policy 5.2.2. Prevent contamination from
hazardous materials.
Program 5.2.2.1. Ensure that
properties involving hazardous
materials dispose of waste properly.
Program 5.2.2.2. Promote the
convenient "drop-off' collection for
the disposal of hazardous waste
generated by residential households
and other land uses.
Program 5.2.2.3. Adopt a code
amendment to require a conditional
use permit for existing and proposed
facilities with hazardous materials.
Attachment F
Page - 29
Goals, Policies, & Programs Status Notes
Program 5.2.2.4. Monitor continually
the natural gas pipelines for leaks.
Program 5.2.2.5. Ensure the safe
transport of hazardous materials
through City review of routing plans.
Program 5.2.2.6. Review continually
that Hazardous Materials Emergency
Response Plan has adequate
resources.
GOAL 5.3. MAINTAIN AND IMPROVE
FIRE PROTECTION SERVICES.
Policy 5.3.1. Provide adequate response
to fire emergencies.
Program 5.3.1.1. Identify and maintain
an acceptable response time for fire
emergency service calls.
Program 5.3.1.2. Promote adequate
widths on travel lanes along street
and alleys to accommodate
emergency vehicles.
Program 5.3.1.3. Promote the design
of private properties with fire lane
width and turnaround capability
appropriate for emergency vehicle
access.
Program 5.3.1.4. Consider
emergency response as a factor
during the design or redesign of
roadway medians and islands,
including traffic calming designs.
Program 5.3.1.5. Promote the design
or redesign of roadway terminals
(cul-de-sac) and elbows to
accommodate emergency vehicle
turn movements.
Attachment F
Page - 30
Goals, Policies, & Programs Status Notes
Program 5.3.1.6. Control traffic lights
by a city-approved emergency traffic
preemption system.
Policy 5.3.2. Promote fires prevention
programs.
Program 5.3.2.1. Identify fire flow
capacity in various parts of the city.
Program 5.3.2.2. Adopt a master
plan to prioritize and implement the
upgrade of the fire flow system.
Program 5.3.2.3. Ensure that
development projects install fire
hydrants, water mains, or otherwise
contribute its fair share towards
mitigating impacts on the fire flow
system.
Program 5.3.2.4. Promote the use of
fire sprinklers for new, expanded,
and remodeled developments.
Program 5.3.2.5. Promote the use of
fire-retardant materials for roofs.
Program 5.3.2.6. Ensure access for
emergency vehicles through security
pedestrian and vehicular gates.
GOAL 5.4. PROMOTE THE
PROTECTION OF LIFE AND PROPERTY
FROM CRIMINAL ACTIVITIES.
Policy 5.4.1. Prepare for adequate
response to crime.
Program 5.4.1.1. Keep crime rates and
property loss rates at the lowest
levels feasible.
Program 5.4.1.2. Maintain an
acceptable response time for police
emergency service calls.
Attachment F
Page - 31
Goals, Policies, & Programs Status Notes
Program 5.4.1.3. Provide the highest
level of police service with the
resources available.
Program 5.4.1.4. Promote the use of
non-sworn personnel for police
service tasks wherever possible to
maximize the efficiency of sworn
personnel.
Program 5.4.1.5. Promote the use
technology as tools to improve staff
productivity.
Program 5.4.1.6. Promote the design
or redesign of roadway medians and
islands that do not impede
emergency vehicles access.
Program 5.4.1.7. Coordinate with
Federal, State, and County agencies
to address illegal activities.
Policy 5.4.2. Promote crime prevention
programs.
Program 5.4.2.1. Promote the
increased visibility of police in
neighborhoods.
Program 5.4.2.2. Support community
organizations and neighborhood
awareness programs that promote
crime prevention, including
preventing gang activity.
Program 5.4.2.3. Maintain effective
communication, including by
addressing the need for bilingual
staff, between the community and
the City towards achieving long-term
problem solving.
Program 5.4.2.4. Promote
recreational and counseling activities
to provide alternatives to criminal
behavior and activity.
Attachment F
Page - 32
Goals, Policies, & Programs Status Notes
Program 5.4.2.5. Promote
coordination between schools and
the City to address juvenile crime in
a proactive and preventive manner
Program 5.4.2.6. Promote building
and site design during the
development review process that
does not create nuisance and crime
attraction.
GOAL 5.5. ADDRESS THE POTENTIAL
HAZARDS ASSOCIATED WITH
SEISMIC ACTIVITY.
Policy 5.5.1. Minimize damage in the
event of a major earthquake.
Program 5.5.1.1. Promote public
information about earthquake safety.
Program 5.5.1.2. Monitor seismic
activity to identify new potential for
fault rupture, liquefaction, and other
seismic related hazards.
Program 5.5.1.3. Monitor
groundwater table levels as they
relate to liquefaction hazards.
Program 5.5.1.4. Ensure the
preparation of geotechnical reports
for developments to address soil
liquefaction hazards.
Program 5.5.1.6. Ensure the
placement of utility lines
underground.
GOAL 5.6. MINIMIZE POTENTIAL
ADVERSE IMPACTS FROM FLOODING.
Policy 5.6.1. Protect life and property
from flooding hazards.
Program 5.6.1.1. Continue to
participate in the Federal Emergency
Management Agency flood program.
Attachment F
Page - 33
Goals, Policies, & Programs Status Notes
Program 5.6.1.2. Educate the public
that the City is located in an "X" flood
zone where flood insurance is no
longer mandatory.
Program 5.6.1.3. Mitigate hazards
from possible dam or levee failure,
including the raising of bridges and
levees along rivers, including in
areas outside the City.
Policy 5.6.2 Minimize the potential for
flooding due to stormwater generation.
Program 5.6.2.1. Minimize increases
in the amount of stormwater
generated by existing and proposed
land uses.
Program 5.6.2.2. Maximize the
amount of pervious surfaces on
properties to absorb stormwater and
decrease runoff volumes.
Program 5.6.2.3. Preserve existing
naturally vegetated areas and
encourage re-vegetation and soil
restoration where feasible.
GOAL 5.7. REDUCE THE LIKELIHOOD
OF TRAFFIC ACCIDENTS.
Policy 5.7.1. Promote traffic safety
along streets.
Program 5.7.1.1. Enforce speed limits
throughout the city, but especially on
streets in residential areas
Program 5.7.1.2. Discourage objects
that block visibility by drivers of
vehicles entering onto streets.
Program 5.7.1.3. Promote street
design that impedes the use of local
residential streets as bypass and
through routes.
Attachment F
Page - 34
Goals, Policies, & Programs Status Notes
Program 5.7.1.4. Promote programs
that encourage driver courtesy.
Program 5.7.1.5. Promote effective
signage visible to motorists.
Program 5.7.1.6. Promote the parking
and access agreements and parking
consolidation to reduce the number
of driveway access points on streets.
Program 5.7.1.7. Provide for vehicles
to enter onto streets in a
perpendicular manner.
Program 5.7.1.8. Promote designs to
provide for vehicles to enter onto
streets in a forward manner.
Policy 5.7.2. Increase the visibility of
pedestrians and vehicles by promoting
the installation of lighting.
Program 5.7.2.1. Adopt a Master Plan
for installation of streetlights.
Program 5.7.2.2. Require street lights
for new developments.
Program 5.7.2.3. Establish a
development recovery fee program
to require new developments and
expansions of existing developments
to fund the cost of streetlights.
Program 5.7.2.4. Promote adequate
lighting on site designs through the
development review process in
parking lots and walkways.
Policy 5.7.3. Promote the installation of
sidewalks and walkways to improve
traffic safety.
Program 5.7.3.1. Adopt a Master Plan
for installation of sidewalks for major
arterials, secondary arterials,
collector streets and school routes.
Attachment F
Page - 35
Goals, Policies, & Programs Status Notes
Program 5.7.3.2. Encourage the
installation of sidewalks in new
developments and major remodeling
consistent with the sidewalk Master
Plan.
Program 5.7.3.3. Promote street
intersection design and signalization
that are safe and convenient to
pedestrians and bicyclists.
Program 5.7.3.4. Promote internal
walkways and bikeways on private
property that are safe and
convenient to bicyclists.
GOAL 5.8. REDUCE THE POSSIBILITY
OF AIRBORNE ACCIDENTS.
Policy 5.8.1. The City shall work with
other agencies to alter the flight path to
LAX.
Contact the FAA requesting that the
FAA consider altering the flight path
to LAX.
GOAL 5.9. PROMOTE THE WELL-
BEING AND GENERAL HEALTH OF
THOSE THAT LIVE AND WORK IN
DOWNEY.
Policy 5.9.1. Support the provision of
health care services.
Program 5.9.1.1. Encourage the
establishment and expansion of uses
providing health care services and
areas designated for health care
services.
Program 5.9.1.2. Support the
maintenance of regional trauma
centers.
Attachment F
Page - 36
Goals, Policies, & Programs Status Notes
Policy 5.9.2. Promote healthy building
design and use as a means to prevent
future medical problems.
Program 5.9.2.1. Discourage the
placement of trash collection areas
in the vicinity of adjoining housing
units or properties.
Program 5.9.2.2. Encourage that
each housing unit is provided with a
adequate sized private enclosed
yard for the exercise and play needs
of residents.
Program 5.9.2.3. Encourage that
common open spaces in multiple-
family developments that are easily
accessible to all residents.
Program 5.9.2.4. Discourage public
street lighting and private lighting
that create glare onto adjacent
properties, street traffic, and the sky
above.
Program 5.9.2.5. Support the County
Health Department relating to
restaurant inspections and other
objectives.
Program 5.9.2.6. Discourage the
overcrowding of dwellings.
GOAL 5.10. PROVIDE ACCESS TO
HOSPITALS FROM THE NORTHERN
PART OF THE CITY DURING
EMERGENCIES.
Policy 5.10.1. Adopt a plan for a grade
separation of the Union Pacific Railroad
Line, parallel to Firestone Boulevard, at
Brookshire Avenue to allow emergency
vehicle access to hospitals from the
north.
Attachment F
Page - 37
Goals, Policies, & Programs Status Notes
Program 5.10.1.1. Identify as a
priority a railroad grade
separation at Brookshire Avenue,
either as part of or not a part of a
larger grade separation project.
New Goals or Policies
Attachment F
Page - 38
Noise Element
Goals, Policies, & Programs Status Notes
GOAL 6.1. PROTECT PERSONS FROM
EXPOSURE TO EXCESSIVE NOISE.
Policy 6.1.1. Minimize noise impacts onto
noise-sensitive uses.
Program 6.1.1.1. Enforce noise
standards
Program 6.1.1.2. Ensure that new
developments within areas with
exterior noise at unacceptable levels
are designed to maintain interior
noise levels at acceptable levels.
Program 6.1.1.3. Continue to enforce
provisions prohibiting construction
activities during noise-sensitive
hours.
Program 6.1.1.4. Encourage the use of
different construction methods,
including insulation, for new
developments to reduce noise
impacts generated by other land
uses and traffic.
Program 6.1.1.5. Discourage the
establishment of noise sensitive
land uses within areas where noise
cannot be mitigated.
Program 6.1.1.6. Consider the
establishment of a program to retrofit
to acceptable noise levels, noise
sensitive land uses within areas with
exterior noise are at unacceptable
levels.
Policy 6.1.2. Update the City's noise
standards.
Program 6.1.2.1. Review periodically
the Noise Chapter of the Municipal
Code and establish new noise
Attachment F
Page - 39
Goals, Policies, & Programs Status Notes
performance standards as
necessary.
Program 6.1.2.2. Evaluate amending
the code to reduce the maximum
permissible noise levels above
ambient levels.
GOAL 6.2. PROTECT PERSONS FROM
EXPOSURE TO EXCESSIVE NOISE
GENERATED BY VARIOUS MODES OF
TRANSPORTATION.
Policy 6.2.1. Reduce noise generated by
vehicular traffic.
Program 6.2.1.1. Coordinate with and
encourage Caltrans to install and
maintain freeway sound walls
especially providing sound walls for
the south side of the 1-5 Freeway
east of Lakewood Boulevard
adjacent to Dennis the Menace Park.
Program 6.2.1.2. Enforce regulations
to require truck traffic to use
designated truck routes in the City.
Program 6.1.1.3. Continue to work
with the Metropolitan Transportation
Authority and other transit agencies
towards minimizing noise impacts by
discouraging the use of local
residential streets as transit routes.
Program 6.2.1.4. Enforce the State
motor vehicle noise standards for
cars, trucks and motorcycles through
coordination with the Downey Police
Department and the California
Highway Patrol.
Program 6.2.1.5. Review City
operations to ensure that noise from
its own actions, such as refuse
collection, street cleaning, and
transit, are reduced to the lowest
Attachment F
Page - 40
Goals, Policies, & Programs Status Notes
possible level and lessen the
contribution to noise pollution.
Program 6.2.1.6. Enforce speed limits
on local residential streets to
discourage the use of local
residential streets by business and
commuter through traffic.
Program 6.2.1.7. Promote the use of
alternative fuel vehicles that result in
reduced noise generation than
standard gasoline vehicles.
Policy 6.2.1. Reduce noise generated by
vehicular traffic.
Program 6.2.2.1. Coordinate with the
railroad companies in developing
and implementing noise reduction
methods in their operations.
Program 6.2.2.2. Encourage railroad
companies to develop and
implement programs to minimize
train pass by and switching
movement noise, and the use of
horns, especially near noise
sensitive areas and during the night.
Program 6.2.2.3. Coordinate with the
railroad companies to maintain
rubberized railroad crossings at
intersections.
Program 6.2.2.4. Promote the
eventual grade separation of the
Union Pacific Railroad Line, parallel
to Firestone Boulevard.
Policy 6.2.3. Promote reducing noise
generated by air traffic.
Program 6.2.3.1. Co-ordinate with the
Federal Aviation Administration, the
Division of Aeronautics and the Los
Angeles County Airport Land Use
Commission to develop guidelines
Attachment F
Page - 41
Goals, Policies, & Programs Status Notes
for addressing airplane and
helicopter noise, including
unplanned flights.
Program 6.2.3.2. Recommend that
the Federal Aviation Administration
(FAA) divert air traffic from the
Downey flight path.
Program 6.2.3.3. Monitor plans for
expansion of the LAX Airport as they
relate to reducing air traffic over
Downey.
Program 6.2.3.4. Promote the
creation of new regional airports to
mitigate increase in flights over
Downey en route to LAX.
Program 6.2.3.5. Develop an
ordinance relating to the siting of
helicopter landing pads in the city.
GOAL 6.3. MINIMIZE NOISE IMPACTS
OF NOISE-SENSITIVE LAND USES.
Policy 6.3.1. Minimize the amount of
noise generated by land uses.
Program 6.3.1.1. Discourage
proposed land uses from generating
noise at acceptable levels.
Program 6.3.1.2. Ensure that existing
land uses that are generating noise
beyond the acceptable levels reduce
noise levels to acceptable levels.
Program 6.3.1.3. Concentrate land
uses that generate high amount of
traffic at locations where local
residential streets will not be used as
through traffic routes, thus creating
more traffic-related noise.
Program 6.3.1.4. Consider noise
impacts generated by schools,
Attachment F
Page - 42
Goals, Policies, & Programs Status Notes
churches, and other similar noise-
sensitive uses.
Program 6.3.1.5. Discourage loading
doors, windows, and other openings
on buildings from facing residential
and other noise-sensitive land uses.
Program 6.3.1.6. Discourage the
placement of air conditioning
equipment, electric generators, or
other noise-generating equipment in
close proximity to adjacent
properties.
Program 6.3.1.7. Encourage that
activities are maintained indoors to
reduce noise impacts onto adjacent
properties.
Program 6.3.1.8. Amend the code to
expanding the list of land uses
prohibited from locating adjacent to
residential zones and those that
require a conditional use permit to
be established adjacent to
residential zones based on the
potential of increasing ambient noise
levels.
Program 6.3.1.9. Concentrate
construction activities producing the
most noise during midday hours to
minimize impacts onto nearby
residents.
Program 6.3.1.10. Encourage the
use of noise suppression
equipment.
New Goals or Policies
Attachment F
Page - 43
Open Space Element
Goals, Policies, & Programs Status Notes
GOAL 7.1. AUGMENT THE
AVAILABILITY OF OPEN SPACE
AREAS WITH OTHER OPEN
SPACES BESIDES PUBLIC PARKS.
Policy 7.1.1. Preserve undeveloped
areas that function as open space.
Program 7.1.1.1. Adopt an
ordinance that designates parks,
golf courses, cemeteries, public
schools, utility easements,
railroad rights-of-ways, and
riverbeds as open space.
Program 7.1.1.2. Revise the open
space zoning code standards to
clarify which land uses are
designated as open space areas.
Program 7.1.1.3. Discourage the
development of properties
designated as open space areas,
such as parks, golf courses,
cemeteries, public schools, utility
easements, railroad rights-of-
ways, and riverbeds, that would
limit the property's functionality
as open space.
Program 7.1.1.4. Promote the use
of properties designated as
open space areas for recreation
purposes.
Program 7.1.1.5. Promote the
creation of and expansion of
areas designated for open
space.
GOAL 7.2. OPTIMIZE THE USE OF
ESTABLISHED PUBLIC PARKS TO
MEET THE NEEDS OF RESIDENTS.
Attachment F
Page - 44
Policy 7.2.2. Upgrade existing park
facilities.
Program 7.2.2.1. Maintain an
adequate level of recreational
staffing at park facilities.
Program 7.2.2.2. Develop a Park
Maintenance Master Plan to
identify needed upgrades to
existing park facilities.
Program 7.2.2.3. Provide funding
for park improvements in the
upgrades to existing park
facilities in the Capital
Improvement Program.
Program 7.2.2.4. Expand fees
charged for development to fund
park maintenance and upgrade.
Program 7.2.2.5. Secure
alternative means of funding,
such as grants, donations, user
fees and public/private
partnerships, for parks upgrades.
GOAL 7.3. INCREASE THE
AMOUNT OF PARK ACREAGE.
Policy 7.3.1. Promote the expansion
of the existing park system.
Program 7.3.1.1. Promote the
creation of new parks, especially
in areas of the city in the
greatest need of additional
parks.
Program 7.3.1.2. Develop a public
park at the Downey Landing
development site.
Program 7.3.1.3. Develop an
open space area or plaza in the
downtown area.
Program 7.3.1.4. Develop a
portion of the Rancho Business
Attachment F
Page - 45
Center for a park and historic
interpretative center.
Program 7.3.1.5. Promote the
development of pocket parks.
GOAL 7.4. COMBINE EFFORTS BY
THE LOCAL SCHOOL DISTRICTS
AND THE CITY TOWARDS
ENHANCING THE COMMUNITY.
Policy 7.4.1. Support the local school
districts and other groups involved
with providing educational facilities
for residents.
Program 7.4.1.1. Maintain effective
lines of communication between
the local school districts, the City
and the community.
Program 7.4.1.2. Ensure that new
developments adequately
mitigate potential impacts on
area schools.
Program 7.4.1.4. Support efforts
to raise funds for local school
districts and other groups
involved with providing
educational facilities for
residents.
Program 7.4.1.5. Actively work
with private, non-profit and
public community services
organizations to provide
educational and community
services including child care,
English translation, after school
programs and recreational
activities.
Program 7.4.1.1. Maintain effective
lines of communication between
the local school districts, the City
and the community.
Attachment F
Page - 46
Policy 7.4.2. Promote the use of
recreational facilities and programs
on school properties by residents.
Program 7.4.2.1. Support the
development of recreational
facilities on school properties for
use by residents.
Program 7.4.2.2. Promote the
availability of school recreational
facilities for use by residents.
Program. 7.4.2.3. Consider
acquiring surplus school
properties for open space and
park use.
New Goals, Policies, and Programs
Attachment F
Page - 47
Design Element
Goals, Policies, & Programs Status Notes
GOAL 8.1. PROMOTE QUALITY
DESIGN FOR NEW, EXPANDED,
AND REMODELED
CONSTRUCTION.
Policy 8.1.1 Promote architectural
design of the highest quality.
Program 8.1.1.1. Discourage
construction with architectural
design of poor quality.
Program 8.1.1.2. Assist
homeowners and builders by
providing design guidelines to
illustrate good design.
Program 8.1.1.3. Utilize the
Design Review Board to
provide professional assistance
to builders of multiple family
residential, commercial, and
other non-residential
developments.
Program 8.1.1.4. Develop design
guidelines for multiple family
residential, commercial, and
other non-residential
developments
Program 8.1.1.5. Encourage
applicants to use licensed
professionals to prepare
architectural and landscaping
plans.
Program 8.1.1.6. Encourage
developments to be "internally
compatible" in architectural
design.
Program 8.1.1.7. Encourage
apartments to be designed with
Attachment F
Page - 48
Goals, Policies, & Programs Status Notes
amenities found in ownership-
based developments.
Program 8.1.1.8. Promote good
quality sign design.
GOAL 8.2. MAINTAIN AND
ENHANCE THE APPEARANCE OF
PROPERTIES.
Policy 8.2.1. Promote compliance
with code regulations.
Program 8.2.1.1. Promote public
information explaining activities
that are potential code
violations.
Program 8.2.1.2. Promote
proactive measures to ensure
maintenance of properties.
Program 8.2.1.3. Identify specific
areas as neighborhood
preservation areas so that
resources may be focused on
areas that especially need code
enforcement.
Program 8.2.1.4. Eliminate code
violations as these are
identified during the
development review process.
Program 8.2.1.5. Eliminate
outdated code requirements.
Program 8.2.1.6. Facilitate code
enforcement through adoption
of a property maintenance
ordinance.
Policy 8.2.2. Promote the
upgrading of properties.
Program 8.2.2.1. Promote public
information explaining the
Attachment F
Page - 49
Goals, Policies, & Programs Status Notes
benefits of upgrading property
appearance.
Program 8.2.2.2. Support
property beautification contests
to draw attention to the
importance of upgrading
property appearance.
Program 8.2.2.3. Support the
Keep Downey Beautiful
programs.
GOAL 8.3. PROMOTE THE
ENHANCEMENT OF THE
STREETSCAPE.
Policy 8.3.1. Enhance the views of
property from public streets to
exhibit a positive image.
Program 8.3.1.1. Promote
prevailing street yard setbacks
for buildings consistent with
adjacent properties.
Program 8.3.1.2. Maximize the
landscaped setback on street
yard setbacks.
Program 8.3.1.3. Minimize the
amount of pavement and other
non-plant material along the
street yard setbacks.
Program 8.3.1.4. Discourage the
use of street yard setbacks for
uses and activities inconsistent
with portraying a positive image
of the community.
Program 8.3.1.5. Discourage
security devices and fence/wall
designs that portray an image
that the community is unfriendly
and uninviting.
Attachment F
Page - 50
Goals, Policies, & Programs Status Notes
Program 8.3.1.6. Encourage the
enhancement of views along
the railroad right-of-way visible
from street right-of ways.
Policy 8.3.2. Promote city-initiated
streetscape enhancement projects.
Program 8.3.2.1. Develop
entrance marker signs with
landscaping enhancements at
the City boundary of major
arterials.
Program 8.3.2.2. Landscape,
maintain and expand the City's
street medians and islands
along major arterials.
Program 8.3.2.3. Establish
landscaped and lighting
maintenance districts along
major arterials to fund median
and entry cost
Program 8.3.2.4. Promote
attractive street furniture and
fixtures.
Policy 8.3.3. Promote the
installation of new trees.
Program 8.3.3.1. Promote the
installation of new trees
throughout the City, but
especially where visible from
the street.
Program 8.3.3.2. Identify streets
that are deficient in trees.
Program 8.3.3.3. Implement the
City Master Street Tree Plan for
planting, removal, replacement,
type and maintenance of trees
in the public right-of-ways.
Attachment F
Page - 51
Goals, Policies, & Programs Status Notes
Program 8.3.3.4. Seek
alternative funding to plant new
trees, including grants and
donations.
Program 8.3.3.5. Support
volunteer efforts to plant new
trees.
GOAL 8.4. ENHANCE DOWNEY’S
CULTURAL RESOURCES.
Policy 8.4.1. Identify the city's
cultural resources.
Program 8.4.1.1. Conduct a
survey to identify historic and
architecturally significant
structures, locations and
archeological resources.
Program 8.4.1.2. Seek listing for
appropriate properties on the
National Register of Historic
Places and the California State
Register of Historic Resources.
Program 8.4.1.3. List significant
historic resources in a Downey
Register of Historic Places.
Program 8.4.1.4. Establish a
Council-appointed commission
to addresses cultural resources
issues, such as public art,
historical preservation, and
architectural resources.
Program 8.4.1.5. Promote public
information through the local
schools, churches and other
organizations, which explains
the benefits of historic
preservation and enhancement
of cultural resources.
Program 8.4.1.6. Recognize
Downey's historic significance
Attachment F
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Goals, Policies, & Programs Status Notes
as a premier locale for post
World War II and 1950s style
architecture.
Program 8.4.1.7. Support and
recognize individuals and
groups, such as the Downey
History Center, which work to
preserve Downey's historic
resources.
Policy 8.4.2. Preserve the city's
cultural resources.
Program 8.4.2.1. Adopt a historic
preservation ordinance that
would require a permit to
demolish or modify a historic
resource.
Program 8.4.2.2. Provide
incentives for property owners
to historic preservation for
resource protection and
continue to add more
incentives as opportunities
arise.
Program 8.4.2.3. Promote the
preservation and restoration of
older structures.
Program 8.4.2.4. Encourage
adaptive re-use of older
structures.
Program 8.4.2.5. Reuse existing
historic architectural elements
in new construction when
preservation of historic
resources is not feasible.
Program 8.4.2.6. Discourage
the relocation of historic
resources, or if necessary,
relocate the historic resource
within Downey.
Attachment F
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Goals, Policies, & Programs Status Notes
Program 8.4.2.7. Preserve
and/or relocate significant
archeological resources.
Policy 8.4.3. Enhance the city's
existing cultural resources.
Program 8.4.3.1. Develop an
ordinance to fund and/or
require public art as part of new
development.
Program 8.4.3.2. Support and
encourage community events,
such as the Downey Street
Faire, Holiday Lane Parade and
ARC Walk.
Program 8.4.3.3. Support and
encourage groups, such as the
Downey Museum of Art,
Downey Civil Light Opera,
Downey Symphonic Society,
Downey Historical Society and
Downey Rose Float Association.
Program 8.4.3.4. Encourage
cultural uses to be more
centrally located - preferably in
the downtown area.
Program 8.4.3.5. Develop a
museum/learning center as part
of the Downey Landing
development.
Attachment F
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Economic Development Element
Goals, Policies, & Programs Status Notes
GOAL 9.1. ATTRACT AND RETAIN
BUSINESSES.
Policy 9.1.1 Develop programs to
attract and retain businesses.
Program 9.1.1.1. Develop
economic strategies for
business attraction and
retention.
Program 9.1.1.2. Provide
incentives for business
retention and expansion.
Program 9.1.1.3. Monitor real
estate market trends and adjust
economic strategies
accordingly.
Program 9.1.1.4. Promote sites
available for development.
Program 9.1.1.5. Continue the
revitalization of commercial and
industrial corridors.
Program 9.1.1.6. Use
redevelopment funds, to the
extent possible, for purposes of
business retention, expansion
and attraction programs using
marketing, outreach and other
techniques.
Program 9.1.1.7. Promote
through public information the
benefits of businesses locating
in Downey.
Policy 9.1.2. Capitalize on the City's
location as an asset.
Attachment F
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Goals, Policies, & Programs Status Notes
Program 9.1.2.1. Capitalize on
the city's central location and
accessibility surrounded by four
freeways: the 1-5. 1- 605, 1-710
and 1-105.
Program 9.1.2.2. Capitalize on
the regional draw generated by
Stonewood Mall, Downey
Landing site, and other
regional-oriented land uses.
Program 9.1.2.3. Capitalize on
the city's location within a
region with an entertainment-
related economic base.
GOAL 9.2. PROMOTE DOWNEY
AS AN EMPLOYMENT CENTER.
Policy 9.2.1. Promote job-
generating land uses.
Program 9.2.1.1. Discourage
nonresidential land uses that
do not produce jobs.
Program 9.2.1.2. Promote
employment centers that have
potential to serve as catalyst for
the creation of additional jobs.
Program 9.2.1.3. Promote
employment that increases the
daytime population of the city
creating customer demand for
other businesses.
Policy 9.2.2. Promote employment
in various economic sectors to
shield against business cycles.
Program 9.2.2.1. Promote a
diversified employment base
with jobs in sectors in addition
to retail sales.
Attachment F
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Goals, Policies, & Programs Status Notes
Program 9.2.2.2. Promote
movie-production and other
activities related to the
entertainment sector.
Policy 9.2.3. Expand quality
employment opportunities through
education.
Program 9.2.3.1. Support
regional efforts that provide job
training, placement and other
related services.
Program 9.2.3.2. Promote adult
education programs to provide
employees to continuing
update their work skills.
Program 9.2.3.3. Promote the
creation of trade schools and
other educational-related land
uses.
GOAL 9.3. ENSURE THE
CONTINUED FISCAL BALANCE
OF THE COMMUNITY.
Policy 9.3.1. Balance the
maximization of revenue
generation with costs for providing
services.
Program 9.3.1.1. Encourage land
uses that generate property tax
and sales tax revenue.
Program 9.3.1.2. Promote a
diversified sales tax base by
discouraging the over-
concentration of a particular
land use that will preclude the
establishment of other uses.
Program 9.3.1.3. Encourage the
growth and establishment of
Attachment F
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Goals, Policies, & Programs Status Notes
industries that generate local
point-of sale tax advantages.
Program 9.3.1.4. Encourage a
diversified tax base by
encouraging revenue derived
from sources other than sales
taxes and property taxes.
Program 9.3.1.5. Monitor the
quantity of tax-exempt land
uses, including other
government agencies and
utilities.
Program 9.3.1.6. Promote
developments that maintain a
balance between the costs of
providing municipal services
and benefits of developing the
land.
Program 9.3.1.7. Promote
alternative funding for services
and infrastructure.
GOAL 9.4. PROMOTE QUALITY
CUSTOMER SERVICE.
Policy 9.4.1. Promote staff
resources to better provide
service.
Program 9.4.1.1. Encourage
professional development such
as training and educational
advancement.
Program 9.4.1.2. Maintain staff
levels to sustain service quality.
Program 9.4.1.3. Maintain the
high level of standards for
quality of staff and work
produced.
Program 9.4.1.4. Encourage the
integration across City divisions
Attachment F
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Goals, Policies, & Programs Status Notes
and departments to accomplish
city objectives.
Policy 9. 4.2. Streamline the
development review process.
Program 9.4.2.1. Utilize
advanced technology, such as
relational databases, image
retrieval systems, and
geographical information
systems (GIS), to provide
improve information delivery
and availability.
Program 9.4.2.2. Expand the
City Land Use Information
System (LUIS) to store
information related to land use
and property inquiries.
Program 9.4.2.3. Establish a
permit tracking system.
Program 9.4.2.4. Convert
paper-based information to
digital-based formats to
facilitate integration into
interdepartmental information
networks.
Program 9.4.2.5. Expand the
use of the city Internet web site
for public information.
Attachment F
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New Goals and Policies Status Notes
Attachment F
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New Goals and Policies Status Notes
Attachment F
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New Goals and Policies Status Notes
Attachment F