Technical Appendices - Virginia Commonwealth University

Panel Members: 

Mary Reynolds, Henrico Department of Community Revitalization 

Dr. John Accordino, Panel Chair 

Morton Gulak. Instructor 

Jacek Ghosh, Visiting Scholar 

This plan was developed 

As a requirement for completion of the 

Master of Urban and 

Regional Planning Program 

L. Douglas School of Government and Public Affairs 

Virginia Commonwealth University 

May 2007 

ii

Table of Contents 

EXECUTIVE SUMMARY..………………………………………………….………...…….….v 

INTRODUCTION ……………………………..………………………………..…………..……..x 

EXISTING CONDITIONS AND REVITALIZATION POTENTIAL……....…..1 

Surrounding Influences ……………………………………………………………………...….……..2 

Previous Revitalization Plans …………………………………………..…………………...…...…..8 

Public Safety ……………………………………………...……………………………..…………....10 

Circulation ………………………………………………………………………………..…………...12 

Real Estate Trends …………………………………………………...………………….…………...15 

Building Conditions and Uses …………………………………………………………………...….17 

Henrico Plaza Site Evaluation ………………………………………………………...………..…..20 

Trade Areas……………………………………………………………………………...….………….22 

Retail Market Analysis……………………………………………………………….….……...…….27 

Housing Market Analysis…………………………………………………………….…………..…..29 

Stakeholder Attitudes……………………………...……………………………………………........32 

Opportunities……………………………….…………..……………………………….………..…...36 

Constraints …………………………………………………………………...…………..…………...37 

REVITALIZATION PLAN………………………………………………………….….……..38 

Goal 1: Strengthen Existing Businesses…………………..……..……………….…...……….41 

Goal 2: Recruit New Businesses…………………………………………………….……..……….42 

Goal 3: Create a Mixed-Use Development at the Henrico Plaza Site……………………......44 

Goal 4: Enhance the Aesthetic Value and Create a Defined Image for the Corridor….….48 

Goal 5: Extend Public Transportation Service to the Area…………….….…………………..53 

Goal 6: Reduce Real and Perceived Crime…………………………….…………………………54 

Potential Funding Resources …………………………………………….…….…...……….….….56 

Implementation Schedule………………………………………………………….…………………60 

iii

Acknowledgements 

I would like to thank the Henrico County Department of Community Revitalization, who 

invited me to create a revitalization plan for the Mechanicsville Turnpike, and especially 

Mary Reynolds, who helped organize the study. I am also grateful to the Mechanicsville 

Turnpike merchants, property owners and area residents, who took time to provide helpful 

insight. I would also like to thank John Accordino, Jacek Ghosh, and Morton Gulak for their 

guidance through the planning process. I would like to also thank my dear family; especially 

my beautiful wife and my two sons for helping me keep the goal in mind. I hope that the 

recommendations put forth in this plan will help this community in their efforts to make the 

Mechanicsville Turnpike a vibrant and attractive place once again. 

iv

EXECUTIVE SUMMARY 

This plan has been developed for the Henrico County Department of Community 

Revitalization as a requirement for completion of the Master of Urban and Regional Planning 

program at VCU. 

The purpose of the Mechanicsville Turnpike plan is to develop a commercial revitalization 

strategy to help stabilize and improve an important Henrico commercial corridor. 

The Mechanicsville Turnpike area of East Henrico has many opportunities and strengths on 

which to build its revitalization and future success. Its location between I-64 and I-295, and 

its proximity to the City of Richmond creates high traffic volume and increases visibility for 

businesses. New developments are coming to the area that will provide needed retail and 

housing opportunities. 

However the area is constrained by a number of weaknesses. The corridor has experienced an 

unhealthy amount of disinvestment during recent years. The corridor appears worn. Its 

pedestrian qualities are not favorable. Sidewalks are not consistent and are in poor condition 

and non-existent in many cases. The mix of business is diverse but largely oriented to 

automotive parts outlets and repair shops. 

Presently, there are no establishments in the study area that serve as a gathering place for 

families and young adults or as a destination point. The perception of crime is high and is 

considered a problem by many businesses and customers in the area. These weaknesses have 

contributed to deterioration and lack of interest in the area. 

Many opportunities exist for revitalizing the Mechanicsville Turnpike corridor. Recently 

improvements have been made to properties along the corridor including the Oak Hill 

Shopping center and the Merita’s Bakery retail strip. Furthermore, new developments 

coming to the area as well as the unmet demand for retail and commercial space as well as an 

increasing demand for housing will act as a stimulus for investment in the area. 

v

Existing businesses can benefit from the new development and the increase of residents 

moving to the area. Government incentives such as the Enterprise Zone program can assist 

local businesses in the revitalization of their properties. 

The Mechanicsville Turnpike corridor has the potential to become a retail destination 

location as well as a community center, while preserving its historic features. The following 

goals, objectives and strategies objectives define the steps needed to revitalize this once 

thriving commercial corridor: 

Goal 1: Strengthen Existing Businesses 

Objective 1.A: Support and strengthen the existing businesses 

Strategy 1.A.1: Create and actively promote participation in Mechanicsville Turnpike 

Merchants Association. 

Strategy 1.A.2: Promote the use of available business improvement funding and 

assistance programs such as the Enterprise Zone program. 

Strategy 1.A.3: Recognize outstanding local businesses. 

Goal 2: Recruit New Businesses 

Objective 2.A: Recruit new businesses to augment the existing business base and fill vacant 

property along the corridor 

Strategy 2.A.1: Recruit businesses identified as having unmet demand in the retail 

market analysis. Potential uses to be located here include convenience stores, 

bakery/deli/open air markets, clubs/community center, medical facilities, music 

products, barber shops, major and small appliances, footwear, alterations/shoe repair, 

laundry, floor coverings, pets/ toys/ playground equipment, household products, and 

other entertainment and equipment services. 

vi

Goal 3: Create a Mixed-Use Development at the Henrico Plaza Site 

Objective 3.A: Establish a senior housing facility 

Strategy 3.A.1: The housing market analysis revealed a high potential for senior 

housing in the area. At least 90 units can be housed on this site. The Henrico Plaza 

site is an excellent location for a development that provides mixed-income senior 

housing opportunities and complimentary retail and commercial space, open space, 

garden areas and other amenities. 

Strategy 3.A.2: Create a feasibility pro-forma for senior housing so as to increase the 

chances of recruiting a developer that would be interested in constructing multifamily 

senior housing on the site. 

Strategy 3.A.3: At least 15 % of the total units must be allocated for low-income 

seniors in the area. 

Strategy 3.A.4: Provide open park and garden spaces for seniors. 

Objective 3.B: Create a destination point for recreation and entertainment at the Henrico 

Plaza site 

Strategy 3.B.1: Recruit businesses or organizations focused on providing safe 

recreational and entertainment venues for the community. These types of businesses 

can vary from children’s theater or bookstore, sports facilities, restaurants to other 

entertainment-oriented uses. 

Strategy 3.B.2: Encourage the site’s property owners to work with developers and the 

County Recreation and Parks Division to create these types of opportunities currently 

not available in the area. 

Strategy 3.B: Provide three-story buildings that consist of retail or commercial space 

on the street level and locate entertainment uses such as a children’s theater or a 

bookstore on the other two upper levels, in order to maximize the use of the site. 

vii

Goal 4: Enhance the Aesthetic Value and Create a Defined Image for the 

Corridor 

Objective 4.A: Encourage property owners to maintain and/or improve their property 

Strategy 4.A.1: Property owners must improve the appearance of their properties 

through routine maintenance and façade improvements. 

Strategy 4.A.2: Reward businesses and/or property owners for their maintenance 

efforts. 

Objective 4.B: Create a coherent visual image for the corridor 

Strategy 4.B.1: Landscape medians and curb cuts wherever possible and resurface 

roads. 

Strategy 4.B.2: Landscaping should be consistent throughout the entire corridor. 

Objective 4.C: Create a visual definition of the area 

Strategy 4.C.1: Incorporate gateway signage at the intersection of Laburnum Avenue 

and Vawter Street to the west, Laburnum Avenue and Harvie Road to the east, 

Mechanicsville Turnpike and Ravenswood Road to the north and at the Henrico 

County line mark on the Mechanicsville Turnpike to the south. 

Strategy 4.C.2: Install banners along the corridor from Harvie Road to Neale Street. 

Banners will help create a sense of place and vitality in the area. 

Objective 4.D: Create a safe and accessible pedestrian environment 

Strategy 4.D.1: Calm traffic to enhance pedestrian safety. 

Strategy 4.D.2: Provide lanes and paths for bicycle traffic in and around the corridor. 

Goal 5: Extend Public Transportation Service to the Area 

Objective 5.A: Provide bus service to the area 

Strategy 5.A.1: Increase customer traffic and provide transportation for those who do 

not have their own means of transport to and from work, school, and personal 

services by extending public transportation routes to the area. 

Strategy 5.A.2: Provide bus stop shelters at every proposed bus stop. 

viii

Goal 6: Reduce Real and Perceived Crime 

Objective 6.A: Increase police presence in the community 

Strategy 6.A.1: Encourage police officers to create relationships with business 

owners, property owners and neighborhood residents 

Strategy 6.A.2: Encourage business and property owners to take advantage of the 

Henrico County Division of Police Community Policing Section. This unit provides 

many programs and services to residents and the business community. 

Objective 6.B: Use Crime Prevention through Environmental Design (CPTED) principles to 

discourage crime. 

Strategy 6.B.1: Consistent lighting along the corridor deters crime and enhances 

pedestrian safety. Pay special attention to areas that are particularly vulnerable in 

darkness. Such areas include the rear of buildings, and empty parking lots. 

Strategy 6.B.2: Encourage and educate businesses to maximize surveillance 

opportunities for their businesses. 

The Mechanicsville Turnpike area of study is a well known, easily accessible area that has 

experienced some neglect. If the strategies set forth in this plan are implemented in a timely 

manner, the corridor will benefit greatly. 

ix

INTRODUCTION 

The Mechanicsville Turnpike corridor is located in Henrico County’s Fairfield District. The 

study area is approximately a three-quarter-of-a-mile stretch of U.S. Route 360 located in 

Henrico County. The purpose of the Mechanicsville Turnpike study is to develop a 

commercial revitalization strategy to help stabilize and improve this important Henrico 

commercial corridor. 

The Mechanicsville Turnpike study area is bounded on the south by Harvie Road and on the 

north by Neale Street. It also includes corner properties on Laburnum Avenue and 

Mechanicsville Turnpike, and the vacant Henrico Plaza shopping center. The surrounding 

residential neighborhoods are primarily occupied by low-to-moderate income homeowners. 

Source: 2007 Mapquest, Inc. 2007 Tele Atlas 

x

The town of Mechanicsville was originally named for the number of blacksmiths, 

wheelwrights and workers of farm machinery that lived there. 

Battle Scene 1 

The planning area is associated with several major battles and numerous minor skirmishes 

during the American Civil War. The first was the Battle of Beaver Dam Creek, which began 

on June 26, 1862. Confederate Gen. Robert E. Lee launched a series of assaults against the 

right flank of Union Maj. Gen. George B. McClellan's army positioned along Beaver Dam 

Creek, just east of Mechanicsville. The Chickahominy Bluff site is now a Richmond National 

Battlefield Park and great efforts have been made to preserve the earthworks constructed by 

Confederate Soldiers. 

The Mechanicsville study area is an aging commercial area consisting of a mixture of retail, 

commercial, and residential uses. Commercial activities include strip retail, gas stations, 

convenience stores, barber shops, beauty salons, auto parts and repair, fast food and sit down 

restaurants. The corridor consists of one-story commercial buildings constructed between the 

1930s and 1980s. Many of the buildings are in good condition and property owners are 

currently making improvements. 

1 By Kurz and Allison. http://www.answers.com/topic/battle-of-cold-harbor Accessed February 7 th , 2007 

xi

Intersection of Mechanicsville Turnpike and Dill Avenue 

Dunn’s Retail Strip 

xii

Mechanicsville Turnpike Commercial Revitalization Plan 2007 

EXISTING CONDITIONS AND REVITALIZATION POTENTIAL 

The following is an analysis of existing conditions and revitalization potential for the 

Mechanicsville Turnpike study area. The analysis includes surrounding influences, previous 

revitalization plans, public safety, circulation, real state trends, building conditions and uses, 

Henrico Plaza site evaluation, a retail market analysis, and a housing market analysis. 

- 1 -


Surrounding Influences 

The Mechanicsville Turnpike corridor is a state highway with many daily commuters traveling 

on it daily. Heavy vehicle traffic influences the types of retail goods and services available along 

its length. The Mechanicsville Turnpike corridor is located in the eastern section of Henrico 

County. It is surrounded by a number of neighborhoods, schools, churches, parks and other 

institutions. 

Alfred Arzuaga 2007 

The Mechanicsville Turnpike study area is bounded on the south by Harvie Road and on the 

north by Neal Street. It includes corner properties on the intersection of Laburnum Avenue and 

Mechanicsville Turnpike, and the vacant Henrico Plaza shopping center. 

- 2 -


A number of neighborhoods are located within three to five miles of the corridor. These 

neighborhoods feature various local architectural styles. These communities include East 

Highland Park and Highland Park. East Highland Park is located in Henrico just east of the 

Highland Park neighborhood. 

East Highland Park 

The two neighborhoods are separated by the Chesapeake-Ohio Railway. This railway acts as a 

boundary between Richmond City and Henrico County. Dill Avenue crosses the boundary and 

is the only point of direct access into the city from East Highland Park. The majority of the 

dwellings in the East Highland Park neighborhood are single-family detached homes, located on 

one half to one acre lots. Home values in this neighborhood range from $115,000 to $190,000. 

The Highland Park neighborhood was one of Richmond City’s first streetcar suburbs. The 

neighborhood consists of an impressive collection of small homes in the American Four Square 

and Queen Anne architectural styles. 

- 3 -


Highland Park 

There are a number of multi-family apartment buildings located within just one or two miles of 

the intersection of Mechanicsville Turnpike and Laburnum Avenue. Some of these apartment 

communities include Glenwood Farms, Laburnum Heights, Seven Gables, and Essex Village. 

All of the aforementioned apartment communities are located along Laburnum Avenue. There 

are more than ten churches of varying denominations in the surrounding area. 

Healthcare facilities include the Richmond Community Hospital, located four miles southeast of 

the study area, the Medical College of Virginia Hospitals located five miles southwest, and the 

Bon Secours Regional Memorial Hospital located seven miles north of the study area. Parks that 

are located in the vicinity include Chickahominy Bluffs National Battlefield Park and Vawter 

Street Park. Other amenities close by include the Richmond International Airport located just 

eight miles from the area; Main Street Station which is located about four miles from the area. In 

addition, the Glenwood Golf Club, and the Woodland Cemetery located within three miles of the 

study area. 

- 4 -


New Developments in Eastern Henrico 

Development of eastern Henrico County currently centers on the White Oak Shopping Center. 

This new shopping center will be located three miles south-east of the study area. It will be 

located on Laburnum Avenue and I-64. It will provide a large number of retail options currently 

not existent in the area. It is being constructed on land that was formerly occupied by a large 

Viasystems plant. The shopping center will include: 

• 720,000 sq. ft. for three large anchor tenants, a grocery store and other retailers 

• 150,000 sq. ft. for smaller national, regional or local retailers that will be in a 

village-like setting in the center of the shopping center. 

• 72,900 sq. ft. along Laburnum Avenue for restaurants and banks. A hotel would be 

located closest to I-64. 1 

In addition to the White Oak Shopping Center, community developments such as Rockett’s 

Landing, and Wilton Farms will continue to enhance the eastern part of Henrico. Rockett’s 

Landing, located six miles south of the study area will offer brand new housing and retail, as 

well as riverfront restaurants and a large marina. It will include hundreds of town-homes and 

condominiums with prices ranging from $150,000 to $1.3 million. 

New development is also in the preliminary stages for properties located across from the Henrico 

Plaza, which is in the north end of the study area. There is currently an approved plan of 

development for the site adjacent to the Chickahominy Bluff National Battlefield Park. The 

development is named Grove Pointe Condominiums. 

Grove Pointe is a proposed condominium community located at the northeast corner of 

Mechanicsville Turnpike and Neale Street. A total of 258 units are proposed and approximately 

600 parking spaces would be provided. In addition a 1,300 square foot community center with an 

outdoor pool would be constructed. 

1 Richmond Times-Dispatch April 21, 2006 

- 5 -


The estimated price of the condominiums will be $160,000 to $170,000. The proposed 

development would be constructed in two phases, the first having 96 units and the second having 

162 units. It would result in the ultimate construction of 5.62 units per acre. The R-5 District 2 

permits the construction of a maximum 14 multi-family dwelling units per acre. In addition, the 

same developer has plans for retail/commercial buildings on Mechanicsville Turnpike. 

There exist a number of commercial corridors within a three to seven mile radius from the 

Mechanicsville Turnpike corridor. These include Laburnum Avenue, Nine Mile Road, Airport 

Drive, and Williamsburg Road. 


2 For more information on zoning categories see Appendix A.4 

- 6 -


These commercial corridors have a definite influence on the corridor. Their location, size and 

types of goods and services offered have been reviewed in order to gain a better understanding of 

the area’s competitive market. Table 1 shows the types of goods and services found in the 

selected surrounding commercial corridors. 

Table 1. 

Goods and Services in Surrounding Commercial Corridors 

Apparel 

Grocery or 

Sit-Down 

Gas 

Auto 

Office 

Hotels & 

Personal 

Pharmacy 

Restaurant 

Station & 

Repair or 

Space 

Motels 

Services 

or Fast 

Mini- 

Sales 

Food 

Marts 

Laburnum 

Avenue 

Nine Mile 

Road 

X X X X X X X X 

X X X X X X X X 

Airport Drive X X X X X 

Williamsburg 

Road 

Mechanicsville 

Turnpike 

X X X X X 

X X X X X X X 

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Previous Revitalization Plans 

No previous plans addressing this section of the Mechanicsville Turnpike exist. However, the 

County has developed a set of plans for various other older commercial corridors in the area as 

well as a revitalization strategy for the entire County. 

The Henrico County Comprehensive Revitalization Strategy 

In May of 2001, Henrico County undertook the task of developing a Comprehensive 

Revitalization Strategy. The purpose of the study was to “…develop a comprehensive and 

coordinated revitalization strategy to help maintain and improve the County’s older residential 

and commercial areas.” 3 Four key assumptions were made as a basis for the preparation of the 

plan: 

• Attractive residential and commercial areas are an essential element in Henrico 

County’s quality of life. 

• Many neighborhoods and commercial areas go through a cycle of decline as they age 

and mature. 

• Intervention by County government working in partnership with residents, business 

owners and non-profit agencies can help stabilize or reverse negative residential and 

commercial trends. 

• Any strategy developed by the County will continue to grow and evolve over time. 

The guiding principles for creating the County’s revitalization strategies are that they: 

• Are tailored to the needs of Henrico County. 

• Are comprehensive and coordinated. 

• Build on or enhance County programs such as community maintenance and policing. 

• Build self-sufficiency and not be dependent on government resources. 

• Continue to evolve as needed to address new problems and issues as they arise. 

The following plans and studies are part of the County’s effort to revitalize its older residential 

and commercial areas. 

3 County of Henrico Comprehensive Revitalization Strategy, May 2001 

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Nine Mile Road Economic Analysis and Revitalization Plan 

The Nine Mile Road Revitalization Plan was completed in October 1997. The study area was 

designated as a Special Strategy Area in the County Comprehensive Plan in April 2001. In April 

2003, the area was designated by the State as a Virginia Enterprise Zone. Since its designation, 

significant interest has been focused on redevelopment and investment opportunities along the 

corridor. 

Other recent plans include the Lakeside Enhancement Plan, the Central Gardens Neighborhood 

Plan, and the Sandston Commercial Area Study. 

The Henrico County Consolidated Plan 

The Henrico County Consolidated Plan presents a strategy for housing and community 

development in the county. It contains a One-Year Action Plan that consists of spending $1.64 

million of Community Development Block Grant and $851,802 of HOME Program funds. These 

funds will be spent for commercial revitalization, infrastructure, residential rehabilitation, 

homeownership assistance, group homes for the developmentally disabled, and services for atrisk 

youth, homeless shelters and transitional housing. Priorities for housing include residential 

rehabilitation, support for elderly tenants, Section 8 vouchers for special populations, and 

weatherization. 4 

These plans offer strategies for revitalization that can be applied to the Mechanicsville Turnpike 

corridor. They have been studied and referenced as part of the Mechanicsville Turnpike 

revitalization planning process. 

4 http://www.co.henrico.va.us/revit/cdbg/execsmry.htm#oneyearaction 

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Public Safety 

A safe environment is essential for businesses to thrive. It is important to address the 

community’s perception of crime. People are not likely to shop in an area in which they do not 

feel safe, nor are business likely to locate there. 

The Henrico County Division of Police uses five magisterial districts: Varina, Fairfield, 

Brookland, Three Chopt and Tuckahoe. The Mechanicsville Turnpike study area is located in 

the Fairfield District. In gathering crime data for the area, the following Small Reporting 

Areas (SRA’s) were used: 301,302,303,304,305, 332,239, 217,215,214, and 202. 

Table 2 shows that in 2006, the Mechanicsville Turnpike area experienced fewer criminal 

incidents per 100 residents than the Fairfield District as a whole and even less than the entire 

County of Henrico as a whole. 

Table 2. Crime Trends 01/2006 – 01/2007 

Incidents 

Total 

Population 

Offences per 

100 residents 


Study Area 131 12,4885 1.1 

Fairfield District 953 46,624 2.1 

Henrico County 16,170 262,300 6.2 

Source: Henrico County Division of Police 

The perception is that crime in the area is high. Perceptions of high crime may be alleviated by 

increasing police presence and increasing the overall aesthetic value of the corridor. The area’s 

close proximity to some of City of Richmond’s old and blighted neighborhoods increases the 

perception of crime. Crime incidents increase the closer one is to the City. 

5 Estimated population based on 2000 Census: Henrico census tracts 2010.02, 2010.01, 2010.03 

- 10 -


The surrounding East Highland Park neighborhood participates in the Henrico County 

neighborhood crime watch. Information gathered from residents in the area points to the 

importance of fostering the neighborhood crime watch program. 

The involvement of business owners and residents in the area is essential for the success of a 

crime prevention program. The residents perceive crime as being a problem because there are not 

many opportunities for young residents to entertain themselves in a safe, drug-free environment. 

This only adds to the problem. If young teenagers had adequate facilities such as a recreation 

center, or other entertainment venues, they would not then have to gather on the neighborhood 

streets. 

- 11 -


Circulation 

Circulation addresses roads, parking, and vehicular and pedestrian accessibility. This corridor 

was built for the automobile. Pedestrian qualities are not favorable. The businesses are easily 

accessible by car; however with drivers constantly exceeding the speed limit, the lack of 

crosswalks or continuous sidewalks plus the excessive left turn inlets create a very unsafe 

environment for pedestrians. Furthermore a number of buildings are not oriented in a uniform 

pattern, making it difficult for drivers to identify where to enter. This makes drivers hesitate and 

make unsafe stops and turns. 

Traffic Analysis 

Henrico County classifies Mechanicsville Turnpike and Laburnum Avenue as major arterial 

roads. The Richmond-Henrico Turnpike and Creighton Road are the major roads that are closest 

to the area. 

Roadway Classification 

Study Area 

Controlled Access 160’ 

Major Arterial 80-120’ 

Minor Arterial 66-120’ 

Major Collector 55-80’ 

Minor Collector 50-66’ 

Major Access 50-80’ 

Source: Henrico Planning Department 

- 12 -


Although varying somewhat from intersection to intersection, the average daily traffic count 

reported by VDOT for the study area was 35,000 vehicles in 2005. 6 Table 3 shows the change in 

annual average daily traffic from 2003 to 2005. Traffic counts have been divided into three 

major “traffic points” of the Mechanicsville Turnpike. The first one is the intersection of 

Mechanicsville Turnpike and the Richmond-Henrico County Line. Second is the intersection of 

the Mechanicsville Turnpike and Laburnum Avenue, which is the Central Focus Area of this 

plan, and finally the intersection of Mechanicsville Turnpike and the Henrico-Hanover County 

Line. 

Table 3. Mechanicsville Turnpike Traffic Counts by Major Traffic Points 

Year Mechanicsville Turnpike and AADT 7 % Change 

2003 

East Richmond City Line 36,000 

Laburnum Avenue 34,000 

Hanover/Henrico 

County Line 

35,000 

2004 

East Richmond City Line 37,000 2.7% 

Laburnum Avenue 35,000 2.9% 

Hanover/Henrico 

County Line 

35,000 0.0% 

2005 

East Richmond City Line 37,000 0.0% 

Laburnum Avenue 36,000 2.8% 

Hanover/Henrico County Line 35,000 0.0% 

Parking 

Parking is not a major concern for businesses or customers in the area. In general, there are 

sufficient parking spaces along the corridor. The large majority, if not all of, the available 

parking in the corridor is off-street and usually serves only one or two businesses. Business 

owners often have strict towing policy making it difficult for customers to park in one store’s 

parking area and shop at another store. 

6 http://www.virginiadot.org/info/ct-TrafficCounts-2005.asp 

7 Annual Average Daily Traffic (AADT) 

- 13 -


Parking along the corridor 

Pedestrian Safety 

The corridor does not allow many opportunities for pedestrian traffic. Sidewalks are not 

continuous, there are no crosswalks, and there is almost no connectivity between the businesses 

located on Mechanicsville Turnpike and the adjacent neighborhoods. 

Lack of Sidewalks and Crosswalks 

Other Modes of Transportation 

There are currently no GRTC bus routes that service the area. The location of this corridor in 

proximity to the City creates an opportunity to extend bus routes to the area. The Corridor does 

not provide for safe pedestrian and bicycle activity. Parks, schools, churches and many retail 

stores are located within walking distance; however the lack of sidewalks, bicycle lanes or 

connectivity between buildings prevents safe and easy pedestrian circulation. 

- 14 -


Real Estate Trends 

Property Owner Trends 

It is important to identify the property owners in order to engage them early in the planning 

process. Property owners are one of the most important stakeholder groups to be addressed in 

any revitalization process. Their cooperation is essential to the success of any revitalization plan. 

Table 4 outlines the owners who own multiple properties. 

There are approximately 33 landowners in the area; seven of them own more than one property 

on the corridor. Those seven property owners hold title to 60% of the parcels in the corridor. 

Four out of these seven are local owners: Jeffrey Davis; Dunn Family; Strange’s Florists; and 

Charles Keil. These are vested owners that hold a number of properties along the corridor. 

Their cooperation is essential in the revitalization of the Mechanicsville Turnpike corridor. 

Table 4. Owners with Multiple Properties 

Owner Name 

Davis, Jeffrey L. 

Dunn Family LLP 

Keil, Charles F. 

S & S Investments 

Strange's Florists Inc. 

Townsend, Russell W&D G 

Wood properties LLP 

Property Address 

3502, 3512, 3807 Mechanicsville Tpke. 

3619, 3623, 3712, 4001 Mechanicsville Tpke. 


3300, 3306 Mechanicsville Tpke. & 

3202 Yeadon Rd. 

3309, 3313 Mechanicsville Tpke. 


3271, 3287 Mechanicsville Tpke. 

Trends in Assessments and Sales 

In 1997 the range of value for the parcels along the corridor was from $21,000 to $5.7 million. 

The median assessed value in 1997 was $1,542,700. In 2007, the values ranged from $22,000 to 

4.1 million. The median assessed value for this year was $2,512,900. 

- 15 -


This data shows that the Mechanicsville Turnpike study area is experiencing a 2.9% annual 

increase in real assessed values over the period from 1997 to 2007. Table 5 shows the assessed 

value by block for the period between 1997 and 2007. 

Table 5. Assessed Values 1997 - 2007 

Location 1997 Value 2007 Value % Change 


Turnpike 

3200 Block $976,000 $1,397,400 30.2% 

3300 Block $1,670,300 $2,280,800 26.8% 

3400 Block $214,600 $255,800 16.1% 

3500 Block $593,200 $816,200 27.3% 

3600 Block $1,951,400 $4,003,700 51.3% 

3700 Block $1,415,100 $3,069,900 53.9% 

3800 Block $4,367,400 $7,747,900 43.6% 

4000 Block $4,751,400 $2,745,000 -73.1%* 

Corridor Totals $31,857,000 $44,594,300 28.6% 

Source: Henrico County 

*The decrease in assessed value for the 4000 block is due to the demolition of a large section of 

the Henrico Plaza shopping center as well as deterioration of the property. 

Footprint of demolished section looking towards the Church 

- 16 -


Building Conditions and Uses 

It is important to look at the existing conditions of buildings in any revitalization effort. In doing 

so, one is able to determine how much work a property owner may have to do in order to make a 

building attractive to possible tenants. A large number of the buildings in the study area were 

built during the mid-1900s. A number of them are in need of proper maintenance. Exterior and 

interior paint, landscaping improvements, debris removal are some of the general maintenance 

activities that many of the property owners need to perform in order to enhance their properties. 

Vacant properties 

The buildings that show the greater deteriorating are mainly the vacant ones. The number of 

vacancies has increased in the past two to three years. The corridor lost several businesses in this 

time period including a Chinese restaurant that had been located there for almost thirty years, a 

Benjamin Moore painting supply store, a daycare center, and a Winn-Dixie grocery store. There 

are currently four vacancies along the corridor. 8 

Table 6 shows the distribution of uses for the entire study area. 

8 This number does not take into account properties that are vacant due to renovation or expansion. 

- 17 -


Table 6. Building Uses 

Use # % 

Automotive Sales 4 5.6% 

Automotive Parts, Maintenance, & Gasoline 10 13.9% 

Professional Services 7 9.7% 

Convenience Stores 5 6.9% 

Restaurants & Food Service 15 20.8% 

Beauty, Barber & Nails 6 8.3% 

Laundry/Cleaners 2 2.8% 

Men and Women’s apparel 6 8.3% 

Pharmacy 2 2.8% 

Medical Offices 3 4.2% 

Vacant 4 5.6% 

Other 8 11.1% 

Total 72 100% 

Restaurants and food service which include both sit-down and fast-food restaurants, account for 

the largest category of uses along the corridor with 20% of the total uses. Second is the 

automotive parts, maintenance and gasoline category with 13.9% of the total. Professional 

services; beauty barber and nails; and men’s and women’s apparel each account for 9% of the 

total uses. Other uses include convenience stores; laundry/dry cleaners; pharmacy; and medical 

offices. 

The following map shows the distribution of land uses along the corridor. 

- 18 -



- 19 -


Henrico Plaza Site Evaluation 

The existing Henrico Plaza site presents a 

prime opportunity site for re-development. 

The Plaza is located between two major 

hospitals: Bon Secours Memorial Regional 

Medical Center located seven miles northeast 

of the site and the Medical College of 

Virginia Hospital located five miles 

southwest. 

The Henrico Plaza is more than 75% vacant and in very poor condition. A lack of tenants as well 

as a lack of adequate property management has allowed this property to deteriorate. A section of 

this once-thriving shopping center has also been demolished in recent years. 

There are currently six businesses in operation. Two of them, Anthony’s Italian Restaurant and 

Firestone Auto Repair Center, have been located at the Henrico Plaza for more than twenty-five 

years. Other establishments include Sherwin Williams, a beauty supply store, a seamstress, and 

a boutique. 

Poor Property Maintenance 

- 20 -


This old shopping center is suffering from continuing disinvestment by its property owners. 

Vacancies are high and the site is deteriorating and creating a visual nuisance for the area. 

Business owners complain that nothing is being done to maintain or improve the property. 

Adjacent Influences 

The adjacent influences for the Henrico Plaza site include single-family and multi-family 

residences, fast food restaurants, a gas station, drug stores, and various other sundry retail and 

commercial establishments. The Fairmount Baptist Church is immediately north of the site and 

the Chickahominy Bluff National Battlefield Park is located right across the Turnpike from the 

Church. The Grove Pointe Condominium development is located east of the Henrico Plaza site. 


- 21 -


Trade Areas 

In December of 2006 a survey was distributed to local businesses in the Mechanicsville corridor. 

The purpose of the survey was to find out where the current customers reside. Businesses were 

asked to gather the zip code of every customer who made a purchase during the period from 

December 4 th through December 17 th , 2006. 

There are sixty-eight businesses along the corridor. Twenty-five businesses returned completed 

surveys. All the zip codes were counted and tabulated and ranked in decreasing order. In total, 

1,522 customers filled out the surveys, recording for 49 different zip codes. The majority of 

customers reside in the 23222 and 23223 zip codes. The results of the survey were used to 

determine a trade area and to evaluate how far people are willing to travel to shop at the 

Mechanicsville Turnpike corridor. 

In determining the trade areas, the surrounding barriers that would deter people from coming to 

shop in the area were factored in. Such barriers include Interstate 64, located to the south of the 

study area, the Richmond - Henrico line (which is identified by the Chesapeake- Ohio Railway), 

the Chickahominy River and I-295, located a few miles north in Hanover County. 

Two trade areas have been delineated for the Mechanicsville Corridor. The first trade area is for 

convenience goods and services include Henrico Census Tracts 2010.01; 2010.02; and 2010.03. 

The second is for community shopping. It includes the before mentioned tracts as well as 

Henrico Census Tracts 2008.04; 2008.05; 2012.01; and 2011.01; Hanover Census Tracts 

3211; and 3212.02; Richmond City Census Tracts 107-110; and 201. 

- 22 -


Source: U.S. 2000 Census American Factfinder 

The convenience trade area covers a one-to-two mile radius around the intersection 

Mechanicsville Turnpike and Laburnum Avenue. It is the distance that one would normally 

travel to purchase convenience items such as bread and cheese. Consumers will not generally 

travel longer distances to buy such items. 

The community trade area covers a three-to-five mile radius around the corridor. The variety of 

shopping items available in this trade area is greater than that of the convenience trade area. 

Examples of community trade area goods include specialty foods, clothing, and automobiles 

among many others. Customers will travel longer distances for these types of goods and 

services. 

The following map shows the two trade areas. 

- 23 -


Community Trade Area 

Convenience Trade Area 

Mechanicsville Tpke. Study Area 

County Line 


Table 7 compares the general demographic characteristics for each trade area to District and 

County-wide characteristics from 1990 to 2000. 

Table 7. Comparison of demographic characteristics 

1990 2000 Annual Rate 

Population 

Henrico County-wide 217,881 262,300 2.04% 

Fairfield District 38,688 46,671 2.06% 

Convenience trade area 11,850 12,488 0.54% 

Community trade area 59,681 62,700 0.51% 

Median Household Income 

Henrico County-wide $35,604 $49,185 3.81% 

Fairfield District $28,511 $37,782 3.25% 

Convenience trade area $31,897 $34,111 0.70% 

Community trade area $24,265 $33,233 3.70% 

- 24 -


The population for the convenience and community trade areas in 2000 was 12,488 and 62,700 

respectively. The annual growth rate seen in both areas is almost identical, i.e., slightly over 

0.50% from 1990 to 2000. The growth rate experienced in the Fairfield District and the County 

overall is approximately four times that of the trade areas. 

Source: U.S. Census Bureau SF-1 

- 25 -


The median household income for the convenience trade area grew at an annual rate of 0.70%. 

This is the lowest rate of the four geographic areas (convenience trade area, community trade 

area, the Fairfield District and the entire County). 

Source: U.S. Census Bureau SF-1 

- 26 -


Retail Market Analysis 

A market analysis for the Mechanicsville Turnpike Corridor was conducted to determine the 

potential for new commercial development in the corridor. The analysis looked at both the 

convenience trade area and the community trade area around the corridor. 

The population and its shopping patterns were examined in order to assess the demand for all 

retail goods and services. An inventory of the existing businesses in the two trade areas was 

taken. The calculation used to determine any unmet demand for retail goods and services the 

following: 

POTENTIAL 

EXPENDITURE 

SALES PER 

÷ SQUARE = FOOT = 

NUMBER OF 

SUPPORTABLE SQUARE 

SUPPORTABLE 

- - 

EXISTING 

= 

SQUARE 

= 

SQUARE FEET 

FEET 

UNMET DEMAND IN 

SQUARE FEET 

UNMET 

DEMAND 

÷ MEDIAN GROSS = 

LEASABLE AREA 

POTENTIAL NEW 

UNITS 

Convenience Trade Area Market Analysis 

The convenience market analysis did not reveal any unmet demand for convenience goods. The 

commercial categories with an unmet in the area are floor coverings, major appliances and music 

products. 

There is an unmet demand for major appliances, small appliances and miscellaneous housewares, 

music products, barber and floor coverings. The convenience market analysis also 

revealed a moderate level of unmet demand for pets/toys/ playground-equipment, household 

products, infant apparel, footwear, alterations/shoe repair, electronics and other entertainment, 

equipment and services. 

- 27 -


Community Trade Area Market Analysis 

The community market analysis revealed that there is a high level of unmet demand for various 

commercial categories. 

There is a high 9 level of unmet demand for fast food, convenience stores, bakery/deli/open air 

markets, clubs/community center, pets/ toys/ playground equipment, music products medical 

facility, beauty salons, barber shops, major and small appliances, footwear, alterations/shoe 

repair, laundry, floor coverings, household products, and other entertainment and equipment 

services. 

The community market analysis revealed a moderate 10 unmet demand for various commercial 

categories. These include: reading/bookstore, garden/florist, men/boys, women/girls, and infant 

apparel, gasoline and motor oil, television radio and sound equipment, electronics, and jewelry. 

9 High demand for the community trade area is defined as more than 6 potential new units. 

10 Moderate demand for the community trade area is defined as 2 to 5 potential new units 

- 28 -


Housing Market Analysis 

The housing stock surrounding the study area consists of single-family detached homes and 

some multi-family homes. Single family homes range from 900 to 1,800 square feet on lots of 

one-quarter to three-quarter acres. Prices for these homes range from $90,000 to $200,000. 

Households, Household Income and Potential Household Equity 11 

A review of census data for the convenience and community trade areas, suggests that there may 

be an increasing demand for senior housing. Table 9 shows that 19% of households located in 

the community trade area are headed by a householder over 65 years of age. 

Table 9. Households By Age of Householder 

Convenience trade 

Community trade 

Henrico County 

Richmond- 

area 

area 

Petersburg MSA 

# % 

# % # % # 

% 

All households 

5,038 

23,588 

110,412 

396,180 

15 to 24 years 168 3.33% 1616 6.85% 6,005 5.44% 20,085 5.07% 

25 to 54 years 3,134 62.21% 14,578 61.80% 71,465 64.73% 254,519 64.24% 

55 to 64 years 801 15.90% 3,014 12.78% 12,935 11.72% 50,782 12.82% 

65 + years 935 18.56% 4,380 18.57% 20,007 18.12% 70,794 17.87% 

Further, 13% of households in the community trade area are headed by a householder between 

55 and 64 years of age. This means that over 32% of households located in the community trade 

area are or will be eligible for senior housing within the next ten years, a potential market of 

7,548 households. In the convenience trade area the same age groups account for more than 29% 

of households, a potential market of 1,461 households. 

11 All data in this section was gathered from U.S. 2000 Census Summary File 1 

- 29 -


Table 10 shows the median household income by age of householder. 

Table 10. Median Annual Household Income by Age 


Community 

Henrico 

Richmond- Petersburg 

area 

trade area 

County 

MSA 

Total 

Median household 

income in 1999 

$34,111 

$32,524 

$49,185 $46,800 

Householder 

55 to 64 years $39,750 $38,563 $54,097 $51,721 

Householder 

65-and-over $24,468 $25,768 $33,525 $30,586 

In the convenience trade area the 55-to-64 year old population have a median annual income of 

$39,750. The median household income for the same age group in the community trade area is 

$38,563. These numbers are well below the median annual income for the County and the 

Richmond Petersburg MSA. These are $54,097 and $51,721 respectively. 

In the convenience trade area the 65-and-over population have a median annual income of 

$24,468. The median household income for the same age group in the community trade area is 

$25,768. These numbers are well below the median annual income for the County and the 

Richmond Petersburg MSA. These are $33,525 and $30,586 respectively. 

A large number of the existing senior population (65-and-over) as well as the rising senior 

population (55 to 64) have a median annual income well below that of the County. Given the 

growing senior population as well as the untapped housing equity for households in the area it is 

safe to say that there is an increasing demand for senior housing in the area. 

As can been see in Table 11, according to census 2000 data, 16.3% of homeowners in the 

convenience trade area have no mortgage at all and over 60% have no second mortgages. In the 

community trade area more than 23% of homeowners do not have a mortgage and 57% have no 

second mortgages. 

- 30 -


Table 11. Mortgage Status 


Community trade 

Henrico County 

Richmond- 

area 

area 

Petersburg MSA 

# % # % # % # 

% 

Total: 4,165 

13,867 

79,357 

281,240 

With a mortgage 

or similar debt 

No second mortgage 

and no home 

equity loan 

3,457 83.0% 12,678 91.4% 66,552 83.9% 236,039 83.9% 

2,080 60.2% 7,273 57.4% 38,596 58.0% 135,115 57.2% 

Without a mortgage 678 16.3% 3,198 23.1% 14,328 18.1% 52,012 18.5% 

New housing development will play an important role in the revitalization of the Henrico Plaza 

as well as the Mechanicsville Turnpike corridor. The development of the Henrico Plaza site 

should include at minimum 75 senior housing units. In addition, 15 to 20% of these units should 

be affordable so as to accommodate the low-to-moderate senior population. The data indicates 

that any senior housing development located in this area must include a certain number of 

affordable housing units in order for lower income groups to have access to these types of 

housing opportunities. 

- 31 -


Stakeholder Attitudes 

Customer’s Survey 

In order to gauge the attitudes local residents have towards shopping opportunities and business 

operation along Mechanicsville Turnpike, a short survey was conducted. 12 Customers 

acknowledged the disadvantages and advantages of shopping in the area and provided opinions 

for enhancing the corridor. 

The main reason for shopping in the corridor for these customers was the convenience and 

proximity to home. Seven out of the fourteen customers interviewed come here to shop two or 

more times weekly. Fast food, apparel and grocery shopping are the businesses that were 

frequented the most by shoppers. When asked to evaluate traffic circulation 75% of respondents 

indicated that traffic circulation was not a problem except during rush-hour. The same was 

indicated regarding availability of parking along the corridor. However respondents indicated 

that it is difficult to park in one location and walk to other stores. 

Customers do not feel that crime is a major problem in the area indicating that police presence is 

increasing. Regarding the overall appearance of the corridor, respondents indicated that more 

business owners need to take better care of their building’s appearance. When asked what the 

best use for the Henrico Plaza is, 35% of respondents indicated that the best use for the site is an 

entertainment venue (Community Center 14%; Movie Theater 14%; Entertainment 7%). 

Convenience and accessibility were pointed out as the major advantages of shopping at 

Mechanicsville Turnpike. According to respondents, the major disadvantages of the area include 

the dated appearance of the corridor, the lack of sidewalks, the lack of public transportation, and 

the lack of lighting. 

Finally customers were asked what they thought Henrico County could do to improve the 

corridor. Thirty-six percent of respondents indicated that the overall appearance of the corridor 

must be improved. This includes eliminating vacancies, improving lighting, and encouraging 

property upgrades. 

12 Full survey results are reported in Appendix A.7 

- 32 -


Merchant’s Survey 

The merchant’s survey 13 asked merchants to describe their goods and services, customer base, 

overall business condition, overall condition of the area as well as their opinion regarding 

potential improvements to the corridor. Ten businesses owners completed surveys. 

Of these ten, five have been located here for more than 25 years. Three of these businesses have 

been here between 5 and 25 years. The remaining two have located here less than 3 years. Four 

out of the ten own the space in which they are located. The average size in square feet of these 

stores is 4, 000 square feet. Most businesses are open regular week day hours between 7am and 

6pm. The busiest days of the week for them are Fridays (50%), Mondays (30%), Tuesdays and 

Saturdays (20% each). Only 2 of the 10 businesses are open on Sundays. Eight of them 

indicated seeing less than 500 customers per week. When asked how far customers travel to shop 

at their sores, business responded that 40% of them travel fifteen minutes or longer, 33% travel 

10 minutes, and 25% travel five minutes or less. Forty percent of businesses employ between 5 

and 15 workers. Thirty percent employ between 2 and five workers, and 20% employ more than 

15 workers. Ninety percent of respondents pointed to the importance of bringing an anchor store 

to the corridor. 

Four business indicated having plans to expand their operations in the near future. However 

when asked if they were using any incentives such as the Enterprise Zone, all said no. 

Location and accessibility were pointed out as the major advantages of shopping at 

Mechanicsville Turnpike. According to respondents the major disadvantages of the area include 

the dated appearance of the corridor, crime, and the lack of public transportation. 

Seven businesses experienced an increase in sales in the past three years. Eight businesses 

expect their sales will increase in the next three years. According to these businesses, the 

experienced and expected increase in sales is due to new investment in the area, growing 

business and an increased client base. 

13 Full survey results are reported in Appendix A.8 

- 33 -


When asked what the best use for the Henrico Plaza is, 75% of respondents indicated the old 

shopping center should be demolished and in its place locate major anchor stores, a shopping 

center or nursing home. 

Ninety percent of businesses indicated that property owners need to maintain and improve their 

properties, remove trash and improve lighting. Five out of the ten businesses indicated seeing 

100 or less customers on any given day. Sixty percent of the businesses indicated seeing more 

than 100 customers on any given weekday. Only 30% see this number of customers on 

weekends. 

Property Owners Survey 

Property owners were asked to express their opinion of the corridor and to offer suggestions for 

improvement. They were also asked to identify the major challenges of owning property in this 

area and to evaluate the commercial market in the area. The following is a summary of the 

survey results. 

Five property owners completed the questionnaire. They are the owners of the properties located 

on 3306, 3523, 4025, 3716, 3619, 3700 Mechanicsville Turnpike. Two of the property owners 

have held title for more than 25 years. The owner of 3716 and 3719 Mechanicsville Turnpike 

has been here for 25 years. The owner of 33306 Mechanicsville Turnpike has been here for 38 

years. The other property owners have been here between 3 and 11 years. 

The owner of 3523 Mechanicsville Turnpike indicated plans for acquiring more property on the 

corridor within the next five years. The owner of 3306 is planning to sell the property within the 

next five years if the right buyer came along. 

All of the property owners expressed that the property has been a good investment with the 

exception of the owner of the property located on 3700 Mechanicsville Turnpike. However they 

all indicated a number of constraints. These include increase in robberies, increase in vacancies, 

and difficulty acquiring building permits from Henrico County. All but one owner have made 

improvements to their property within the past 5 years. These include new roofs, façade 

improvements, repaving parking lots, and upgrades to electrical, flooring, and walls. 

- 34 -


The owners of 3523 and 4025 Mechanicsville Turnpike indicated that they plan to make property 

improvements in the next 3 years. The owner of 3700 attempted to expand the building and add 

storage and office space, however according to the owner, “the County of Henrico started 

making it too difficult too early in the planning process.” 

The main advantages of owning property on Mechanicsville Turnpike include the high visibility, 

accessibility, location and being in a well-known area. The main disadvantages of locating here 

according to the property owners are the lack of public transportation, and the “lack of 

cooperation from Henrico County.” 

When asked to describe the commercial market in this area and how they expect it to change, if 

at all in the next two to five years most of the respondents expected the market to continue to 

grow and change. The owner of the properties located on 3716 and 3719 Mechanicsville 

Turnpike thought that the market is going down. All owners indicated the importance of 

improving the visual appearance of the area including median landscaping, façade, and 

streetscape improvements The owner of 3700 Mechanicsville indicate that Henrico County 

should “provide assistance to business owners to develop a long-term workable plan for each 

property with reasonable upgrades and modern changes along with some financial assistance.” 

- 35 -


Opportunities 

Traffic volume and visibility 

High traffic volumes and the resultant clear visibility of corridor properties create an opportunity 

for new facilities, amenities, and services to be noticed by the public. Large traffic volumes and 

clear visibility offer a potential marketing advantage to businesses that locate here, and 

consequently contribute to the development potential of the area. 

New developments coming to the area 

The White Oak Shopping Center, the Grove Pointe Condominiums, and other developments 

coming to the area will provide new residential and commercial opportunities for eastern 

Henrico. These new developments will create the need for more goods and services in the area, 

thus increasing the area’s development potential 

Demand for retail services, housing, office space, and entertainment venues 

The shortage of certain types of goods and amenities, the increasing demand for housing, and the 

desire of many residents and business owners to see new investment come into the area, suggest 

an opportunity for new mixed-use development to occur in the Henrico Plaza site. Further, the 

unmet demand for certain goods and services could be supported by the vacant buildings and 

build-to-suit parcels available along the corridor. 

Corridor and its properties are receptive to change 

The corridor allows a certain degree of built-in flexibility for enhancement. Most of the 

buildings located on the corridor can be easily upgraded. Landscaping and simple curb 

realignments and the addition of crosswalks can greatly enhance the aesthetic value and 

pedestrian safety of the corridor. 

- 36 -


Constraints 

Disinvestment 

Unfortunately, this once thriving commercial corridor has suffered from steady disinvestment 

over the years. The information gathered throughout the planning process has revealed that 

disinvestment is occurring in four major ways: 

• Property owners who allow properties to deteriorate 

• Property owners who cannot finance the improvement of their properties 

• Business owners whose sales are declining 

• Customers who have lost interest due to the deterioration of some existing properties 

Pedestrian qualities are not favorable 

No sidewalks, crosswalks, or bicycle lanes currently exist on the corridor. Vehicular traffic is 

fast, and abundant. Buildings have varying setbacks and not all buildings face the street are not 

oriented in a consistent manner and have little or no connectivity between them. 

Lack of public transportation 

There are currently no bus routes that service the area. The lack of public transportation is a 

major liability of the corridor. Businesses would benefit greatly from the potential increase in 

customers coming to the area if public transportation served the area. In March of 2007 GRTC 

announced plans to extend bus service to the area. 

Perception is that crime is high in the area 

Crime was identified as a concern by all stakeholder groups. However crime data does not 

support this. The perception that crime is high is a great constraint for the corridor and needs to 

be addressed. 

Noise, dust and litter 

The high volume of auto and truck traffic, in combination with the frequent passing trains, 

creates a significant amount of noise, dust and litter along the Mechanicsville Turnpike. The 

many auto parts and repair businesses add to these negative visual impacts. 

- 37 -


REVITALIZATION PLAN 

The Mechanicsville Turnpike has suffered the same type of disinvestment often seen in older 

inner-ring suburban communities across the U.S. What was once a thriving destination point for 

local residents to eat, shop and gather has become a nightmare for pedestrians and only a quick 

glance for drivers traveling through it. Nevertheless, the Mechanicsville Turnpike community 

has shown resiliency and is currently experiencing pockets of reinvestment. The potential of this 

commercial corridor to once again become a destination point for residents and regional 

customers is great. 

The Mechanicsville study area has many advantages; an ideal location, high visibility, and ready 

accessibility to Interstates 64, 95, and 295. An established client base, both local and regional, 

coupled with new housing and retail developments coming to the area will increase the already 

unmet demand for goods and services. 

In order to attract new shoppers, promote economic growth and revitalization, and become a 

desirable place to live and shop, the corridor needs to improve its aesthetic value and overall 

appearance. The appearance of the streetscape needs to improve. Better continuous sidewalks, 

crosswalks, landscape improvements and street lighting need to be put in place for this to occur. 

The intersection of Mechanicsville Turnpike and Laburnum Avenue and the Henrico Plaza, just 

north of the intersection deserve special attention due to its central location and strategic 

redevelopment potential. Redevelopment needs to enhance the total cohesion of the corridor. 

The redesign of space must allow for pedestrians to travel safely from point A to point B. The 

development of the Henrico Plaza site must be linked to the adjacent neighborhood communities 

and be attractive to local pedestrian traffic. 

By identifying the types of uses and their location along the corridor, the following geographic 

subdivisions have been delineated. These are meant as guides for future development and 

- 38 -


growth of the corridor. The types of goods and services found to have an unmet demand in the 

area can be located in the central pedestrian area and would contribute greatly to the corridors 

sense of place. These uses include: convenience stores, bakery/deli/open air markets, 

clubs/community center, pets/ toys/ playground equipment, music products, medical facility, 

major and small appliances, footwear, alterations/shoe repair, laundry, floor coverings, 

reading/bookstore, household products, and other entertainment and equipment services, among 

others 

- 39 -


The corridor has sound infrastructure in place. The potential for revitalization is tremendous. In 

order to realize this vision, five goals must be achieved. These goals are: to strengthen existing 

businesses along the corridor; to recruit new businesses; to create a mixed-use development at 

the Henrico plaza shopping center site; to enhance the corridor’s aesthetic value and create a 

defined image for the corridor; to extend public transportation service to the area; and to reduce 

real and perceived crime along the corridor. 

The Henrico Plaza shopping center is suffering from continuing disinvestment by its property 

owners. Vacancies are high and the site is deteriorating and creating a visual nuisance for the 

area. Business owners complain that nothing is being done to maintain or improve the property. 

This view is supported by local real estate brokers and property owners. The owners of the 

property are located in New Jersey and have received several offers to sell but none have gone 

forward. The site’s location adjacent to residential neighborhoods makes it suitable for a mixeduse 

development that would capture the unmet demand for offices, retail, entertainment, and 

multi-family residential uses in the area. 

There are approximately 11,100 residents within a one-mile radius of this site. Thus, the 

potential for ‘foot traffic’ is tremendous. Creating pedestrian linkages along the corridor and 

specifically to this site will make the Mechanicsville Turnpike and Laburnum Avenue 

intersection a thriving community destination point for shopping, eating and gathering. 

- 40 -


Goal 1: Strengthen Existing Businesses 

Attention must focus on both existing and new businesses. Retention and expansion of existing 

businesses is vital to this corridor’s long-term success. Many of the corridor’s auto parts and 

repair stores have an established customer base and do quite well. The fast food and other 

restaurant types also thrive here. Strengthening the existing businesses and recruiting new 

businesses to fill vacant property are main priorities. 

Objective 1.A: Support and strengthen the existing businesses 

Strategy 1.A.1: Create and actively promote participation in Mechanicsville Turnpike 

Merchants Association. 

The East Henrico Merchants Association must support and work towards the 

development of a local merchants association that functions as a subsidiary of the 

existing organization. 

Strategy 1.A.2: Promote the use of available business improvement funding and 

assistance programs such as the Enterprise Zone program. 

The Henrico County Department of Community Revitalization should encourage existing 

business to take advantage of the different types of incentive programs available to them. 

This may be accomplished through workshops, consultations and site visits to promote 

the use of existing assistance programs and educate business owners to the advantages of 

renovating and/or expanding their current operations. 

Strategy 1.A.3: Recognize outstanding local businesses. 

The newly formed merchant’s association together with County officials and 

neighborhood organizations should hold a secret vote once a year to recognize the most 

improved businesses. 

- 41 -


Goal 2: Recruit New Businesses 

The existing vacant properties provide excellent opportunities for new business to locate along 

the corridor. 

Objective 2.A: Recruit new businesses to augment the existing business base and fill vacant 

property along the corridor 

Strategy 2.A.1: Recruit businesses identified as having unmet demand in the retail market 

analysis. Potential uses to be located here include bakery/deli/open air markets, medical 

facilities, barber shops, clubs/community center, pets/ toys/ playground equipment, music 

products, major and small appliances, footwear, convenience stores, alterations/shoe 

repair, laundry, floor coverings, household products, and other entertainment and 

equipment services 

The Merchants Association should use market analysis data to recruit new businesses and 

provide information on business incentives to new and existing owners. 

The Merchants Association will work with the Henrico Department of Community 

Revitalization to inform both existing and potential business owners of the business 

assistance programs, financing and incentives they provide. 

Strategy 2.A.2: Take advantage of vacant sites and establish and draw businesses to 

attract customers to the area. The establishment of an anchor tenant may bring more 

customers and new supplementary businesses to the corridor. 

Properties need to be continually advertised to recruit new owners and businesses. 

Henrico County should create a website that provides information of properties available 

for sale and lease in the area. 

The following map shows the location of vacant properties in the surrounding area. 

- 42 -



- 43 -


Goal 3: Create a Mixed-Use Development at the Henrico Plaza Site 

Mixed-use development for this site will fill a vacancy that has affected this area for some time 

now. The Henrico Plaza site provides an excellent opportunity to capture unmet demand in 

housing, retail, and other goods and services in the area. The possibilities for development of 

this site are numerous. 

Example of Mixed- Use Development 

The following development plan captures unmet demand for senior housing, retail and 

commercial space in the area. 

- 44 -


Site Plan 

P 

P 

Axonometric View 


- 45 -


Objective 3.A: Establish a senior housing facility 

The housing market analysis revealed a high potential for senior housing in the area. At least 90 

units can be housed on this site. The Henrico Plaza site is an excellent location for a 

development that provides mixed-income senior housing opportunities and complimentary retail 

and commercial space, open space, garden areas and other amenities. 

Strategy 3.A.1: Create a feasibility pro-forma for senior housing so as to increase the 

chances of recruiting a developer that would be interested in constructing multi-family 

senior housing on the site. The Henrico County Department of Community 

Revitalization should create a pro-forma for senior housing. The information can be 

distributed to potential developers for this project. 

Example of Senior Housing facility 

Strategy 3.A.2: Recruit a developer to create a mixed-use development that captures the 

unmet demand in senior housing and other complimentary uses. Such uses include 

facilities in which the seniors can work (daycare, children’s theater, bookstore, etc.), sit 

down restaurants, bookstore, and craft stores among other uses. 

The County will work with developers to determine the type of commercial and or retail 

space most suitable for the area. Market analysis data should be used to recruit new 

businesses. 

- 46 -


Strategy 3.A.3: At least 15 % of the total units must be allocated for low-income seniors 

in the area. Allocate Community Development Block Grant, HOME and other funds to 

support the development of new senior housing opportunities for low-income seniors 

including low-income housing tax credits (LITHC) available through the VHDA. 

Developers can sell the credits to investors to raise funds for the project, reducing the 

amount of debt incurred for development. Due to the reduction in debt by tax credit, the 

tax credit property is mandated to charge only affordable rents to low-income residents. 

Strategy 3.A.4: Provide park garden spaces and walking trails for seniors. 

Provide open areas and walking trails that connect the senior facility to the other uses. 

Planting native oak trees on the west side of the site will create a buffer from the adjacent 

neighborhood as well as provide protection from western sunlight that would increase the 

building’s heat load as the sun sets. 

Objective 3.B: Create a destination point for recreation and entertainment at the Henrico 

Plaza site 

Strategy 3.B.1: Recruit businesses or organizations focused on providing safe 

recreational and entertainment venues for the community. These types of businesses can 

vary from children’s theaters, sports facilities, restaurants to other entertainment-oriented 

uses. 

Strategy 3.B.2: Encourage the site’s property owners to work with developers and the 

County Recreation and Parks Division to create these types of opportunities currently not 

available in the area. The Henrico County Department of Community Revitalization 

along with the newly established Mechanicsville Turnpike Merchant’s Association 

should encourage property owners to form a public/private venture to create a community 

center for the area. 

Strategy 3.B.3: Provide three-story buildings that consist of retail or commercial space on 

the street level and locate entertainment uses such as a children’s theater or a movie 

theater on the other two upper levels, in order to maximize the use of the site. The 

Henrico County Department of Community Revitalization should create a feasibility proforma 

for developing a mix of uses on the site. The information can be distributed to 

potential developers for this project. 

- 47 -


Goal 4: Enhance the Aesthetic Value and Create a Defined Image for 

the Corridor 

Enhancing the corridor’s appearance will create a sense of pride and ownership for all 

stakeholders. Residents and customers will feel better about their community. Business owners 

will be more successful in attracting and retaining customers. Property owners will see property 

values increase and ultimately vacancies will remain at a minimum. By identifying the types of 

uses and their location along the corridor, the following geographic subdivisions have been 

delineated. These are meant as guides for future development and growth of the corridor. As 

mentioned previously the types of uses found to have an unmet demand in the area are excellent 

additions for the central pedestrian area as well as for the entire corridor. 


- 48 -


Objective 4.A: Encourage property owners to maintain and/or improve their property 

Strategy 4.A.1: Property owners must improve the appearance of their properties through 

routine maintenance and façade improvements. 

Educate property and business owners to the types of assistance available for façade 

improvements through the Henrico County Enterprise Zone program. 

Strategy 4.A.2: Reward businesses and/or property owners for their maintenance efforts. 

The Henrico County Community Maintenance Division should work with the 

Mechanicsville Turnpike Merchant’s Association to create strategies for successful 

maintenance of their property and its surroundings. 

The newly formed Mechanicsville Turnpike Merchant’s Association together with 

County officials and neighborhood organizations should hold a secret annual vote to 

award the best maintained properties. 

Objective 4.B: Create a coherent visual image 

for the corridor 

Strategy 4.B.1: Landscape medians and 

curb cuts wherever possible and 

resurface roads. The Henrico County 

Department of Public Works should 

collaborate with the Mechanicsville 

Turnpike Merchant’s Association and the Henrico County 

Department of Community Revitalization to make landscape and 

street improvements. Landscaping should be consistent 

throughout the entire corridor. 

The type of vegetation to be used should be native to the region 

in order to lower maintenance costs and labor. Trees for shading 

include Red Oak, Linden, and Honey Locust. Trees for 

flowering include Serviceberry, Dogwood, and Red Bud. 

Red Oak 

Serviceberry 

- 49 -


Strategy 4.B.2: Incorporate gateway signage at the intersection of Laburnum Avenue and 

Vawter Street to the west, Laburnum Avenue and Harvie Road to the east, 

Mechanicsville Turnpike and Ravenswood Road to the north and at the Henrico County 

line mark on the Mechanicsville Turnpike to the south. 

The Department of Public Works and Community revitalization must collaborate with the 

Mechanicsville Turnpike Merchant’s Association to design and install gateway signage. 

Example of Gateway Signage 

Strategy 4.B.3: Install banners along the corridor from Harvie Road to Neale Street. 

Banners will help create a sense of place and vitality in the area. The Mechanicsville 

Turnpike Merchants Association should use funds from merchant dues to design and 

install banners placed on pedestrian light fixtures to establish a sense of place. Funding 

may also be available from the Board of Supervisors’ discretionary fund. 

- 50 -


Example of light pole banner 

Objective 4.C: Create a safe and accessible pedestrian environment 

There is a need to provide a safe environment for pedestrians along the corridor. Many 

customers and business owners expressed their concern with the lack of crosswalks, sidewalks 

and traffic-calming measures. There are very few sidewalks along the corridor and all of them 

have little or no connectivity between them. 

Strategy 4.C.1: Calm traffic to enhance pedestrian safety. 

Henrico County Public Works Division should install crosswalks at every traffic light 

intersection within the study area. (Mechanicsville and Laburnum; Mechanicsville and 

Dill; and Mechanicsville and Neal.) 

- 51 -


Central 

Pedestrian 

Area 

Crosswalks 


- 52 -


Goal 5: Extend Public Transportation Service to the Area 

The information gathered from the stakeholder surveys shows that many customers and business 

owners expressed their desire to see the Greater Richmond Transit Company (GRTC) extend 

service into the area. New developments coming to the area are increasing the demand for 

public transportation. Providing bus service to the area will improve residents’ chances of 

securing employment and becoming more independent as far as transportation is concerned. 

Objective 5.A: Provide bus service to the area 

Strategy 5.A.1: Increase customer traffic and provide transportation for those who do not 

have their own means of transport to and from work, school, and personal services by 

extending public transportation routes to the area. Henrico County must work together 

with the Greater Richmond Transit Company to extend public transportation service to 

this area. The County should also evaluate other potential service areas in East Henrico. 

Bus Stop Shelter Example 

Strategy 5.A.2: Provide bus stop shelters at every proposed bus stop. 

GRTC together with Henrico County should provide adequate bus stop shelters at each of 

the proposed bus stops. 

- 53 -


Goal 6: Reduce Real and Perceived Crime 

Crime is real in the actual numbers of criminal actions or it can simply be perceived as existing. 

Both cases are problematic. The input gathered from surveying stakeholder groups, signals that 

crime is a problem; however crime data for the area indicates that the level of criminal activity 

doe not reach the level of perceived criminal activity. Attention should be focused on finding 

ways to reduce the community’s perception of crime as a problem. 

Objective 6.A: Increase police presence in the community 

Community policing Meeting 

Strategy 6.A.1: Strengthen the existing police-visitation program. Encourage police 

officers to create relationships with business owners, property owners and neighborhood 

residents. In order to build a better relationship with community members, police officers 

need to spend more time in the area engaging with the community. The Mechanicsville 

Turnpike Merchants Association will work with the Henrico County Division of Police to 

strengthen the existing Community Police Officer program. 

- 54 -


Strategy 6.A.2: Encourage business and property owners to take advantage of the 

Henrico County Division of Police Community Policing Section. This unit provides 

many programs and services to residents and the business community. The 

Mechanicsville Turnpike Merchants Association will encourage local businesses to use 

free crime prevention and workplace violence prevention programs. These programs 

have been created to assist businesses and organizations with developing, promoting, and 

operating a safe work environment. 

Objective 6.B: Use Crime Prevention through Environmental Design (CPTED) principles to 

discourage crime. 

CPTED principles recommend that business owners 

keep windows free of advertising signs, and maintain 

landscaping, which allows for visibility (Natural 

Surveillance) into and out of retail space. Keeping the 

corridor well lit at night is another important aspect of 

CPTED. 

Strategy 6.B.1: Consistent lighting along the 

corridor deters crime and enhances pedestrian 

safety. Pay special attention to areas that are 

particularly vulnerable in darkness. Such areas 

include the rear of buildings, and empty 

parking lots. 

Strategy 6.B.2: Encourage and educate 

businesses to maximize surveillance 

opportunities for their businesses. 

Street Light Example 

Work with the Henrico County Police Department’s CPTED planner to identify strategies 

to discourage crime. The Henrico County Police Division will educate businesses owners 

on how they can apply CPTED principles to enhance security. 

- 55 -


Potential Funding Sources 

Enterprise Zone 

The purpose of the Virginia Enterprise Zone Program is to stimulate business and industrial 

growth in areas which would result in neighborhood, commercial and economic revitalization. 

Once an area has been designated as an Enterprise Zone, state and local incentives become 

available to qualified businesses and property owners that participate in the Program. Enterprise 

Zone incentives include design assistance for façade improvements through the County’s 

preparation of design standards for the commercial corridors. 

The New Enterprise Zone Grant Program regulations were effective July 1, 2005. The State 

Enterprise Zone Program includes two grant incentives: job creation and real property 

investment. 

The job creation grant is based on permanent full-time job creation. The total amount of the grant 

is based on the wages paid to those positions rather than on zone residency. Every employment 

position that pays 200 percent of the federal minimum wage and is provided health benefits can 

receive a grant of $800 per year for a period of five years. Positions that pay at least 175 percent 

of the federal minimum wage and are provided with health benefits could receive a grant of $500 

per year for five years. 

The real property investment is offered as a grant rather than a tax credit. For a rehabilitation or 

expansion project, the minimum investment is $50,000. For new construction, the minimum 

investment is $250,000. Projects involving up to $5 million in qualified improvement costs can 

receive a grant equal to 20 percent of the amount of the qualified improvement costs not to 

exceed $125,000 for any building or facility within a five year period. Projects involving $5 

million or more in qualified enterprise zone investment could receive a grant equal to 20 percent 

of the amount of the qualified enterprise zone investment not to exceed $250,000 for any 

building or facility within a five year period. 

- 56 -


At the local level, Henrico County provides grants, accelerated development processing, a seven 

year real estate tax exemption for rehabilitation of certain commercial real estate, commercial 

and industrial rehabilitation grants for exterior improvements and correction of code violations, 

employment and training assistance, and technical assistance and regulatory flexibility. 

Low Income Housing Tax Credits 

Low Income Housing Tax Credits (LITHC) can be awarded to qualified projects. Developers 

can sell the credits to investors to raise funds for the project, reducing the amount of debt 

incurred for development. Due to the reduction in debt by tax credit, the tax credit property is 

mandated to charge only affordable rents to low-income residents. 

Tax Increment Financing 

Tax increment Financing (TIF) is a system where additional tax revenue collected from rising 

assessments is used to repay bonds issued to make improvements to a district. Any taxes 

collected in excess of an established baseline tax base are used to repay the debt. TIF’s have 

been quite successful at accelerating the organizational and infrastructure investment needed to 

encourage private development. 

VDOT Improvement Grants: 

Transportation enhancement program 

The Federal Intermodal Surface Transportation Efficiency Act of 1991 introduced the 

Transportation Enhancement Program. The establishment of this program offers federal funding 

targeted towards integrating transportation into communities and the environment. 

Transportation enhancement provides a quality-of-life benefit and increases the value of the 

project. Transportation enhancement activities can be stand-alone projects or a part of a larger 

transportation project. 

- 57 -


In order to qualify the enhancements must fall into one or more of the following 12 categories: 

• Provision of Facilities for Bicycles and/or Pedestrians 

• Provision of Safety and Educational Activities for Pedestrians and Bicyclists 

• Acquisition of Scenic Easements and Scenic or Historic Sites 

• Scenic or Historic Highway Programs 

• Landscaping and Other Scenic Beautification 

• Historic Preservation 

• Rehabilitation and Operation of Historic Transportation Buildings, Structures or 

Facilities, Including Historic Railroad Facilities and Canals 

• Preservation of Abandoned Railway Corridors Including the Conversion and Use 

Thereof for Pedestrian and Bicycle Trails 

• Control and Removal of Outdoor Advertising 

• Archaeological Planning and Research 

• Environmental Mitigation to Address Water Pollution Due to Highway Runoff or 

Reduce Vehicle-caused Wildlife Mortality While Maintaining Habitat 

Connectivity 

• Establishment of Transportation Museums 

Pilot Transportation Planning Grant 

A new pilot grant program is being administered by the Virginia Department of Transportation, 

has been launched to jumpstart plans which would serve the unique transportation needs of 

communities. Planning District Commissions (PDC) and Metropolitan Planning Organizations 

(MPO) throughout the State can apply for up to $500,000 in transportation planning grants. 

Safe Routes to Schools Program 

The Safe Routes to Schools (SRTS) Program is a federal-aid program of the U.S. Department of 

Transportation's Federal Highway Administration (FHWA). Virginia’s portion of the SRTS 

program is approximately $13.5 million over five federal fiscal years (2005-2009) and is to be 

administered by the Virginia Department of Transportation (VDOT). 

- 58 -


The program provides funds to improve the ability of primary and middle school students to 

walk and bicycle to school safely. The three main purposes of the program are: 

• To enable and encourage children, including those with disabilities, to walk and 

bicycle to school. 

• To make bicycling and walking to school a safer and more appealing transportation 

alternative, thereby encouraging a healthy and active lifestyle from an early age. 

• To facilitate the planning, development, and implementation of projects and activities 

that reduce traffic and improve safety, fuel consumption and air quality in the vicinity 

of primary and middle schools (kindergarten through the eighth grade). 

- 59 -


Implementation Schedule 

TABLE 12. 

Mechanicsville Turnpike Implementation Schedule by Strategy 

Strategy Description Responsible Party(ies) Term Start Finish 

1.A.1 

1.A.2 

1.A.3 

Promote participation in new 

merchants association 

Educate merchants on how to 

improve businesses 

Recognize outstanding local 

businesses 

Merchants Association, Short term 6 months Ongoing 

New leaders 

HCRD Short term 6 months Ongoing 

Merchants Association, 

New leaders, HCRD 

Short term 6 months Ongoing 

2.A.1 Recruit new businesses Merchants Association Short term Immediately Ongoing 

2.A.2 Fill vacant property HCRD, Property Owners Short term Immediately Ongoing 

3.A.1 Illustrate demand for senior housing HCRD Short term 6 months Ongoing 

3.A.2 

3.A.3 

3.A.4 

3.B.1 

3.B.2 

3.B.3 

Create senior housing at Henrico 

Plaza 

Illustrate demand for affordable 

senior homes 

Provide open spaces at Henrico 

Plaza 

Target entertainment businesses for 

Henrico Plaza 

Encourage property owners to 

recruit entertainment businesses 

Encourage mixed uses at Henrico 

Plaza 

HCRD Long term 2 year 5 years 

HCRD Short term 6 months Ongoing 

HCRD Long term 2 year 5 years 

HCRD, Merchants 

Association 


Association 


Association 

4.A.1 Encourage property improvements HCRD, Merchants 

Association, Property 

Owners 

4.A.2 

Award property owners for 

improvements 


Association 

4.B.1 Landscape medians and curb cuts HPW,VDOT, HCRD Medium 

term 

4.B.2 Install gateway markers Merchants Association, 

HCRD, HPW 

4.B.3 Install banners Merchants Association, 

HCRD, 

Long term 2 year 5 years 


Long term 2 year 5 years 

Short term Immediately Ongoing 


Medium 

term 

Medium 

term 

1 year 3 years 



4.C.1 Install crosswalks VDOT, HCDPW Medium 1 year 3 years 

term 

5.A.1 Extend public transportation GRTC, Henrico County Short-term 6 months 1 year 

5.A.2 Install bus stop shelters GRTC, HCDPW Short-term 6 months 1 year 

6.A.1 Strengthen police-visitation program HCPD, Merchants 

Association 

6.A.2 

Encourage merchants to use the 

Community Police Officer program 

HCPD, Merchants 

Association, HCRD 

6.B.1 Enhance lighting HCDPW, Business and 

property owners 

6.B.2 Maximize business surveillance Property and business 

owners, HCPD, HCRD, 

Merchants Association 

HCRD - Henrico County Department of Community Revitalization 

HCPD - Henrico County police Department 

HCDPW - Henrico County Department of Public Work 

GRTC - Greater Richmond Transit Company 

VDOT - Virginia Department of Transportation 



Short term 6 months 1 year 

Short term 6 months 1 year 

- 60 -

TECHNICAL APPENDIX 

Appendix

A. 1 Selected Trade Area Household Demographics 


Census 

Tract 

Total 

Households 

Average 

Household 

Size 

Households 

with 

children 

Households 

without 

children 

Householder 

15 to 64 

years 

2010.01 1,866 2.38 573 1,293 1,545 321 

2010.02 1,164 2.52 416 748 984 180 

2010.03 1,929 2.54 500 1,429 1,508 421 

Total 4,959 2.48 1,489 3,470 4,037 922 


Census 

Tract 

Total 

Households 

Average 

Household 

Size 

Households 

with 

children 

Households 

without 

children 

Householder 

15 to 64 

years 

107 1,045 2.69 262 783 689 356 

108 1,580 2.80 381 1,199 1,110 470 

109 1,076 2.78 277 799 777 299 

110 1,007 2.89 434 573 796 211 

209 1,225 2.48 353 872 836 389 

2008.04 2,543 2.27 902 1,641 2,373 170 

2008.05 1,441 2.62 657 784 1,171 270 

2011.01 2,316 2.24 836 1,480 1,986 330 

2012.01 2,460 2.52 864 1,596 1,954 506 

3211 2,010 2.39 636 1,374 1,536 474 

3212.02 1,642 2.39 667 975 1,435 207 

Total 23,304 2.55 6,179 17,125 18,700 4,604 

Householder 

65 years 

and over 

Householder 

65 years 

and over 

Mechanicsville Turnpike Revitalization Plan 2007 Appendix - 2 -

A.2 Trade Area Population by Age 


Census 

Tract 

Under 

5 

years 

5-9 

years 

10-19 

years 

20-29 

years 

30-39 

years 

40-49 

years 

50-59 

years 

60-69 

years 

70 and 

over 

2010.01 307 346 609 524 772 795 493 304 326 

2010.02 220 250 422 371 452 503 346 184 191 

2010.03 231 397 645 525 610 720 811 556 578 

Total 758 993 1,676 1,420 1,834 2,018 1,650 1,044 1,095 


Census 

Tract 

Under 

5 

years 

5-9 

years 

10-19 

years 

20-29 

years 

30-39 

years 

40-49 

years 

50-59 

years 

60-69 

years 

70 and 

over 

107 124 246 438 231 342 511 341 244 323 

108 234 378 694 395 624 646 465 520 519 

109 183 221 533 355 486 497 336 244 335 

110 228 318 586 303 473 399 235 199 239 

209 208 195 380 245 356 503 281 323 378 

2008.04 593 556 735 1,499 857 708 418 235 173 

2008.05 476 413 669 512 521 351 395 248 215 

2011.01 362 430 670 830 878 951 511 259 491 

2012.01 397 445 923 782 995 1,047 690 399 556 

3211 280 356 603 451 816 711 632 445 560 

3212.02 334 350 513 686 738 620 278 146 251 

Total 4,177 4,665 8,420 7,709 8,920 8,962 4,582 6,232 5,135 


A.3 Comparison of demographic characteristics 

1990 2000 Annual Rate 

Population 

Henrico County-wide 217,881 262,300 2.04% 

Mechanicsville Turnpike At E. Laburnum Avenue 

Convenience Trade Area 11,850 12,488 0.54% 

Community Trade Area 59,681 62,700 0.51% 

Williamsburg Road At S. Laburnum Avenue 

1 mile radius 2,957 3,009 0.18% 

3 mile radius 37,221 43,389 1.66% 

E. Nine Mile Road At N. Airport Drive 

1 mile radius 7,515 8,101 0.78% 

3 mile radius 28,076 29,785 0.61% 

Median Household Income 

Henrico County-wide $35,604 $49,185 3.81% 

Mechanicsville Turnpike At E. Laburnum Avenue 

Convenience trade area $31,897 $34,111 0.70% 

Community trade area $24,265 $33,233 3.70% 

Williamsburg Road At S. Laburnum Avenue 

1 mile radius $28,547 $39,227 3.74% 

3 mile radius $28,061 $37,154 3.24% 

E. Nine Mile Road At N. Airport Drive 

1 mile radius $30,479 $36,889 2.10% 

3 mile radius $30,643 $38,855 2.68% 


A.4 Zoning Designations in the Mechanicsville Turnpike Study Area 

Zoning Category Principal Uses Alternative Uses 

R 3 & R-4 One 

Family 

Residence 

District 

one-family dwellings 

group care facilities, agriculture, 

churches, schools, colleges, universities, 

county owned utilities and facilities, 

political campaign office in a residence, 

model homes in approved subdivision 

R-5 General 

Residence 

District 

R-6 General 

Residence 

District 

O-2 Office 

District 

B-1 Business 

District 

B-2 Business 

District 

B-3 Business 

District 

Multi-family dwellings, townhouses for sale, rooming/boarding houses, group care facilities. 

any use permitted in R-5 District, nursing homes 

any use permitted in O-1 District 1 , medical offices and laboratories, banks, drive-in windows 

animal hospital, dog grooming, private club or lodge, health clubs, training classes, specialty shops, 

artist studios, funeral homes, child care centers, barber, bakeries, banks, temporary sales of Christmas 

trees, laundry mats, neighborhood shopping center, restaurant (no take-out) 

principal uses permitted in B-1 District, automotive parts sales, gun sales, restaurants (including takeout), 

indoor recreational activities, automotive filling stations with two service bays, drapery making, 

furniture upholstering shops (maximum of 3,000 sq. ft.), flea markets and antique auctions, furniture, 

television, appliance sales ,service and repair, garden center, gun shop, printing, publishing and 

engraving, blueprinting shops (maximum of 5,000 sq. ft.) sign printing and painting shop, permanent onsite 

recycling collection facility. 

principal uses permitted in the B-2 District, automotive, truck and recreational vehicles sales, service 

and repair, automotive body and paint shops (within enclosed building), boat and boat trailer sales, 

service and storage, car wash, building materials store, exterminating establishment, farm supply store, 

dry cleaners, fortuneteller, heating and electrical shop, palmist, spiritual reader, janitorial service, 

landscape contracting and tree service, industrial trade school, business school, public dance halls, 

sheet metal shop, sign fabrication shop, wholesale establishment (maximum 15,000 sq. ft.) 

any use permitted in R-4A District except 

one-family dwellings, child care centers 

1 O-1 Office District = Principal Uses: general, administrative, professional and medical offices, child care centers, studio for artist, designer, writer, photographer, sculptor or 

musician (no sales) 


A.5 Assessment Trends 1997-2007 

Address Assessment % change 

Mechanicsville Turnpike 1997 2007 

3202 $21,800 $39,100 44.2% 

3212 $57,500 $49,900 -15.2% 

3220 $88,500 $105,500 16.1% 

3271 $380,900 $537,900 29.2% 

3287 $427,300 $665,000 35.7% 

Block totals $976,000 $1,397,400 30.2% 

3306 $46,900 $55,700 15.8% 

3308 $118,000 $154,000 23.4% 

3309 $46,800 $105,000 55.4% 

3311 $272,500 $424,900 35.9% 

3313 $904,300 $1,209,300 25.2% 

3315 $134,100 $135,700 1.2% 

3316 $147,700 $196,200 24.7% 

Block totals $1,670,300 $2,280,800 26.8% 

3400 $71,800 $77,900 7.8% 

3406 $142,800 $177,900 19.7% 

Block totals $214,600 $255,800 16.1% 

3502 $113,000 $135,700 16.7% 

3512 $25,800 $22,000 -17.3% 

3517 $188,000 $308,900 39.1% 

3522 $127,700 $143,500 11.0% 

3523 $138,700 $206,100 32.7% 

Block totals $593,200 $816,200 27.3% 

3600 $226,300 $315,000 28.2% 

3601 $267,300 $479,700 44.3% 

3608 $64,400 $75,000 14.1% 

3609 $110,500 $128,200 13.8% 

3612 $143,000 $199,200 28.2% 

3614 $65,300 $79,100 17.4% 

3617 $161,400 $181,400 11.0% 

3619 $127,900 $152,000 15.9% 

3623 $42,300 $39,300 -7.6% 

3631 $743,000 $2,354,800 68.4% 


A.6 Assessment Trends 1997-2007 (continued) 

Address Address Address Address 

Mechanicsville Turnpike Mechanicsville Turnpike Mechanicsville Turnpike Mechanicsville Turnpike 

Block totals $1,951,400 $4,003,700 51.3% 

3700 $183,900 $192,700 4.6% 

3703 $586,000 $1,772,600 66.9% 

3710 $294,000 $541,900 45.7% 

3712 $175,200 $255,500 31.4% 

3715 $176,000 $307,200 42.7% 

Block totals $1,415,100 $3,069,900 53.9% 

3800 $3,002,500 $5,714,600 47.5% 

3801 $585,000 $733,400 20.2% 

3807 $408,800 $552,200 26.0% 

3815 $312,800 $631,300 50.5% 

3822 $58,300 $116,400 49.9% 

Block totals $4,367,400 $7,747,900 43.6% 

4001 $372,300 $484,300 23.1% 

4007 $179,800 $172,600 -4.2% 

4009 $457,500 $456,100 -0.3% 

4025 $3,741,800 $1,632,000 -129.3% 

Block totals $4,751,400 $2,745,000 -73.1% 

Corridor totals $31,857,000 $44,594,300 28.6% 


A. 7 Customer Survey Results 

1. What is the main reason you come to the Mechanicsville Turnpike corridor? 

Convenience/ Close to home 11 Employment 6 Shop 4 

2. What local businesses do you visit most often along this corridor? 

Fast Food 7 

Garment-Zone 5 

Food Lion 4 

Advance Auto 3 

Payless Shoes 2 

Walgreens 2 

Family Dollar 2 

Blair’s Drug 2 

Dunn’s BBQ 2 

Anthony’s 2 

3. Approximately how often do you shop here? 

2 or more times a week 7 Weekly 4 Less than weekly 3 

4. On a scale from 1 to 5 rate the quality of the following area features 

a. Traffic circulation {Comments: Traffic moves very well except rush-hour} 

(low) 1 0 

2 1 

3 3 

4. 5 

(high) 5 5 

b. Parking {Comments: Always able to find good parking} 

(low) 1 0 

2 1 

3 2 

4. 7 

(high) 5 4 

c. Feeling of safety {Comments: Very safe, police presence is strong} 

((low) 1 0 

2 0 

3 3 

4. 8 

(high) 5 3 


d. Overall attractiveness of the area {Comments: More business owners need to take better care of their building’s appearance, situation is getting better.} 

((low) 1 1 

2 1 

3 7 

4. 4 

(high) 5 1 

5. Do you ever park at one place and walk to the different stores? 

Yes 8 No 6 

6. What grocery store or stores do you visit for most of your grocery needs? 

Food Lion 10 Kroger 3 

Ukrop’s 1 Wal Mart 3 

7. Approximately how far do you travel to the grocery store? Or, if you 

know the intersection of the store, please indicate below: 

Less than 1mile 5 More than 1 mile 3 

8. What do you think is the best use for Henrico Plaza? 

Community Center 2 

Movie Theater 2 

Entertainment 1 

Shopping Mall 3 

Mixed Use 4 

Family Stores 1 

More retail businesses 4 

9. What do you like most about this area? 

Accessibility & Parking 3 

Convenience 4 

Quiet 2 

Good Restaurants 2 

10. What do you dislike most about this area? 

Appearances 5 

No sidewalks 3 

No bus service 2 

Traffic 3 

No lighting 2 

No attractions 1 


11. What do you think Henrico Country can do to help improve the Mechanicsville Turnpike commercial corridor? 

Bring stores to Henrico Plaza 1 

Eliminate vacancies 1 

Encourage property upgrades 2 

Add lighting 2 

Improve the overall look 4 

Bring new business 3 

Brig bus line 1 

12. What is your home zip code? 23222; 23231; 23227; 23226; 23112; 23116; 23223; 22546 


A.8 Business Survey Results 

1) Type of Business: 

Apparel 1 

Food 2 

Auto parts or repair 2 

Other 5 

2) Business Physical Address: 

3287 Mechanicsville Turnpike 










3) How long has this business been in operation: 

Less than 5 years 2 

5 to 25 years 3 

More than 25 years 5 

4) Does the business own or rent the space in which it is located: 

Own 4 

Rent 6 


5) What is the stores approximate size in square feet? 

Average = 4,559 square feet 

1000 to 2000 2 

2000 to 4000 2 

4000 + 5 

6) What are the hours of operation for this business? 

Days open # 

of 

sto 

res 

Monday 

to Friday 

7-8 

AM 

9-10 

AM 

4 4 to 5 

PM 

5 After 

6:00 PM 

close # 

of 

sto 

res 

4 

1 

Saturday 7-8 

AM 

9-10 

AM 

3 12 to 2 

PM 

5 4 to 5 

PM 

After 

6:00 PM 

3 

2 

3 

Sunday 9:00 

AM 

352 After 

9:00 

AM 

1 4 to 5 

PM 

1 After 

6:00 PM 

1 

1 

7) How many customers/clients visit this business per week? Select One 

i. None (Business Via Phone or Internet) 

ii. Less than 100 3 

iii. 100-500 5 

iv. 500-1000 2 


v. Over 1000 

8) What are the busiest days of the week for this business/ 

Monday 3 

Tuesday 2 

Wednesday 1 

Thursday 0 

Friday 5 

Saturday 2 

9) What are the three busiest months of the year for this business? 

January 2 

February 1 

March 3 

April 1 

May 2 

June 3 

July 2 

August 4 

September 4 

October 3 

November 0 

December 3 

10) What percentage of your customers travel to shop 

5 minutes 25.6% 



11) What is the toughest competition for this business? 

12) What three Mechanicsville Turnpike businesses complement this business the most? 

13) How many jobs did this business provide in 2006, including owners 

2 to 5 jobs 3 

5 to 15 jobs 4 

More than 15 jobs 2 


14) Name two businesses you would like to see come to Mechanicsville Turnpike 

Major Anchor Store 5 

Food Store 3 

Bank 1 

Other 3 

15) Do you have plans to expand or reduce operations for this business in the near future? 

Yes 4 

No 4 

If yes, Are you using any incentives such as Enterprise Zone? 

Yes 0 

No 6 

16) Are you or the business owner considering any façade improvements in the near future? 

Yes 2 

No 7 

17) What are the top 3 advantages of being located on the Mechanicsville Turnpike? 

Accessibility 4 

Location 4 

Visibility 5 

Convenience 2 

Other 5 

18) What are the top 3 disadvantages of being located on the Mechanicsville Turnpike? 

Lack of public transportation 2 

Area in decline 5 

Crime 2 

Other 6 


19) Over the past 3 years, have sales generally: 

Stayed the same 2 

Increased 7 

Decreased 1 

Why the increase / decrease? 

Neighborhood has built up 2 

Business is growing 2 

Increased client base 3 

20) Over the next 3 years, do you expect sales to: 

Stayed the same 1 

Increased 8 

Decreased 1 

Why the increase / decrease? 

Pursuing Competitors Base 1 

Increase in services offered 1 

Property improvements 2 

Growing Business 1 

Economy 1 

Crime 1 

21) What do you think is the best use for the Henrico Plaza? 

Tear it down 3 

Major Chain Stores 2 

Shopping Center 2 

Nursing Home 1 

22) What is your perception of crime in the area based on the scale below? 

(low) 1 1 

2 3 

3 1 

4 3 

(high) 5 2 


23) What could property owners do to improve the area? 

Communicate with other businesses 1 

Improve lighting and safety 5 

Maintain and improve property 3 

Eliminate trashy signage 1 

24) Are there any barriers for you to improve your business? 

No new residential development 1 

Financing 2 

Permit Process through County 1 

25) On an average, how many customers come into your store? 

0-100 100-200 200+ 

Weekday 5 3 3 

Weekend 6 2 1 

26) How many customers are repeat customers, as opposed to first-timers? 

Most of them 8 

About half 2 

Only a few 0 

27) Has your customer base changed over the years in any way? 

Yes 4 

No 6 

How? 

Customer loyalty 

Improve customer quality 

Increased homeowners 

Other ethnic groups 

Not as many youths 


A.9 Property Owner Survey Results 

1. What property or properties do you currently own on Mechanicsville Turnpike? 

a. 3306 Mechanicsville Turnpike 

b. 3523 Mechanicsville Turnpike 

c. 4025 Mechanicsville Turnpike 

d. 3716; 3619 Mechanicsville Turnpike 

e. 3700 Mechanicsville Turnpike 

2. How long have you owned this property? 

a. 38 years 

b. 11 years 

c. 5 years 

d. 25 years 

e. 3 years 

3. Why did you purchase this property? 

a. As a source of income 

b. Convenience store 

c. Dental Office 

d. Investment 

e. Relocate business from inner Richmond City 

4. Are you planning to buy more property here within the next 5 years? 

a. No 

b. Yes. Between Byron Street and Laburnum Avenue 

c. No 

d. No 

e. No 

5. Are you planning to sell any of your property here in the next 5 years? 

Mechanicsville Turnpike Revitalization Plan 2007 

Appendix - 17 -

a. Yes 

b. No 

c. Maybe 

d. Maybe 

e. No 

If yes, which one(s) and why? 

a. If the right buyer came along c. Retirement 

6. Has your property been a good investment? 

a. Yes 

b. Yes 

c. Yes 

d. Yes 

e. No 

Could you describe major challenges? 

b. Robberies have increased; Henrico inspectors have removed all outside cigarette signs 

c. Empty shopping center and ‘crummy’ business next door (Play Care Center) 

d. Getting building permits 

e. Overpaid for the property {Comment: All sellers overcharged b/c of high demand coupled with their Starker 1031 advantages.} 

7. What improvements have you made to the property in the last 5 years? 

a. New roof 

c. Extensive interior improvements, repaved parking lot, landscaping, fix sprinkle system 

d. New face on all buildings, new roof, new pavement 

e. Upgrading electrical, flooring, walls and air conditioning, repaving paring lot, adding new exterior and interior, lighting and signage. 

8. Are you planning to make any improvements in the next 2 to 3 years? 

a. Not Sure 

b. Yes 

c. Yes 

d. Not Sure 

e. No. {Comment: Attempted to expand the building and add storage and office space, but the County of Henrico started making it too difficult 

too early in the planning stages.} 

9. What are the top three advantages of owning property on Mechanicsville Turnpike? 

c. Many cars pass by; Accessible; Well known area 

e. Too few available, keeps the value up; Excellent proximity to highways; Well known area 

10. What are the top three disadvantages of owning property on Mechanicsville Turnpike? 


e. Lack of public transportation; lack of cooperation from Henrico County 

11. How would you describe the commercial market in this area? How do you see it changing in the next 2 to 5 years, if at all? 

a. Changing 

d. Going down 

e. Excellent representation of fast food, financial services and used cars. We expect this continue, but hopefully the trend for specialty retailers to 

enter the market (clothing outlets, furniture stores, hardware, etc.) will continue. 

12. What should other property owners be doing to enhance the district? Are any specific properties problems for the area? Are any specific properties 

beneficial to the whole area? 

a. Improve appearance of their exteriors; 

e. Henrico prohibits property owners from doing much to the properties by being too restrictive. Most of the owners and operators in this area are 

not large well funded corporations, and as individuals many of us can’t afford to do it all at once. 

13. Would you be willing to work with other property owners in the district to make coordinated improvements to properties? Yes or no? Why or not? 

e. Possibly, depending on what is involved and how it affects our site. 

14. What should Henrico County be doing to enhance the district? 

a. Trash removal from properties 

e. Have people help individuals to develop a long term workable plan for each property with reasonable upgrades and modern changes, along 

with some possible financing assistance; also cosmetic street curb and median improvements 

15. Would you be interested in creating a special assessment district to facilitate these improvements? 

e. No. We participated in this type of thing in downtown Richmond before moving here and it became a sluggish and expensive bureaucracy. 

16. Are you aware of any public programs to offer financial assistance or tax relief to property owners in the commercial area? 

e. Yes. 

If so, are you using them or if not why? Not using them. They would not allow us to do small scheduled upgrades overtime, they insisted 

that we make one grand upscale, overall renovation or they we could not receive benefits. 

17. What would you like to see happen with this area in the next 5-10 years? 

a. Grow 

d. Retire 

e. Continue on present path to continue improvements and growth eliminate the businesses that are not contributing the economic plus benefits 

(ex: Salvation Army 

18. What are the two most important things that need to happen to achieve this? 

e. 1) County revamp their whole program, instead of offering a complex major program they could offer free consulting services and guidance to 

develop individual plans. 

2) Provide public transportation 


A.10 Estimated Expenditures and Development Potential: Convenience trade area, Mechanicsville Turnpike Area, 2007 

Category 

Primary Level Secondary Tertiary Potential 

Expenditure 

Real Total 

Market(1) 

Median 

Sales per 

Square 

Foot(2) 

Supportable 

Square 

Feet(3) 

Existing 

Stores 

Existing 

Square 

Feet(5) 

Unmet 

Demand in 

Square 

Feet(6) 

Median 

GLA(7) 

Potential New 

Units(8) 

Food at Home $17,990,171.78 $21,048,500.99 

Food away from 

home 

Alcoholic 

beverages 

Household 

Operations 

Housekeeping 

supplies 

Grocery (11) $11,693,611.66 $13,681,525.64 $353.64 38,688 

Convenience $4,497,542.95 $5,262,125.25 $264.60 19,887 

Specialty (Deli, 

Bakery, Open Air 

Market…) 

$1,799,017.18 $2,104,850.10 $189.00 11,137 

$6,895,387.00 $8,067,602.79 

Sit Down 

$1,723,846.75 $2,016,900.70 $233.74 8,629 

Restaurants 

Fast Food $5,171,540.25 $6,050,702.10 $248.12 24,386 

$1,221,401.06 $1,429,039.24 $254.10 5,624 

$1,804,320.18 $2,111,054.61 

Personal services $1,172,808.12 $1,372,185.50 $220.31 6,228 

Other household 

expenses 

$974,355.02 $1,139,995.37 

Laundry $243,588.75 $284,998.84 $47.52 5,997 

2 100,000 -61,312 50000 -1.2 

12 42,000 -22,113 3500 -6.3 

6 16,500 -5,363 2750 -2.0 

17 68,000 -59,371 4000 -14.8 

15 60,000 -35,614 4000 -8.9 

3 7,500 -1,876 2500 -0.8 

20 35,000 -28,772 1750 -16.4 

4 8,000 -2,003 2000 -1.0 

Dry Cleaners $97,435.50 $113,999.54 $130.17 876 3 4,500 -3,624 1500 -2.4 

$0.00 

Laundry and 

$490,959.18 $574,422.25 

supplies (9) 

cleaning 


4 5,000 2,405 1250 1.9 


products (9) $823,848.45 $963,902.69 $130.17 7,405 

Postage and 

stationary $486,932.87 $569,711.46 $211.78 2,690 1 5,500 -2,810 5500 -0.5 


Expenditure 

Real Total 

Market(1) 

Median 

Sales per 

Square 

Foot(2) 

Supportable 

Square 

Feet(3) 

Existing 

Stores 

Existing 

Square 

Feet(5) 

Unmet 

Demand in 

Square 

Feet(6) 

Median 

GLA(7) 

Potential New 

Units(8) 

Housekeeping 

furnishings and 

equipment 

$4,199,220.68 $4,913,088.20 

Apparel and 

services 

Transportation 

Household textiles 

(9) 

$419,922.07 $491,308.82 $101.93 4,820 

Furniture $419,922.07 $491,308.82 $161.44 3,043 

Floor coverings $419,922.07 $491,308.82 $75.00 6,551 

Major appliances $419,922.07 $491,308.82 $46.00 10,681 

Small appliances, 

miscellaneous 

house wares 

Miscellaneous 

household 

equipment 

$1,259,766.20 $1,473,926.46 $97.00 15,195 

$1,799,674.65 $2,105,619.34 

General 

$359,934.93 $421,123.87 $180.00 2,340 

Hardware 

Garden/Florist $179,967.46 $210,561.93 $163.43 1,288 

Men and boys $1,063,798.33 $1,244,644.04 $220.00 5,657 

Women and girls $2,080,925.44 $2,434,682.77 $426.52 5,708 

Children under 2 $282,157.93 $330,124.78 $115.00 2,871 

Footwear $1,135,303.02 $1,328,304.54 $122.96 10,803 

Other Apparel 

Prod. & Service 

$0.00 

$665,656.96 $778,818.64 

3 34,500 -29,680 11500 -2.6 

3 0 3,043 5000 0.6 

0 0 6,551 2750 2.4 

1 0 10,681 4000 2.7 

4 12,000 3,195 3000 1.1 

3 25,500 -23,160 8500 -2.7 

2 0 1,288 1750 0.7 

4 12,000 -6,343 3000 -2.1 

6 18,000 -12,292 3000 -4.1 

0 0 2,871 3000 1.0 

2 6,000 4,803 3000 1.6 

Alterations/ 

Shoe Repair $99,848.54 $116,822.80 $32.50 3,595 2 3,000 595 1500 0.4 

Jewelry/ 

Watches $565,808.41 $661,995.84 $280.09 2,364 1 1,500 864 1500 0.6 


Vehicle purchases 

(net outlay) 

$11,940,455.81 $12,656,883.16 

Cars and 

trucks, new $3,582,136.74 $3,797,064.95 

$1,390.00 

2,732 0 0 2,732 7000 0.4 

Cars and 

trucks, used $7,164,273.49 $7,594,129.90 $1,390.00 5,463 6 42,000 -36,537 7000 -5.2 

Other vehicles 

$1,194,045.58 $1,265,688.32 $1,390.00 911 3 21,000 -20,089 7000 -2.9 


Expenditure 

Real Total 

Market(1) 

Median 

Sales per 

Square 

Foot(2) 

Supportable 

Square 

Feet(3) 

Existing 

Stores 

Existing 

Square 

Feet(5) 

Unmet 

Demand in 

Square 

Feet(6) 

Median 

GLA(7) 

Potential New 

Units(8) 

Public 

transportation 

Health care 

Gasoline and 

motor oil $4,433,187.11 $4,699,178.34 $236.00 19,912 16 56,000 -36,088 3500 -10.3 

Maintenance and 

repairs 

$368,138.87 $390,227.20 $770.00 507 

20 55,000 -54,493 2750 -19.8 

Parts & Tires $368,138.87 $390,227.20 $124.00 3,147 12 78,000 -74,853 6500 -11.5 

$1,014,572.13 $1,075,446.46 

Medical services $1,922,524.45 $2,037,875.91 

Nursing home $288,378.67 $305,681.39 

Medical facility $1,634,145.78 $1,732,194.53 $390.00 4,442 7 12,250 -7,808 1750 -4.5 

Entertainment 

Prescriptions & 

$1,919,113.02 $2,034,259.80 

Drugs (9) 

Nonprescription 

$959,556.51 $1,017,129.90 $408.40 

2,491 6 54,000 -51,509 9000 -5.7 

Prescription $959,556.51 $1,017,129.90 $408.40 2,491 3 27,000 -24,509 9000 -2.7 

Medical supplies $365,805.97 $387,754.33 $408.40 949 

Fees and 

admissions 

$1,100,889.61 $1,166,942.98 

0 0 949 9000 0.1 

Video rental $550,444.80 $583,471.49 $105.65 5,523 2 8,000 -2,477 4000 -0.6 

Sports/ 

Recreation 

$275,222.40 $291,735.75 $214.63 1,359 3 9,000 -7,641 3000 -2.5 

Clubs/ 

Community 

Center $275,222.40 $291,735.75 $105.65 2,761 1 2,500 261 2500 0.1 


Television, radios, 

sound equipment $2,391,182.11 $2,534,653.04 

Electronics $1,434,709.27 $1,520,791.82 $172.90 8,796 2 8,000 796 4000 0.2 

Music 

Products $956,472.84 $1,013,861.21 $50.00 20,277 1 4,000 16,277 4000 4.1 

Other 

Entertainment, 

Equipment & 

Services $1,168,052.28 $1,238,135.42 $108.43 11,419 1 6,000 5,419 6000 0.9 


Expenditure 

Real Total 

Market(1) 

Median 

Sales per 

Square 

Foot(2) 

Supportable 

Square 

Feet(3) 

Existing 

Stores 

Existing 

Square 

Feet(5) 

Unmet 

Demand in 

Square 

Feet(6) 

Median 

GLA(7) 

Potential New 

Units(8) 

Pets, toys, and 

playground 

equipment $1,327,216.46 $1,406,849.45 $156.46 8,992 2 8,000 992 4000 0.2 

Bookstore $382,067.00 $404,991.01 $156.00 2,596 

1 2,250 346 2250 0.2 

Personal care 

products $1,710,215.26 $1,812,828.18 8 12000 -4167 1500 -2.8 

Beauty $1,026,129.16 $1,087,696.91 $138.86 7,833 2 2000 1449 1000 1.4 

Barber $513,064.58 $543,848.45 $157.67 3,449 7 12649 -12033 1807 -6.7 

Products $171,021.53 $181,282.82 $294.16 616 

Education $1,465,474.14 $1,553,402.59 $207.42 7,489 

5 25000 -17511 5000 -3.5 

3 4500 520 1500 0.3 

Tobacco and 

smoking 

supplies $1,326,019.14 $1,405,580.29 $280.00 5,020 2 8,000 992 4000 0.2 

(1) Real Market total is the potential expenditure normalized to account for inflation from 2000 to 2006. 

(2) Market average sales per square foot as indicated by ULI 

(3) Supportable square feet calculated by real market total divided by median sales per square foot. 

(4) Existing stores were inventoried through a visual survey of the area 

(5) Existing square feet was visually estimated for each building unit 

(6) Unmet demand in square feet was calculated by subtracting existing square footage for each item from the number of supportable square feet 

(7) Median Gross Leasable Area indicated by ULI (Adjusted) 

(8) Potential new units=Unmet demand in square footage divided by median GLA 

(9) Potential Expenditures for laundry and cleaning supplies were inputted into grocery (50%), Prescription and drugs (25%) and Other Household Products (25%) 


A.11 Estimated Expenditures and Development Potential: Community trade area, Mechanicsville Turnpike Area, 2007 

Category 


Expenditure 

Real Total 

Market(1) 

Median 

Sales per 

Square 

Foot(2) 

Supportable 

Square 

Feet(3) 

Existing 

Stores 

Existing 

Square 

Feet(5) 

Unmet 

Demand in 

Square 

Feet(6) 

Median 

GLA(7) 

Potential New 

Units(8) 

Food at Home 

$17,990,171.78 $21,048,500.99 

Grocery (11) $11,693,611.66 $13,681,525.64 $353.64 38688 2 100,000 -61,312 50000 -1.2 

Convenience 

$4,497,542.95 $5,262,125.25 $264.60 19887 12 42,000 -22,113 3500 -6.3 

Specialty (Deli, 

Bakery, Open Air 

Market…) $1,799,017.18 $2,104,850.10 $189.00 11137 6 16,500 -5,363 2750 -2.0 

Food away from 

home $6,895,387.00 $8,067,602.79 

Sit Down 

Restaurants $1,723,846.75 $2,016,900.70 $233.74 8629 17 68,000 -59,371 4000 -14.8 

Fast Food 

$5,171,540.25 $6,050,702.10 $248.12 24386 15 60,000 -35,614 4000 -8.9 

Alcoholic 

beverages $1,221,401.06 $1,429,039.24 $254.10 5624 3 7,500 -1,876 2500 -0.8 

Household 

Operations $1,804,320.18 $2,111,054.61 

Personal services 

$1,172,808.12 $1,372,185.50 $220.31 6228 20 35,000 -28,772 1750 -16.4 


expenses $974,355.02 $1,139,995.37 

Laundry 

$243,588.75 $284,998.84 $47.52 5997 4 8,000 -2,003 2000 -1.0 

Dry Cleaners $97,435.50 $113,999.54 $130.17 876 3 4,500 -3,624 1500 -2.4 

Housekeeping 

supplies $0.00 

Laundry and 

cleaning 

supplies (9) $490,959.18 $574,422.25 



products (9) $823,848.45 $963,902.69 $130.17 7405 4 5,000 2,405 1250 1.9 

Postage and 

stationary $486,932.87 $569,711.46 $211.78 2690 1 5,500 -2,810 5500 -0.5 


Expenditure 

Housekeeping 

furnishings and 

equipment 

Real Total 

Market(1) 

Median 

Sales per 

Square 

Foot(2) 

Supportable 

Square 

Feet(3) 

Existing 

Stores 

Existing 

Square 

Feet(5) 

Unmet 

Demand in 

Square 

Feet(6) 

Median 

GLA(7) 

Potential New 

Units(8) 

$4,199,220.68 $4,913,088.20 

Household textiles 

(9) 

$419,922.07 $491,308.82 $101.93 4820 3 34,500 -29,680 11500 -2.6 

Furniture 

$419,922.07 $491,308.82 $161.44 3043 3 0 3,043 5000 0.6 

Floor coverings 

$419,922.07 $491,308.82 $75.00 6551 0 0 6,551 2750 2.4 

Major appliances 

$419,922.07 $491,308.82 $46.00 10681 1 0 10,681 4000 2.7 

Small appliances, 

miscellaneous 

house wares $1,259,766.20 $1,473,926.46 $97.00 15195 4 12,000 3,195 3000 1.1 

Miscellaneous 

household 

equipment $1,799,674.65 $2,105,619.34 

General 

Hardware $359,934.93 $421,123.87 $180.00 2340 3 25,500 -23,160 8500 -2.7 

Garden/Florist 

$179,967.46 $210,561.93 $163.43 1288 2 0 1,288 1750 0.7 

Apparel and 

services $0.00 

Men and boys 

$1,063,798.33 $1,244,644.04 $220.00 5657 4 12,000 -6,343 3000 -2.1 

Women and girls 

$2,080,925.44 $2,434,682.77 $426.52 5708 6 18,000 -12,292 3000 -4.1 

Children under 2 

$282,157.93 $330,124.78 $115.00 2871 0 0 2,871 3000 1.0 

Footwear 

$1,135,303.02 $1,328,304.54 $122.96 10803 2 6,000 4,803 3000 1.6 

Other Apparel 

Prod. & Service $665,656.96 $778,818.64 

Alterations/ 

Shoe Repair $99,848.54 $116,822.80 $32.50 3595 2 3,000 595 1500 0.4 

Jewelry/ 

Watches $565,808.41 $661,995.84 $280.09 2364 1 1,500 864 1500 0.6 


Transportation 

Vehicle purchases 

(net outlay) $11,940,455.81 $12,656,883.16 

Cars and 

trucks, new $3,582,136.74 $3,797,064.95 $1,390.00 2732 0 0 2,732 7000 0.4 

Cars and 

trucks, used $7,164,273.49 $7,594,129.90 $1,390.00 5463 6 42,000 -36,537 7000 -5.2 

Other vehicles 

$1,194,045.58 $1,265,688.32 $1,390.00 911 3 21,000 -20,089 7000 -2.9 


Expenditure 

Real Total 

Market(1) 

Median 

Sales per 

Square 

Foot(2) 

Supportable 

Square 

Feet(3) 

Existing 

Stores 

Existing 

Square 

Feet(5) 

Unmet 

Demand in 

Square 

Feet(6) 

Median 

GLA(7) 

Potential New 

Units(8) 

Gasoline and 

motor oil $4,433,187.11 $4,699,178.34 $236.00 19912 16 56,000 -36,088 3500 -10.3 

Maintenance and 

repairs $368,138.87 $390,227.20 $770.00 507 20 55,000 -54,493 2750 -19.8 

Parts & Tires $368,138.87 $390,227.20 $124.00 3147 12 78,000 -74,853 6500 -11.5 

Public 

transportation $1,014,572.13 $1,075,446.46 

Health care 

Medical services $1,922,524.45 $2,037,875.91 

Entertainment 

Nursing home 

$288,378.67 $305,681.39 

Medical facility $1,634,145.78 $1,732,194.53 $390.00 4442 7 12,250 -7,808 1750 -4.5 

Prescriptions & 

Drugs (9) $1,919,113.02 $2,034,259.80 

Nonprescription 

$959,556.51 $1,017,129.90 $408.40 2491 6 54,000 -51,509 9000 -5.7 

Prescription $959,556.51 $1,017,129.90 $408.40 2491 3 27,000 -24,509 9000 -2.7 

Medical supplies 

$365,805.97 $387,754.33 $408.40 949 0 0 949 9000 0.1 

Fees and 

admissions $1,100,889.61 $1,166,942.98 

Video rental $550,444.80 $583,471.49 $105.65 5523 2 8,000 -2,477 4000 -0.6 

Sports/ 

Recreation 

$275,222.40 $291,735.75 $214.63 1359 3 9,000 -7,641 3000 -2.5 

Clubs/ 

Community 

Center $275,222.40 $291,735.75 $105.65 2761 1 2,500 261 2500 0.1 


Television, radios, 

sound equipment 

$2,391,182.11 $2,534,653.04 

Electronics $1,434,709.27 $1,520,791.82 $172.90 8796 2 8,000 796 4000 0.2 

Music 

Products $956,472.84 $1,013,861.21 $50.00 20277 1 4,000 16,277 4000 4.1 

Other 

Entertainment, 

Equipment & 

Services $1,168,052.28 $1,238,135.42 $108.43 11419 1 6,000 5,419 6000 0.9 


Expenditure 

Real Total 

Market(1) 

Median 

Sales per 

Square 

Foot(2) 

Supportable 

Square 

Feet(3) 

Existing 

Stores 

Existing 

Square 

Feet(5) 

Unmet 

Demand in 

Square 

Feet(6) 

Median 

GLA(7) 

Potential New 

Units(8) 

Pets, toys, and 

playground 

equipment $1,327,216.46 $1,406,849.45 $156.46 8992 2 8,000 992 4000 0.2 

Bookstore 

$382,067.00 $404,991.01 $156.00 2596 1 2,250 346 2250 0.2 

$1,710,215.26 $1,812,828.18 

Personal care 

products $1,026,129.16 $1,087,696.91 $138.86 7833 8 12000 -4167 1500 -2.8 

Beauty $513,064.58 $543,848.45 $157.67 3449 2 2000 1449 1000 1.4 

Barber $171,021.53 $181,282.82 $294.16 616 7 12649 -12033 1807 -6.7 

Products 

$1,465,474.14 $1,553,402.59 $207.42 7489 5 25000 -17511 5000 -3.5 

Education 

$1,326,019.14 $1,405,580.29 $280.00 5020 3 4500 520 1500 0.3 

Tobacco and 

smoking 

supplies 

$1,327,216.46 $1,406,849.45 $156.46 8992 2 8,000 992 4000 0.2 

(1) Real Market total is the potential expenditure normalized to account for inflation from 2000 to 2006. 

(2) Market average sales per square foot as indicated by ULI 

(3) Supportable square feet calculated by real market total divided by median sales per square foot. 

(4) Existing stores were inventoried through a visual survey of the area 

(5) Existing square feet was visually estimated for each building unit 

(6) Unmet demand in square feet was calculated by subtracting existing square footage for each item from the number of supportable square feet 

(7) Median Gross Leasable Area indicated by ULI (Adjusted) 

(8) Potential new units=Unmet demand in square footage divided by median GLA 

(9) Potential Expenditures for laundry and cleaning supplies were inputted into grocery (50%), Prescription and drugs (25%) and Other Household Products (25%) 


A. 12 Talmadge Senior Village 

San Diego, California 

Opened in late 2006, the $18.6 million mixed-use development replaced an older motel at 5252 El Cajon Boulevard, a location that places Talmadge in close 

proximity to vital senior services such as public transportation, grocery markets, parks, medical centers and pharmacies. Talmadge offers 90 affordable housing 

units, as well as commercial and community spaces to low-income seniors. It is also one of the first projects approved for funding from San Diego’s Affordable 

Housing Collaborative Program and the first to be constructed. The project was worked on jointly between the city of San Diego, the San Diego Housing 

Commission and Redevelopment Agency, and the developer, Southern California Housing Development Corporation. Built on .87 acres, the development also 

offers 3,362 square feet of commercial space, underground parking and a 1,573-square-foot senior activity and wellness center. 

Financial Breakdown 

Total cost for the project: $18.6 million. 

Redevelopment Agency (CCDC -Downtown Funds): $3.6 million 

(City Redevelopment - City Heights Funds): $1.7 million 

San Diego Housing Commission: $1.9 million 

Private Lenders/Tax Credits: $11.2 million 

Developers Equity: $200,000 


A. 13 Sacramento Street Senior Homes 

Berkeley, California 

Designed by Macamant & Durret Architects, the Sacramento Street senior homes is a mixed-use complex comprising of 40 units of affordable senior housing 

above ground floor commercial space. Careful site arrangement on a corner lot provide a neighborly entrance with a large south facing porch at the entry to the 

residential community while orienting commercial spaces to the busier Sacramento Street side. Building steps down to acknowledge its residential neighbors. 


Gathering spaces adjacent to elevators encourage a social setting for each floor of residences and enhance the first floor community spaces. Residential units 

vary in size and include studio, one, and two-bedroom apartments. Each is fully self-sufficient and each has generous windows taking advantage of near and 

distant views. Project was completed in 2006.

Technical Appendices - Virginia Commonwealth University

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