Downtown Suffolk Revitalization Plan through Arts - College of ...

Downtown Suffolk Revitalization Plan through 

Arts and Entertainment Development 

Washingt 

S. Main 

Prepared for the City of Suffolk Downtown Development Office 

By Eric Grugel 

L. Douglas Wilder School of Government and Public Affairs 

Virginia Commonwealth University 

May, 2005

Acknowledgements 

3 

I would like to thank the following people and organizations for helping with this 

plan: Dr. Morton Gulak and Dr. Robert Stokes from Virginia Commonwealth 

University, Elizabeth McCoury from the City of Suffolk Downtown Development 

Office, Larkin Brown from the Cultural Arts Center at Glen Allen, Betsy Brothers 

from the Suffolk Center for the Cultural Arts, the Suffolk Planning Department, the 

Suffolk Art League, the Suffolk Tourism Office, HW Lochner, Coastal Art Inc, and 

Java 149.

Table of Contents 

Executive Summary 5 

Introduction 8 

Study Area Description 9 

Demographics 10 

Zoning 15 

Land and Building Use 17 

Building Occupancy 19 

Building Conditions 22 

Parking 24 

Ownership 29 

Property Values 31 

Signage 33 

Lighting 35 

Safety 36 

Future Development 37 

Retail Analysis 39 

Suffolk Center for the Cultural Arts 46 

Existing Downtown Cultural Facilities 47 

Cultural Related Organizations 51 

Regional Attractions and Venue Information 52 

Arts Market Analysis 55 

Assets and Liabilities 59 

The Revitalization Plan 61 

Strategic Initiatives Implementation Schedule 82 

Appendixes 88 

4

5 

Executive Summary 

Suffolk has embarked upon a major renovation project where the vacant high 

school will be transformed into the Suffolk Center for Cultural Arts (SCCA). Part of a 

larger downtown development project, this multi-million dollar renovation is a ‘flagship’ 

project that will create a new destination for arts and cultural within downtown Suffolk. 

The bricks and mortar of arts and entertainment, a cultural ‘flagship’ project provides the 

hard infrastructure for the community. Once completed, the SCCA will consist of a 550- 

seat theater providing space for a variety of performances, meetings, and ballroom 

facilities, as well as housing several other civic offices. 

As an economic development strategy, a community can optimize their arts and 

entertainment opportunities in the hope of retaining existing residents and businesses, 

attracting new residents and businesses, and creating new destinations for visitors. The 

Suffolk Center will accomplish two main goals once it is completed. As a flagship 

cultural amenity, the Center will provide multiple cultural experiences for the residents 

Suffolk and nearby communities. As a regional attraction, visitors from nearby cities and 

counties will also be visitors to the center, spending valuable tourism dollars both at the 

center and nearby businesses. 

The addition of a large cultural facility in this community capable of drawing 

several hundred residents and visitors to the downtown provides opportunity for both the 

business and cultural communities. The cultural community will be enhanced as 

opportunities for entertainment and education increase through the programs offered at 

the center. As the center becomes a regional destination, more visitors will travel to 

Downtown Suffolk, thereby increasing the market of nearby businesses. This infusion of 

new night and weekend visitors to Downtown will impact the existing market and 

provide new opportunities for retail in the area, and business owners will quickly see that 

their market is increasing. Business owners and potential developers may wait to see 

what types of patrons and at what frequency are patrons visiting the center. When 

business owners see that more visitors are coming to Downtown Suffolk, they will adjust 

their business strategies. Potential developers might see the market shift and decide to 

invest in Suffolk. 

But here is where a problem arises: The Suffolk Center will not be completed 

until 2006. Following that, it will take an additional three to four years for the venue to 

understand the community in terms of types of programming and scheduling, while it will

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take the community the same amount of time to be truly drawn into the center. This 

amounts to waiting at least three years for market forces. 

This plan aims at creating the civic programs necessary for the arts to grow in 

Suffolk while simultaneously revitalizing the commercial core to achieve a faster and 

more integrated approach to downtown revitalization. 

The revitalization plan outlined in the following pages will serve as a guide for 

the development of Downtown Suffolk. The research for the plan consisted of analyzing 

the existing conditions in Downtown Suffolk. Several studies were undertaken, including 

a retail analysis, building condition survey, and an arts market analysis. The retail 

analysis illustrated that an unmet demand exists in several retail categories, including 

eateries and smaller specialty shops. Retail development potential exists at the present 

time for many types of establishes as discussed later in the plan even without the 

additional Suffolk Center patrons. When looking at the building conditions, the majority 

of the building stock is in favorable conditions, but some require cosmetic exterior 

enhancements. Other conditions in Downtown, such as parking, safety, and signage were 

explored as well. The Arts Market analysis illustrates that the level of arts participation is 

growing and that Suffolk could support several more arts organizations. To mitigate 

these conditions and plan for the future, four goals with strong objectives have been 

proposed. 

The first goal is aimed at providing more infrastructure for the arts community. 

The Suffolk Arts Council has been proposed to assist with artists needs and provide a 

forum for the arts in Suffolk. Specific programs this new organization will be involved 

with is establishing a website for artists to display their work, providing volunteers for 

the cultural venues in the area, marketing all of the cultural activities jointly, and helping 

with funding for arts organizations and individuals. Other arts elements include moving 

several presenting functions into the Tourism office, creating the Arts in Public Places 

program, and creating new funding opportunities for local artists. 

While the soft infrastructure for the arts is being developed, so is the hard 

infrastructure of Downtown. Suffolk is fortunate to have the design firm of Urban 

Design Associates create several other revitalization plans for the community. Many of 

there proposals for infill development are included in the next goal of the plan, including 

mixed use infill development along North Main and Washington Street, residential infill 

along Franklin and the new Finny Extension, and a new parking lot on South Main.

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These new buildings will provide new retail, office, and residential opportunities while 

adding to Suffolk’s urban design. 

In the third goal, aesthetics and safety are approached to provide for a warm 

destination for visitors and residents alike. An Urban Design Overlay is proposed to 

provide guidelines for new development in Downtown Suffolk and includes provisions 

for setbacks, massing, and parking. Funding from state, local, and national programs will 

be utilized to renovate storefronts, and businesses will be encouraged to adopt business 

sign guidelines, thereby creating a fuller sense of place within Downtown. Crosswalks 

will be upgraded with new brick pavers and pedestrian crossing aids as well as buffers 

added along the railroad tracks to increase safety. 

Finally, the retail market is addressed through assistance and education of 

potential business opportunities. The Downtown Business Association will be expanded 

to include new members. Businesses will be marketed both with printed brochures and 

Internet publications. New businesses will be established in Downtown and existing ones 

expanded. 

By looking at all of these elements, true revitalization of Downtown Suffolk can 

be achieved.

Introduction 

Downtown Suffolk in southeast Virginia is the focus of the material presented in this 

document, specifically illustrating a five year plan outlining revitalization of the 

downtown by emphasizing arts and entertainment development. This plan will first 

describe the key existing conditions in Downtown Suffolk as they relate to the arts, 

entertainment and commercial revitalization. Following that, a revitalization plan 

targeting these elements will be presented. The following research activities were 

undertaken to determine the revitalization steps: 

• Reviewed and analyzed previous studies and plans 

• Conducted interviews with city departments and business owners 

• Conducted a detailed retail market analysis 

• Created an arts market analysis 

• Examined and analyzed physical conditions in the district 

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The plan has been made possible through the co-operation between Virginia 

Commonwealth University and the City of Suffolk’s Downtown Development Office. 

This document has been made to satisfy the Studio II course requirement for the Master 

of Urban and Regional Planning program at Virginia Commonwealth University. As the 

concluding class in the graduate planning program, planning theory and knowledge of 

urban issues acquired through the programs coursework have been used to create this 

document. While the Downtown Development Office has facilitated the creation of the 

document, the thoughts and views relating to revitalization illustrated in the plan are the 

views of the author.

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Existing Conditions 

Study Area Description 

As retail development and cultural amenities are emphasized in this report, the buildings 

and parcels in the study area were chosen for their existing or potential commercial 

activities. Two main factors were used in determining the study area: 1) the location of 

the Suffolk Center in relation to the commercial core and 2) the location of buildings 

built for commercial uses in the central core. The name of the study area is Downtown 

Suffolk. The center of Downtown is the intersection of Washington Street and Main 

Street. At this location is a small park with a statue of “Mr. Peanut”, the character icon 

from local Planters Food Co. From this symbolic point, the study area goes west four 

blocks to Pine Street, and east four blocks to Holladay Street. The rail lines form the 

northern boundary to the west of Main Street and Finny Avenue is the boundary east of 

Main. The study area also contains parcels one block south of Washington Street along 

Saratoga Ave as well as the southern rail lines. Downtown Suffolk is illustrated in map 

1.

Demographics 

Total Population 

A demographic study illustrates the characteristics of Suffolk residents and compares 

those characteristics over time. In 2000, the City of Suffolk contained 63,677 residents. 

Of those residents, 14,637 lived in the major census tracts (tracts 651, 652, 653, 654, and 

655) that comprise Downtown Suffolk, which is 22% of the total city population. 

Comparing these numbers to the previous 1990 census and illustrated in Table 1 below, 

the Downtown Census tracts shrunk by 375 residents, a decline of 2.5%. On the other 

hand, the entire City grew by 11,563 residents, or a 22.1% increase. 

Table 1 – Suffolk Population 

Downtown Suffolk City of Suffolk 

1900 Population 15012 52141 

2000 Population 14637 63677 

Difference -375 11536 

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Census tract 751 at the far north east section of the city increased by 4323 residents, 

gaining the most residents per tract by total number and by percentage at 140 percent. 

Another large growth tracts is tract 754 gaining 3749 residents and growing 81 percent. 

Census tract 758, the southwest corner of the city, lost the most residents at 806, which is 

12.7 percent of that population. Suffolk is part of the Norfolk - Virginia Beach MSA, the 

nations 23 rd largest metropolitan area at 1.56 million residents. This MSA increased by 

173,434 residents since 1990, an increase of 12.4%. Virginia increased by 14.4%. Using 

these regional and state benchmarks, Suffolk grew just under twice as fast as both. 

The Virginia Employment Commission creates population projections for the year 

2010. This organization projects Suffolk to contain 75,000 residents by 2010. According 

to other projection services this number could be much higher. The Census Bureau 

reports yearly estimates using a very complicated methodology. Their latest figure is for 

2003, and the city at that time is reported to contain 73,515 residents, a gain of 9,800 

residents in only four years, or about 2,500 residents a year. If this number remains 

constant for the next several years, the city will gain an additional 25,000 residents and 

have a 2010 population of 88,200 residents. 

Race 

The racial make up of Suffolk is quite diverse. The white population is 53.7% of 

the total city population, the African American population is 43.4%, and all other races

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are 3%. The percentage of African Americans in Downtown Suffolk is much higher 

proportionally, at 70.8% of the entire Downtown population, while the white population 

is much lower at 27.1%. When comparing the total population of the races between the 

Downtown and the rest of the city, 11.6% of the city’s total white population and 37.5% 

of the city’s total African American population lives downtown. Other races, including 

American Indian and Asian populations, comprise 3% of the total city population. The 

highest discrepancy between city and Downtown populations occurs in this category, 

with only 2.1% of residents in this category living downtown. 

Table 2 – Population by Race 

Downtown 

Suffolk 

City of 


Percentage of 

Race in 


Percentage of 

Race in City 

White alone 3962 34173 27.1% 53.7% 

African American alone 10366 27612 70.8% 43.4% 

All Other Races 309 1892 2.1% 3.0% 

Census tract 751 contains the highest number of African Americans at 3481 residents 

followed by tract 756 at 3058. The tracts with the highest concentration of African 

American residents are 655 at 97.8% and 651 at 90.8%. Tract 751 contains the highest 

concentration of residents of other races at 5.5%. The MSA is 30.8 % African American 

while the state is 19.6 %. Compared to the regional and state demographics, the city of 

Suffolk contains a higher percentage of African American residents. 

Age 

There is very little difference in age between the Downtown and the city. For all 

of the categories are within 3 percentage points, signifying that age distribution is very 

similar between the city and Downtown, ass illustrated in Table 3 below. The largest 

difference in percentage would be the residents aged 35 to 44, where there is a slightly 

lower percentage in Downtown at 15.7% of the downtown population as compared to the 

city average of 18.2%.

Table 3 – Population by Age 

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City of 


% in 

Downtown % in City % in MSA % in State 

Under 1 to 4 1095 4596 7.5% 7.2% 6.9% 6.5% 

5 - 14 2495 10331 17.0% 16.2% 15.2% 14.1% 

15 - 24 1818 7088 12.4% 11.1% 15.4% 13.5% 

25-34 1933 8495 13.2% 13.3% 14.5% 14.5% 

35-44 2304 11578 15.7% 18.2% 17.3% 17.3% 

45-55 1777 8437 12.1% 13.2% 12.6% 14.1% 

55-64 1137 5764 7.8% 9.1% 7.8% 8.9% 

65-74 967 4095 6.6% 6.4% 5.7% 6.1% 

75+ 1111 3293 7.6% 5.2% 4.6% 5.0% 

Education 

The US census begins taking education statistics by highest level achieved at age 

25. If the population under 25 is removed from the total population numbers, then the 

Downtown contains 9,229 residents over 25 while the city contains 41, 662 residents. In 

all most every category, the Downtown residents have lower education levels than the 

city as a whole. For post High school education, the city average is 47.2 % while 

Downtown is 34.7%. At 15.3%, a larger percentage of downtown residents have less than 

a 9th grade education as compared to the city average of 9.1%. The Downtown also has 

a higher percentage of residents in the 9th through 12th grade with no diploma category. 

Census Tract 655, in the southeast section of downtown, contains the largest 

concentration of residents who have lower than a 9th grade education at 18.7% of 

residents in that census tract, followed closely by Census Tract 654 with 18.1%. Census 

Tract 654 also has the highest percentage of all city residents in the 9th through 12th 

grade with no diploma category at 29.2%, followed next by Census Tract 651 26.8%. It 

should be noted that 37.1 % of all city residents without a High school diploma live 

Downtown while only 15.6 % of all city residents with an associate, bachelor or graduate 

degree live in Downtown. The Census Tracts with the highest percentage of tract 

population with an associate, bachelor or graduate degree is Tract 751, located in the 

north east corner of the city, with 38.0% of all tract residents followed next by Tract 753 

in the north west corner of the city at 36.0%. Census tract 652 at 33.3% has the highest 

percentage of residents with an associate, bachelor or graduate degree in Downtown. 

The City of Suffolk contains 24.2% of the above 25 population with an associate, 

bachelor or graduate degree, the MSA contains 30.6 % while the state average is 35.1%.

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The City of Suffolk contains 23.1% of the population without a high school diploma or 

equivalency, the MSA contains 15.3 %, while the state average is 18.5%. 

Table 4 – Population by Education 

Downtown Percentage City of Percentage 

Suffolk in Downtown Suffolk in City 

Total 00 Population 14637 63677 

Total 00 25 + Population 9229 41662 

Less than 9th grade 1411 15.3% 3796 9.1% 

9th to 12th grade, no diploma 2166 23.5% 5856 14.1% 

High school graduate (includes equivalency) 2448 26.5% 12338 29.6% 

Some college, no degree 1630 17.7% 9569 23.0% 

Associate degree 461 5.0% 2893 6.9% 

Bachelor's degree 769 8.3% 4872 11.7% 

Graduate or professional degree 344 3.7% 2338 5.6% 

The 2000 educational attainment levels can be compared to 1990 to see a change in 

educational levels over time. The City of Suffolk contained 17.2% of the above 25 

population with an associate, bachelor or graduate degree, the MSA was 26.2 % while the 

state average was 29.9% in 1990. The City of Suffolk contained 36.1% of that 

population without a high school diploma or equivalency, the MSA was 20.9 % while the 

state average is 24.8%. 

Comparing Suffolk to both the MSA and the State, the city has a higher 

concentration of residents without a high school diploma and a lower concentration of 

residents without a post-secondary degree. At the same time, education levels for the 

city, MSA, and state all have increased. It is significant that Suffolk residents without a 

high school diploma decreased by 13 percentage points, a much higher decrease than the 

MSA or the State. 

Income 

The last of the demographics to be discussed is income, which is measured by 

Household Income and uses census information from 1999. In Downtown Suffolk, there 

are 5651 households while the city has 23290 households. Median household income for 

the city is $41,115 per household and is illustrated in Table 5. This is slightly lower than 

the MSA at $42,448. Both are lower than the state average at $46,677. Four of the five 

downtown census tracts have median household incomes under $24,000, which is

significantly much lower then all other benchmarks. Census tract 753 has the highest 

median household income at $56,000 while tract 651 has the lowest at $21,645. 

Table 5 – Median Household income and income levels by percent 

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City MSA Virginia 

Number of Households 5651 23290 577794 2700335 

Median household income 41,115 42,448 46,677 

Under 20,000 31.7% 23.6% 19.4% 18.7% 

Over 75,000 9.7% 18.7% 20.1% 26.5% 

Income can be broken down into smaller categories. 31.7% of the Downtown 

residents earn under $20,000. Similar to median household income, this is much lower 

then the city average at 23.6% and the MSA and State both at 19%. Census tract 651 

contains the highest concentration of median household income under $20,000 per year at 

46.9%. Conversely, tract 751 contains the lowest at 7.8%. When looking at higher 

income, households earning over $75,000 per year, 9.7% of the households in downtown 

Suffolk fall into this category. This is about half of the city average at 18.7% and lower 

than the MSA and State at 20.1% and 26.5% respectively. Census tract 753 contains the 

highest concentration of higher income households at 39.6% while tract 655 has the 

lowest at 1.6%.

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Zoning 

Zoning for the City of Suffolk is set forth in the Uniformed Development Ordinance. 

Descriptions and design standards for each type are contained there. The following 

zoning categories exist in the study area. Map 2 illustrates zoning in and around the 

district. 

• CBD: Central Business District 

Several uses are permitted in this category. It is intended to concentrate civic services 

with retail, office, other services and residential uses. Common parking areas are 

encouraged and required. Outdoor sale areas are not permitted. Urban design 

guidelines are intended to promote pedestrian friendly activities. 

• RU: Residential Urban 

This category permits and encourages the highest density of the residential uses, 

including single family attached dwellings, townhouses, duplexes and apartments. 

• RM: Residential Medium Density 

This category provides for attached and detached single family homes. Large lot 

development is discouraged. Neighborhood designs are encouraged to be pedestrian 

friendly and accessible to retail. 

• B-1: Neighborhood Business District 

This category provides for neighborhood services such as small offices, storefront 

retail shops. Residential uses are permitted here as well. 

Overwhelmingly, the majority of land in the study area is zoned CBD. The CBD zoning 

is found adjacent to Washington and Main and covers several full blocks. Other blocks 

contain more than one zoning category. Other areas of non CBD zoning are located 

along Oakdale and Bank. Table 6 below illustrates zoning by percent of total parcels.

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Table 6 

Percentage of zoning by type 

Other zoning categories are located 

Zoning by Type 

either adjacent to the study area or 

within several blocks. To the east 

and south the highest industrial 

20% 

3% 

CBD 

RU 

use, M-2, is located. While not in 

the study area, the proximity to this 

4% 

73% 

RM 

B-1 

zoning category should be noted 

for subsequent land use and 

potential health and safety 

concerns. 

Land and Building Use 

Table 7 – Land Use 

The study area is 3463728 sq ft (79.5 acres) 

and contains 350 parcels. Land uses contained in the 

study area fall under one of three types: public, 

commercial, or residential. The majority of the land 

uses follow the applicable zoning patterns discussed 

earlier. At 174 parcels, almost half contain 

buildings with commercial uses. The next largest 

category is residential uses at 114 parcels, followed 

by public uses at 70 parcels. 

Map 3 illustrates building use in Downtown Suffolk. 

Table 7 below illustrates the area’s land use by percent. 

Land Use 

1% 

32% 

Commercial 

48% Public 

Residential 

N/a 

19% 

As Downtown Suffolk is the heart of the city, many public buildings can be found 

there. Three major subtypes of public buildings are: city owned municipal buildings, 

religious buildings, and other public meeting places.

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Recent additions to this area are the new Court Building on Main and a new 

police station on Washington. To the northwest is the Suffolk Center, currently under 

construction. The school board offices, a fire station, and various other government 

offices are also located within the study area. Four major churches can be found on 

Main, Suffolk Christian Church, First Baptist Church, Main Street Methodist Church, and 

St. Paul’s Episcopal Church.

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A second type of building use is commercial, split between retail and office 

spaces. The majority of the retail spaces are located along Washington and Main, with 

several others interspersed along Saratoga and Market. Specific types of commercial 

buildings in the study area include small shops, banks, restaurants, furniture stores, 

newspaper offices, legal offices, auto related businesses, and Laundromats. Specific 

shops in the study area will be discussed later in the market analysis. 

Many of the commercial buildings along Washington and Main could be better 

classified as mixed use facilities, as all but thirteen are two or three story structures that 

contain housing or office units on the upper floors. The three tallest commercial 

buildings are located on North Main at 100 N Main (6 floors), 105 N Main (7 floors), and 

181 N Main (8 floors). 

The last type of building use is residential. Like the previous categories, 

residential buildings can be further divided into single and multi-family use buildings. 

Residential buildings are predominantly found along the east and west sides of the study 

area. 

The land and building uses in the study area are compatible. The commercial 

buildings are located along the busier streets with the residential buildings to the sides. 

Public buildings within the other uses can serve both, an example being the fire station 

located within the northern neighborhood. The location of the Cultural Center within 

the same neighborhood is also a compactable use, for it is within walking distance for the 

residents in the area as well as nearby residential establishments. As the major churches 

are located towards the north of the study area, they are accessible to the residents located 

to the east and west, and serves to attract shoppers to the commercial stores after services. 

Occupancy 

This section will only focus on occupancy of the commercial and public units in 

the study area. Unit occupancy is determined by a window survey of first floor use. 

There are 250 units situated among the 350 parcels within the study area. Out buildings 

such as garages are not counted as units. Of the 129 commercial and 21 public units 

within the study area, 39 units are vacant.

Table 8 – Unit Occupancy 

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Occupied 

Vacant 

The vacant units are concentrated in several areas of the study area, as illustrated in 

Map 4. Between Main and Pinner along Washington have very high levels of vacancy, as 

illustrated in Table 9 below. The other section experiencing high vacancy levels is from 

Saratoga to Main along Washington, with 33% vacancy. 

Table 9 – Occupancy by block 

Street 

From / To 

Total 

Units 

Vacant 

Units 

Percent 

Vacant 

W. Washington Saratoga to Main 27 9 33.3% 

E. Washington Main to Commerce 9 6 66.7% 

E. Washington Commerce to Pinner 21 11 52.4% 

N. Main Washington to Market 25 4 16.0% 

S. Main Washington to raillines 9 3 33.3% 

Total 91 33 36.3% 

There are a significant number of renovations along Washington Street as illustrated in 

Map 5. As of Spring 2005, twelve units along Washington Street between Saratoga and 

Pinner are in the process of renovations. While a renovated unit does not guarantee that 

one is occupied, it is an encouraging sign that a new business will be established.

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Building Conditions 

The conditions of the buildings within the study area were evaluated using a 

modified version of the Richmond Redevelopment and Housing Authority’s standard 

building condition form. These buildings were evaluated only on exterior conditions for 

the following categories: foundations, walls, roof, trim, gutters, and paint. A building 

with no deficiencies received a “standard” label for the level of repairs needed, one

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deficiency “good”, two or three deficiencies “minor”, four deficiencies 

“intermediate”, and five or more “major”. 

The majority of the buildings are either standard (93) or good (58) with another 

23 having minor deficiencies. Only eight buildings in the study area are either 

intermediate or major. The two buildings considered needing major repairs are the 

Thomas Jefferson and the vacant Laderberg department store at 179 E. Washington. Map 

6 illustrates building conditions within the study area.

Examples of Building Deficiencies 

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160 and 160 W. Washington 173 and 179 E Washington 

Minor Deficiencies 

Major Deficiencies 

Buildings that are standard or good are evenly distributed within the study area, with a 

high number of standard buildings along North Main. The eastern end of Washington 

has a slightly higher number of buildings with intermediate and minor deficiencies, as 

does South Main. 

Parking 

One of the most significant elements of any plan involving commercial uses is 

available parking. Talking to several citizens and business owners, parking is perceived 

as a problem in Downtown. Table 10 on the next page as well as Map 7 illustrates 

parking by the number of spaces and public, or private, ownership. Not included in this 

count is the future parking lot for the Suffolk Center. The City of Suffolk offers 121 on 

street parking spaces in the study area. Six city parking lots for a total of 600 parking 

spaces are also utilized. These surface lot spaces are used for both city workers and 

visitors. The majority of these spaces have two hour parking limits during regular 

business hours. 

Thirty nine other private lots are available in the area, ranging in size from five to one 

hundred forty five spaces, with a median lot size of thirty-three spaces. Several surface 

lots in the study area are not paved but are used for parking regardless. These lots are 

either open to customers of the lot’s owner or are reserved for employees. In total, there 

are 832 private parking spaces in the area. The grand total of both public and private 

spaces is just over 1,430 spaces. 

The largest parking lots in the study area are used by churches. For example, First 

Baptist Church has 200 spaces, Suffolk Christian Church has 130, St. Paul’s has 50, and

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Main Street Methodist has 44. Churches utilize parking sporadically, needing many 

spaces for very short periods of time during a week, specifically for Sunday services and 

occasional funerals or other special events. Other large lots are located behind Suffolk 

Tower with 47 spaces and next to Guys and Dolls on East Washington with 50 spaces 

(the Laderberg lot).

26 

Table 10 - Study Area Parking 

Parking requirements are outlined in Article 6 of the Unified Development Ordinance 

(UDO). Among the many provisions included in this ordinance, the following sections 

are specifically relevant to Downtown Suffolk:

• all off-street parking must be within 200 feet of the property, have 

27 

permanent paving, and be striped. 

• parking for over three automobiles must be marked. 

• gravel may be used as a surface material in low-traffic (less than 30 average 

daily trips) or overflow parking areas. 

• minimum stall with is nine ft and length of eighteen feet. 

• except for where a wall is present, a minimum 6 inch high vertical concrete 

curb shall be constructed. 

Several parking areas in Downtown are in violation of the ordinance. The 

parking lots along South Main are not paved but gravel. One lot there is actually the 

original floor of a demolished building. These spaces are also not marked. The 

Laderberg lot does not have curb-stops for all of the spaces nor are the spaces marked. 

The grass lots on West Washington on either side of the Firestone store are used for 

parking however neither are paved or marked. 

The ordinance also dictates parking requirements for numerous land uses. 

Required parking spaces can be an obstacle to some businesses wanting to locate 

downtown. Table 11 below, taken from Table 606-2 of the UDO, illustrates relative 

downtown land uses with minimum and maximum parking requirements. 

Table 11: Parking Requirements 

Use Categories 

Specific Uses 

Minimum number of 

spaces 

Maximum number of 

spaces 

Community Services All 1 per 250 GLA 1 per 200 GLA 

Cultural Museums, Art Galleries, Opera Houses, Libraries 1 per 1,000 GLA 1.5 per 100 GLA 

Office All 4 per 1,000 GLA 8 per 1,000 GLA 

1 per 6 seats or 1 per 50 1 per 4 seats or 1 per 30 sf 

Recreation and 

Entertainment 

Assembly / Auditorium 

sf of GLA if no 

permenant seats 

of GLA if no permenant 

seats 

Bank, Drive Thru Facility 1 per 250 GLA 1 per 140 GLA 

Retail Sales and Servies Bars / Nightclubs 1 per 2 seats 1 per 1.5 seats 

Convenience Store 6 per 1,000 GLA 10 per 1,000 GLA 

Resturaunts 1 per 75 GLA 1 per 50 GLA 

Appliance and Sales, repair shops, nurseries, green houses and 

similar uses 1 per 500 GLA 1 per 215 GLA 

Other Service Business, Stand-Alone (e.g. beauty / barber shops, 

laundries) 1 per 500 GLA 1 per 215 GLA 

Parking requirements are dictated at the discretion of the jurisdiction and vary 

from city to city. While there are no universal parking requirements, the American 

Planning Association (APA) has compiled a book of parking requirements from various

28 

cities around the country. The following are examples of varying parking 

requirements for bars: 

Ithaca, NY 1 space per 50 GLA 

Greensboro, NC 1 space per every 4 seats or 1 space per 50 GLA, whichever is 

greater, plus 2 per 3 employees 

Spartanburg, NC 1 space per 4 seats 

Des Moines, IA 1 space per 150 GLA 

The number of parking spaces varies greatly from city to city. Greensboro and 

Spartanburg require half the amount as Suffolk, while Ithaca requires three times as much 

as Des Moines. A survey of required parking can be completed for each use. The APA 

publication illustrates that many of the parking requirements in Suffolk can be reduced. 

It is recommended that a parking survey be conducted to assess the demand of parking, 

project new businesses and their required parking, and analyze the specific need for new 

parking. 

Several remedies to parking problems can be discussed at this point, however this 

plan cannot recommend a specific action without further study. One method of 

mitigating the supply of parking spaces can be achieved by reducing the size of the space. 

Nine feet in with is an acceptable size, however, it is possible to have spaces as low as 

eight feet. By reducing the size of the parking space, more spaces can be created. 

Another mitigation technique is through parking pricing, or adding parking 

meters. Currently many city lots and on street parking spaces offer free two hour 

parking. No parking meters exist Downtown. By adding parking meters, the city can 

regulate the amount of available parking through controlling the price. Prices are raised 

on meters until a certain percentage of parking is available at a certain time. For 

example, if all of the metered spaces are full at $1 for two hours, the price would be 

raised to $2 for two hours. If all of the spaces are still full at this price, it would be raised 

again until a certain percentage of the meters are open at any given time. Charging for 

parking is also a means for the city to increase revenue.

29 

Ownership 

The following information in this section is reported from the City of Suffolk’s 

Assessors Office. The information is current as of February 2005. It should be noted that 

several modifications were made to this database information, specifically changes in 

spelling of owners names where multiple versions of the same owner were present. 

The ownership of land is divided between one hundred eighty-eight people, 

companies, or corporations. It should be noted that two parcels in the study area have 

unknown ownership. An important step in any local project is being able to work with the 

property owners to explore new options for development and marketing strategies. 

Having local owners and owners with parcels in close proximity to one another are also 

key elements of a successful revitalization plan. 

The largest owner in the study is the City of Suffolk with 45 parcels and 666,067 

sq ft. The city owns 19% of the land in the study area. Four of the top ten landowners by 

total area are churches with the other owners being companies or corporations. Eight of 

the top owners are located in Suffolk, while two are nearby (SunTrust is located in 

Richmond while EDJOE is located in Norfolk). In total, the top 10 landowners hold 41% 

of the land in the study area. Table 12 and map 8 illustrates the top 10 landowners by 

total square feet. 

Table 12: Land Owners by total square feet owned 

Owner Sq Ft Parcels 

CITY OF SUFFOLK 666067 44 

FIRST BAPTIST CHURCH 153724 9 

CARTER & SONS FURNITURE CO INC 129738 9 

SUFFOLK CHRISTIAN CHURCH 118432 1 

MAIN STREET UNITED METH CHURCH 88913 3 

ST PAUL EPISCOPAL CHURCH 78920 3 

SHEFCO INC 49779 8 

SUNTRUST BANK 46431 7 

ALSHEF INC 45808 9 

EDJOE LLC 44279 5

30 

Another way to look at ownership is by the total number of parcels. Parcels range in size 

from 109 sq ft to 118432 sq ft. The median parcel size is 9925 sq ft. Seventy one percent 

(132 parcels) of the owners have only one parcel. Twenty five owners have two parcels, 

and sixteen owners have three or four parcels. Five owners have seven to nine parcels. 

As mentioned earlier, the largest owner by total parcel number is the City of Suffolk at 

44. Table 13 illustrates the distribution of parcels by total ownership number.

31 

Table 13: Distribution of Land Owners 

140 

Number of Owners 

120 

100 

80 

60 

40 

20 

0 

Number of Owners 

44 parcels 

9 parcels 

8 parcels 

7 parcels 

5 parcels 

4 parcels 

3 parcels 

2 parcels 

1 parcel 

Number of Parcels 

An overwhelming majority, 143 owners, of all land owners are located in Suffolk 

(77%). Table 14 illustrates the number of owners by location. Twenty five owners are 

located in nearby Hampton Roads communities of Norfolk, Chesapeake and Virginia 

Beach (other Hampton Roads in the table below). The remaining owners are located in 

other Virginia communities or out of state. 

Table 14: Land Owners by location 

Number of 

City 

Owners 

Suffolk 143 

Other Hampton Roads 25 

Other Virginia 7 

Out of State 10 

Property Values 

Within the study area, the total value of all land and buildings is assessed at over 

22.3 billion dollars. This figure is actually higher as tax-exempt land, such as city and 

religious property in the city, does not have an assessment performed. Of the 277 parcels 

that are assessed, the parcels range in total value from $700 to $1,179,800. The average 

total value is $80,675. Table 15 below illustrates the top ten land owners with the highest 

assessed total value of all their lands in the district. Map 9 also illustrates total assessed 

value within Downtown Suffolk.

Table 15: Owners with the highest assessed value 

Owner 

Parcels Total Value 

TLT INVESTMENTS LLC 1 1179800 

SUNTRUST BANK 7 1159700 

CARTER & SONS FURNITURE CO INC 9 1132300 

WACHOVIA BANK NA 2 953900 

PEP 1 715400 

VIRGINIA NATIONAL BANK C/O DELOITTE & TOUCHE P.T.S. 1 694600 

SHEFCO INC 8 579200 

JAMES RIVER BANK-COLONIAL 1 528900 

BOYETTE WALTER M & DENISE M 5 518400 

HLC III LLC 1 517300 

33 

Signage 

Visitors traveling into new locations for the first time and long-term residents 

both need to know where they are going and what they can find once they arrive. How 

places are marked are a very important element to any cityscape. 

One type of signs are municipal information signs. Examples of this type include 

street signs indicating the name of the street, parking signs informing where public or 

private parking is available as well as maximum times permitted, way-finding signs 

pointing to important places and historical markers telling of local or national 

significance. Banners on buildings or lampposts indicating the name of the town, a 

specific district or an upcoming event are also examples of municipal signs. Signs need to 

be easily read by pedestrians and those in automobiles. 

Many of the historical sites located within Downtown Suffolk can be found in a 

brochure printed by the city. This publication lists over 30 sites in the general 

Downtown area, complete with a numbered map and a paragraph description of each. 

Several of these sites have historical markers 

that are wooden, painted green, and placed 

low to the ground. While these signs are of 

superior craftsmanship, the low placement and 

smaller font size can make reading the 

location difficult from a distance.

34 

Parking signs exist in the form of multi colored banners with bold “Public 

Parking” lettering hanging overhead from lamp posts or small, tan metal signs with 

smaller lettering placed at various heights. With two types of signs present, a visitor or 

resident seeing one parking sign first may not recognize the other as a parking sign. 

All parking spaces signs informing of time requirements and other limitations are 

metal rectangles placed on lampposts or about 8 feet off the ground. More than one sign 

may be found on a single post. No parking and loading zones have red lettering on a 

white background while specific time limitations have green lettering on a white 

background. 

Municipal way 

finding signs are blue, 

metal, and have arrows 

pointing in a specific 

direction. 

Suffolk also has town banners placed on about every other 

lamppost along Washington and North Main. They are green 

cloth with yellow lettering and contain a historic storefront 

architectural drawing.

35 

The other category of signs are commercial store signs. Each location uses varying 

materials, lettering style and size, and placement. Examples of variations include 

windows with painted lettering, plastic or cloth banners hanging from second stories, 

painted wooden signs attached to the buildings, carved lettering within masonry, lettering 

painted on the buildings, cloth awnings with lettering on the material, and wooden or 

plastic signs jutting at 90 degrees from the storefront. Sign placement varies from above 

the first floor (over 10 ft from the ground) to eye level. Many of the vacant stores still 

retain the signage used when the unit was occupied. 

While these varying types of signs can be found in the district, greater uniformity 

in placement, design, and materials can be achieved. 

Lighting 

Currently, lighting is not a major problem in Downtown. The city provides adequate 

lighting along Main and Washington for the businesses located there. With future 

business coming into the area, more lighting will be needed in several parking lots. The 

residential section between Pine and Saratoga has adequate lighting for residential use,

36 

however, the addition of the Suffolk Center will require more lighting as visitors will 

be walking through these streets when they exit the center and on to other establishments 

on Main and Washington. 

Safety 

Within Downtown Suffolk, most of the intersections have crosswalks marked 

with white lines and pedestrian crossing lights on each corner of the intersection. While 

most of the intersections have these features, several busy intersections, including the 

Washington / Saratoga intersection, do not have crosswalks or pedestrian crossing lights 

for all sides, thus causing potential safety concerns for pedestrians at these intersections. 

Two crosswalks, one at the northern section of the Main and Washington intersection and 

another at the northern end of the Main and Market intersection, have brick pavers to 

further enhance safety for pedestrians. 

The three rail lines crisscrossing Suffolk give character to the city, as the lines 

have been in existence for well over one hundred years. Still in use today, they are vital 

to the economy of the city. Two of the lines are located in Downtown Suffolk and within 

the study area. The southern Norfolk Southern line intersects Washington Street at N & 

W Ave near the new police station. 

The northern CSX Transportation line intersects N Main St near the Tourism 

Department office and the Seaboard Station. This line will also run behind the Suffolk 

Center. No buffer exists between the lines and the adjacent uses, making potential safety 

concerns an issue. 

CSX Rail lines by Suffolk Tourism Office

37 

Future Development 

In cooperation with the planning and architecture firm of Urban Design Associates, 

Suffolk released the “Downtown Suffolk Initiative Plan” in the spring of 1998. 

Elements of the plan include transportation and streetscape improvements, infill 

development, and parking lot additions. This plan outlined the conference center and 

hotel development along the Nansemond River and the old high school renovation into a 

performing arts center. Both of these projects are currently under construction. 

Site layout for the Suffolk Center for Cultural Arts from the Downtown Suffolk Initiative Plan, 

Urban Design Associates, 2002 

KEY: 

1. Restored Train Station/Tourist Information 

Center 

2. Tourist Retail Area 

3. Antique Rail Car Display 

4. Restored Historic Houses (Prentice 

House,Welder's Supply) 

5. Cultural Center Auditorium (Former High 

School) 

6. Refurbished Junior High 

7. New Landscaped Parking Areas 

8. Improved Amphitheater 

9. Baptist Church Parking (including former 

Freemason Street lot) 

10. Proposed Mixed Use Development 

11. College Court Retail - Bed and Breakfast - 

Residential 

12. Finney Street West Residential Development 

13. Proposed Park 

Besides the high school renovation, key elements to this design include the removal of an 

older building next to the high school, extension of Finny Street with infill residential

38 

development, creation of an amphitheater, and infill mixed use development in the 

First Baptist Church parking lot. 

Later in the fall of 2004, the draft “Suffolk Downtown Plan” by Urban Design 

Associates was released as an update to the 1998 plan. This document outlines several 

more proposals for Downtown. Key elements to this plan include a shared parking lot 

behind the buildings on the southeast corner of South Main and Washington, proposed 

site of new post office with parking lot at the vacant corner of Pine and Washington, 

improved streetscape for Pine and Clay streets, infill mixed use development in the front 

portion of the Laderberg lot with parking behind, infill residential development in half of 

the city parking lot along Franklin St, infill commercial development in side lot of Courts 

parking lot at the corner of Bank and Commerce, and infill development in the main 

Courts parking lot with parking behind. As this is a draft of the document, 

implementation steps have not been included.

39 

Retail Analysis 

Trade Area 

Downtown Suffolk contains over thirty five units, including male and female 

clothing stores, furniture stores, hair salons, florists, several sit down restaurants, pawn 

shops, office supply stores, a feed store, a pharmacy, an adult items store, a coffee shop, a 

shoe repair store, a tailor, a jeweler, a flooring store and a frame shop with an art gallery. 

Non retail establishments that provide public and private services include several law 

offices, banks, churches, insurance agents, and city government offices. While one 

building on Washington contains five small stores, the majority of the units are located in 

one or two story buildings containing one to three units along Main, Saratoga, and 

Washington. 

Including the businesses discussed above, over 350 retail and services 

establishments can be found within 3 miles of Downtown. This three mile diameter area 

containing both businesses and residences is called the “trade area.” The majority of the 

businesses not found Downtown are located along North. Main and W. Washington. 

Several shopping centers can be found within the trade area, each containing 

between 8 and 27 units. The largest shopping center is the 173,400 square foot, 27 unit 

Suffolk Plaza located north of Downtown on North Main. Anchors for this center 

include Big Lots, Sears, and Sherwin Williams. Only one unit is presently vacant. Across 

the street from the Suffolk Plaza and anchored by Belk and Farm Fresh and is the slightly 

smaller Suffolk Shopping Center at 146500 square feet and 16 units. To the west of the 

study area is the 15-unit Suffolk West Plaza at the intersection of West Washington and 

West Commerce, and the 14-unit Holland Plaza on Holland Rd. Both of these spaces 

contain vacant units that were previously grocery stores. To the east of Downtown along 

Portsmouth Rd is a new center containing 8 units and anchored by Food Lion. The 

68,000 square foot White Marsh Plaza is currently vacant. Just outside of the trade area 

are two other shopping centers, both anchored by Food Lions. Not quite a shopping 

center but worthy of discussion in this section is Wal-Mart, and to a lesser extent Lowe’s, 

located north of Downtown along North Main. Table 16 illustrates the businesses in the 

trade area and those units Downtown and Map 10 illustrates the trade area and major 

shopping centers.

Table 16 – Businesses within the Trade Area 

41 

Total in 

Study 

Area 

% in 

Study 

Area Type Total 

Total in 

Study 

Area 

% in 

Study 

Area 

Type 

Total 

Accounting 9 0 0.0% Jewerly 3 2 66.7% 

Antiques / Picture Frame shop 1 0 0.0% Junior department store 1 0 0.0% 

Appliances 3 1 33.3% Laundry 3 1 33.3% 

Armed forces recruiting 1 0 0.0% Legal 11 4 36.4% 

Art Gallery 1 1 100.0% Liquor / Wine 1 0 0.0% 

Arts and Crafts 2 0 0.0% Martial Arts 1 0 0.0% 

Automotive (TB&A) 25 1 4.0% Medical / Health and Wellness Equipment 4 1 25.0% 

Bakery 1 0 0.0% Medical and Dental 17 0 0.0% 

Bank 10 4 40.0% Men's Barber 5 2 40.0% 

Barbeque 1 0 0.0% Men's Wear 2 2 100.0% 

Big Box Retailer 2 0 0.0% Mexican Fast Food 1 0 0.0% 

Bike Shop 1 0 0.0% Nail Salon 5 0 0.0% 

Bridal Shop 1 1 100.0% Nail Salon - tanning - hair 1 0 0.0% 

Brokerage 2 1 50.0% Office Supplies 1 1 100.0% 

Cards and Gifts 1 0 0.0% Optometrist 2 0 0.0% 

Chicken / Turkey 3 0 0.0% Other Fast Food / Carry Out 1 0 0.0% 

Children's Wear 1 0 0.0% Other Office 6 1 16.7% 

Chinese Fast Food 5 0 0.0% Other Retail 16 6 37.5% 

Coffee / Tea 1 1 100.0% Other Services 16 2 12.5% 

Computer / Software 1 0 0.0% Paint and Wallpaper 2 0 0.0% 

Convenience Market 6 0 0.0% Photocopy / Fast Print 3 2 66.7% 

Cosmetics / Beauty Supplies 3 0 0.0% Pizza 4 0 0.0% 

Day Spa 1 0 0.0% Post Office 1 1 100.0% 

Daycare and Nursery 1 0 0.0% Real Estate 6 3 50.0% 

Discount Department Store 5 0 0.0% Records and Tapes 1 0 0.0% 

Drugstore / Pharmacy 8 1 12.5% Religious store 1 0 0.0% 

Dry Cleaner 5 0 0.0% Rental Shop 4 0 0.0% 

Electronics - General 2 0 0.0% Resturaunt with Liquor 10 3 30.0% 

Employment Agency 4 1 25.0% Resturaunt without Liquor 2 1 50.0% 

Eyeglasses - Optiomitrist 3 0 0.0% Sandwich Shop 2 0 0.0% 

Family Shoes 2 0 0.0% Savings and Loan 3 0 0.0% 

Family Ware 7 2 28.6% Seafood / fish and chips 3 0 0.0% 

Finance Company 3 1 33.3% Service Stations 5 0 0.0% 

Floor Coverings 2 2 100.0% Shoe Repair 1 1 100.0% 

Flowers / Plant Store 7 4 57.1% Supermarket 2 0 0.0% 

Formal Wear / Rental 1 1 100.0% Supermarket & Pharmacy 1 0 0.0% 

Funeral Home 8 0 0.0% Tailor 2 1 50.0% 

Furniture 6 4 66.7% Telephone Store / Telecom Store 4 0 0.0% 

Government 8 4 50.0% Unisex Hair 2 1 50.0% 

Hamburgers 8 0 0.0% Variety Store 6 5 83.3% 

Hardware 1 0 0.0% Veterinary 2 0 0.0% 

Hardware / Home and Garden 1 0 0.0% Videotape Rentals 2 0 0.0% 

Health Club 2 0 0.0% Weight Loss Center 1 0 0.0% 

Home Accessories 1 0 0.0% Woman and Men Speciality 1 1 100.0% 

Hotel 4 0 0.0% Woman's Hair Salon 7 2 28.6% 

House of Worship 26 5 19.2% Woman's Speciality 5 2 40.0% 

Human Services 1 0 0.0% 

Ice Cream Parlor 2 0 0.0% Grand Total 161 38 23.6% 

Insurance 10 2 20.0%

42 

At 243 businesses, retail establishments are the most common business type in 

the trade area. The largest retail category is eateries. Forty-four can be found in the 

study area: thirty-two fast food restaurants and twelve sit down establishments. 

Automotive related businesses, at thirty businesses, are located throughout the trade area. 

Both clothing stores and hair related stores, each numbering twenty-three, are also 

significant retail categories. Table 17 below illustrates the percentage of business by 

type. 

Table 17 – Business Type by Percent 

Public 

31% 

8% 

9% 6% 

11% 

6% 

Cloths 

Eateries 

Hair 

Retail 

29% 

Service 

Automotive 

To determine the retail market for Downtown Suffolk, the unmet demand method was 

used. This multi-layered approach combines national statistics, existing demographics, 

and site surveys to determine potential expenditures for types of businesses, arriving at 

potential supportable units by square feet. The following steps were followed in the 

unmet demand analysis. 

• Physical Trade Area – The first step is to determine the extent of the trade area, as previously 

discussed. This study will consider all retail, public, and service businesses located between 

downtown and route 58 bypass, as business development greatly is diminished on the other side. 

• Consumer units – A population must be chosen that will frequent the businesses. The Consumer 

units, measured by the households in a census tracts, for this study include the Downtown 

population as well as the residents of the four surrounding census tracts. These residents have 

been chosen do to proximity to the study area and potential for shopping within the study area. 

There are 14,581 households used for the market analysis as well as 155 travelers, a .5 percent 

capture rate of traffic along Washington Street Commuter income is taken from the household 

income average of $41,115. Not included in this study are possible new housing units developed 

in these census tracts after 2000. It could be argued that the Consumer Units could be increased, 

as the Downtown draws many workers from the surrounding communities as well as the trade area 

being a magnet for other rural areas who do not have retail in their area, however, the more 

conservative numbers will be used.

43 

• Potential Consumer Spending - The Bureau of Labor Statistics (BLS) conducts a consumer 

expenditure survey, calculating household spending by category type of spending, including such 

categories as food, housing, apparel and entertainment. Income levels are broken out with each 

having a different level of spending. Spending is further broken down by percent of income spent 

on each category. 

• Supportable Square Feet – An Urban Land Institute (ULI) publication, the Dollars and Sense of 

Shopping Centers, reports types of retail and service businesses. This analysis uses the 

descriptions for neighborhood shopping centers, however, community shopping center numbers 

are used when neighborhood sub-category numbers are not available. Included in this report is the 

median gross leaseable area for each business category and median sales per square foot. These 

categories are merged with the BLS report to create sub-categories, and at the analyst’s discretion 

sub-category spending is taken as a percentage of total spending for that category. 

• Site Survey – Using the sub categories, a visual survey of all businesses in the study is conducted, 

recording the name of the store, the sub-category, and the square footage of the unit. The square 

footage is then confirmed through GIS. The survey list has been included at the back of the report 

as Appendix A. 

• Sub-Category Divisions – The square footage from the site survey is combined by sub-category. 

As a sub category business may contain more then one spending type, such as a Supermarket 

containing Food at Home, Alcoholic Beverages, and Housekeeping Supplies, each sub category is 

split at the analyst’s discretion by the percentage of the store used for each spending type. 

• Estimated Annual Expenditures – The total sub-category square footage is added to the final 

combined report, illustrating by square footage how many more units could be added within the 

trade area. Any sub-category not found in the trade area is added. As several sub-categories in the 

ULI report do not list median sales per square foot, the number used in the report is set at the 

amount needed to support one unit. The estimated annual expenditures has been included at the 

back of the report as Appendix B. 

Results 

The potential for retail development is dependent upon the existing and available 

shopping choices within the trade area as well as other draws outside. The greatest 

challenge to retail development in the Downtown area is the presence of three major 

retail establishments to the north, specifically Wal-Mart, Belk, and Lowe’s. With low 

prices, ample parking, longer business hours, and multiple selections, it is hard for 

smaller businesses to compete. Included in the estimate expenditures (boxed in gray) are 

potential supportable square feet for future development including estimations from those 

three businesses. As illustrated in Appendix B, many retail businesses are no longer an 

option due to their presence, such as the Major Appliances category, where an unmet

demand an Appliance store would exists but for the presence of Wal-Mart and Lowes. 

Listed below in Table 18 are the top sub-categories with the highest unmet demand. 

Table 18 – Unmet Demand 

44 

Category 

Sq. Ft. 

Childern Under 2 30381 

Food at Home 16968 

Barber 9611 

Beauty 7987 

Reading 6608 

Fast Food 3752 

Alcoholic Beverages 2047 

Other Entertainment 1938 

Within these and other categories are specific sub-categories that may not be greatly 

affected by one of the large retailers, as in the case of a pet store or a photographer. 

There are also sub-categories that may have an unmet demand but in the larger category 

may not have an unmet demand. The major categories not directly affected by a large 

retailer are Reading, Food at Home, Fast Food, Barber and Beauty. Listed below is unmet 

demand for specific sub-categories that can support at least one new unit. The categories 

are split between eateries and other retail establishments. 

Table 19 – Unmet Demand for Eateries 

Sub-Category 

Unmet 

demand 

Median 

GLA 

(from 

ULI) 

Potential 

new units 

Resturaunt without Liquor 13987 2500 5.6 

Sandwich Shop 4189 1400 3.0 

Pizza 4155 1550 2.7 

Barbeque 3898 3901 1.0 

Liquor / Wine 3096 2400 1.3 

Bakery 2857 1800 1.6 

Steak / Rostbeef 2563 1297 2.0 

Bagels 2140 1981 1.1 

Chicken / Turkey 1893 1800 1.1 

Chinese Fast Food 1857 1400 1.3 

Doughnut / Muffin Shop 1846 1203 1.5 

Mexican Fast Food 1699 1685 1.0

Table 20 – Other Retail Unmet Demand 

45 

Sub-Category 

Unmet 

demand 

Median 

GLA 

(from 

ULI) 

Potential 

new units 

Health Club 10862 10249 1.1 

Books 9277 10093 0.9 

Records and Tapes 8610 3668 2.3 

Family Shoes 7273 3000 2.4 

Men's Wear 6717 3539 1.9 

Pet Shop 6374 5200 1.2 

Toys 5667 7855 0.7 

Photographer 4887 1595 3.1 

Party Store 3909 7064 0.6 

Travel Agent 1556 1341 1.2 

Game Store 1508 1400 1.1 

Several reasons exist for the unmet demand in these categories. One is that no store 

exists in the study area for the category in question, such as a bookstore, a pet shop and a 

doughnut shop. Spending in other categories, such as a bakery and a record store, can be 

done at more then one location, as Wal-Mart sells records and many supermarkets have a 

bakery section, but the demand outweighs the supply available even with the larger retail 

businesses. To check the validity of these demands, the total square footage demand can 

be compared to the existing larger retail business square footage. 

Mitigating the demand can exist in two ways: adding an additional store or expansion 

in goods of an existing business. For example, in the case of the toy demand, a toy store 

could be established in the area, however, this is a category where a portion of the toy 

sales will occur at Wal-Mart. What might work better for this category is to have an 

existing business, such as a discount department store or a children’s clothing store, add 

additional space for toys. While the majority of the retail categories could be supplied by 

either a separate store or by an existing business, the eateries tend to be only separate 

stores. In addition, where a larger retailer may not be able to offer the same services, a 

smaller, specialty shop can satisfy many of the unmet retail demand. An example here is 

with a pet shop, where a store such as Wal-Mart does not sell larger pets like dogs or cats.

46 

Arts Analysis 

Suffolk Center for Cultural Arts 

Scheduled to open in 2006 is the Suffolk Center for Cultural Arts. This facility 

will be housed in the old Suffolk High School built in 1922. A 550-seat auditorium will 

be the main feature for the center, capable of attracting touring musicals and plays, 

musicians, and speakers. Visual arts will be a large part of the center, offering art classes, 

pottery facilities, a photography lab and textiles. Other features include: rehearsal halls 

for music, theatre and dance; sculpture gardens; a café with a kitchen to cater events; and 

a gift shop. The city is excited and optimistic about the project, understanding the center 

will provide an infusion of cultural attractions at the local level. Several tenets scheduled 

to rent space at the center include the Suffolk Center for Seniors and the City of Suffolk’s 

Parks and Recreation offices. 

Suffolk Center for the Cultural Arts 

Rendering by CMSS Architects 

In 1998, the Mayor authorized a study to determine the best use of the vacant high 

school, and it was determined that a Cultural Center was needed in the community. A 

task force was appointed to follow through with fundraising. This task force was later 

dissolved and a new and the current organization, the Suffolk Center for Cultural Arts 

Foundation Board, were appointed. Fundraising began for the Center in 2001 and 3.8 

million was raised. The city allocated 4.8 million in 2004 for the construction and 

renovation of the project and has budgeted an additional 2.0 million for 2005. 

Construction began on the center in October 2004. 

Downtown Suffolk is in a National Historic District. Renovations were made 

possible through the use of both federal and state historic tax credits totaling 9.2 million. 

Sherwin Williams bought the state credits while Wachovia purchased the national credits. 

The project also qualified for new market tax credits totaling 2.1 million, as the site is in

47 

both a low income are and it is used for redevelopment. The initial budget for the 

renovations was targeted at 13 million, however, that number has increased to about 18 

million. 

As the center is located in a residential section of town, the city is aware of 

ensuing traffic problems resulting from visitors to the center. To mitigate this increase in 

traffic that would be passing through the residential section along Clay and Pine, several 

road improvement plans have been approved. One project, the Finny Road extension, has 

already begun. 

Several future developments are possible within and around the center. As the 

center will house art studios and art related equipment, classes can be taught within the 

center and partnerships with the city schools is possible. Other rooms in the center can 

be rented as small meeting centers. The vacant Thomas Jefferson Middle School located 

next to the center can be converted into offices or residential uses, however, a use that 

would align more with the center would be additional educational or public facilities such 

as a public museum or a governors school. 

Existing Downtown Cultural Facilities 

In addition to the new Cultural Center, Downtown Suffolk contains several 

cultural facilities and attractions for the enjoyment of its residents and tourists. Except 

for the Cultural Center and the Suffolk Museum, all of the cultural attractions are located 

on either Main Street or West Washington. Not included in the list below are over 30 

historic homes, churches, and cemeteries found throughout the city. Map 11 illustrates 

the locations of these facilities. 

Suffolk Museum - Just outside of the study area is the Suffolk Museum, owned and 

operated by the city. The Museum is run through the Department of Parks and 

Recreation, however, it will soon be coming under the direction of the Tourism 

Department. Located in the old Suffolk Library, this space is used as an art gallery for 

local artists as well as students to display their work. Most of the funding comes from the 

Suffolk Fine Arts Commission, which in turn receives funds from the Virginia 

Commission of the Arts. At least once a year the Museum hosts a fundraising gala, and 

this summer will host a literary arts festival.

48 

Barons Pub – Open for just over a year, this sit down restaurant offers lunch and dinner 

and serves adult beverages. Occasionally this restaurant brings in local live music for the 

downtown residents. 

Java 149 - This coffee shop opened in late 2004 and provides both drinks and 

sandwiches. The owners are trying to offer a different type of entertainment each night in

the shop, including an open mike night for live music, a chess night, and poetry 

readings. Future plans include a drama night and possibly free movies to patrons. 

49 

Arts Kitchen - The most recent addition to Downtown Suffolk, this restaurant opened in 

April 2005. Unique to the city, the eatery also contains a small bakery as well as artwork 

that is for sale to customers. Owners indicate that through word of mouth, artists have 

been contacting the restaurant to display their work and sales of $200 or more a piece 

have been noted within the first month. 

Coastal Art INC - Local artist Chris Alexander, known for creating the design for the 

Norfolk Mermaids, has recently relocated to Downtown Suffolk, where her company 

creates wooden and fiberglass sculptures. The 

company presently has ten employees that work on 

various stages of production, from shaping wooden 

objects in the wood shop to final painting application. 

Planters Peanut Center – Opening in 1967, this building serves as a small museum and 

retail sho p for the selling Planters Peanuts goods. 

Riddicks Folly – Mills Riddick, son of Revolutionary War hero 

Willis Riddick and member of the Virginia House of 

Delegates, constructed this home in 1837. During the Civil 

War, the house served as Union headquarters for Major 

General John. J. Peck. This historic home was renovated 

during the 1980’s into a house museum and offers tours 

Wednesday through Sunday.

50 

Seaboard Station – After a major fire in the early 1990, this historic passenger station has 

been recently renovated. Inside of the station is a model of Downtown Suffolk from 

earlier days, complete with a working train, as well as a retail 

section selling Suffolk and railroad related items. The center 

averages 50 visitors a day on the weekends, but during local 

events the number can be as high as 200. The space adjacent to 

the Station is used on summer Saturdays for a farmer’s market. 

Southern Gun Works – At the southern end of Main Street is the Southern Gun Works, a 

military art store. Other items to be found here include, military firearms, uniforms, 

paper documents, and war photos. 

Shooting Star Gallery – Located at the heart of downtown is this art gallery and frame 

shop. This business also sells arts and crafts by regional and national artists, soaps and 

candles, and photo restoration. 

Not included on the list above is a future restaurant located on South Main that 

will feature nightly Jazz music. Several other cultural amenities in the City not located 

downtown should be mentioned. 

Located southwest of downtown is the ‘largest’ attraction for the city, the Great 

Dismal Swamp National Wildlife Refuge. The Swamp has over 111,000 acres of 

forested wetlands, and contains the 3,000 acre Lake Drummond. This site is jointly run 

with the City of Chesapeake receives over 50,000 visitors annually. Activities include 

hiking, biking, boating, fishing, hunting, and educational facilities. 

The original inhabitants of the area are the Nansemond Indians 

and were part of Powhatan’s empire. The tribe operates a 

museum containing of crafts, jewelry, clothing, books and 

historical artifacts. Currently under construction along the 

Nansemond River is Mannatock Town, the tribe’s first owned 

land since 1650, which will be home to the tribal village as 

well as house a cultural center, tribal offices, a museum and

gift shop, and camping and pow wow facilities. These facilities are scheduled to be 

complete by 2007. 

51 

Begun over 50 years ago, Suffolk hosts the annual fall Peanut Fest 

festival, complete with a parade, carnival, live music, fireworks, and a 

demolition derby. The Suffolk Executive Airport to the west of Downtown 

is the permanent location of the festival, but events take place at various 

locations throughout the city. This festival is operated by the non-profit 

organization Suffolk Festivals, INC. 

A new addition to Suffolk is the $22 million Suffolk Hilton Garden Inn and 

Suffolk Conference Center located at Constant’s Warf, just north of Riddick’s Folly. The 

facility opened in the spring of 2005 and contains 150 rooms, 14,000 square foot 

conference center, and the Constants Warf Grill. Starting in the summer of 2005, live 

music will be performed at this site and run through the Department of Parks and 

Recreation. 

Cultural Related Organizations 

Suffolk is fortunate to have several organizations that are related to culture. The 

Suffolk Art League, a private organization, partners with the city in the Suffolk Museum 

to provide art education classes and workshops. They have a membership of over 220 and 

their mission is to make arts accessible to at all Suffolk citizens. 

The Cultural Alliance of Hampton Roads is the regions umbrella arts agency. 

Their mission is to stimulate cultural vitality and facilitate the development of healthy 

and dynamic cultural institutions throughout the region. They have just under 200 

members, but represent 350 institutions in the region. Among the many functions this 

organization performs are providing grant writing seminars, publication subscriptions for 

member organizations, networking nights to discuss issues related to cultural venues, and 

advocating the arts throughout the region. All of their funding comes from donations, 

municipalities and memberships as well as an annual silent auction. 

The last major cultural related organization is actually the Tourism Office. While 

they are not a presenting agency, their role in the support of the arts, entertainment, and 

cultural amenities is crucial. Many of the individual organizations have budgets for 

marketing, but they tend to be small. The role the Tourism office plays with assisting in 

the marketing and promotion off all Suffolk activities can not be understated, as they

provide information on their website and other publications for city attractions. All 

52 

businesses are treated the same and the office approaches public, private, and non-profit 

equally. The movement of the Suffolk Museum into the Tourism office is a natural fit, as 

the function of the building is more of an attraction over a recreation facility. In the 

upcoming years, this office can facilitate more promotional and other services for the arts 

and culture in the city. It can also be used as a catalyst for greater integration between 

culture, residents, visitors, and businesses. 

Regional Attractions and Venue Information 

The Norfolk - Virginia Beach MSA is home to hundreds of art, culture, and 

entertainment facilities, not to mention working artists and entertainers. The Cultural 

Alliance of Hampton Roads provides information for many of these organizations on 

their very well designed and easy to use website. They define the arts and entertainment 

into categories, including art museums, history museums, performance theaters, dance 

companies, and other venues. While they do not report on every cultural facility or 

organization, their contact list provides a comprehensive cultural overview of the area. 

When population is related to the cultural amenities, this list can serve as an art index, as 

illustrated by Table 21 below. 

Table 21 – The Art Index 

Type Suffolk Chesapeake Norfolk 

Newport 

News 

Hampton 

Virginia 

Beach Portsmouth Williamsburg 

All 

Others 

Arts Commission 1 2 2 1 2 2 1 1 2 14 

Art Museum / Gallery 2 6 2 3 5 3 5 7 33 

Dance 1 2 10 2 1 5 1 4 6 32 

History Museum 2 1 6 3 3 8 3 5 11 42 

Instramental Music 1 18 4 8 3 9 5 48 

Vocal Music 1 19 1 2 7 2 5 5 42 

Science Museum 3 1 1 1 1 2 9 

Theater 20 3 4 3 6 6 42 

Other Venue 20 4 5 5 4 6 3 47 

Grand Total 6 7 104 21 17 45 21 41 47 309 

Grand 

Total 

Percent of Cultural 1.9% 2.3% 33.7% 6.8% 5.5% 14.6% 6.8% 13.3% 15.2% 

Population 63677 199184 234403 180150 146437 425257 100565 11998 207870 1569541 

% of MSA 4.1% 12.7% 14.9% 11.5% 9.3% 27.1% 6.4% 0.8% 13.2% 

As illustrated in this report, Suffolk contains 4.1% of the MSA population but 

only 1.9% of the cultural amenities, which shows that the city could support several more 

cultural amenities. The Suffolk Center is not included on this list, however, adding it to 

the numbers would result in only raising the Cultural Level .4 percent. Norfolk, at 14.9% 

of the MSA population, contains 33.7% of the cultural amenities, underlying their 

importance as the cultural center of the region. While Suffolk could add more cultural

53 

facilities or organizations, other jurisdictions such as Chesapeake have a far wider gap 

between population and culture. 

Several facilities in the region will be in direct competition with the Suffolk 

Center for both visitors and audience members. These facilities, illustrated in Table 22 

below, are similar venues that contain large seating spaces and provide similar 

programming. While some facilities, such as the Scope and Chrysler Hall are much 

larger than the Suffolk Center, and will be attracting slightly different performers and 

events, the audiences and their spending dollars will be basically indistinguishable. The 

larger size permits these facilities to bring in more expensive organizations, and 

consequently better known performers or events. 

Table 22 – Other Local Venues 

Venue City House Size 

Suffolk Center Suffolk 550 

Harrison Opera House Norfolk 1626 

Chrysler Hall Norfolk 2500 

Roper Performing Arts Center Norfolk 900 

Norfolk Scope Norfolk 12600 

Wells Theater Norfolk 600 

Attucks Theater Norfolk 675 

Ferguson Center for the Arts Newport News 125 



Va Beach Perfroming Arts Center Virgina Beach 1200 

The venues listed above are the closest, large venues in the Hampton Roads area. 

While all will provide different specific events, as in different artists and other 

entertainers, and will cater to slightly different audiences, the location of these audiences 

will be similar. Each center will draw primarily from the populations closest to them, 

which is about a 14 mile radius or a 20 minute drive. Audiences will travel further for 

various events based on specific presentations, but the ‘local’ audience will remain within 

those limits. The presence of a competing cultural facility will lessen the pull from each, 

as it becomes easier to attend a similar event if it is closer. Using that logic, the Suffolk 

Center will not draw as many visitors from Virginia Beach as from Chesapeake, as a 

Virginia Beach resident must pass all of the amenities and events located in Norfolk to 

get to Suffolk. It should be noted that all of the centers discussed thus far are located to 

the east and north of Suffolk. As few large venues exist to the south and west of Suffolk, 

the Center can expect to pull from cities such as Emporia, Smithfield, and Franklin as 

well as several North Carolina communities.

Table 24 – Induced Spending at an Art Event 

55 

Less than 50,000 to 

50,000 100,000 

Refreshments 2.27 2.08 

Meals Before and After event 7.44 7.63 

Souvenirs 3.08 3.90 

Clothing Accessories 1.96 2.21 

Transportation 2.74 2.48 

Child Care 0.40 0.20 

Lodging 3.99 2.08 

Miscellaneous 1.33 1.51 

Total 23.21 22.09 

Keep in mind this is an average and every event will general a different amount of 

spending. Not everyone will stay in a hotel room, but depending on the type of event, a 

percentage of the audience might. The same is true for food – not every audience member 

will buy food before or after the event, and those who live in Downtown would have to 

purchase food regardless of attending the event, but those traveling from outside of 

Downtown might choose to eat at a Downtown restaurant. If all 550 tickets are sold for 

an event, and it is assumed that no audience member will stay in a hotel, then that event 

may generate an additional $10,500 may be spent at other locations around the center. 

Arts Market Analysis 

The National Endowment for the Arts (NEA) conducts a survey every five years 

that measures participation in the arts on the national level. The latest survey was 

conducted in 2002 and focused on such arts types as music, theater, dance, visual arts, 

and historic sites. As part of the survey, the NEA publishes participation demographics 

including age, sex, race, income, and education. Attending at least one event of that type 

per year measures participation. The 1997 survey reported these numbers as a percentage 

of the population. According to the NEA, a participant’s educational level produces the 

most accurate correlation, followed next by household income. Education is recorded 

only for those 25 and older. As illustrated in Table 25 below, as education levels rise so 

does participation in the arts. For many art forms, a jump occurs at the high school 

graduate level and then again at the college graduate level.

Table 25 – Participation by Education 

56 

Musical 

Play 

Musical 

Play Jazz 

Classical 

Music Opera Ballet 

Other 

Dance 

Art 

Museum 

Historic 

Park 

Grade School 6.0% 3.1% 1.8% 2.1% 0.2% 1.5% 7.3% 6.0% 12.7% 

Some High School 12.6% 7.2% 3.4% 3.9% 1.5% 1.8% 6.6% 14.4% 26.6% 

High School Graduate 15.7% 9.1% 6.8% 8.3% 1.7% 3.6% 9.2% 24.6% 40.5% 

Some College 28.4% 18.9% 15.4% 18.1% 5.2% 6.5% 13.7% 43.2% 56.3% 

College Graduate 43.6% 27.7% 21.3% 28.0% 10.2% 10.8% 17.8% 57.7% 66.6% 

Graduate School 50.3% 37.2% 27.7% 44.5% 14.2% 14.4% 24.7% 69.8% 72.7% 

To use the Musical Play as an example, the table reads that 6% of the total 

population over 25 with a grade school education as their highest educational level 

attended a musical at least one time within the last year while 15.7% of the total 

population with a high school diploma as their highest educational level attended a 

musical at least one time within the last year. 

Census data can be used to filter these national participation numbers for a 

regional and local level. Table 26 below illustrates the potential 2000 musical play 

participation in Suffolk for those residents over 25. Using these numbers generates a 

participation of 9742 residents in 2000. This example points out the implications for the 

participation rates. While there are almost three times as many residents in the high 

school diploma category as compared to the bachelor degree category, 12338 over 4872, 

the participation rates for a bachelor degree is much higher then a high school diploma, 

and the final participation total is actually more for the bachelor category. If the 1990 

numbers are used at the same participation rates, then the total participation is 6748 

residents, as illustrated in Table 26. 

Table 26 – Musical Play participation 2000 

Musical Play 2000 

Population 

Participation 

rate 

Total 

Participation 

Less than 9th grade 3796 6.0% 228 

9th to 12th grade, no diploma 5856 12.6% 738 

High school graduate (includes equivalency) 12338 15.7% 1937 

Some college, no degree 9569 28.4% 2718 

Associate degree 2893 28.4% 822 

Bachelor's degree 4872 43.6% 2124 

Graduate or professional degree 2338 50.3% 1176 

Total 41662 9742

Table 27 – Musical Play participation 1990 

57 

Musical Play 1990 

Population 

Participation 

rate 

Total 

Participation 

Less than 9th grade 5908 6.0% 354 

9th to 12th grade, no diploma 6214 12.6% 783 

High school graduate (includes equivalency) 9380 15.7% 1473 

Some college, no degree 6302 28.4% 1790 

Associate degree 1663 28.4% 472 

Bachelor's degree 2908 43.6% 1268 

Graduate or professional degree 1209 50.3% 608 

Total 33584 6748 

These final numbers can be compared to the total populations over 25, resulting 

in a final percentage of the population that has participated in that particular art form. As 

the population increased, it is natural that the total participation should increase as well. 

What is significant is that the total participation rate increased as well, from 20% to 23% 

of the total population, as illustrated in Table 28. This suggests that while the population 

is growing, participation is actually growing a bit faster, mainly as a result from the 

increasing education levels. 

Table 28 – 1990 and 2000 participation levels 

Musical Play 1990 2000 

Total population 52141 63677 

Total above 25 33584 41662 

Participation Number 6748 9742 

Participation Percent 20.1% 23.4% 

Using this method, Census tract 751 and 754 is predicted to have the highest total 

participation in total numbers, while tracts 751 and 753 is predicted to have the highest 

participation by percentage of residents. Census tracts 651 and 655 are predicted to have 

the lowest participation in total numbers, while tracts 654 and 655 are predicted to have 

the lowest participation by percentage of residents. Extra effort will be needed to 

encourage participation in thee tracts. 

Appendix C, located at the end of the document, reports participation levels using 

2000 census numbers filtered through the 1997 participation numbers for both income 

and education. It should be mentioned that the rate of participation does change over 

time, and there would be slight changes in participation rates between 1990 and 2000. 

These participation numbers can be used to illustrate the level of arts in the community 

and can serve as a guide for programming. 

To conclude, these statistics are national standards, reflecting general 

participation in the arts. It can be argued that the participation will occur at different

58 

levels depending on the amount of sites available. If a community is lacking in a 

certain cultural amenity, then those residents will travel outside of the community for 

participation, which is similar to traveling outside a community for a particular retail 

need. When this occurs, spending on the cultural amenity is done outside of the 

community resulting in that good being imported. The more cultural amenities a 

community contains, the greater the chance that they can export that good to other areas.

59 

Assets and Liabilities 

Downtown Suffolk contains many opportunities for development when reviewing the 

existing conditions. These assets form the basis of a plan that can tie the economic and 

cultural needs of the city together. Listed below are several of the strengths:. 

• Increased population in the city, primarily in the northern sections. 

• Increased educational levels of city residents. 

• A mix of residential, commercial, and public facilities. 

• A low level of vacant buildings along Main Street. 

• Increased re-development of Downtown spaces for new businesses. 

• A majority of buildings in favorable conditions. 

• Majority of landowners are local. 

• Market analysis indicates potential for specialty retail and eateries. 

• Commitment of the city to support the arts. 

• New traffic flow from the Suffolk Center into the rest of the city. 

• Majority of Downtown cultural organizations located within one block of Main 

Street. 

• Several local and regional cultural organizations. 

• Arts market in the city is growing. 

Unfavorable conditions within the study area and beyond form challenges which must be 

addressed for a stronger community. Listed below are the most pressing issues: 

• Loss of Downtown Population. 

• Lower education and income levels for Downtown population than rest of city. 

• A high number of vacant buildings along Washington Street. 

• Several isolated buildings with unfavorable conditions, specifically along West 

Washington and South Main. 

• Many large parking lots that are only used sporadically and several lots that are 

underused. 

• Restrictive parking requirements 

• Close proximity of large retailers and other strip malls to Downtown pose barriers 

for many types of retail.

• Limited number of arts venues outside of Downtown. 

• Potential areas of city underserved by arts. 

• Competition for audience members from other venues and organizations in 

Hampton Roads. 

60

61 

The Revitalization Plan 

Analyzing the information in this report and looking at the strengths and weaknesses 

leads to a clear plan of action. This document will outline the main elements that will 

need to be tackled to achieve revitalization of Downtown Suffolk. By combining the 

developments for the arts community with those in more typical revitalization plans, true 

revitalization of the Downtown can be achieved by integration of both. 

Vision: Downtown Suffolk is a friendly and exciting residential and visitor 

destination and provides goods and services for the arts, entertainment, and retail 

needs. 

While several elements are addressed in this section, it begins by addressing 

solutions to facilitate the growth of the arts and entertainment establishments, 

organizations, and individuals. This provides a basis for further development of the 

Downtown, as it addresses one strategy for bringing more visitors to the area. New infill 

development proposed in the Urban Design Associates Initiatives plans are further 

described, setting the stage for the remaining sections. Creating a safe and exciting 

destination for visitors and residents as well as providing parking is also discussed. With 

these elements in place, new businesses will be attracted to the area and those already 

here will be enticed to remain.

This vision is achieved through the following four goals: 

62 

Goal 1 Downtown Suffolk is the hub of cultural activities for all residents and 

services for local artists and entertainers are provided. 

Goal 2 New residential, commercial, and service opportunities will be created 

as outlined in the Downtown Suffolk Initiatives 

Goal 3 Downtown Suffolk is safe and projects an exciting and friendly image 

to residents and visitors 

Goal 4 Downtown Suffolk is the heart of a vibrant retail and service center 

The plan will be discussed in detail within the following pages. Broad goals are stated 

followed by objectives to reach each goal. Specific implementation strategies explain 

how the objectives are achieved and who will carry out the strategy. 

Goal 1: Downtown Suffolk is the hub of cultural activities for all residents and 

services for local artists and entertainers are provided. 

Objective 1.1 Establish the Suffolk Arts Council to facilitate the needs of arts, 

entertainment, and cultural organizations as well as individual artists and entertainers 

Strategy 1.1.1 The Suffolk Arts Council will include representation from 

public, private, non-profit entities. Public involvement will include representatives from 

Parks and Recreation, Tourism, and Schools. Non-Profit will include members from 

Suffolk Art League, the Peanut Festival, and SCCA. Private entities will include owners 

or managers of venues such as Barons Pub, Java 149, and Art’s Kitchen. Individual 

artists and entertainers not specifically tied to organizations will also be included. The 

mission of the organization is to provide for the arts, entertainment, and cultural needs of 

all Suffolk residents and facilitate communication and integration of all mediums. A 

member of this organization will also serve on the Regional Arts Council of Hampton 

Roads. 

The Arts Council will meet no less than three times a year to discuss the cultural 

state of Suffolk and the needs of the arts community. Subcommittees can be established 

to tackle specific challenges, such as artist retention and attraction, underserved residents, 

and special events. Within nine months, if applicable, the association may hire a part time 

staff member to oversee the operations of the association discussed in other objectives.

63 

Strategy 1.1.2 Once the Suffolk Center opens, the Suffolk Arts Council 

will establish an office and pay rent to that organization for the space. 

Implementation: The association will be formed by the Suffolk Center within two 

months and will initially meet in the Suffolk Museum. The director of the Suffolk Center 

will serve as the president of the Suffolk Arts Council for the first year. Following the 

first year, elections will be held among the organization members. 

Strategy 1.1.3 The Suffolk Arts Council will also contain a sub-committee 

comprised of seven to eleven local residents. This portion of the council will be a cross 

section of the community, where representations of all demographics such as age and 

race should be included. The closer this organization can come to matching the existing 

demographics, the better the council can serve the public. This committee will serve in an 

advisory capacity to the Suffolk Arts Council. 

Implementation: Within nine months, the City Manager will appoint members to 

this sub-committee. 

Objective 1.2 Develop a web site devoted to Arts, Entertainment, and Culture to serve all 

local artists and entertainers. 

Strategy 1.2.1 Like many communities around the country, the Suffolk Arts 

Council will maintain a web page to serve both the supply and demand side for the city’s 

arts and entertainment needs. Local artists and entertainers will be charged an annual fee 

for membership to the site. The site will serve the community by providing information 

to the public for all local artists and entertainers and contain the following items: 

• For a small annual fee, artists can register with the Suffolk Arts Council. The fee 

will provide access to the site for artists to create their own web page containing 

contact information, artist biography and description of work, upcoming events in 

and around Suffolk, a space to display their work, and any links to their own 

WebPages. It is recommended that visual artists and craftsmen can have up to 

seven slides of their work on a page. Musicians can have up to three songs or 

QuickTime movies. Actors and Dancers can include their headshot with their 

appropriate resume. 

• Either artists or other residents can opt into a list serve informing readers of 

upcoming arts industry related information, such as audition or work call notices, 

grant information or other funding information, upcoming master classes, and

festival information. As the arts grow in the community and more artists / 

residents are added to the list, medium subcategory lists may be created 

Implementation: The Arts Council will hire a Webmaster within two months of 

starting the organization to begin development of the website and list serve. 

64 

Objective 1.3 Absorb city and private functions relating to arts, culture, entertainment, 

and promotion into the Tourism Office 

Strategy 1.3.1: Programs that will be transferred to the Tourism office include 

management of the Suffolk Museum and the Constance Warf Concert Series. Suffolk 

can be more efficient in their funds by unifying city functions that bring both visitors and 

residents to the area and placing them under the branch of city government in charge of 

promotions. Efficiencies should be gained through higher productivity and lower 

overhead. 

Implementation: Within one year management of the Suffolk Museum will be 

transferred from the Department of Parks and Recreation to the Tourism Department. 

The Tourism Department and the Department of Parks and Recreation will work with the 

City Manager to facilitate the transfer of this program. 

Implementation: Within two years management of the Constance Warf Concert 

Series will be transferred from the Department of Parks and Recreation to the Tourism 

Department. The Tourism Department and the Department of Parks and Recreation will 

work with the City Manager to facilitate the transfer of this program. 

Strategy 1.3.2: The Tourism Department will absorb the organization and 

marketing functions of the annual Peanut Festival from Suffolk Festivals, Inc. Suffolk 

Festivals, Inc will remain as a fundraising organization capable of receiving donations. 

Implementation: The Tourism Department will absorb functions of the Peanut 

Festival within five years. The City Manager, the Economic Development Office and 

the Tourism Department will work with the Suffolk Festivals, Inc to integrate the two 

organizations. 

Strategy 1.3.3: An Office of Arts and Culture will be created within the Tourism 

Department. Two staff members will be devoted to this office, one for promotions of 

entertainment facilities and one for the development of arts and culture in the area. All 

cultural events and facilities already under the Tourism umbrella, including the Suffolk 

Museum, the Constance Warf Concert Series, will be re-directed to this office.

65 

Implementation: The Tourism Department will consult the City Manager and 

work with City Council to create this new office of Arts and Culture within four 

years. Two full time employees will be requested. It is likely that existing city staff 

members can be transferred into this new office. 

Objective 1.4 Market all public and private cultural amenities through the Tourism 

Office 

Strategy 1.4.1: The monthly cultural calendar, already on the Tourism web 

site, will be enlarged to include all cultural events within the community, including Arts 

Council events, arts related school functions such as concerts, and any religiously related 

arts events. 

Implementation: The Tourism Office will request information for upcoming 

events from known presenters within one month. This will be facilitated by a public 

announcement in the local paper requesting any upcoming events. 

Strategy 1.4.2: A list serve will be created on the Tourism web were 

residents can opt-in to receive weekly e-mails with brief descriptions of the upcoming 

week’s events. 

Implementation: The Tourism Department will develop an opt-in box for 

electronic updates detailing Suffolk events on their web page within nine months. 

Strategy 1.4.3: The expanded cultural calendar will be submitted weekly 

for publication in the local papers as well as inclusion on their own electronic calendars. 

Implementation: The Tourism Department will work with the Suffolk – News 

Herald as well as the Virginian Pilot to send weekly information to these papers. 

Strategy 1.4.4: The Tourism office will publish an expanded brochure 

listing various cultural sites within the city and Downtown. The office will expand the 

current marketing brochure, “Your Good Time Guide 2005” to include the private 

Downtown Suffolk facilities that offer entertainment or cultural events, such as Java 149, 

Barons Pub, and Arts Kitchen. Marketing here will also emphasize Downtown Suffolk 

as a fun, safe destination for the entire family. 

Implementation: This brochure will be completed and available within one 

year. If more private entertainment facilities of this kind open in the city they will be 

added to this brochure on an ongoing basis. 

Strategy 1.4.5: Neighboring local government offices and visitor centers 

will be contacted to include Suffolk tourism opportunities and publications. The

66 

following specific Virginia cities and counties will be targeted: Cities of Emporia, 

Franklin, and Smithfield, Chesapeake, and the counties of Isle of Wight, Southampton, 

Surry, Sussex and Greenville. The following North Carolina counties will be targeted: 

Gates, Hertford, Northampton, Pasquotanic, and Camden. 

Strategy 1.4.6: The Suffolk Center in cooperation with the Suffolk Arts 

Council will work with the school boards in the communities listed in Strategy 1.4.5 for 

annual educational visits. 

Implementation: The Tourism Department will facilitate the transfer of 

publications and sharing of information from Suffolk to the neighboring communities. 

Objective 1.5 Support artists and entertainers directly through unified services 

Strategy 1.5.1: Individual artists, entertainers, and organizations can 

employ the Arts Council for group fundraising and grant writing opportunities. As a nonprofit 

entity, the Suffolk Arts Council will be able to collect donations from individuals 

and organizations. By using a combined approach to fundraising, businesses and 

individuals will be able to fund multiple individuals and organizations with one 

transaction. 

Implementation: Within six months the Arts Council will be recognized as a 

non-profit organization. Once a year, the Association will create a fundraising packet for 

group donations, listing the organizations and individuals while highlighting individual 

projects. 

Strategy 1.5.2: The Suffolk Art Supporters, a volunteer arm of the Suffolk 

Arts Council, will be created. Residents can sign up either on the web site or at an event 

for inclusion on the volunteer list, opening up their services to the Arts Council. As 

registered organizations need help for events, they can contact the Arts Council with the 

number of volunteers needed and time of events. The main user of the volunteer list will 

be the Cultural Center, but any organization or venue can ask for assistance. Volunteer 

services can include ushering, helping with concessions, putting up flyers or posters, and 

event planning. 

Implementation: The Arts Council will begin requesting volunteer information 

within one year and will appoint a Volunteer Coordinator to oversee the program at that 

time.

67 

Objective 1.6 Provide funding for local artists and entertainers through new grant 

opportunities 

Strategy 1.6.1: The City of Suffolk will provide funding for artists and 

entertainers through Emerging and Established Artist Grants. The Emerging Artist Grant 

program will allocate funds for ten $500 grants for artists or entertainers earning less than 

$30,000 annually from their art or organizations having an annul budget of the same 

amount. The Established Artist Grant program will allocate funds for five $1,000 grants 

for artists or entertainers earning more than $30,000 annually from their art or 

organizations having an annul budget of the same amount. Artists or organizations 

registered on the web site can submit proposals for grants indicating why they require the 

funds and how their work benefits Suffolk. Examples of acceptable use of funds are 

materials and supplies, equipment, studio rental fees, and professional organizational fees 

or conferences. 

Implementation: The Suffolk Arts Council will petition city council for 

adoption of these programs within one year. Once the program is established, the Arts 

Council will receive and distribute the funds 

Objective 1.7: Provide more public art in the City of Suffolk 

Strategy 1.7.1: The City of Suffolk will create the Arts in Public Places 

program (APP). A percentage of development funds go to artwork either directly on site 

or saved for larger projects throughout the community. Examples of public art include 

statues, fountains, gazebos, and murals. Artwork should represent local themes. If 

possible, local and regional artists should have preference. The program will follow the 

following format: 

• 0.5% of all building construction projects valuing more than $300,000 in the city 

shall be allocated to the APP. 

• $2,000,000 will be the highest assessed value. 

• New developments of over 6 units or commercial developments can opt to create 

the art onsite. If this option is chosen, 30% of the funds will be allocated to the 

general art fund. 

• Works representing a company logo may not be created, nor are reproductions of 

existing art. 

• Low income housing developments or improvements are exempt from the 

program

68 

Implementation: The Economic Development Office, the Suffolk Arts 

Council, and the Department of Public Works will petition City Council for adoption of 

the program within 2 years. Funds accrued from this program will be given to the 

Suffolk Arts Council for disbursement. After adoption of the program, funds will accrue 

for the next two years. At the end of the two year period, a call to artists detailing the 

submission guidelines type of work requested will be announced by the Tourism 

department and the Suffolk Arts Council. Six months after the call is announced, the 

Suffolk Arts council will award the first two artists, with the first two public works being 

placed in the CBD. Announcements will continue on an annual basis. Artists will have 

nine months to one year to complete a project, depending on the scope of the work. 

Three years from the adoption of the program the first piece should be produced, with a 

second piece completed the following year. Recommendations for the first two pieces 

are a statue at the site of the Suffolk Center facing North Main Street and a mural on the 

side of the Laderberg buildings facing the new public space. 

Objective 1.8 Provide arts and entertainment opportunities for all Suffolk residents 

Strategy 1.8.1: Local arts organizations, including the Suffolk Center and 

the Arts Council, will provide a conscious effort to include programming for low-income 

and minority residents. It is recommended that these demographic groups have 

representation in the Suffolk Arts Council. 

Strategy 1.8.2: The Arts Council will collaborate with the Suffolk Center to 

create an arts and cultural participation survey. This survey will record both participation 

in local and regional events, what events or activities the community would like to see, 

and reasons why residents do not participate. 

Implementation: Starting in 2006 and then every other year, the Arts Council 

will collaborate with the Suffolk Center to create and analyze the survey. Results of the 

survey will be published by the Arts Council and made available to all residents. 

Goal 2 New residential, commercial, and service opportunities will be created as 

outlined in the Downtown Suffolk Initiatives 

Objective 2.1. Create new developments in Downtown Suffolk as outlined in the 

three Downtown Initiatives plans by Urban Design Associates 

Strategy 2.1.1: The city parking lot between Commerce and Franklin will 

be sub-divided into five parcels for single-family houses along Franklin and one parking

69 

lot along Commerce. Massing and setbacks for the residential units along Franklin 

Street should mirror units on other side of the street. The public works department will 

re-configure the existing parking lot to a smaller size and clear the surface material on the 

new residential parcels as well as construct a fence between the parking lot and the 

residential parcels. 


Proposed Development 

Commerce 

Franklin 

Washington 

Implementation: The planning department will petition city council within six 

months to subdivide the land. Following council approval, the Public Works department 

will budget funds for the next budget. The finished parking lot and fence will be 

completed within two years. Parcels can be sold to developers the following year, and 

finished construction within three years. As downtown parking is reduced from the sale 

of the land, revenue should go into a fund to build a parking deck 

Strategy 2.1.2: Commerce Road will be realigned with sidewalks added to 

each side. A mixed-use three-story building will be constructed in the Laderberg parking 

lot. This building will have first floor retail and second and third floor residential units. 

The Laderberg building will be renovated into a mixed-use building with first floor retail 

and second floor residential units. The rear parking lot will be repaved, curbs will be 

added, and the lot will be lit. 



Washington

70 

Implementation: The planning department in conjunction with the 

Downtown Development office will petition city council to purchase the four parcels that 

comprise the Laderberg lot, including the vacant Laderberg building. Following council 

approval, the Downtown Development office will market the entire property to a 

developer while the Department of Public Works re-aligns Commerce Road. The city 

will purchase the land within two years and resell the property within three years. New 

construction and renovations project will be completed within five years. 

Strategy 2.1.3: A two-story mixed-use development, with offices on the 

first floor and residential units on the second, will be constructed in the present First 

Baptist Church parking lot. This building should conform to the CBD design standards. 

As this church will loose parking spaces from the loss of part of their parking lot, 

Parishioners of the Church may use the Suffolk Center parking lots if additional parking 

is needed. 



Finney 

N. Main 

Oakdale 

Implementation: The planning department in cooperation with the Downtown 

Development office and the Suffolk Business association will petition the First Baptist 

Church to subdivide the parking lot fronting North Main Street. Sale of the land and 

construction of the building will begin within four years. 

Strategy 2.1.4: After the extension of Finny Ave, the land on the southern 

portion will be divided into seven parcels. Six of the new parcels between Pine and 

Chestnut will be zoned RM. Two story single-family housing units will be constructed on 

these parcels. The seventh parcel between Pine and Clay will be reserved for a city 

library to be completed at a later time.



71 

Pine 

Clay 

Saratoga 

Market 

Implementation: Upon the demolition of the older school building and 

completion of the Finney Ave extension, the land will be sub-divided by the Planning 

department and sold to individuals or developers. Proceeds from the sale of the parcels 

should be returned to the general fund. It is estimated that the parcels can be sold within 

one year of the completion of the road extension and new buildings constructed two years 

after that. The city library will not be constructed until after completion of a library in 

the northern part of the city. 

Strategy 2.1.5: The land on the eastern side of South Main is unorganized 

and underused. Two mixed use buildings, with first floor commercial and second floor 

office or residential, will be developed on this site. Massing and setbacks for the mixeduse 

units should be similar to neighboring buildings. Anew city parking lot will be 

constructed behind the new and existing structures. 



Washingt 

S. Main

72 

Implementation: The Planning Department in cooperation with the 

Downtown Development office will petition city council within one year to purchase 

parts or all of ten lots in this area for the construction of a new parking facility and infill 

development. Over the next two years, the city will purchase and subdivide the 

appropriate properties. Following council approval the planning department will 

subdivide the land into three parcels, two smaller parcels for commercial properties and 

one larger parcel to be retained by the city and used for a municipal parking lot. 

Following subdivision approval, the Downtown Development office will market the 

smaller properties to a developer for the construction of two story commercial buildings. 

The new commercial buildings can be constructed within five years. Proceeds from the 

sale of the parcels can be given to the public works department for construction of the 

parking lot. The public works department will budget funds to construct a new municipal 

parking facility within three years. 

*Strategy 2.1.6: The Courts lot will be the site of a new Mixed Use parking 

deck for the growing parking demands on the city. In keeping with the massing of the 

surrounding buildings, the deck will be three stories tall. The entrance and exit will be 

located on Commerce Street. Five commercial spaces will be located along West 

Washington. Deck. To facilitate traffic flow and create turning lanes, the parking spaces 

along Commerce Street will be removed. 



Bank 

N Main 

Commerce 

Washington 

Implementation: The City of Suffolk will provide funds for the construction of 

the deck. During construction, the City will lease spaces for city employees to park in the 

church parking lots. The Laderberg and Commerce lots will be entirely devoted to 

customers during construction. This parking deck will be constructed following a

parking needs assessment to be completed within two years. During construction, the 

Downtown Development office will help market the commercial spaces. 

73 

* One of the Development Initiatives, Strategy 2.1.6, calls for the creation of a mixed 

use parking deck in the existing Courts parking lot. This Initiative can not be 

recommended without the completion of a parking survey. If this Strategy is 

completed the following steps must be taken: The economic development office will hire 

a consultant to undertake a parking study within the next three years. The study will 

assess the supply of parking within 250 ft from the CBD, parking spaces required in the 

UDO, the demand of parking on a daily hourly rate (6 am to 10 pm) during the peek 

traffic month, and future parking demand from new development. If this study confirms 

a growing demand on parking, especially if more businesses locate downtown, then 

proceed to Objective 2.1.6 

Goal 3: Downtown Suffolk is safe and projects an exciting and friendly image to 

residents and visitors 

Objective 3.1 Regulate new construction through design standards 

Strategy 3.1.1: All new construction in areas zoned CBD will be subject to 

the Urban Design Overlay District. Included in the overlay are the following guidelines: 

• All buildings must have setback similar to adjacent buildings. 

• No front parking is permitted, however side parking is acceptable. If side 

parking exists, land next to curb cut must be reserved for a curb with 

internal plantings 

• New construction should respect neighboring structures through similar 

construction materials, height, and width 

• All new development along Washington and Main must be at least two 

stories in height 

• All lots used for parking including lots with three spaces or less, low 

traffic lots, and overflow lots are graded for drainage, paved, marked, well 

lit, and have wheel stops and curbs 

• All new parking lots will require at least 10% of the land be devoted to 

landscaping

74 

• All parking lots, except residential uses, will be open after 6:00 pm to 

any user 

• Any parcel adjacent to the rail tracks will require screening of at least 4 ft 

in height to promote safety. 

Implementation: The economic development office and business 

association will petition city council within one year to adopt the proposal. The 

regulations within the district will be enforced when property changes hands. The 

Downtown Development office will educate developers on acceptable designs and 

encourage land owners not selling their properties to conform to these standards. 

Objective 3.2 Create municipal and business signage that is informative and 

visually pleasing 

Strategy 3.2.1: The Downtown businesses will increase visibility and enhance 

the sense of place by adopting signage standards. These standards will include the name 

of the store, address, and hours of operation. The name of the store will appear twice, 

once above the door in larger lettering for better visibility by car, and again in smaller 

letters at eye level either on the door or window for pedestrians. The address can be 

placed either above the door or at eye level with the font size visible to vehicular traffic. 

Finally, the hours of operation will be at pedestrian level. 

Implementation: The Downtown Development office will create a brochure 

of recommended design guidelines within nine months. This brochure will then be 

disturbed to existing businesses and any new owners or developers. The Downtown 

Development office will work with business owners and managers to educate them on the 

value of signage. All downtown businesses should conform to these guidelines within 

three years. 

Example of Coordinated Downtown Business Signage from Conway, SC

75 

Strategy 3.2.2: New design guidelines will be established for municipal 

parking signs, historical markers, municipal buildings, tourist destinations, and other 

information signs. All signs will have in common size and lettering style. 

Implementation: The public works department will create new guidelines. The 

designs will be completed within two years and new signs can be erected within three 

years. 

Objective 3.3: Renovate storefronts along Washington and Main to original 

facades 

Strategy 3.3.1 Property owners will be encouraged to restore storefronts to 

original facades and enhance other exterior features. In the process, the interiors may be 

enhanced as well. As these structures are in an Enterprise zone as well as a National and 

State Historic District, many programs are available to assist owners with renovations. 

The following programs are available: 

Federal Historic Tax Credit Program: This program requires that the building 

being rehabilitated is a contributing building in a historic district and that the building is 

income producing. The historic building must be purchased and all of the funds used in 

the rehabilitation. The owner may then receive up to 20% of the qualified rehab expenses 

in federal tax credits. The owner must retain possession of the building for five years. 

State Historic Tax Credit: Similar to the federal program, this program requires 

that the building being rehabilitated is in a historic district, however the building is does 

not have to be income producing. The owner must reinvest 50 % of the assessed value 

into the property. The owner may then receive up to 25% of the qualified rehab expenses 

in state tax credits. 

Real Property Improvement Tax Credit: As part of the Enterprise Zone program, 

this incentive is open for new construction, renovation or expansion of non-residential 

structures within the zone. Minimum investment must be either a minimum of $50,000 

or the assessed value of the building for existing buildings or at least $200,000 for new 

construction. Owners will then receive a tax credit equal to 30 % of the improvement 

costs. 

Implementation: The Downtown Development office will work with the 

existing property owners and new developers to educate and assist with the programs. 

Strategy 3.3.2 : The Downtown Development office will create a brochure 

describing the rehabilitation programs listed above. This brochure will be distributed to

76 

all business owners in the CBD. While this information is currently available on the 

Economic Development web page, it is not located in one place. A new link to an 

electronic version the brochure will be added. 

Implementation: The Downtown Development office will create the brochure 

and electronic version within one year. 

Objective 3.4: Enhance safety through increased lighting, crosswalks enhancements, 

and fencing 

Strategy 3.4.1: Streets with future inadequate lighting will be upgraded with new 

municipal lights. The following areas will require more lighting: 

Lighting Improvements 

• The north and south side of Freemason 

Street 

• The East side of the 200 North Main St 

block 

• The north and south sides of the 100 and 

200 Market St block 

• The east and west sides of Saratoga St 

from the 200 North block to the 100 

South Block 

• The north and south side of East Washington from the rail lines to Commerce 

Saratoga 

Washington 

N Main 

Strategy 3.4.2: Crosswalks with brick pavers and pedestrian crossing lights 

will be added to promote safety at the pedestrian level. The following intersections 

will be upgraded: 

Intersection Improvements 

• Saratoga and W. Washington 

• Washington and Main 

• Main and Commerce, 

• Market and Main 

• Main and Finney 

Saratoga 

N Main 

Washington

77 

Implementation: The Public Works department will budget funds to have all 

improvements completed within three years. 

Strategy 3.4.3: Land owners in the area will be encouraged to add external 

lighting to their buildings. 

Strategy 3.4.4: Fences will be added along the north and south train tracts, 

with the fences placed along the side closest to Downtown. Fences will be no taller 

than 4 ft. The construction material should be metal. 

Implementation: The Public Works department will work with the local 

property owners to educate and provide assistance for lighting and fence guidelines. As 

the northern rail line abuts the Suffolk Center and Visitor Center properties and as these 

areas will potentially have more children in the area, it is imperative that the northern 

fence be constructed by the time the center opens. The Suffolk Center and the Public 

Works department will work with the rail line owner within the next year to construct the 

northern fence. 

Objective 3.5 Provide more public spaces within the Downtown 

Strategy 3.5.1 The side lot on 186 East Washington next to the Laderberg 

building will be purchased by the city and converted into a public square. 

Implementation: The City will purchase this parcel when it assembles the 

Laderberg property. The Department of Public Works will upgrade the parcel adding a 

hard surface, lighting, and shade from plantings. Completion of the project will be within 

4 years. 

Strategy 3.5.2 New landscaping requirements in the Urban Design 

Overlay District will create opportunities for creative and unique public spaces. With the 

addition of trees, plantings, screens, and benches, new places that provide a small natural 

park atmosphere will be created. 

Implementation: These elements will be an ongoing process, but will begin 

after the adoption of the Urban Design Overlay District. The first parking lots and 

public spaces being completed within two years by the City and other property owners. 

Objective 3.6 Upgrade existing parking facilities to include drainage, lighting, and 

parking space markings 

Strategy 3.6.1: The parking lot by the Tourism Department will be upgraded.

78 

Implementation: The Public Works department will complete this project 

within one year 

Strategy 3.6.2: The side parking lot owned by the Main Street United Methodist 

Church on 126 Bank Street will be upgraded. 

Implementation: The owner will upgrade this lot within two years. 

Strategy 3.6.3: The side parking lot on 225 East Washington Street will be 

upgraded. 


Strategy 3.6.4: The spaces along the southern rail lines will be paved and clearly 

marked to distinguish parking spaces from the street. 

Implementation: The city public works department and the Downtown 

Development office will work with the owner to repave, curb, and stripe this parking 

area. 75% of the funds will come from the Public Works department while 25% from he 

owner. This project will be completed within in one year. 

Strategy 3.6.5: The rear parking lot on 110 Franklin St. will be upgraded. 


Upgraded Parking Facilities 

rket 

Saratoga 

N Main 

Washington

Goal 4 Downtown Suffolk is the heart of a vibrant retail and service 

center 

79 

Objective 4.1 Solidify and expand Downtown Business Association. 

Strategy 4.1.1: The Downtown Business Association Downtown Suffolk 

will be expanded to include the Downtown Development office, local business owners, 

and store managers. The Business Association will continue monthly meetings to discuss 

issues and concerns as well as opportunities to strengthen business within Downtown 

Suffolk. 

Strategy 4.1.2: A new part time position will be crated to assist the 

Downtown Business Association. This position will assist with creating informative 

brochures, providing information to association members and the general public, 

conducting and analyzing surveys, and helping maintain databases. 

Implementation: The Downtown Development office will petition the City 

Manager for an extra part time staff of 20 hours a week. This staff position will be 

approved within one year. 

Objective 4.2: Market information about Downtown Businesses to 

residents and customers 

Strategy 4.2.1: A newsletter will be created by the Business Association 

and distributed to members. This newsletter will discuss current developments in the 

Downtown area and highlight assistance programs that owners can utilize as well as 

strategies for store managers. This newsletter can also be distributed to potential owners 

or operators. 

Implementation: This letter will be created by the new part time Downtown 

Business Association assistant distributed at the monthly meetings. The initial 

publication will be released within nine months. 

Strategy 4.2.2: A new web page will be created and linked to the City web 

site that promotes Downtown businesses. This page will highlight retail establishments 

and discuss the types of goods available. It will also contain a separate page listing each 

retail store, their address, phone number, and store hours. Any store that has their own 

website will be linked to this page, and those who do not have a site will be encouraged 

to create one.

80 

Implementation: The Downtown Development office and the Business 

Association will construct and maintain the page for the first two years, where it will be 

turned over to a volunteer for further upkeep and maintenance. The web site will be up 

and running within 18 months. 

Strategy 4.2.3: Based off of the web page, a brochure will be created 

highlighting shopping and entertainment options in Downtown Suffolk. This should not 

be confused with the “Suffolk Good Time Guide”, but will compliment that publication. 

Implementation: The brochure will be created by the Downtown Development 

Office and the Business Association within two years and distributed to tourism offices, 

highway rest stops across the state, and local business. 

Objective 4.3 Retain existing business through understanding business needs and 

business expansion 

Strategy 4.3.1: The Downtown Development office will work with the existing 

business to understand their needs and provide information and education on assistance 

programs, such as the job grants program. This is an ongoing element. 

Strategy 4.3.2: Downtown Businesses will work with the Downtown 

Development Office to target new markets through business expansion. One business 

retention strategy is to expand the types of goods sold at the store, where a store can 

devote a section of the existing GLA to a new type of item. This is favorable in smaller 

markets, as many smaller markets may not be able to support an entire store. 

Implementation: The Downtown Development Office will maintain the unmet 

demand spread sheet to assist owners and managers in targeting new items to sell. This is 

an ongoing element. 

Objective 4.4 Attract new retail and service businesses 

Strategy 4.4.1: Vacant buildings will be targeted for new businesses. 

Retail, office and service opportunities currently exist along Washington, North Main and 

Saratoga, and new opportunities will be created with the completion of the forthcoming 

infill development. 

Implementation: The Downtown Development and Business Association 

Office will work with property owners of vacant or underused buildings to target 

potential businesses or new owners. This will be an on going element.

81 

Strategy 4.4.2: New businesses will be established downtown. The 

following types of stores would have favorable markets Downtown: a bookstore, a shoe 

store, a photographer, a travel agent, and a game store / toy store. The market can 

support at least five new restaurants. The following types of restaurants should be 

targeted: a sandwich shop, a pizza shop, a bakery, and sit down restaurants. 

Implementation: The Downtown Development Office should work to target 

four new stores a year to locate in locating Downtown Suffolk. The types of stores will 

be based off of the results of the unmet demand analysis. This will be an on going 

element. 

Objective 4.5 Explore shared parking between different users 

Strategy 4.5.1: The four major churches in Downtown will participate in a 

a shared parking system. Downtown city workers, or long term parkers, can park in 

spaces designated by a church during the workday. The spaces closest to the street can 

be designated for customers at night or on the weekend. A church would have the option 

to close shared parking during religious events. 

Implementation: The Downtown Development Office will work with local 

banks and churches to explore a shared parking system. This will be an ongoing element.

82 

Strategic Initiatives Implementation Schedule 

The table below illustrates an overview of objectives and revitalization strategies. 

Specific agencies are listed that will be required to complete the strategy. Finally, a 

timeline has been included dictating when the strategy will start and finish. 

Abbreviations for Agencies 

CC = City Council 

DDO = Downtown Development Office 

DPW = Department of Public Works 

DPR = Department of Parks and 

Recreation 

DP = Department of Planning 

EDO = Economic Development Office 

PO = Private Owner or Developer 

SAC = Suffolk Arts Council 

SBA = Suffolk Business Association 

SCCA = Suffolk Center for Cultural 

Arts 

SFI = Suffolk Festivals, INC 

TO = Tourism Office 

Objective Strategy Agency 

Start Date and 

Duration 

5 6 7 8 9 

The Suffolk Arts Council will include representation from 

public, private, non-profit entities. The mission of the 

Establish the 

Suffolk Arts 

1.1 Council 

organization is to provide for the arts, entertainment, and 

cultural needs of all Suffolk residents and facilitate 

1.1.1 communication and integration of all mediums. SCCA x x x x x 

1.1.2 SAC will rent office space from SCCA SAC x x x x 

1.1.3 Establish resident subcommittee 

SAC / 

CM x x x x 

Develop a web 

site devoted to 

Arts, 

Entertainment, 

1.2 and Culture 

SAC will maintain a web page to serve both the supply 

and demand side for the city’s arts and entertainment 

1.2.1 needs. SAC x x x x x 

Absorb city and 

private functions 

relating to arts, 

culture, 

entertainment, 

and promotion 

Programs that will be transferred to the Tourism office 

include management of the Suffolk Museum and the DPR / 

1.3 into the Tourism 1.3.1 Constance Warf Concert Series. 

TO x x x x


Office 

83 


Duration 

5 6 7 8 9 

The Tourism Office will absorb the organization and 

marketing functions of the annual Peanut Festival from 

1.3.2 Suffolk Festivals, Inc. TO / SFI x 

An Office of Arts and Culture will be created within the 

1.3.3 Tourism office. TO / CM x x 

Market all public 

and private 

cultural 

amenities 

through the 

1.4 Tourism Office 

The monthly cultural calendar will be enlarged to include 

1.4.1 all cultural events within the community TO x x x x x 

A list serve will be created on the Tourism web were 

residents can opt-in to receive weekly e-mails with brief 

1.4.2 descriptions of the upcoming week’s events. 

TO 

The expanded cultural calendar will be submitted weekly 

for publication in the local papers as well as inclusion on 

1.4.3 their own electronic calendars. 

TO 

The Tourism office will publish an expanded brochure 

listing various cultural sites within the City and 

1.4.4 Downtown. TO x x x x 

Neighboring local government offices and visitor centers 

will be contacted to include Suffolk tourism opportunities SCCA / 

1.4.5 and publications. 

TO x x x x 

The Suffolk Center, in cooperation with the Suffolk Arts 

Council, will work with the school boards in the 

communities listed in Strategy 1.4.5 for annual 

1.4.6 educational visits. 

SCCA / 

SAC x x x x 

Support artists 

and entertainers 

Individual artists, entertainers, and organizations can 

employ the Arts Council for group fundraising and grant 

1.5 directly through 1.5.1 writing opportunities. SAC x x x x


unified services 

84 


Duration 

5 6 7 8 9 

The Suffolk Art Supporters, a volunteer arm of the 

1.5.2 Suffolk Arts Council, will be created. SAC x x x x 

Provide funding 

for local artists 

and entertainers 

through new 

grant 

1.6 opportunities 

The City of Suffolk will provide funding for artists and 

entertainers through Emerging and Established Artist 

1.6.1 Grants 

SAC / 

CC x x x x 

Provide more 

public art in the 

1.7 City of Suffolk 

The City of Suffolk will create the Arts in Public Places 

1.7.1 program (APP). 

ED / 

DPW / 

CC / 

SAC x x x x 

Provide arts and 

entertainment 

opportunities for 

all Suffolk 

1.8 residents 

Local arts organizations will provide a conscious effort to 

include programming for low-income and minority 

1.8.1 residents. 

SAC / 

SCCA x x x x x 

The Arts Council will collaborate with the Suffolk Center SAC / 

1.8.2 to create an arts and cultural participation survey. SCCA x x x x 

Create new 

developments in 


Suffolk as 

outlined in the 

three Downtown 

Initiatives plans The city parking lot between Commerce and Franklin will PD / CC 

by Urban Design 

2.1 Associates 

be sub-divided into five parcels for single family houses 

2.1.1 along Franklin and one parking lot along Commerce. 

/ DPW / 

DP x x x 

A mixed-use three story building will be constructed in 

the Laderberg parking lot and Commerce Road will be 

PO / CC 

/ DPW / 

2.1.2 realigned with sidewalks added to each side. 

DP x x x x 

A two-story mixed-use development, with offices on the 

first floor and residential units on the second, will be 

DP / 

DDO / 

2.1.3 constructed in the present First Baptist Church parking lot. SBA x x

85 



Duration 

5 6 7 8 9 

After the extension of Finny Ave, the land on the southern 

portion will be divided into seven parcels: six will be 

reserved for single family houses while the seventh will 

2.1.4 be reserved for a future library. DP / PO x x x 

DP / CC 

Two mixed use buildings, with first floor commercial and / PO / 

second floor office or residential, and one city parking lot DDO / 

2.1.5 will be developed on South Main. 

DPW x x x x 

The Courts lot will be the site of a new Mixed Use 

2.1.6 parking deck. 

DPW / 

DDO x x x 

Regulate new 

construction 

through design 

3.1 standards 

All new construction in areas zoned CBD will be subject 

3.1.1 to the Urban Design Overlay District 

ED / CC 

/ DDO x x x x 

Create municipal 

and business 

signage that is 

informative and 

The Downtown businesses will increase visibility and 

enhance the sense of place by adopting signage standards. 

These standards will include the name of the store, DDO / 

3.2 visually pleasing 3.2.1 address, and hours of operation. 

PO x x x 

New design guidelines will be established for municipal 

parking signs, historical markers, municipal buildings, 

3.2.2 tourist destinations, and other information signs. DPW x x 

Renovate 

storefronts along 

Washington and 

Main to original Property owners will be encouraged to restore storefronts PO / 

3.3 facades 3.3.1 to original facades and enhance other exterior features. DDO x x x x x 

The Downtown Development Office will create a 

3.3.2 brochure describing rehabilitation programs. DDO x x x x 

Enhance safety 

through 

increased 

lighting, 

crosswalks 

enhancements, 

3.4 and fencing 

Streets with future inadequate lighting will be upgraded 

3.4.1 with new municipal lights. DPW x x x

86 



Duration 

5 6 7 8 9 

Crosswalks with brick pavers and pedestrian crossing 

lights will be added to promote safety at the pedestrian 

3.4.2 level. DPW x x x 

Land owners in the area will be encouraged to add 

3.4.3 external lighting to their buildings. 

DPW / 

PO x x x 

Fences will be added along the north and south train 

tracts, with the fences placed along the side closest to 

3.4.4 Downtown 

DPW / 

PO / 

SCCA x x x 

Provide more 

public spaces 

within the 

3.5 Downtown 

The side lot on 186 East Washington next to the 

Laderberg building will be purchased by the city and 

3.5.1 converted into a public square. DPW x x x x 

New landscaping requirements in the Urban Design 

Overlay District will create opportunities for creative and ED / CC 

3.5.2 unique public spaces. 

/ DDO x x x 

Upgrade existing 

parking facilities 

to include 

drainage, 

lighting, and 

parking space 

3.6 markings 

The parking lot by the Tourism Department will be 

3.6.1 upgraded. DPW x x 

The Main Street United Methodist Church parking lot on 

3.6.2 126 Bank Street will be upgraded. 

PO / 

DPW x x 

The side parking lot on 225 East Washington Street will 

3.6.3 be upgraded. PO x x 

The spaces along the southern rail lines will be paved and DPW / 

clearly marked to distinguish parking spaces from the 

3.6.4 street. 

DDO / 

PO x x 

3.6.5 The rear parking lot on 110 Franklin St. will be upgraded. PO x x 

Solidify and 

expand 


The Downtown Business Association Downtown Suffolk DDO / 

Business 

4.1 Association. 

will be expanded to include the Downtown Development 

4.1.1 Office, local business owners, and store managers. 

PO / 

DBA x x x x x 

4.1.2 A new part time position will be crated to assist the CM / x x x x


Downtown Business Association. 

DBA 

87 


Duration 

5 6 7 8 9 

Market 

information 

about Downtown 

Businesses to 

residents and 

4.2 customers 

A newsletter will be created by the Business Association 

and distributed to members. This newsletter will discuss 

current developments in the Downtown area and highlight 

assistance programs that owners can utilize as well as 

4.2.1 strategies for store managers. 

DBA / 

DDO x x x x 

A new web page will be created and linked to the City 

4.2.2 web site that promotes Downtown Businesses. 

DDO / 

DBA x x x x 

A brochure will be created highlighting shopping and 

4.2.3 entertainment options in Downtown Suffolk 

DDO / 

DBA x x x 

Retain existing 

business through 

understanding 

business needs 

and business 

4.3 expansion 

The Downtown Development office will work with the 

existing businesses to understand their needs and provide 

4.3.1 information and education on assistance programs. DDO x x x x x 

Downtown Businesses will work with the Downtown 

Development Office to target new markets through 

4.3.2 business expansion. 

DDO / 

DBA x x x x x 

Vacant buildings will be targeted for new businesses. 

Retail, office and service opportunities currently exist 

Attract new retail 

and service 

along Washington, North Main and Saratoga, and new 

opportunities will be created with the completion of the DDO / 

4.4 businesses 4.4.1 forthcoming infill development. 

PO x x x x x 

4.4.2 New businesses will be established downtown. 

DDO / 

PO x x x x x 

Explore shared 

parking 

between 

The four major churches in Downtown will participate in 

4.5 different users 4.5.1 a shared parking system. PO x x x x x

Downtown Suffolk Revitalization Plan through Arts - College of ...

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