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

More documents

Recommendations

Info

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 Ferguson Center for the Arts Newport News 450 Ferguson Center for the Arts Newport News 1700 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.
Page 1: Downtown Suffolk Revitalization Pla
Page 4 and 5: Table of Contents Executive Summary
Page 6 and 7: 6 take the community the same amoun
Page 8 and 9: Introduction Downtown Suffolk in so
Page 10 and 11: Demographics Total Population A dem
Page 12 and 13: Table 3 - Population by Age 12 Down
Page 14 and 15: significantly much lower then all o
Page 17 and 18: 17 Table 6 Percentage of zoning by
Page 19 and 20: 19 A second type of building use is
Page 22 and 23: 22 Building Conditions The conditio
Page 24 and 25: Examples of Building Deficiencies 2
Page 26 and 27: 26 Table 10 - Study Area Parking Pa
Page 28 and 29: 28 cities around the country. The f
Page 30 and 31: 30 Another way to look at ownership
Page 33 and 34: Table 15: Owners with the highest a
Page 35 and 36: 35 The other category of signs are
Page 37 and 38: 37 Future Development In cooperatio
Page 39: 39 Retail Analysis Trade Area Downt
Page 42 and 43: 42 At 243 businesses, retail establ
Page 44 and 45: demand an Appliance store would exi
Page 46 and 47: 46 Arts Analysis Suffolk Center for
Page 48 and 49: 48 Barons Pub - Open for just over
Page 50 and 51: 50 Seaboard Station - After a major
Page 55 and 56: Table 24 - Induced Spending at an A
Page 57 and 58: Table 27 - Musical Play participati
Page 59 and 60: 59 Assets and Liabilities Downtown
Page 61 and 62: 61 The Revitalization Plan Analyzin
Page 63 and 64: 63 Strategy 1.1.2 Once the Suffolk
Page 65 and 66: 65 Implementation: The Tourism Depa
Page 67 and 68: 67 Objective 1.6 Provide funding fo
Page 69 and 70: 69 lot along Commerce. Massing and
Page 71 and 72: Existing Conditions Proposed Develo
Page 73 and 74: parking needs assessment to be comp
Page 75 and 76: 75 Strategy 3.2.2: New design guide
Page 77 and 78: 77 Implementation: The Public Works
Page 79 and 80: Goal 4 Downtown Suffolk is the hear
Page 81 and 82: 81 Strategy 4.4.2: New businesses w
Page 83 and 84: Objective Strategy Agency Office 83
Page 85 and 86: 85 Objective Strategy Agency Start
Page 87: Objective Strategy Agency Downtown

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?