smethport heritage communities program

Transcription

SMETHPORT BOROUGH HERITAGE COMMUNITY WORKPLAN
TABLE OF CONTENTS
CHAPTER/Subsection
Page
ACKNOWLEDGEMENTS
Location Map
ii
iii
BACKGROUND AND OVERVIEW
1
BACKGROUND ACTIVITIES DESCRIPTION
Smethport Heritage Communities Program
2
3
COMMUNITY INVENTORIES
Community and Area Themes and Sites
Architecturally Significant Structures
Historic Resources Map
Inventory and Calendar of Community Events
Inventory and Survey of Businesses
Physical and Non-Physical Conditions
Community Visual Conditions and Design Analysis
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4
7
13
15
19
28
34
SYNTHESIS OF INFORMATION
Public Input
Initial Workshop-Attractions and Needs
Second Workshop – Review and Comments
Third Workshop – Draft Presentation and Comments
Issues and Opportunities Statement Overview
42
42
42
48
53
54
IMPLEMENTATION
Tourism and Economics
Interpretive Planning Statement
Marketing and Hospitality Planning Statement
Wayfinding Planning Statement
Development and Community Needs Planning Statement
Development Program Overview Map
Business District Conceptual Plan
Gateway Signage Plan
Implementation Matrix
56
56
60
66
69
72
73
76
80
83
i
ACKNOWLEDGEMENTS
This three-year planning effort represents a new approach to heritage planning,
in fact it is was funded as a pilot project by the Pennsylvania Department of
Conservation and Natural Resources (DCNR) who insisted that the Heritage
Communities Program be premised on the engagement of the community. In
short, DCNR wanted this to be ―grass roots‖ and not ―top down‖ planning
requiring the establishment of the Smethport Heritage Community Stakeholders,
a group of area residents who met throughout this process and even
spearheaded several early action implementation actions. Members of the
Stakeholders Group included Wayne Pearson (Chairman), Ted Gundlah (ViceChairman), Mary Lee Pearson (Secretary), Phyllis Barnhart, Bart Barton, Rose
Bishop, Helen Cole, Diana Covert, Linda Devlin, Marianne Dougherty, Penny
Eddy, Bob George, Joyce Green, Corky Hull, Les Jordan, Jr., Linda Lake, Harold
Lindgren, Debbie Lunden, Eileen McKean, Jim Miller, Sean O'Day, Tina
Ponikvar, Ross Porter, Jovanna Porter, Anne Potter, Connie Ronan, Jack
Rosenswie, Jackie Taylor, George Tufts, Patty Witchen and Judy Wright. The
actions, discussions and comments of this group were appreciated and
invaluable. They were actively involved in the well-attended Community
Workshops, Stakeholder meetings and engaged the consulting team in
thoughtful, insightful and spirited discussion throughout the process.
Special thanks goes to DCNR staff involved in the process, specifically through
the State Heritage Areas Program, the funding source for this effort. DCNR
grasped the importance of the small cities and towns along the Route 6 Corridor
to this multi-county tourism destination and recognized the need to develop a
special approach for these communities. The Pennsylvania Route 6 State
Oversight Committee also worked with the Pennsylvania Route 6 Heritage
Corporation and the Pennsylvania Route 6 Tourist Association in the refinement
of the Heritage Communities Program concept and in its progress as planning
activities proceeded. The Oversight Committee includes representation from
various State agencies including DCNR, the Department of Transportation, the
Department of Community and Economic Development, the Pennsylvania
Historic and Museum Commission and the Pennsylvania Council of the Arts.
The efforts of the Development Committee of the Pennsylvania Route 6 Heritage
Corporation merit special mention, since it was through Committee efforts that
the importance of the small cities and towns along the Corridor was first
recognized and the Heritage Communities Program progressed from concept to
program.
Last but not least, a special thanks to the residents and business community of
Smethport who not only embraced this program and participated, but more
importantly showed a genuine love for the past, the present and the future of
Smethport Pennsylvania. This community is truly a special place and a real
asset to Pennsylvania Route 6 and its residents represent the best of the human
element that is part of the Pennsylvania Route 6 experience.
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SMETHPORT HERITAGE COMMUNITIES PROGRAM
Pennsylvania Route 6 Heritage Corridor
COMMUNITY WORKPLAN
Background
A Community WorkPlan is a requirement of the Pennsylvania Route 6 Heritage
Communities Program. It is intended to establish an action-oriented framework
for local heritage and community planning and implementation in Heritage
Communities along Route 6. This is the first attempt at heritage communities
planning not only on Route 6 but within the Commonwealth of Pennsylvania.
While the document is important in itself the process gone through to prepare it is
probably more important. In this regard local engagement is not only important
but is required.
The process involved the engagement and discussion with a local Stakeholders
Group that was involved throughout the planning period. The document attempts
to aggregate and synthesize the input and recommendations of this Group, also
taking into account public input received at three Community Workshops. The
document and process also involves original and secondary research gathered
by the Route 6 planning team. The WorkPlan is organized as follows:
BACKGROUND ACTIVITIES – DESCRIPTION
 Smethport Heritage Communities Program
 Community Inventories - Themes and Sites, Heritage, Community
Events, Businesses, Physical and Non-Physical Needs and Visual
Conditions and design Analysis
 Public Input review and Issues and Opportunities Statement Overview
 Issues and Opportunities Statement
IMPLEMENTATION - Planning Statements and Implementation Strategy
Overview
The Pennsylvania Route 6 Heritage Communities Program recognizes that the
action-oriented framework requires attention to both physical and non-physical
needs that address the Visitor’s Experience and the Community Context. Each
has an impact on the other, and the latter frames and directly affects the former.
Thus the Community WorkPlan must enhance Smethport as a destination and a
stopover, without negatively affecting the quality of life and community
characteristics that make it a great place reside. In essence then, this entire
process is an attempt to address tourism in a context-sensitive manner. In this
regard, we recommend a number of enhancements:
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Visitor Experience Enhancement – ―things to see and do‖
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Permanent Visitor’s Center – at one of several sites
Local promotional effort – brochure
Hospitality Training/Education – for business owners/employees (in
process)
Hamlin Lake Park Master Plan – multi-faceted master and improvement
plan
Wayfinding Signage – at critical attractions
The Woodworking/Artisan’s Center – in the former Christmas Store
Historic District – key mansions/structures
Coordination with MCHS on Museum enhancements
Trail/Walkway education, network and tie-ins with regional system
The Community Context – addressing local needs
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An affiliate Main Street Program – downtown enhancements &
revitalization
o Façade and Streetscape
o Anchor Building
o New Multi-Use Building/Site Reuse
o Recruitment/Financing Incentives
Residential Reinvestment/Elm Street – minor exterior rehabilitation &
streetscape
Revisions - Zoning and related regulations
Forestry School – sustainability & heritage
Lakeside Preservation/Revitalization – follow-up to the Hamlin Lake Park
Master Plan
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BACKGROUND ACTIVITIES – DESCRIPTION
The Heritage Communities Program is an initiative of the Pennsylvania Route 6
Heritage Corporation, focused on strengthening the many vibrant communities
along the Route 6 Corridor in Pennsylvania. The Program was developed by
local stakeholders involved in the development of the Pennsylvania Route 6: Our
Heritage and a Destination for the Future – Framework for Action during 200103. These stakeholders have developed the Pennsylvania Route 6 Heritage
Communities Program that requires communities – their leaders, business
community and residents – to buy into the heritage tourism concept and process.
The program provides assistance to Route 6 communities in first identifying and
localizing heritage tourism sites, resources and themes; then developing ways to
enhance and refine these resources; and finally a way to sustain local heritage
tourism. This assumes a very inclusive grass-roots process involving local
residents, that will have an important side-benefit of making the community a
better place in which to live as well as visit.
The key to the Program is to identify and capitalize on the unique qualities of
select communities on the Corridor that reflect the themes of Route 6. These
themes are as follows:
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Warrior’s Road honoring the epic stories of the warriors of many races,
genders and times fought or lived along the Corridor;
The many Natural Opportunities utilized and enjoyed by hunters,
fishermen, oilmen, tanners and miners of the region, and the changes in
the view of natural resources;
The rough terrain required Engineer’s Challenge to be met by spectacular
feats of civil engineering that made Northern Pennsylvania and its
resources more accessible;
The region has provided New Beginnings and Safe Havens for a diverse
group including Connecticut Yankees, French Aristocrats and escaping
slaves;
Visionaries, Achievers and Social Entrepreneurs of the region whose
ideas and achievements inspired and transformed the region and the
country; and
The region’s recognized position as an Outdoor Enthusiast’s Paradise
offering active and passive recreational opportunities year-round.
The Program is premised on providing technical assistance to the communities in
interpreting and localizing these themes.
Smethport Heritage Communities Program
The unique qualities of the Pennsylvania US Route 6 Corridor are created and
affected by the communities along its length. Descriptions of the Corridor often
tout the unhurried, small-town ambiance that has not been traded for a ―brand
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name drive-through identity‖. The Route 6 Community identity is authentic and
individual and is not contrived. Route 6 heritage planning recognizes that this
―community identity‖ must be maintained and strengthened if heritage tourism is
to prosper along the Corridor.
Smethport was the successful applicant to be the first Heritage Community in the
Corridor. A local visioning and participation process was carried out to establish
the tenants of a local heritage tourism effort meeting the orientation of the
Pennsylvania Route 6 tourism effort while addressing local issues, themes and
resources. This approach is identified in this planning document – referred to as
a Community WorkPlan. As such, it is an action-oriented document that builds
on past tourism planning, as well as regional and local efforts.
Community Inventories - Community and Area Themes and Sites
The
Smethport
community
includes a broad segment of rural
central and eastern McKean
County, inclusive of the Borough
of Smethport and the surrounding
townships. Smethport Borough
is the County Seat and is
approximately 20 miles southeast
of the City of Bradford, which is
the commercial center of the
County and largest population
base. Together with surrounding
townships, the population of the
Bradford area is approximately
18,500 persons. The approximate distances between Smethport and other
Route 6 and nearby communities are summarized below:
Port Allegany
Warren
Coudersport
Emporium
St. Marys
Olean, NY
Salamanca, NY
-
10 miles
42 miles
27 miles
27 miles
43 miles
26 miles
37 miles
In the general Smethport area, Keating Township is the largest with an estimated
population of just over 3,000 people. Table 1 summarizes the population figures
for area municipalities. The data show that Smethport sustained population
losses of nearly 3% between 1990 and 2000 then again between 2000 and 2004.
Population declines during 1990-2000 occurred in the Townships of Eldred,
Hamlin and Liberty, and in the region as a whole.
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TABLE 1
DEMOGRAPHIC PROFILE
Smethport Area and McKean County
Community
1990
Population
2000
Population
Change
1990-00
#
Annin
Township
Eldred
Township
Hamlin
Township
Keating
Township
Liberty
Township
Norwich
Township
Sergeant
Township
Smethport
Borough
Region
McKean
County
%
2004
Population
Estimate
Change
2000-04
#
%
805
835
+30
+3.7
831
-4
-0.5
1,768
1,696
-72
-4.1
1,662
-34
-2.0
822
819
-3
-0.4
790
-29
-3.5
3,070
3,087
+17
+0.6
3,047
-40
-1.3
1,764
1,726
-38
-2.1
1,710
-16
-0.9
593
633
+40
+6.7
607
-26
-4.1
154
176
+22
+14.3
169
-7
-4.0
1,734
1,684
-50
-2.9
1,636
-48
-2.9
10,710
10,656
-54
-0.5
10,452
-204
-2.3
47,131
45,936
-1,195
-2.5
44,708
-1,228
-2.7
Source: US Census Bureau
According to the US Census estimate the population of McKean County in 2004
was 44,708, a decline of 1,228 people (-2.7%) since 2000. During the period
1990-04, it is estimated that the population declined from 47,131 to 44,708,
representing a loss of 2,423 people or 5.1%. During this same period, Smethport
Borough sustained population decline from 1,734 to 1,636, or a reduction of 98
people or 5.7%. Obviously, the declining trend is not common among the
Smethport area communities, with several Townships experiencing increases
between 1990 and 2000 as per actual Census figures. However, all are
estimated to have experienced population declines between 2000 and 2004. By
2010 the population projection for McKean County is 44,830 (as per PSU
Cooperative Extension; Center for Economic and Community Development).
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During the planning associated with the Heritage Communities Program, a
number of questions and comments were made by those local residents involved
in getting a better understanding of the dynamics of change in Smethport itself,
specifically, the change in population in relation to natural change (i.e. birth and
death) and due to intra-county migration. Table 2 presents this information by
analyzing birth and death statistics that allow an informed estimate on in- or outmigration patterns within the Borough.
TABLE 2
NATURAL POPULATION CHANGE AND MIGRATION ESTIMATES: 1990-03
Smethport Borough
Description
Actual 1990 Population
Residents’ Deaths 1990-99
Residents’ Births 1990-99
Natural Anticipated Population
2000
Actual 2000 Population
Net Estimated Migration (+/-)
Residents’ Deaths 2000-04
Residents’ Births 2000-04
Natural Anticipated Population
2004
Estimated 2004 Population
Net Estimated Migration (+/-)
Source
US Census Bureau
PA Health Dept.
PA Health Dept.
Inferred
Number
1,734
-299
+236
1,671
US Census Bureau
Inferred
PA Health Dept.
PA Health Dept.
Inferred
1,684
US Census Bureau
Inferred
+13
-150
+85
1,619
1,636
+17
Simply stated, the above-simplified information suggests that if some net inmigration had not occurred between 1990 and 2004, the population of the
Borough would be lower by at least 30 people. Of course it is highly likely that a
number of residents moved out and others moved in, all becoming part of the net
migration figure. Of course had the out-migration exceeded the in-migration the
population in 2000 and 2004 would be have been expected to be lower.
Interestingly, birth and death figures have varied considerably since 1990, with
deaths of Borough residents always outnumbering births by Borough residents
except during two years. In the 1990’s annual deaths averaged 30 while births
averaged 24. In the 2000’s, deaths are still averaging 29 per year while births
average 17 per year.
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Community Inventories - Architecturally Significant Structures
This subsection outlines existing and demolished structures and sites having
some role in the heritage of Smethport and the surrounding area.
National Register Sites/Properties
The Pennsylvania Historic and Museum Commission (PHMC) records delineate
twenty-seven (27) properties in McKean County eligible for listing on the National
Register of Historic Places. It should be emphasized that this listing is not an
exhaustive analysis of potentially significant historic structures and sites, but only
those properties and sites that have been brought to the attention of PHMC by
others (i.e. individuals, special local studies, properties identified due to
federal/state permits or projects, etc.). Only nine (9) of the properties/structures
are actually listed on the National Register, and include properties in Bradford (3
structures and the Downtown Historic District), Kane (4 structures) and one
property in Foster Township, according to PHMC records. Two structures are
identified as being eligible for listing in Smethport, the Mechanic Street Bridge
and Old McKean County Jail, but neither is actually listed.
Historic Markers
PHMC records describe four markers in the vicinity, three in Smethport and one
in nearby Mount Jewett, as described below:
Marker Name: The Bucktails
Date Dedicated: August 8,1949
Marker Type: Roadside
Location: U.S. 6 at courthouse, Smethport
Category: Military, Civil War
Marker Text: At the call of Col. Thos. L. Kane, 100 Civil War volunteers assembled here
on Apr. 24, 1861, to go to Harrisburg. Tails of buck deer, worn as distinctive insignia,
provided the name of the famed 42d Regiment, of which they were the core.
Marker Name: Kinzua Viaduct
Date Dedicated: August 15, 1982
Marker Type: City
Location: Kinzua Bridge State Park, off SR 3011, 3.5 miles NE of Mount Jewett
Category: Business & Industry, Transportation
Marker Text: Originally built 1882 for a branch of the Erie Railroad to ship coal northward.
It was the world's highest and longest rail viaduct. Rebuilt 1900 to carry heavier loads, it
was in service until 1959. Kinzua Bridge State Park was created here, 1963.
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Marker Name: McKean County
Date Dedicated: October 14, 1981
Marker Type: City
Location: County Courthouse, U.S. 6 in Smethport
Category: Government & Politics, Government & Politics 19th Century, Natural Gas, Oil
Marker Text: Formed March 26, 1804 out of Lycoming County. Named for Gov. Thomas
McKean. Smethport, the county seat, was incorporated 1853; here the "Bucktails," famed
Civil War regiment, assembled in 1861. Oil, gas, and lumber spurred the county's early
economic growth.
Marker Name: Smethport
Date Dedicated: August 8, 1949
Marker Type: Roadside
Location: U.S. 6 at courthouse, Smethport
Category: Cities & Towns
Marker Text: County seat for McKean County since 1807, when land agent Francis King
surveyed town lots. The first cabin was built in 1811 by Arnold Hunter; but permanent
settlement was delayed until 1822. First courthouse built in 1827.
Locally Significant Structures
There are a number of structures (60) and sites
(14 sites of former structures) of importance in
Smethport as listed on Table 3. Most of the
structures are residential structures, sometimes
referred to as ―mansions‖, although a number
are commercial or religious structures. At least
nine (9) of the structures, or 15%, are considered
to be structurally ―at risk‖ as of 2006. The
Historic Resources Map on page 11 graphically
summarizes locations and a recommended resulting historic district. In a related
matter, local efforts in the Borough are underway for a voluntary registration of
historic and/or architecturally significant structures.
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Table 3
Historic Structures and Sites
Smethport Borough
Resource
Structure
America's First Christmas
Store
John Apple House
Astor House Hotel
X
Ball House
Bennett House
X
Judge Bouton House
Ralph Burdick House
Byron Hamlin Mansion
Byron Hamlin Office
X
X
X
X
Charles McKean House
Chautauqua Imperial Hotel
X
Court House
Delano R. Hamlin
Route 6 Diner
East Smethport United
Christian Church
Evangelical Lutheran
Church
Free Christian Evangelical
Church
Freeman Mansion
Freeman Sanitarium
Gallup\Partchey House
F.D. Gallup Mansion
Grand Central Hotel
Grange National Bank
X
X
X
X
Hamlin Mill Pond
Hamlin Bank and Trust
Henry Hamlin Mansion
John Hamlin House
Hilton Glass Co
Robert King House
John Forest House
Kerr’s Theaterium
Kittredge Opera House
Lindgrens
McCandless Mansion
McKean County Jail (Old)
Medberry House
Pierce House
Site
X
X
X
X
Location/Significance
101 W. Main St. (1902); a/k/a Hamilton
Building
802 W. King St.
Large Hotel (Fire – 1868); site of several
homes 707-13 W. Main St.
102 E. Main St. (1828)
Col. Kane’s Headquarters in 1861; (Fire –
1882); Present Site - Courtyard Restaurant
707 W. Main St. (1905)
1001 W. Main St. (1901)
619 W. Main (1858)
607 W. Main St.; temporary home of Hamlin
Bank after 1880 fire
101 W. Main St. (1904); Colonial Inn
W. Main & Fulton Sts. (Fire – 1933); Present
site of Quick Fill
Main St. (1941); between Church & State Sts.
820 W. Main St. (1881); former Blackberry Inn
423 W. Main St. (1933)
Route 6 in East Smethport (1891)
N. Fulton St., Former St. Luke’s; Ansgarius
Evangelical Lutheran (1881)
(1894)
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
17 Rosehill Ave.
110 E. King
302 W. Green St. (1875)
306 W. Green St. (1902)
W. Main and Fulton Sts. (Fire – 1899)
Main St. (1907); presently Northwest Savings
Bank
1823 Construction Date
333 W. Main St. (1887)
802 W. Main St. (1868)
904 W. Main St. (1879)
1899; only former office/house remains
110 W. Main St. (1860)
620 W. Main St. (1880)
221 Main St.
Fire – 1898; Present site of America’s First
Christmas Store
309 Main St.
905 W. Main St. (1891)
Eligible for National Register (1875)
606 E. Main Street (1828); underground
Railroad Station
500 Block of W. Water St. (demolition)
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Table 3 (continued)
Historic Structures and Sites
Smethport Borough
Resource
Structure
PS&NRR Station
(Shawmut)
Robert Rose Mansion
S.A. Backus House
Sartwell/Redfield
SJ Gifford Saw Mill
Smethport Cut glass
X
Smethport Specialty
(Marvel)
Smethport Wood Chemical
Specht House
St. Elizabeth Catholic
Church
St Luke's Episcopal
The Smethport Bottling
Works
The Sweet Shop
United Methodist Church
Dewitt Clinton Young Hse.
Wright House/Hull’s Hotel
William McCoy House
Richmond House
J.C. Backus/Sartwell
H. Sartwell
Brownell Building
X
2nd Hamlin Bank
Charles Sartwell House
X
X
William Haskell House
Orlo Hamlin House
McCoy House
Dr. Minard
Guy Mayo House
Leonard B. Johnson Hse.
David Sterrit Mansion
C.D. Comes House.
Upper Tavern
A.N. Taylor House
Cottage House
X
X
X
X
X
X
X
X
X
X
X
Site
Water and Mechanic Sts. (only remaining RR
depot)
916 W. Main St. (1889)
310 E. Main St.
703 W. Main St. (1900)
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Location/Significance
Original Building 1910; Present site of Backus
Corp and Chef Specialties
304 N. Fulton St.; former site of Boy’s Own
and The Boys Magazine
East Smethport; large area
307 Mechanic St. (ca. 1865)
W. Main and Franklin Sts. (1907)
602 W. Main St. (1892)
Present site of Costa’s
119 W. Main St. (The Senior Center)
Church and King Sts. (1838)
807 W. Main St. (1874)
Fire – 1981; Present site of Hull’s restaurant
609 E. Main Street (Historic Births)
409 Franklin St.
415 Green St.
412 King St.
420 W. Main St. (Early Greek Renewal commercial)
436 W. Main St. (corner W. Main & State Sts.)
708 West Main St. (1849); a/k/a Solomon
Sartwell House (architect)
713 W. Main St.
911 W. Main St. (1900) former Christmas Inn
1002 W. Main St.
1109 W. Main Street
1225 W. Main St.
1235 W. Main St.; Brynwood Estate
802 W. King St. (1872)
608 W. King St. (1900)
407 N. Church St. (ca. 1828); now a house
402 W. Green St. (ca.1870)
202 S. Franklin St. (1899)
10
Industries
Smethport’s two major industries where both founded in the community and
continue successfully to this day. The first of these is the Backus Company.
Marking its 100th year in operation during 2006. This company invented the
automatic bowling pinsetter, and novelty devices. The pinsetter is no longer in
production. The company now includes Chef Specialties, the world leader in the
manufacture of pepper mills for the restaurant industry.
The second company, Smethport Specialties, manufactures the world famous
Wooly Willy magnetic children’s game, one of the top 40 most popular games
produced in the world. Smethport celebrated Wooly Willy’s 50th birthday party at
the Smethport Summerfest sponsored by the Smethport Area Chamber of
Commerce last summer.
The magnetic dust drawing game invented by Jim
Herzog began production in 1955. Tours of Smethport
Specialty Co., where Wooly Willy is manufactured, are
offered during Smethport’s Annual Summerfest held on
the 3rd week of June each year. Wooly Willy T-shirts
can be purchased from the Smethport Area Chamber of
Commerce Visitor Center located at 119 West Main
Street. T-shirts can be ordered by mail, you can
download the order form below and send it in. Wooly
Willy magnetic toys are available at most Smethport
merchants and at the Smethport Visitor Center.
Museum
The McKean County Historical Society Museum is
located in the former County Jail, behind the Court
House, at 502 W. King Street. The Museum hosts
various exhibits, courses and lectures. Permanent
exhibits related to the Smethport heritage cover the
oil, glass, lumber and rail industries as well as
displays on the Bucktails, re-creations of typical
rooms depicting how people lived in the early history
of the County and information on the Jail history and some notable ―tenants‖.
The Society is a membership organization and a modest fees cover admission to
the museum and library usage. Operating days vary with the season with
weekday hours in the summer months and Tuesdays and Thursdays in April/May
and September/October. Overall, the museum operates between 1:00 and 4:00
when it is open.
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The Bucktails
Responding to President Lincoln’s call for volunteer troops to rise to the defense
of the Union, following the Confederate bombing of Fort Sumter, in April, 1861,
Thomas Leiper Kane, an influential businessman in McKean County, began
recruiting men primarily from McKean and Elk Counties. Mr. Kane and his
lieutenants were successful in recruiting enough young men to fill 7 companies
(approximately 700 men). Many of these men were lumberjacks, raftsmen, and
farmers accustomed to living in the rugged mountainous areas of the ―Wildcat‖
district (Elk, McKean, Tioga, and Cameron counties). It all started at the Bennet
House in Smethport, site of the present day Courtyard Restaurant, on April 24,
1861.
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Prior to leaving for Harrisburg, the men adopted the tail of a buck as their
―regimental badge of honor.‖ The deer tails were placed on each recruits cap and
they became known as the Bucktails. En route to Camp Curtin, a Bucktail also
adorned the top of the mast on one of the rafts the men built to travel to Lock
Haven where they could pick up the railroad. Once at Camp Curtin, another
company from northern Pennsylvania, a company from Chester County and a
company from Perry County joined Kane’s group to complete the required 10
company regiment, and became the 13th regiment of the newly formed
Pennsylvania Reserve Corps. As part of the federal army, they became the 42nd
Pennsylvania Volunteer Infantry Regiment, also known as the Bucktail Regiment.
In May, 1862, four companies of Bucktails—companies C, G, H, and I were
detached from the regiment, under the command of Lt. Col. Thomas L. Kane,
and sent to participate in the Valley Campaign against the renowned Stonewall
Jackson. This detachment was engaged in the battles of Harrisonburg, Cross
Keys, Catlett’s Station, 2nd Bull Run, and Chantilly. At Harrisonburg, the
Bucktails were credited with killing confederate general Turner Ashby. The
detached companies joined the regiment after the Battle of 2nd Bull Run.
The Bucktails served with distinction in most of the major engagements of the
Army of the Potomac until May 1864, when those who did not reenlist in the
190th Pennsylvania, were mustered out of service. The Bucktails were engaged
at Dranesville; the Seven Days Battles of Mechanicsville, Gaines Mill, New
Market Crossroads and Malvern Hill; Second Bull Run, South Mountain,
Antietam, Fredericksburg, Gettysburg, the Wilderness and Spottsylvania (1864)
and finally, Bethesda Church. The unit completed its service on May 31, 1864.
Sources for the above Bucktail summary include The Bucktail Regiment (Rich Adams, Captain,
1st PA Rifles, Company B Bucktails Reenactment Unit), PA Historical Marker, and Timeless
Home.
14
Community Inventories - Inventory and Calendar of Community Events
This inventory of current local and regional events reflects opportunities to bring
more travelers to Smethport. The information was compiled through responses at
the first community workshop and the McKean County calendar of events as
compiled by the Allegany National Forest Vacation Bureau. While not complete, it
should serve as a basis for planning other events and coordinating efforts. During
the planning effort, the Chamber created two new annual events that showcase
Smethport’s history and are an example of coordinating efforts by many
organizations – Victorian Weekend and the Wheel Around the Hub bike race.
Event
Location
Stock Car Races
McKean
County
Fairgrounds
Kinzua Outdoor
and Travel Show
Eldred WWII
Museum and
Community
Memorial Day
Celebration
Flickerfest
Living History
Day
Bradford
Mall
Eldred WWII
Museum
Flickerwood
Winery,
Kane
Allegheny
Arms &
Armor
Museum
Dates
May - Sept.
- Saturdays
February –
last
weekend
Sponsoring
Body
Comments/Relationship
with Heritage
McKean
County
Raceway
Weekly car races. Draws large
crowds from region. Smethport
hosts a long-standing stock
car tradition.
Bradford
Chamber
Highlights the outdoor
recreation and opportunities in
the McKean County area.
May – last
Monday
Eldred WWII
Museum
May – last
weekend
Flickerwood
Winery
June
Allegheny
Arms & Armor
Museum
Smethport
Jun. - 3rd
week
Taste of Kane
Kane
June – 4th
Saturday
Smethport
Chamber of
Commerce
Kane Area
Community
Center
Pens Woods
Jeep Jamboree
UPB,
Bradford
June- Last
weekend
Jeep Jamboree
USA
Summer Fest
Commemorates the area’s
efforts during World War II.
Smethport has a piece of that
story to tell.
Three-day music festival and
wine festival. Celebration of
locally made product and
entrepreneurial spirit.
Re-enactments of WWII and
Vietnam battles, period soldier
camps and special museum
displays.
Sidewalk sales, craft & food
vendors, fireworks, contests,
factory tours, street dance,
motorcycle dice runs, historic
walking tours, class reunions,
car show, duck races and
seminars
Annual Alumni weekend
Draws a large crowd, filling all
local hotels.
An off-pavement driving outing
designed for Jeep owners to
showcase vehicle capabilities
in a fun, family-oriented, and
authentic environment.
15
Event
Allegheny
Mountain Engine
and Implement
Assoc. Annual
Demonstrations
Bradford
Summerfest
National Zippo
Day
Zippo/Case
International
Swap Meet
Kanefest
D.A.V. Willow
Creek Triathlon
Festa Italiana
McKean County
Fair
Swedish Festival
Country Fair at
Historic Crook
Farm
Location
Dates
Sponsoring
Body
Port
Allegany
Jul. - mid to
late
Bradford
Jul – 3rd
weekend
Bradford
July – 3rd
weekend
Allegheny
Mountain
Engine &
Implement
Assoc.
Bradford
Downtown
Merchants
Zippo
Manufacturing
and W.R. Case
& Sons Cutlery
Bradford
July – 3rd
weekend
(evennumbered
years)
Zippo
Manufacturing
and W.R. Case
& Sons Cutlery
Jul – 3rd
weekend
Kane Chamber
Kane
Allegany
State Park
(NY) &
Willow
Creek (PA)
Bradford
McKean
County
Fairgrounds
August –
2nd week
Aug –
second
week
Mt. Jewett
Aug. - 2nd
weekend
Benefits
Disabled
American
Veterans
Downtown
Bradford
Revitalization
Corp
McKean
County Fair
Association
Mt. Jewett
Swedish
Festival
Committee
Crook Farm
Aug. - 2nd
to last
weekend
Bradford
Landmark
Society
August – 1st
Saturday
with Heritage
Come see antique engines,
tractors, cars and models.
Homemade food. Free
parking. Large flea market.
Crafts galore
Motorcycle show, dice run,
craft vendors, food court, and
entertainment.
Gathering of fans and
collectors of Zippo lighters and
Case knives; large Swap Fest
The Swap Meet is a biennial
event for collectors of Zippo
lighters and Case knives,
providing a venue for the
buying, selling, and trading of
these products.
Festival includes live music, 5k
race and 3-on-3 basketball
tournament, car show, crafter,
and food.
Swim, Bike, Run
Authentic Italian dishes, music
and games
Rides, shows and exhibits. A
premier old fashioned county
fair.
Amusements, parade,
Swedish smorgasbord,
fireworks and arts & crafts.
Annual 2-day country fair.
Craft demonstrations, over 75
exhibits, continuous
entertainment, food, tour
historic Crook Farm.
16
Event
Heart of the
Alleghenies
Music Festival
Autumn Daze
Car Show
Kinzua Bridge
Festival
Victorian
Weekend
Wheel
Around the Hub
Holiday Open
House
Home for the
Holidays
Home for the
Holidays Parade
Hometown
Holidays
Location
Dates
UPB,
Bradford
August –
2nd
weekend
Bradford
Kinzua
Bridge State
Park
Events
around
Smethport
Court
House,
Smethport
Sept. – 2nd
weekend
Sept. - 3rd
weekend
September
– 4th
weekend
Sponsoring
Body
with Heritage
UPB &
BCPAC, PPAT
& Ischua Valley
Dulcimer Club
Bradford
Downtown
Merchants
Folk music festival, including
old-time, bluegrass, dulcimer,
French-Canadian, Irish, &
World folk music.
Smethport
Chamber
September
- 4th
Saturday
Smethport
Lion’s Club
Kane
Nov. – 4th
Friday
Nov. – 4th
Friday thru
Christmas
Nov. – 4th
Saturday
Flickerwood
Winery
Bradford
Downtown
Merchants
Kane Business
Group
Smethport
Dec. - 1st
weekend
Smethport
Chamber of
Commerce
Kane
Bradford
Classic car exhibition with
music, crafts and food.
Arts & crafts and food vendors.
Live continuous musical
entertainment & kids activities.
Planned events around the
town invoking the Victorian
past, including bike race, tour
of mansion district, afternoon
tea parties, horse and surrey
rides.
15-mile race and 53-mile
bicycle race with cash prizes;
builds on the Great Smethport
Pennsylvania Bicycle races of
1892-99 (a/k/a Gold Watch
Run) that offered a gold watch
to the winner
Wine tasting and specials for
the Holiday Season
Holiday Ball, special events,
living window displays.
Christmas caroling.
Parade with Santa Claus
Churches open their doors for
meals, bazaars, and parties.
Merchants offer specials sales.
Home tours, dance, Christmas
caroling and live nativity
scene.
Based on the dates of the above events, the early half of the year appears to
have a dearth of activities and events. Program consideration of events
associated with the winter sports theme and spring events (i.e. fishing, etc.)
seems to be logical.
17
Other local and regional events mentioned include:
Location
Identification
Local
Crosby Dice Run
Hamlin Park Festival
Music festivals – various
Local High School Sports
Old Home Week
Horse Show and Jamboree at the McKean
County Fairgrounds
Wing Nights – various restaurants
Flea Markets
Music festivals – various
Italian Festival
Black Cherry Festival
Ethnic Festivals in Olean
Wellsville Balloon Rally
Bradford Leek Festival
Zippo Days/swap meet
Maple Festival (Coudersport)
Ridgeway Chainsaw Rendezvous
Apple Festival
Herp Hunt Pfeiffer Portville
Rock N Oldies Weekend Ellicottville,
Pumpkinville
Portville
Hibernian Irish Festival (Olean)
Art in the Park (Olean)
Bike Rally in The Valley (Olean)
Ellicottville Rodeo
Strawberry Fest
Western NY Maple Festival (Franklinville)
Pow Wow (Salamanca)
Professional sporting events in Buffalo, Erie
and Pittsburgh
Erie County Fair
Cattaraugus County Fair
Central Pennsylvania Festival of the Arts
PSU Football Games
Events/Series at Eisenhower Auditorium and
Bryce Jordan Center (State College)
Nearby Regional
Distant Regional
18
Community Inventories - Inventory and Survey of Businesses
Table 4 provides an inventory and profile of the Smethport business district,
identifying not only the businesses but also the types of business in terms of
typical market orientation. This differentiates between businesses that primarily
serve local residents and those that may serve visitors in addition to local
residents. It is a rather subjective differentiation at best, and one that
understands that the line between the two types may be vague. It is an attempt
to not treat all businesses as if they are a draw for tourists.

Approximately 66% of the local businesses appear to primarily serve local
residents, providing personal services and household goods that a
consumer typically consumes or demands at home.

Only 34% of the local businesses provide goods and services that may
attract visitors, as well as local residents.
Tourism planning theory suggests a rough rule of
thumb that viable business districts that attract visitors
need a minimum of ten (10) businesses that are
visitor-retail, ten (10) businesses that are food-related
and at least ten (10) businesses that are open after
5:00 PM. As is seen, there is a respectful number of
visitor-related establishments but this is tempered by
the fact that six (6) offer vehicle service, which is not
really visitor-retail good, six (6) are eating
establishments and two are manufacturing firms. This
effectively reduces the visitor-retail to the very bare
minimum of 10 visitor friendly businesses. There is a
deficit of both visitor-retail and food related stores.
Likewise, there is effectively little or nothing to do locally after 5:00 PM, although
there are activities elsewhere such as Bradford, Warren and certain southern
New York communities.
In terms of tourism the limited number of eating establishments and
accommodations is noteworthy. Additional information on local business
conditions and trends is reviewed in this subsection.
19
Table 4
Smethport Business District Inventory/Profile
Business Description
Accommodations
Appliances
Attorneys
Automotive/Automotive Supplies/Parts
Automotive service/fuel
Banks
Beverage Distributor
Building Supplies
Business products/Services
Clothing Store
Coffee Shop
Discount Store
Eating establishments
Educational Services
Fraternal Organizations
Fire Department
Gift shops
Hair styling
Hardware
Houses of Worship
Insurance/Financial Services/Real Estate
Liquor Store
Laundromat
Library
Manufacturing
Medical/Health Care
Municipal/County Office
Pharmacy
Personal Services
Post Office
Retail – Miscellaneous
Senior Center
Social Organizations
Social Services
Storage
Super Market
Veterinarian
Video Store
TOTAL
Vacant storefronts
TYPE:
Type
V/L
1
Total
L Only
1
3
3
6
2
1
1
1
1
1
1
6
1
3
1
2
2
1
7
3
1
1
1
2
2
2
1
2
1
2
1
1
2
1
1
1
1
24
47
NA
NA
1
1
3
3
6
2
1
1
1
1
1
1
6
1
3
1
2
2
1
7
3
1
1
1
2
2
2
1
2
1
2
1
1
2
1
1
1
1
71
6
V/L – Visitor and/or Local Market Orientation
L/O – Local Market Orientation Only
20
Business Survey
A survey of businesses was conducted during the summer of 2005. The
questionnaire was developed in consultation with the local Stakeholders
Committee. The Smethport Area Chamber of Commerce supplied a listing of
businesses and addresses and coordinated a local effort whereby the
questionnaires were hand-delivered to businesses as a means of providing a
―personal touch‖, with completed questionnaires returned to the Consultant. A
total of 38 completed questionnaires were received from a mailing to 97
businesses, representing a return of 39%. The major findings are summarized in
this subsection.
Respondents: There responses represented a diversity of business types, with a
good number of retailers, professional service providers and financial service
providers responding.
Description
Lodging: Motel, hotel, B&B, etc.
Retailing: Gifts, convenience goods,
hardware, etc.
Eating/Drinking Establishments: Restaurants,
taverns, etc.
Food Products/Services: Food products,
snacks, groceries, etc.
Recreation services: Guide, outfitter, sporting
equipment, etc.
Medical/Dental Goods/Services: Doctor,
Dentist, healthcare products, etc.
Other Professional Services: Legal,
accounting, etc.
Automotive Goods/Services: Fuel, service,
automobile parts, sales, etc.
Financial Services: Banking, real estate,
insurance, etc.
Personal/Household Services: Plumbing,
contracting, hairstyling, repair, etc.
Storage and wholesaling
Manufacturing and/or processing of goods
Other
TOTAL
Number
1
6
Percent
2.6%
15.8%
2
5.3%
1
2.6%
1
2.6%
6
15.8%
3
7.9%
6
15.8%
6
15.8%
2
5.3%
1
2
1
38
2.6%
5.3%
2.6%
100%
21
Hours: Business hours varied greatly among the respondents. The ―typical
business day‖ is difficult to generalize, due to the special needs and markets of
the businesses. However, there is a ―9:00 – 5:00‖ orientation with many open on
Saturdays and relatively few businesses open on Sundays.
Description
Number
M-F Opening
7:00 AM
8:00 AM
9:00 AM
10:00 AM
Other/Not Listed
M-F Closing
4:00 PM
5:00 PM
6:00 PM
Other Not Listed
Open Saturday
Open Sunday
Seasonal Hours Variations
Percent
3
8
10
3
14
7.9%
21.1%
26.3%
7.9%
36.8%
1
12
7
18
2.6%
31.6%
18.4%
47.4%
22
9
8
57.9%
23.7%
21.1%
Busiest Season: Summer through the Christmas season are the busiest
seasons among the respondents, with the anticipated drop-off in winter and
spring.
Description
Summer (Memorial Day to Labor Day)
Autumn (September through November)
Christmas Season (Thanksgiving
through New Years Day)
Winter (January through March)
Spring (April through May)
Other
None; all seasons are generally the
same
Number
11
11
9
Percent
28.9%
28.9%
23.7%
7
8
2
8
18.4%
21.1%
5.3%
21.1%
Years in Business: There is an orientation towards longer-term businesses and
relatively few businesses being established within the past 5 years.
Term
Number
Percent
1 yr or less
0
0%
2 – 5 years
3
7.9%
6-10 years
6
15.8%
11-20 years
7
18.4%
20 + years
22
57.9%
22
Annual Gross Sales: Reflect moderate to large sized businesses, with 55%
grossing in excess of $100,000 per year.
Description
Under $25,000 per year
$25,000 - $50,000 per year
$50,001 - $100,000 per year
$100,001 - $250,000 per year
Over $250,000 per year
No Answer
TOTAL
Number
Percent
3
0
10
5
16
4
38
7.9%
0%
26.3%
13.1%
42.1%
10.5%
100%
Full-Time and Part-time Profile: Responding businesses have a full-time
orientation, reflected by the fact that 92% consider themselves to be ―full-time‖ in
fact, and that 56% of the employees of these businesses are considered fulltime. The 38 responding businesses together employ 388 persons in the
Smethport area.
Businesses
Number
Full-time
Part-time
Total
35
3
38
Employees
Full-time
Part-time
Total
218
170
388
Business Location: While Main Street is the most popular of the business
locations, over one-half of the responding businesses where located elsewhere.
Taken together nearly 2/3 of the businesses are either on Water or Main Streets.
The median distance of the five businesses outside of town to Smethport is two
miles.
Location
Main Street
Water Street
Elsewhere Downtown
Elsewhere Smethport
Outside Smethport
TOTAL
Number
18
7
1
7
5
38
Percent
47.4%
18.4%
2.6%
18.4%
13.2%
100%
23
Market Profiles: Respondents were asked to estimate their respective markets in
terms of local residents, regular visitors/tourists and casual visitors. The
responses reflect certain characteristics related to each business type, as
summarized below.
Portion of Market
as a Range
91 – 100%
81 – 90%
71 – 80%
61 – 70%
51 – 60%
41 – 50%
31 – 40%
21 – 30%
10 - 20%
Under 10%
No Answer
TOTAL
Local
Residents
#
%
8
11
5
2
1
1
0
3
2
3
2
38
21.1%
28.9%
13.2%
5.3%
2.6%
2.6%
0%
7.9%
5.3%
7.9%
5.3%
100%
Regular
Visitors
#
%
0
1
0
1
1
0
1
5
7
19
3
38
0%
2.6%
0%
2.6%
2.6%
0%
2.6%
13.2%
18.4%
50.0%
7.9%
100%
Casual
Visitors
#
%
0
0
0
0
0
1
0
1
6
26
4
38
0%
0%
0%
0%
0%
2.6%
0%
2.6%
15.8%
68.4%
10.5%
100%
Local Residents: A large portion of the customer base comprised of ―local‖
residents, with 24 businesses (63%) noting that locals account for over 70%
of their respective markets. Those in the high percentage ranges include
personal services, convenience retail and medical related, while lower
percentage ranges include hospitality, financial services, specialty retail and
manufacturing.
Regular Visitors/Tourists: This a is a customer base comprised of people
seen a number of times over the years, either as visiting relatives,
hunting/fishing or other ―regular‖ visitors seen more than once. Overall, onehalf of the businesses suggest that this group accounts for under 10% of their
respective markets.
Those in the lowest percentage range includes
professional services, manufacturing, personal services and medical related,
while those in the low/moderate percentage ranges include financial,
comparison/specialty retail, hospitality and automotive establishments.
Casual Visitors: This is a customer base comprised of people passing
through that may only be seen once. No less than 26 businesses (68%) note
that casual visitors account for less than 10% of their respective markets,
while 6 businesses (16%) note that this group accounts for 10%-20% of their
markets.
The relatively low/moderate percents (above 10%) includes
hospitality, specialty retail and automotive establishments, while the very low
includes convenience retail, professional services, financial and the remaining
responding groups.
24
Importance of Route 6: Perceptions present a varied profile with 47% noting it as
somewhat to very important, and 50% characterizing it as minimally or not
important. Overall, there is a greater importance among specialty retail,
hospitality and most other retail and a lower importance for services and certain
convenience retail establishments.
Description
Number
Very Important
Somewhat Important
Minimally Important
Not Important
Other
No Answer
TOTAL
Percent
12
6
10
9
0
1
38
31.6%
15.8%
26.3%
23.7%
0%
2.6%
100%
Tourism and Business: Responding businesses have a varied outlook on how
tourism has been affecting their business over recent years, with identical
numbers seeing increases and decreases in tourist traffic. Over one-fifth discern
no change in tourist traffic while nearly 37% note no tourism traffic in their
respective businesses.
Trend
Tourist traffic has increased
Tourist traffic has decreased
No change in tourist traffic
No tourist traffic in this business
No Answer
TOTAL
Number
Percent
6
6
8
14
4
38
15.8%
15.8%
21.1%
36.8%
10.5%
100%
Most popular improvements: There are popular structural and non-structural
improvements, including new businesses (via recruitment, filling up vacant
stores, etc.), storefront/façade improvements and to a lesser extent additional
special events and festivals.
Description
New types of businesses
Improvements to storefronts/facades in the business district
More events and festivals
Improved property maintenance
Coordinated advertising/promotion
Improved street maintenance
Better signage to businesses and destinations
Streetscape improvements (i.e. benches, lighting, landscaping, etc.
A local visitors information center
Streamlining of ordinances and regulations
Hospitality training for business employees
Rehabilitating and maintaining of the large older homes
Other
Number
23
22
10
7
7
5
5
4
2
2
2
1
4
Percent
60.5%
57.9%
26.3%
18.4%
18.4%
13.2%
13.2%
10.5%
5.3%
5.3%
5.3%
2.6%
10.5%
25
Business needed: Building on the most popular improvement above, the new
businesses desired include specialty retail and to a lesser extent recreational
establishments.
Description
Number
21
Percent
55.3%
12
31.6%
10
26.3%
8
21.1%
4
10.5%
Convenience stores
3
7.9%
Personal services
1
2.6%
Other
9
23.7%
Smaller specialty stores (i.e.
antique, gifts, crafts, etc.
Recreation and
entertainment services
Eating and drinking
establishments
Larger retail stores (i.e.
appliance, auto, etc)
Professional services
Comments
Antiques, sporting, skiing, bookstore,
gift, crafts
Spa. Theatre/movie, boating on lake,
jet skis, paddle boats, ATV rental,
horse rental, cross-country skiing,
snowmobile rental
Accounting, investments
Lodging, industry, better governmental
offices for borough and county
Business Planning: Responding businesses were asked to divulge their present
planning, allowing for multiple responses by businesses to reflect all potential
changes under consideration. The percentages refer to the percent each
response comprises of the total of 38 responses. Nearly three-quarters of the
businesses are contemplating no changes in their respective businesses, a sign
of some stability. Unfortunately, only one is considering a physical expansion
and an equal number are considering expanding the line of goods/services
offered and closing or selling their businesses.
Business Plans
Physical expansion
Expansion of goods/services
New hiring
Selling/closing business
No changes
Number
1
5
2
5
28
Percent
2.6%
13.2%
5.3%
13.2%
73.7%
26
Other Comments: Respondents were afforded the opportunity to make any
comments on the business district, the community or this planning effort. The
following summarizes these comments:










Tourism development is important for Smethport; Smethport needs a unified
look and Main Street must be visually improved; and tourism should focus on
the natural beauty of area and the many architecturally significant structures
Promotions and marketing efforts must be developed and coordinated
Property maintenance is a critical part of the visual quality
There should be consistent hours for restaurants
Beautification is important for image and business
Reuse of the burned out structure on Main Street is critical as is the
recruitment of new retail businesses and a local shopping promotion
Improved parking regulations on Main Street with time limits to avert abuse
The community needs family sustaining jobs in an overall economic
development effort. High rents and high electricity rates discourage business
Recreation and tourism business development should be associated with
miniature golf, canoe rental, hiking trails, snowmobiling, ATV trails
Activities and attractions for younger community (dances, entertainment,
community projects)
Update: Subsequent to the Business Survey and Community Meetings, the local
Stakeholders Group made available information suggesting some serious issues
facing the Smethport business community. In many ways the impacts of the
closing of The Christmas Store, competitive forces and other factors are being
felt, as reflected in the following:



Five businesses closed or one is on the edge;
One business was recently sold and one is for sale; and
One long-term local business has seen a decline in business.
The above reinforces the need for a concerted downtown effort as will be
discussed in the implementation phase.
27
Community Inventories - Physical and Non-Physical Conditions
This subsection provides an overview of various physical characteristics, facilities
and services available in Smethport, with attention emphasized on those most
affecting the traveling public.
Public Safety and Municipal Services
Residents of the Borough of Smethport receive a wide array of community,
municipal and utility services for Borough residents. The Borough Office is
located at 201 West Main Street and offers numerous public services including
public water and sanitary sewer service, 24-hour police protection by full- and
part-time officers, electricity distribution of electric service, recreational facilities in
Hamlin Park, street/highway maintenance, other public works, and
building/zoning permits. As is the case with many older communities the water
distribution system was noted as having leaks that result in some water loss.
The all-volunteer Smethport Fire Department is located on Nelson Street in the
Borough and is equipped with efficient apparatus and equipment. Finally, the
locally based Priority Care Ambulance Service staffs paramedics for ambulance
runs to nearby and regional medical centers in Bradford and Coudersport. They
also act as the first responder personnel as emergency helicopter flights are in
route from regional emergency centers in Pittsburgh, Erie, Buffalo, and Danville.
As the County Seat for McKean County, Smethport is
home for the County Court House, which takes up an
entire block on West Main Street as well as offices just
west of town on Route 6. The County operates via
various row offices and agencies, including the County
Commissioners, Assessment Office, Recorder of Deeds,
Treasurer, Sheriff and other row offices, as well as the
County Court system, and agencies such as Children
and Youth Services, Elections/Voter’s Registration,
Veterans
Services,
Planning,
Housing
and
Redevelopment Authority and Administration. The 911
Emergency Center is equipped with the latest
communication equipment to coordinate emergency activities in McKean County.
Other public/quasi-public agencies in Smethport include the McKean County
Cooperative Extension Office, the Smethport Family Center, the Smethport
Senior Center and the Guidance Center/Project Rapport.
Health and Education
Various health care facilities are located locally or in the region, providing a
relatively wide range of services. Regional hospitals include the Bradford
28
Regional Medical Center, Kane Community Hospital and the Charles Cole
Memorial Hospital (Coudersport). More local providers include the Bowman
Health Center (17129 Route 6), Smethport Family Practice (406 Franklin St.),
Smethport Rural Health Center (Satellite of Charles Cole Memorial Hospital; 83
S. Marvin St), the Smethport Wellness Center, the Lakeview Senior Care and
Living Center and Sena-Kean Manor.
Smethport’s high school and elementary school are adjacent to each other on the
southern hillside with a commanding view of the Borough and surrounding area.
The sports teams are the Hubbers, named after Smethport, being ―the hub‖ of
McKean County. The Seneca Highland Area Vocational-Technical School in
near-by Port Allegany offers an option for students to attend a technically based
educational system.
Current enrollment at SASD for the 2006-07 academic year is noted below along
with historic data and projections from the Pennsylvania Department of
Education.
Level
Kindergarten
Elementary
Grades 1-6
Secondary
Grades 7-12
Total
Enrollment
2000-01
actual
79
485
2004-05
actual
75
430
2006-07*
Actual
76
420
2010-11
projected
66
279
2014-15
projected
60
253
557
484
483
422
314
1,121
989
979
767
627
Sources: 2006-07* SASD; all others PDE, 2006.
Between 2000-01 and 2006-06 the SASD has seen a reduction of 142 students
or a decline of 12.7%. However, the projected levels of decline may be in
question given the fact that SASD’s 2006-07 enrollment was above the projected
enrollment by PDE of 916. This 7% under-projection by PDE may place the
projections for subsequent years in question.
Churches
The spiritual needs of local and area residents are met via a number of houses of
worship in Smethport representing numerous denominations and independent
churches. A brief summary and location of each follows:


United Methodist Church – early meetings in 1820 with first church in
1838; changes over the years to steeple and façade
Baptist Church – formed in 1836; church built in 1847 that was replaced in
1899 and 1970
29







St. Elizabeth of Hungary Roman Catholic Church – set up in 1868 with
church finished in 1876; original church destroyed by fire in 1904, replaced
in 1907
St. Luke’s Episcopal Church – started in 1842 with parish established in
1879; first church in 1881 (existing as Trinity Lutheran Church) replaced
by present structure in 1892
Trinity Evangelical Lutheran Church – started in 1891 by Swedish
Lutherans and purchased the former St. Luke’s in 1892; Ansgarius
Evangelical Lutheran became Trinity in 1950’s
Free Christian Evangelical Church – started in the early 1890’s with the
present church built in 1894 on Pine Street
Christian and Missionary Alliance Church – founded in 1944 as the Gospel
Tabernacle, becoming the C&MA in 1959; present church built in over a
number of years starting in 1949
East Smethport United Christian Church – started in 1891 as the
Evangelical United Brethren Church and changed affiliations and names
on several occasions; church is in original structure that has been
modified over the years
Smethport Bible Fellowship of the Assemblies of God Church, P.O. Box
193
Building Conditions
Route 6 traverses the very heart of Smethport
and the surrounding area, with the SASD
complex being perhaps the only major
community facility or landmark not located on it.
Route 6 enters Smethport on the east forming
Main Street, which is divided east/west at
Mechanic Street, then follows Marvin Street
southwesterly toward Mt. Jewett.
Route 6
bisects the compact business district, comprised
of approximately six (6) blocks on the south side of Main Street and three on the
north (excluding the Court House block). Given this central path the Route 6
traveler goes through a commercial core between Mechanic and Church Streets
and residential areas on the fringes. Exterior property conditions are very
apparent to the local or regional traveler. Fortunately most of the structures
along this corridor are in good or fair condition, with a few scattered areas of poor
exterior conditions. There are no concentrated areas of blight, although at least
nine of the ―mansions‖ noted earlier are clearly at risk due to exterior conditions,
ranging from deferred maintenance to obvious exterior structural problems.
By and large the commercial structures are being maintained in fair to good
structural condition, although at least one of the oldest commercial structures in
the business district is seen as being at risk. No exhaustive exterior analyses
were completed borough-wide given the nature of this study, although it appears
30
that an estimate of deteriorated exterior conditions would exist in no more than
10% of the properties in the Borough. Façade conditions in the business district
range from good to poor, with more in the former category. There are a number
of historically sensitive façade treatments, some ―modernization‖ of older building
facades, and new modern construction. There is very little in the way of
―franchise commercial‖ storefronts or architectural, perhaps reflecting the lack of
big box/national retailers. The business district has retained a local ―mom and
pop‖ style of architecture with various vernacular and revival styles. Windshield
surveys estimate anywhere from 12 – 15 facades in need of minor to major
rehabilitation. On the negative side, several of the occupied storefronts now
house service rather than retail establishments, a factor indicative of commercial
problems being felt by small and large business districts alike.
There is a small commercial strip on the western edge of town that does not
share the historic pedestrian scale ambiance of the Main Street business district.
Nonetheless, this strip does contain critical retail and service establishments
including the only accommodations and a discount store. Building conditions
here are good, although the area lacks sidewalks and has a definite highway
commercial orientation.
Transportation System
Transportation is a key for any community, especially one that is a ―hub‖ as
Smethport prides itself. At one time it was the hub of rail service in the area,
being served by no less than four railroads. Today nothing remains of this form
of transportation except for some visible abandoned roadbed and a former depot
on Water Street. However, highways remain as critical means of access for
resident and visitor.
Highways
Smethport is located at the junction formed by three highways, Pennsylvania
Routes 46 and 59 and of course US Route 6. Route 6 traverses the entire
northern tier of Pennsylvania linking nearby communities, such as Port Allegany,
Coudersport, Mt. Jewett, Kane and Warren, as well as more distant communities
such as Corry, Union City and Meadville to the west, and Wellsboro, Mansfield,
Towanda, the Scranton area and Honesdale to the east. Route 46 is a
north/south road connecting Smethport with Emporium and central Pennsylvania
to the south and southeast and Eldred and southern New York State to the north.
Route 59 connects Smethport with the Allegheny National Forest, the Allegheny
Reservoir, the Kinzua Dam and Warren to the west.
31
The following summarizes daily traffic volumes on these roads and segments.
Segment
Average Annual
Daily Traffic Volume
East- E. Smethport/Rt 46 South
Between Rt. 46S & 46N
Between Rt. 46 N & Marvin St.
Marvin St. west to Mt. Jewett
Between Crosby & E. Smethport
Northward to Farmers Valley
West of Smethport toward Bradford
2,700
4,700
5,700
2,100
1,400
4,000
2,800
Route
US Route 6
PA 46
PA 59
Locally, traffic volumes peaks are along Route 6/Main Street where an average
of 5,700 vehicles travel it every day and drops off east and especially west of the
Borough. Even though this relatively high locally, the volumes along Route 6 in
several nearby communities are higher as follows:
Port Allegany
Coudersport
Kane
Clarendon
Warren
-
7,000
8,400 – 13,000
8,000
6,300 – 8,700
11,000 – 14,000
The volume in Smethport is higher than that for Mt. Jewett (4,000) and Sheffield
(2,400).
Traffic volume is somewhat surprisingly high on Route 46 north of Smethport at
4,000 vehicles per day, with much of that traffic ultimately traveling Rt. 446 to
Eldred, where the daily volume is 3,900 on this route within the business district.
There is a moderate volume along Route 59 west of Smethport, although it
appears that up to three-quarters of this volume represents travel between
Bradford and Smethport via Rt. 646. Rt 59 traffic volume falls off considerably
west of Ormsby but gradually picks up to 2,100 vehicle near the Warren County
boundary in ANF and near the reservoir. This may reflect travel between the
recreational area and Bradford on Rt. 770 where 1,900 vehicles travel daily.
Taken together, the above suggests rather moderate ―background regional
traffic‖ on Route 6 east and west of Smethport, with some leakage due to Rt. 59
traffic although not as substantial as initially believed. The relatively high traffic
volume spike in Smethport reflects traffic feeding to/from Routes 46 and 59, as
well as local traffic within Smethport. Attendees at the December 2006
Community Workshop expressed a combined pedestrian/vehicle and parking
problem along Main Street, with on-street parkers having difficulties when
crossing the Street due to high automobile and especially truck traffic.
32
Bicycle/Hiking Trails
US Route 6 is Bicycle Route Y in northern Pennsylvania. In recent years
PennDOT has widened and paved shoulders along Route 6 in a number of the
eleven counties that form the corridor. State tourism information identifies the
corridor, attractions and even supportive businesses. State websites identify no
nearby bicycle shops but do identify shops in Clarion, Mansfield, Ridgway and
Warren. In addition to Route Y, the follow are nearby regional trails:
Trail
Description
Warren to North Warren
Bike Trail
Mill Creek Trail
Length - 3.5 miles
Surface - Paved
Length - 5.6 miles
Surface - Not available
Twin Lakes Trail
Length - 1.5 miles
Surface - Not available
Tidioute Riverside Rec
Trek Trail
Richard E. McDowell
Community Trail
Length -5 miles
Surface - cinder
Length – 1.5 miles
Surface – Paved
(2 mi. addition in 2007)
Length – 1 mile
Surface – crushed
limestone
Surface – chips/stabilized
Surface – stabilized
Marilla Bridges Trail
Marilla Springs Trail
Indian Pipe Trail
Crook Farm Trail
South Trail
Surface – Crushed
limestone
In design phase
Surface – crushed
limestone
Source: PennDOT and ANF Vacation Bureau, 2006.
Westline Trail
Location
Along Route 62 just north of the
City of Warren.
South of Kane in ANF; 4.5 miles
are on railroad bed, connects to
another 18 miles of trail and loops
and to the Twin Lakes Trail at
Route 138
South of Kane in ANF; connects to
Mill Creek Trail and 15 miles of
walking trails
SW Warren County, southwest of
Warren on ANF border/ Rt. 62
Onofrio St. – Clarks Ln. in
Bradford, includes benches,
wetlands and creek
Route 346 west of Bradford,
features covered bridge and fishing
access
Rustic mountain biking connecting
Marilla Bridges Trail with ANF
Rt. 346 west of Bradford, connects
with Allegany State Park (NY),
good for X-Country Skiing
Along Seward Avenue north of
Bradford, 1.3 extension being
planned
Will ling Custer City and Bradford
near Rt. 219
From Westline trailhead (west of
US Rt. 219) to Whiting Run), good
for X-Country Skiing
33
Community Inventories - Community Visual Conditions and Design
Analysis
Smethport is a pleasant town that appears to be viewed positively by people
traveling through it, according to anecdotal evidence obtained during this
planning effort as well as the Route 6 Heritage planning activities in general. The
visitor is greeted by a relatively ―bustling‖ downtown, aided by the activity usually
surrounding a County Court House and traffic along the three major highway
corridors. The downtown streetscape is enhanced by a recent improvement
project where period era street light reproductions were installed and overhead
utility wires are absent due to relocation. Both of these characteristics are
typically part of a community’s streetscape effort, so Smethport has made some
headway in this regard. That is not to say that everything visual that can be done
has been done, however. The remainder of this subsection identifies these other
needs.
Streetscape Conditions
The table on the following page identifies the
streetscape conditions along Main Street by block.
Overall, there is little in the way of tree landscaping
in the Business District, other than some evergreens
in a block on the north side of West Main Street,
small landscaped ―boxes‖ on a block on the south
side, and a narrow landscaped strip on a portion of
again on south side. Overall, the downtown is
somewhat stark. Trees are critical components of a streetscape, adding to the
pedestrian scale, providing for a ―warmth‖ as a counter point to generic
commercial development and even serving as a traffic-calming device.
Sidewalks are rather wide in many blocks,
especially on the south side of Main Street that
houses many of the shops. This provides a location
for future landscaping efforts, where trees and other
greenery can be provided without interfering with
pedestrian traffic, negatively impacting the
storefronts or blocking perpendicular signage.
There are two traffic light locations on Main Street at
the Mechanic and State Streets intersections. Both involve the generic
galvanized masts and arms that do not complement the dark green period
lighting.
Streetscape conditions in the strip commercial area along Marvin Street (Route 6
west) are quite different being of a highway-commercial orientation with no
walkways, little in the way of defined access ways and many driveways.
34
SUMMARY OF STREETSCAPE CONDITIONS
Main Street, Smethport, Pennsylvania
Block
Side
Sidewalk
Visual
Comments
Mechanic
- Union
North
5 foot sidewalk and
5 foot grass strip
16 feet
Evergreens on grass
strip
Some furniture
Union –
Franklin
North
5 foot sidewalk in
front of RC Church
5 foot grass strip
25 feet interrupted by
landscaping strips
reducing walkway to
11 feet
Well-kept with period
replica clock on Church
property
Very wide concrete
area
Visual/aesthetic issues
with tattoo/tanning
parlor
No driveway definition
at Kwik Fill
Low pedestrian area
Elevation change
Elevation changes
(handrail/wall)
Some downspouts on
sidewalk
Low pedestrian area
Elevation change
South
South
Franklin –
Fulton
North
South
14 foot sidewalk + 3
foot concrete strip at
lower elevation
16 ½ foot narrows to
5 foot then widens to
16 ½ ft
Fulton –
State
North
11 ½ feet
South
16 ½ feet
State –
Church
North
12 ½ foot
South
19 foot sidewalk
interrupted at Law
Office and Courtyard
restaurant
Very wide
Overall
Narrow (5 foot)
sidewalk in front of B&T
office (w/grass strip)
Very wide concrete
area
Very wide concrete
area
Some furniture
Very wide concrete
area
Recent street lighting
Generic traffic light
masts
Small ―plaza‖ areas;
Some façade issues
(i.e. railing/deck
pulling from wall)
ADA issues at high
step at intersection at
Franklin St.
Sidewalk between
Bank entrance and
other businesses is
narrow but shows
high pedestrian use
No landscaping
No landscaping
Court House
frontage, landscaping
obscures Court
House
Narrow landscape
area
Very little
landscaping
Parking
On-street parking is available on both sides of Main Street in the downtown
business district. Parking is unmetered free and largely unregulated. Occupancy
is relatively high during the business day and especially around the courthouse.
On-street parking is also available on most of the side streets and behind
buildings for employees and/er residents. Given the current mix of businesses,
there appears to be no shortage of parking spaces at most times, although
several respondents to the business survey expressed the need for time limits,
35
and attendees at the December 2006 Community Workshop expressed the
possible need for off-street parking.
Signage
There are examples of good, acceptable and inappropriate signage among
businesses in Smethport. While signage is an intensely personal matter to most
businesses they have a role in the overall visual attractiveness of the business
district and the general shopping experience, factors which should temper the
―individual‖ concept. Several key factors should be kept in mind when discussing
signage.

Past studies and theory has shown that on-site signage is the most costeffective means of advertising, costing as low as $0.06 per thousand
readers (and potential customers), when compared to other media;

Perpendicular signage (i.e. projecting signs over a sidewalk) attract both
vehicular and pedestrian traffic, while front wall signage is more difficult to
see by both;

Signage should promote the product or experience offered rather than just
the name of the establishment or organization for maximum curb appeal.
In other words, signage should answer the question ―why stop‖ and must
do it in approximately four seconds to attract motorists. Obviously,
pedestrians have a longer time to study signage; and

Attractive, informative and professionally done signage says something
about a business, as does hand written, uninformative, temporary and/or
unattractive signage.
Many communities have separate signage regulations apart from zoning, while
others address them in zoning. There are arguments on both sides, but many
communities like the enforcement flexibility offered by a freestanding ordinance.
Smethport was drafting a new freestanding sign ordinance concurrent with this
planning effort. The major signage requirements of this ordinance appears on
the following page, which provide for many types of permitted signage including
the projecting signage important for the pedestrian scale downtown.
36
SIGN REQUIREMENTS FOR ALL NONRESIDENTIAL USES
Sign Types (a)
and Placement
Permitted Number and Location
Awning & Canopy– B
(e)
1 per building frontage at public entrance
Billboard - F
1 billboard structure at any point; may have
2 surfaces
1 per zone lot or 1 per 200 ft of property
frontage
1 per building frontage
Canopy – F
Home Occupation
Pedestal – F
Roof – B
1 per bldg frontage or 1 per 200 ft of
property frontage
1 per bldg frontage or 1 per 200 ft. of
property frontage
1 per building frontage with a public
entrance
1 per building
Suspended – B
1 per public entrance
Suspended – F
2 per canopy
Wall – B
1 per bldg occupancy plus 4 per bldg
elevation
Window – B
1 per bldg occupancy on a fixed window
adjacent to public entrance
Pole- F
Projecting – B
Area (b)
Height (b,
c)
Setback
(b)
32 sq. ft.
9 ft. MC
100 sq. ft.
25 sq. ft.
30 sq. ft.
32 sq. ft.
10 ft.
2 sq. ft.
18 ft. MH, 9 ft.
MC
6 ft.
32 sq. ft.
8 ft. MH
50 sq. ft.
18 ft. MH, 9 ft.
MC
18 ft. MH, 9 ft.
MC
20 ft. MH
15 sq. ft.
Same
permitted
area as wall
sign
2 sq. ft.
2 sq. ft.
10 ft.
10 ft.
15 ft. MH, 8 ft.
MC
15 ft. MH, 8 ft.
MC
10 ft.
One story –
15%
Two story –
10%
Three story
– 5%
40 % of
glazing area
Source: Borough Council Committee; 2005.
a) Definitions for sign types and location descriptions are set forth in Chapter 4
B – Building Sign
F – Freestanding Sign
b) Computations methods for area, height, and setback are set forth in Chapter 10
c) MH – Maximum Height, MC – Minimum vertical clearance
d) Signs shall comply with all other provisions of the Sign Ordinance. Section provides
additional detail.
e) Marquee signs are included in the attached canopy sign designation.
f) Pedestal sign includes ―ground‖, ―low profile‖, ―pylon‖, ―monument‖, ―post and panel‖, and
―blade‖ sign designations.
g) Wall sign includes the ―fascia on roof-like projections‖ sign designations
37
Zoning
Land use within Smethport Borough is governed by a zoning ordinance
(Ordinance #230 of 3/11/74 as amended) within the framework of land use
powers as enabled to municipal governments under the Pennsylvania
Municipalities Planning Code (MPC). The present ordinance provides for three
(3) Districts - Residential ®; Commercial-Residential (CR) and AgriculturalConservation (A-C) with uses and dimensional requirements summarized on the
following page. The districts are graphically depicted on the Zoning Map below:

Much of Main Street, including the Business District, east of Church Street
is in the CR District that is largely a mixed-use district allowing numerous
residential, institutional and commercial uses. The commercial strip along
Route 6 in the western section of the Borough is also in this District.

The R District includes much of the residential areas, including the
―Mansion District‖. This provides for residential uses and a few nonresidential and non-commercial uses as Conditional Uses (approval by
Council).

The A-C District encompasses much of the remainder of the Borough
including the floodplain and SASD complex.
38
Factor
R
Permitted Uses
Dwelling
Conditional Uses
Church
Community Bldg.
Funeral Home
Gov’t Use
Nursing Home
Mobile Home Park
School
Utilities
Parks/Playground
Setbacks
Front
Side
Rear
Minimum Lot Area
20’
10’
15’
8,000 sq. ft.
Minimum Lot Width
60’
Maximum Height
Comments
35’
Mobile homes are not
considered ―dwellings‖
as per definition
CR
Permitted and
Conditional uses as
per R District
Retail/Wholesale
Repair/Maint Svcs
Office
Personal/Bus. Svcs
Eating/Drinking est.
Financial Inst.
Amusement est.
Parks/Playgrounds
Light Manufacturing
None listed
8,000 sq. ft. for res.;
none
for
others
except*
60’ for res.; none for
others except*
35’
*Dimensional
requirements for
conditional uses
determined by
Planning Commission
A-C
Dwelling
General farming
Growing/harvesting
trees
Hospital/Nurs Home
Kennel/An. Hospital
Utilities
Communication
towers/station
Com/Frat Bldg.
Church
Open Recreation
Cemetery
Mobile Home Park
Parks/Playground
For dwellings*
20’
10’
15’
8,000 sq. ft. for res.;
none
for
others
except*
60’ for res.; none for
others except*
None listed
*Dimensional
requirements for
conditional uses
determined by
Planning Commission
There is also an unmapped Overlay Floodplain Conservation District. A revised
zoning ordinance was being discussed at the time of this planning effort. Several
comments are in order when thinking about future zoning refinements and
changes:
39

There have been many changes to Pennsylvania MPC in recent years,
rendering sections outdated:
Forestry is permitted in all districts
No-impact Home Business are permitted in all residential
districts
Administrative changes (i.e. timeframes, procedures, etc.)
with hearings, etc.

Home occupation requirements are rather vague and may be subject to
abuse.

Special reviews and uses require refinements
Confusing language on Conditional Uses with references to
Planning Commission and Borough Council.
No provisions for Special Exceptions except for certain
public uses in the Floodplain Conservation District.

There are a number of critical undefined terms (i.e. Light manufacturing,
general farming, open recreation, etc.)

The CR District is a mixed-use district with few requirements for potentially
conflicting uses.

There are no signage regulations but a freestanding sign ordinance is
being developed to handle this matter.

Non-residential reuse of ―mansions‖ (i.e. offices, B&B, etc.) is not
specifically permitted even as a conditional use in the Ordinance. (NOTE:
A proposed draft of a refined ordinance under discussion does provide for
certain minimally intrusive uses)
40
Gateways
There are three critical gateways to Smethport greeting the traveler, including the
eastern gateway seen by westbound travelers along Route 6 that may include
traffic from Route 46 north; eastbound travelers along Route 6 entering the
Borough via Marvin Street and eastbound travelers along Route 59 entering the
Borough via West Main Street. These are good locations for welcoming signage.
Existing conditions of the gateways on Route 6 are summarized below:
Location
Route 6 –
eastern edge of
town
Route 6 –
western edge of
town
Image
Conditions
Comments
Bridge area near sewer
pump station
Constrained and
confined location
with little room for
signage.
Corner lot at the
intersection of East Main
and East Streets on Rt. 6
Very visible and
stark open and
conspicuous place
Borough maintenance
building area.
Non-descript with
some basic
greeting signage;
public space
Highway-commercial
strip; No curbs, sidewalks
or defined access drives
Numerous
freestanding signs
(generic and
individual)
41
Information from various sources was gathered and reviewed, summaries of
which appear in the inventories. The interpretation, application and use of this
information is critical in this localized heritage tourism planning effort. This phase
starts with a review at public comments at the two Community Workshops, then
proceeds to the determination of issues and opportunities.
Public Input
Input was received at two important junctures in the planning process, at the
initiation and the review stages. Each was reviewed in detail with the Smethport
Stakeholders Group are is summarized here.
Initial Workshop – Attractions and Needs
The community of Smethport actively participated in a workshop designed to
solicit ideas on how to improve Smethport as a tourist destination. Over 70
people attended the workshop held on September 16, 2004 in the Smethport Fire
Hall. The goal was to identify reasonable and attainable objectives.
(1) Things to see and do - The first question was “What do you take visitors to
see or do in the Smethport area?”
There were a number of responses as summarized below
Type of Local Sites/Resources
Identification
Commercial Sites
Christmas Inn (since sold)
Lindgrens 5&10
Route 6 Diner
First Christmas Store (since closed)
Cottage House
Industries - Smethport Specialty Company and
Backus and Chef's Specialties
Myra's
Costa's
Court of Angels
Hull’s restaurant
The Hub
The County Porch Gift & Gourmet Coffee
Shoppe
The Secret Garden Florist (since closed)
Tastee Freeze
Corner Bar
Various restaurants
Smethport Drive-In
42
Community Sites and Resources
Recreational Sites and
Resources
Victorian homes/Mansions
High School Scenic Overlook
Cemetery
Enjoying ―Small town atmosphere‖
Smethport Area School District complex
Local churches
McKean County Courthouse
Historical Society Museum and Genealogy
Room
Hamlin Memorial Library
Lakeview Independent Living Facility
The Wellness Center
Keystone Tall Tree Girls Scouts Council Shop
Smethport Family Center
Hamlin Lake, Pool and Park
Bowling alley
Senior Center
Historic Golf Course
Prospect Hill
Potato Creek
Marvin Creek
McKean County Raceway - weekly auto races
McKean County Fairgrounds - Monthly 4H
Events/Annual Fair
Local Bars and Fraternal organizations
Miles Of Surrounding Trails In The Woods
43
There were a number of more regional attractions noted as well, as summarized
below:
Type of Site/Resource
Identification
Commercial
Recreational/Entertainment
Area wineries
Area dining establishments
Area franchise/chain businesses
Niagara Falls/Buffalo attractions
Erie attractions
Antique Shops
Holgate Toys
Seneca-Allegany Casino
Straub Brewery
Scenic areas/passive recreational sites
 Allegheny National Forest
 State Parks
 Kinzua Dam
 Kinzua Viaduct
 Cook Forest
 Scenic Byways – Longhouse &
Kinzua
 Dark Sky - Cherry Springs State Park
 Elk County (Elk viewing)
 Rock City Park
 Pfeiffer Nature Center
Cultural Sites
 Chautauqua Institute
 UPB concerts/events – Blaisdell
Hall/Bromeley Family
Theatre/Spectrum Series
 Bloomquist Art Studio (Kane)
 Elk County Arts Council Gallery/Shop
 Ski resorts
 Summer’s End Festival (Ridgway)
Entertainment/Active recreation
 Amish Community
 Pumpkinville
 Kinzua Wolf Run Marina (dining/boat
rentals
 Sprint Speedway (Sprint cars)
 Ellicottville Shopping
 College Athletics (UPB/St.
Bonaventure)
 BCPAC plays/concerts/entertainment
 Cabala’s Walleye Tournament
 YMCA (Bradford and Olean)
 Theatres, speedways & other
entertainment venues in northern PA
and southern New York
44
Tourism
Institutional
(2)
Oil Heritage Region sites
Lumber Heritage regional sites
Zippo/Case Museum
Various other museums – PA and NY
Regional universities
University of Pitt- Bradford
St. Bonaventure University
Chautauqua Institute
Destination Needs - The second question was “What is needed to make
Smethport a more attractive destination?”
Participants were divided into seven (7) groups and encouraged to brainstorm
without worrying about money constraints. The following summarizes the most
popular responses by the groups:
FREQUENCY OF RESPONSE BY GROUPS
Idea/Concept
Develop a visitor’s center in Smethport
Eliminate the burnt building along Main Street
Build more overnight accommodations
Add more specialty shops – antiques, bookstores, co-ops, etc.
Gateway “Welcome to Smethport” signage
Add more appropriate interpretive and wayfinding signage
Façade improvements to Downtown storefronts
Sidewalk improvements
Alleviate geese problem in the Park
# Groups Responding
5
5
5
5
4
4
4
4
4
While the above is instructive, a tally of actual individual responses across the
groups presents a different perspective of local heritage tourism related needs.
45
FREQUENCY OF RESPONSE BY INDIVIDUALS
Idea/Concept
Eliminate burnt building
Increase entertainment: venue for local crafts, night clubs,
comedy, dances, concerts plays
Add more specialty shops – antiques, bookstores
Physical improvements, including building/home repairs
throughout town, streetscape improvements and street lighting
More variety of stores and extended hours
Alleviate geese problem in the Park
More appropriate interpretive and wayfinding signage
Develop visitor center
# Individuals
Responding
17
14
13
13
12
11
11
10
For sake of analysis, the responses can be divided into broader categories, as
summarized below:

Business Development - ranging from building on the wood and oil
heritage of the area to building an amusement park. The major
developmental ideas chosen by the most participants were to develop
more specialty shops (i.e. antiques, bookstore, consignment, etc.) having
extended hours, and to enhance local accommodations offerings by
seeing the development of a full size motel with pool/restaurant and bar.
The location of the vacant lot (then rubble pile) was noted as one location
for new business development.

Cultural Development and Events – there were various ways of stating the
overall objective offering diverse entertainment opportunities, including
venues for crafts, nightclubs, comedy, dances, concerts and plays.
Several ideas were given on types of events to develop, premised on
achieving year-round activities.

Education - a few responses addressed the need for building local
awareness and hospitality training for the residents who will be in contact
with tourists and visitors to the community.

Infrastructure and Community Development - zoning and other regulatory
issues were discussed, and participants especially noted the need for
housing improvements throughout town as well as streetscape
enhancements including benches, landscaping and streetlights.

Main Street Improvements - the burnt building on Main Street was a big
issue with most of the groups. In addition, façade improvements, parking
areas, attracting businesses to vacant storefronts and adding sidewalks
were other issues that were noted by many.
46

Park Improvements – there is concern over increasing the facilities and
activities within the park by adding a gazebo/performance venue, walking
trails, and/or an outdoor amphitheatre. The main maintenance concern is
the on-going problem with geese.

Recreation - several ideas focused on increasing seasonal recreation
opportunities and creating links from the community to existing
recreational trails.

Signage - two signage issues were of concern, gateway welcoming
signage at entrance of town and improving wayfinding signage for
attractions, businesses and other resources.

Tourism Development - ideas ranging from developing a theme for the
town to creating packages were discussed, with the most popular tourism
project noted as being the need for a Visitor Center.

Tourism Promotion – help is needed in determining what should be
promoted and what brochures should be produced.
Subsequent to the Community Workshop, local comments have been received
on specific types of developmental efforts or activities, including:

Conference
capabilities
–
one
commenter
characterized
conference/banquet facilities in the area as being ―very limited‖ noting the
need for combined accommodations/restaurant/pool facilities. This was
noted by another commenter as a constraint in attracting the business
traveler. Another categorized a hotel/motel as a ―desperate need‖.

Coordinating recreation/business development – one commenter
suggested certain recreational/seasonal opportunities, including a bicycle
shop building on the recent emphasis on cycling along Route 6, and
possible additional usage of the Fairgrounds for trade shows for
recreational vehicles/camping supplies, garden and landscaping, etc.

Recreation and Tourism - The interplay of recreation and tourism involves
the development and maintenance of trails, and the development of a
local trail effort that takes the concepts of the NCPRPDC Transportation
Plan (2002) a step further, taking into account and helping resolve the
potential for conflict between timbering and trail interests. Both are critical
for the future of the area. In this regard, the Smethport-St. Mary’s
snowmobile trail already exists, although many rail/trails are in private
ownership. For the area to reap the full benefit of trails, there must be
linkages and connections.
47
Second Workshop - Review and Comments
A second Community Workshop was held on February 21, 2006 for the purpose
of reviewing the planning process and findings to date, present the vision
statement that represents a consensus of the Stakeholders Group, outline
preliminary recommendations and receive local input.
(1)
Overview of Findings – The following were reviewed:
Demographics/Economics: Slight population decline since 1990 but signs of a
small in-migration that lessened the decline
 Natural decrease lessened – small local decline partially offset by inmigration
 By 2020, one in five McKean County residents expected to be 65+
 Income gap with State and National figures
 Unemployment rate and employment increases mirrored statewide
increases
 Top five business sectors in employment: Health services, Educational
services, Fabricated Metal Products, Eating and Drinking Establishments
and Lumber and Wood Products
 Top 5 businesses adding jobs during the 1991-01: Social services, Health
services, Fabricated Metal Products, Eating and Drinking Establishments,
Lumber and Wood Products
Local Contributors to community life: Rich and diverse offerings:
 Hamlin Lake Park is a major community asset
 Numerous
community, civic, fraternal and historical groups and
organizations
 Commercial – stores, industries and eating establishments
 Community – Victorian homes, houses of worship, overlooks
 Recreational - outdoor and indoor recreation, County Fair, trails & creeks
Wide assortment of regional attractions, events and activities:
 Commercial – shopping, dining, wineries, nearby metro areas
 Recreational – Summer & Winter active & passive, ANF and Kinzua,
sporting, professional sports
 Tourism – heritage, gaming, PA Wilds, nature
 Events – festivals, races, commemorative days, ethnic gatherings
Major aspects of recreational heritage
 Hamlin Park/Lake
 ANF
 PA Wilds
 Trails
 State Parks/Forests
48
Major heritage resources include:
 Ghost towns
 MCHS Museum
 America’s First Christmas Store heritage
 Kinzua Bridge
 Mansion District – 55+ structures
 Lumber Heritage Area
Cultural/Historical Significance
 Window Glass center
 Wooly Willy and other toys
 Automatic Pinsetter
 50+ historic structures – homes, churches and commercial
 Many historically significant sites
 The Bucktail Legacy
Industrial heritage
 Glass (natural gas & silica)
 Toys (resilience)
 Wood Products (cutting, milling, processing & by-products)
 Banking (the modern financial segment)
 Household and specialty products (creative)
 Railroads (The Hub)
 Coal, Fire Clay & Oil
Business District
 Small but varied downtown business base and a few vacant storefronts
 Small highway-commercial strip on western edge of town
Business survey results
 Summer, Fall & Winter seasons are busy
 Dependence on local residents for most of business
 Route 6 is at least important for one-half of the businesses
 Favored improvements – new businesses (specialty retail, entertainment,
restaurants), storefront improvements & more festivals/events
Streetscape Conditions - varied
 Sidewalks – 16’-25’(South) 5’-14’ (North)
 Small ―plaza‖ area in 200 block of West Main Street
 Some intrusions and elevation changes
 Scattered street furniture
 New ―period‖ lighting and underground utilities
49
Gateways – need a little work
 East – non-descript
 West – varied; edge of Park is good
 Commercial strip – generic
Opportunities and Strengths
 Rich industrial and commercial heritage
 Hamlin Park as a recreation destination and respite for traveler, in addition
to a community center for residents
 Vibrant existing industries and products
 Creativity and entrepreneurial spirit
 The Bucktail story
 Intact downtown and Victorian-era residential area
 Natural setting and little ―generic‖ quality – shared with other Rt. 6
communities
Major Issues or Obstacles
 Limited retail choices and tourism-oriented businesses
 Demographic changes (i.e. limited in-migration, income gap, maturing
base)
 Little emphasis on younger people/travelers
 ―Disconnects‖ between Main Street, Hamlin Park and Water Street
 Defining Smethport’s role in relation to resources of larger region (ANF,
Bradford, Oil Region, Lumber Region, etc.)
 Interpretation - Lost links with industrial past and making the connection
 Stabilization/Reuse - Preservation of 55+/- historic structures
 Aesthetic needs at gateways and downtown
 Limited development standards guiding construction/development
Local Themes
 Natural Continuity – The Outdoors, the Leaves, the Forest, Wood
Products and Wood-working
 Continuing ingenuity – Past and present products, technologies, workers
and artisans
 Local charm and enchantment – experience small town friendliness, enjoy
outdoor/recreational opportunities, learn and share in local products and
services and understand the ―movers and shakers‖ of the past
 Local interpretation of LHR’s Stories of Transformation: Changing
Industries, Changing Communities and Kinzua Bridge Itineraries
50
(2)
The Vision Statement – The Stakeholders reviewed all input, data,
findings and thoroughly discussed them at numerous meetings. Based on this
they developed a Vision Statement guiding local heritage and community
activities:
Smethport, in the year 2015, is thriving economically, as a new generation
of entrepreneurs, building on Smethport’s heritage and rich natural
resources are making it a hub of innovation, driven by new technologies.
A vibrant, pedestrian-friendly business district has shops, lodging,
restaurants, and places of worship.
A promenade, dwellings and
restaurants surround the town’s centerpiece, Hamlin Lake. Visitors and
residents enjoy the year-round recreational opportunities of Hamlin Lake
and the surrounding mountains and forests. Residents have a high quality
of life, created by merging the town’s rich heritage with its traditional
values.
(3) Proposed Local heritage Activities – These recommendations were seen as
ways to achieve the Vision and were reviewed with the public:

The ―Mansion District‖ - Preservation/interpretation/reuse (as needed) of
―mansions‖ and historic commercial structures and a Mansion District
Walking Tour

Work with McKean County Historical Society Museum in the interpretation
of the industrial and cultural past and consider a permanent Visitors
Center and a Discovery Center

Complimentary development/Community aesthetics and design,
comprised of:
o Coordinated storefront/façade program for businesses (Main
Street) and residences (Elm Street)
o Streetscape enhancements – benches, furniture, crosswalks,
arboretum initiative, etc.
o Updated Sign and Zoning regulations
o Gateways – signage, congruent message and other improvements
to critical entranceways

Coordinated business recruitment and marketing efforts, comprised of:
o New business recruitment initiative (incentives, funding, etc.)
o Marketing/outreach to businesses on the benefits of and
capitalizing on tourism
51

Enhanced recognition of local resources, including
o Hamlin Park – park master planning and enhancement
o Former Railroad Station reuse
o diversify recreational opportunities to be multi-seasonal and border
seasons (i.e. cross country skiing, greenways, hiking trails, etc.)

Wood products incubator/relocation/attraction program
o Continuation and enhancement of wood products industry
o Hub for education, woodworking crafts and products, including
incubator space

People-to-People
o Hospitality training - a method of continuity and a program
introducing customer service in the high school
o Development of a local ambassador program to instill an
understanding of heritage and tourism by local officials and
residents
o Calendar of festivals, events, celebrations throughout year and
method of communicating and coordinating these events

Support of/Linkage with major attractions
o Kinzua Bridge
o Allegheny National Forest
o Lumber Heritage Region (i.e. Lost Town Tour, WWII Remembered,
Lumber Heritage Region itineraries)
(4) Public Comment and Input – The following summarizes the public comments:





Cooperation - There is a need for cooperation among programs of
McKean County Museum, Chamber of Commerce and other agencies,
including a maintained calendar of events;
Hamlin Park - Perimeter trail around lake, signage to lake/park and
facilities and programs for fishing that builds demand for other businesses
Activities – develop Springtime activities to fill the gap and consider a
seasonal outdoor ice skating rink
Marketing issues
o Expand the marketing beyond the Philadelphia area (focus of State
efforts in 2005)
o Coordinate with/build off of the diverse 3.5 million visitors to ANF,
which has been focusing on Cleveland, Rochester and Pittsburgh
o Website marketing emphasis with linkages on allied/appropriate
sites (i.e. motorcycle club, snowmobiling, cross-country ski clubs,
cycling, etc.)
Economic development – broad approach embracing sustainable tourism,
visitors ultimately becoming local business people and enhancement of
accommodations offerings
52



Development of an Historic District protecting houses from conflicting uses
via zoning and other land use/development controls
Keying on a few niche outdoor activities and multi-utilization:
o Mountain biking for 3 seasons will require local trails on former RR
grades that may have cross-country skiing use
o There is a network of snowmobile trails and a very active Seneca
Highlands Snowmobile Club; trails connect Smethport with St.
Mary’s, Keating Summit, Duke Center, the Hebron/Colesburg area
and soon Lantz Corners and Olean, NY
o There are over 100 miles of snowmobile trails that can be used for
biking; permit to cross ANF would be helpful in this regard
o Ski slope behind school facing north
o Hospitality training is required and can be related to culinary arts
program at Vo-Tech
o Year-round use of County Fairgrounds for camping and
recreational vehicles since hook-ups are available
Promote a ―Green infrastructure‖ embracing trees and landscaping in
streetscape efforts as well as the development of an arboretum
Third Community Workshop – Draft Presentation and Comments
A third Community Workshop was held on December 6, 2006 to present the
proposed plan and recommendations and to receive comments. The public input
was positive in terms of the Community WorkPlan presented, with the following
offered as comments:





McKean County Redevelopment Authority has long and varied experience
in revitalization and grantsmanship. The Authority is available to help in
seeking funds.
Promotion efforts should be ―regional‖ and not confined to the Borough
alone.
Location for gateway signing should be moved further out of town
There is a web of traffic/parking issues along Main Street
o Truck traffic is believed to damage Main Street
o On-Street parking can be difficult due to a high curb and traffic
congestion
o There is a need for off-street parking and additional ADAaccessible spaces
Expanding, linking and coordinating local marketing efforts with those for
PA Wilds, Lumber Heritage Region and other agencies
53
Issues and Opportunities Statement Overview
Based on the inventories, the review of input, the discussions involving the
Stakeholders, a succinct statement of issues (i.e. challenges) and opportunities
(i.e. strengths to build on) is difficult to do and subject to being general.
Nonetheless, the following summarizes these:
ISSUES
Declining and maturing less affluent
population base
OPPORTUNITIES
Critical location in relation to outdoor
opportunities, recognized attractions
and nearby population centers
Limited retail choice
Economic diversification in the County
Decline in historic economic anchors
and local signature businesses in
general
Disconnect with downtown and need
for better linkage and master planning
Good local recreation facilities
Proximity of ANF, many State Parks
and other regional resources
Numerous public activities and events
Lack of linkage between Main Street
Mansion District, Hamlin Park and
Water Street
Limited number of tourist-oriented
businesses and evening activities
Lack of consistent business days and
hours
Business gaps in accommodations,
dining and specialty retail businesses
Connecting local and regional
attractions and resources into
itineraries
Activities and events are oriented
towards more mature travelers with
little for younger people
―Mansion district‖ requires signage,
tour and linkage with
industrial/business past
Remarkably intact ―mansion district‖
that is very visible as a local icon
Unique attractions and businesses
including the Fair Grounds, Raceway,
Backus Co./Chef Specialties,
Smethport Specialties (―Wooly Willy‖)
and Hamlin Park
A rich industrial heritage embracing
varied extant and existing industries
and businesses
The existing forest land and forest
industries as a reminder of the
importance of wood/wood products to
local history
A heightened and charged local identity
and community spirit
The attraction of ―native sons and
daughters‖ and retirees into the
community
No centrally located public restrooms
54
The quality of life
The lack of regulations and standards
retaining the ―mansions‖ and other
significant commercial buildings
Defining Smethport in relation to the
larger region’s resources and
attractions embracing those in
Bradford, Allegheny National Forest,
the Lumber Region, the Oil Region and
attractions in southern New York State
Developing linkages with elements of
the industrial past that may be nonexistent or barely existent
Preservation of nearly 55 historically
and/or architecturally significant
structures, nearly all under private
ownership, among which are a handful
identified as being ―at risk‖;
Community aesthetics including stark
downtown streetscape, gateways and
façade conditions
A prominent vacant commercial
building
Potential for pedestrian/vehicle
conflicts and periodic parking issues on
Main Street
An intact central business district
The role of the County Seat along with
the economic benefits
Connecting a varied economic heritage
embracing many large basic industries
(i.e. glass, oil, minerals, lumber,
railroads, etc.) and smaller products
(i.e. novelty toys, pinsetter,
convenience ―gadgets‖, etc.)
Rich community cultural resources in
the form of a local Library and Museum
Active civic and community
organizations
A reuse potential for a well-located
anchor commercial building
A network of snowmobile trails
radiating out of Smethport and an
active Seneca Highlands Snowmobile
Club to spearhead trail development
Experienced funding partner in the
McKean County Redevelopment
Authority
55
IMPLEMENTATION
The planning process has identified a number of localized implementation
measures aimed to enhancing Smethport, both as a destination and as a
community. It is often easy to overlook the latter, but one major goal of heritagetourism is to stabilize and enhance the community’s economy.
Tourism and Economics
A recognized source for economic/tourism thought and strategies is The 25
Immutable Rules of Successful Tourism (Roger A. Brooks and Maury Forman;
Kendall/Hunt Publishing Co., 2003), which coincides very well with the
Pennsylvania Route 6 Heritage Communities Program. This referenced work
begins with a simple statement that earning money in a given town and spending
it elsewhere is ―leakage‖. Tourism as a part of an economic development
strategy that seeks to avoid leakage, since it should accomplish the following:







Diversifies local economy helping avoid over dependence on a few
businesses;
Creates multipliers on all local businesses;
Brings in ―new money‖ to the community;
Helps tax base that in turn pays for community services and facilities;
Creates jobs and opportunities at the entry level;
Promotes business development especially when a visitor becomes an
investor or future business person; and
Enhances community aesthetics.
Successful tourism is premised on getting visitors to stop and keep them in town
longer, especially overnight.
―Visitors‖ may include tourist and business
travelers. A few ―rules of thumb‖ help understand the tourist-visitor a little better:

State estimates suggest that 44% of all visitors stay with relatives, thus a
large part of tourism occurs literally at the ―kitchen table‖;

The visitor experience is shaped by destinations or ―lures‖ that in turn
create a potential visitor market for attractions or ―diversions‖ (i.e. those
amenities that may depend on the lure);

There are a number of shifts occurring in the tourism industry due in large
part to the maturization of the ―baby boomer‖ generation:
o the prime season is expanding from the June-August period to a
longer April – October period;
o ―boomers‖ generally do not prefer motor coach/packaged tours but
prefer to be in greater control; and
o gasoline crisis or not, the RV industry appears to be healthy (RV’s
are premised on ―control‖)
56

Visitors spend only a portion of their time at ―typical‖ tourist lures:
o nationally, people spend 20-40 minutes in a museum
o the typical lure captures people for no more than 4-6 hours per day,
leaving 8-10 hours for other attractions and diversions, and 80% of
tourist spending occurs at these attractions and diversions
o the ―scenic vista‖ experience usually lasts no more than 15 minutes
Brooks and Forman often site the ―4-Times Rule‖ in their discussion on tourism,
in that travelers subconsciously must be kept busy at a destination for a period 4
times the travel time to get there. Simply stated, one would probably not travel to
Europe or Hawaii for a weekend stay, due to the travel time involved. To localize
this to Smethport, driving time suggests that a visitor from Philadelphia would
need to justify a trip to Smethport with 20 hours of activities, while the
Pittsburgher would need 12 hours and the Buffalo resident only 8 hours.
Obviously, experiences from an area larger than Smethport (i.e. Route 6,
PaWilds, Lumber Region, etc.) can be ―bundled‖ into the visitor experiences.
Finally, this latter bundling issue is reflected in the fact that people generally
travel for experiences and not geography. An edited summary of their following
25 rules help assure success and are critical in the Route 6 tourism effort:

A good plan that takes into account local resources and likely visitors who
may be attracted by various features:
o Natural resources (i.e. forests, recreation, etc.)
o Cultural resources (i.e. history, ethnic heritage, etc.)
o Human resources (i.e. performing arts, crafts, etc.)
o Capital resources (transportation, hotels, etc.)
The above are part of the heritage Community Planning effort.

Partnerships among visitor, development, business and other
organizations, representing the private and public sectors, much like the
Smethport Stakeholders Group;

Billboards and signage that ―tease‖ and tempt or give a reason for visitors
to stop, avoiding over used words and phrases (i.e. gateway, something
for everyone, etc.). Signage should use the right words, be brief, have a
simple design and be maintained.

Adequate, clean and conveniently located comfort facilities that may
include a visitor information kiosk. On the commercial side, national
chains have found that restrooms actually attract customers, with
approximately one-half of those purchasing something there doing it out of
convenience and the other half out of guilt. In short, since everybody ―has
to go‖ why not take advantage of it as business decision?
57

Take community design into account especially at entranceways focused
on places that will make the best first impressions, keeping signage
uncluttered and professionally done. Much is being done in Smethport on
this including local signage initiatives, the planning in this study and the
revised signage ordinance.

As a corollary, communities need adequate and user-friendly wayfinding
signage;

Consider perpendicular signage with appropriate sized letter fonts for ease
of reading by drivers and pedestrians, advertising the type of store not just
the name that may be unfamiliar and meaningless for visitors.

Address parking issues with special ―forgiveness‖ for parkers/shoppers,
providing facilities (with signage) for RV parking and other local incentives.
While this is not a major issue in Smethport, there may be issues about
regarding lengthy parking by employees. Most visitors need up to 4 hours
of parking at a given location.

Make the ―frontline‖ employees (i.e. retail clerks, waiters/waitresses, etc.)
part of the sales and attraction effort. This requires hospitality training,
―adoption‖ of resources (―while you’re in town you need to see Smethport
Specialties‖, etc), cross-promotions or other local efforts. Hospitality
training is part of this Heritage Community planning process.

Visitor information availability 24-hours a day, 7 days a week, with
informational kiosks augmenting staffed visitor centers, all of which should
be conveniently located and well maintained.

Create a conveniently located cluster of visitor oriented retail shopping
opportunities that in turn attract a critical mass of shoppers that benefit the
clustered businesses.

Creatively convert any negative characteristics into positives, such as
being a haven ―in the middle of nowhere‖.

Develop a unique idea or concept that sets your community apart and
becomes intrinsic in its theme. This may be one of the most critical and
difficult elements, since many communities can claim to be a friendly small
town, close to outdoor recreation.

Gather third-party endorsements that reinforce the local pitch to visitors.
This can be as simple as welcoming comments at visitor’s register at the
Visitor’s Center.
58

Pursue business attraction and retention that complements the local tourism
resources and helps attract visitors and keep them longer. Simply stated, focus
on businesses that fit in with community image, goals and context and avoid
those that may disrupt the setting or context.

The most successful museums and the ones most remembered tell stories and
give a context and do not merely show artifacts.

Keep people interested and occupied so that they are busy four times longer
than it took them to get there as noted earlier, so that they can say that ―… it was
worth the drive‖. This requires an understanding of the potential visitor market,
the concept of bundling and the relationship between accommodations and other
hospitality resources.

Understand the importance of ―product development‖ not just marketing in terms
of the local economic impacts of tourism. This may require a community to
address certain issues such as attractions, business development, visual quality
and the development of other diversions. Visitors need ―something to do‖,
especially after 5:00.

Promote activities not just the place, perhaps in an ―activities guide‖ where the
experience is addressed. This can be on the State Tourism website, local
websites, niche markets, etc.

Brand the community reflecting what is that sets it apart or is unique. Again, the
uniqueness sells the community.
When one hears of Salem, MA or
Williamsburg, VA one has an image. While these communities may be the
extreme, they do illustrate the need to have a recognizable brand.

Photographs should show the activities not just the resources or attractions.
Again, sell the experience and not the location.

Promotional items should create a positive image and provide a simple way to
respond or call for more information. Perhaps the most recognizable ―Smethport
item‖ is the Wooly Willey, certainly a part of the local positive image.

Carry out a public relations effort in various types of media, since it is usually
more effective than advertising alone.

Use the Internet to attract visitors with a quality and user-friendly website; and

Advertising should be frequent and consistent.
The above include obvious and not so obvious concepts, not all of which is
directly related to Smethport. However, they help form the foundation of a local
tourism effort. Taken together they reinforce two critical components of any local
59
heritage community effort, simply stated what is unique about Smethport and
how does the community setting (i.e. visual quality, retailing, attractions,
diversions, etc.) interface with Smethport as a destination.
Interpretive Planning Statement – What Makes Smethport Unique?
The final step of the Heritage Communities Planning effort is the development of
Planning Statements that (1) embody the local heritage tourism effort and (2)
relate this heritage to the identified six themes of the Pennsylvania Route 6
Corridor, which are summarized below:
Route 6 Theme
The Warrior’s Road
Natural Opportunities
The Engineer’s Challenge
New Beginnings and Safe
Havens
Visionaries, Achievers and
Social Entrepreneurs
Outdoor Enthusiast’s
Paradise
Local Relevance/Expression
The Bucktails, Eldred WWII Museum, the Vietnam
Veterans Moving Wall, settlement of Revolutionary
War veterans
Exploitation of natural resources (i.e. timber, silica,
coal, natural gas, oil) and resulting chemical, glass,
railroad and wood products industries
Kinzua Bridge (Mt. Jewett); the competition to
extend and maintain rail service to the area in the
late-1800’s; early focus of the wood chemical and
oil industries
DeSmeth (Dutch banker for French aristocrats),
Underground Railroad, the Hamlin family, the Kane
Family, company towns that became ―ghost towns‖,
a growing business district feeding off of the
industrial boom
The Hamlin involvement in banking (Henry) and
railroad (Byron) both influencing the industrial
boom in the 1800’s; the Backus Corporation
(Robert & John Hilton and J.C. Backus) and
numerous novelty/household products; Ralph
Herzog and William Kerr and the Smethport
Specialty Co. with the iconic Wooly Willy toy; the
―mansions‖ their designers (i.e. William Halsey
Wood, Solomon Sartwell, etc.) and their owners
(i.e. Hamlin’s, Sartwell’s, Burdick, McCoy, McKean,
etc.); Leonard Brynolf Johnson and the
development of America’s First Christmas Store in
1932.
Trails and abandoned rail ROW’s for multiple use,
golf courses, water sports/recreation, centrally
located Hamlin Lake for water activities and
gatherings, hunting and fishing; ANF and nearby
State Parks and Gamelands
60
The above generalized listing is still quite long for a small community.
Historically, Smethport it seems was at the middle of virtually everything that was
going on in the gilded age, ranging from major manufacturing industries, to
pragmatic but cutting edge products, to modern-day banking. It is no wonder that
it became known as ―The Hub‖. It was in fact at the Hub for many things:

The railroad transportation network;

The oil, glass and wood products industries, in the latter case the presentday Hamlin Lake was a mill pond for the lumber mills along Mechanic
Street;

Various manufacturers of small domestic, household and toy products;

Northern pro-Union patriotic sentiment during the Civil War;

A wealth of forest land;

The pristine streams, hills and valleys; and

Government and commercial activities for residents of company towns
and villages and the rural countryside.
All too often communities involved in tourism attempt to become something they
are not. Recent experience is literally full of bad examples of communities
adopting some contrived visual branding (i.e. Alpine motif, Main Street pedestrian
malls, non-authentic canopies or signage, knock-off copies of another
community’s branding, etc.), becoming a ―gateway‖ to somewhere (else!) or
advertising that they have ―…something for everyone‖. In the rush to become
―something else‖ they forget that their strength is what they are. This is what
makes them unique. This gives the experience to the visitor that he or she
cannot get somewhere else.
Smethport is truly The Hub, figuratively and
literally. It is the Hub of industrial and business
creativity; it is an activity oasis in a strikingly
beautiful yet remote section of the State; it is the
location of a substantial concentration of stately
and architecturally significant houses, mansions
and commercial structures; it is centrally located in
relation to the heavily visited Allegheny National
Forest to the west and a multitude of State Parks
including the Dark Skies ―capital‖ in nearby Potter County; and it is certainly a
visitation venue on the unique Pennsylvania Route 6 Heritage Corridor.
61
The fact that it was the hub of the railroad network made it the logical choice for
the location of the McKean County Fairgrounds and County Fair in 1905, a major
attraction and event that continues today, The railroad hub of yesteryear yields
the potential trail hub of the present, whereby Smethport is in a unique strategic
location to capture the snowmobile traffic (i.e. traveler) from the historically
popular snowmobile destinations of the Allegheny National Forest to the west
and Potter County to the east. There should be multi-use of the trails to attain
year-round benefits for nature tourism. In short, the historic Hub remains a Hub.
Now we need to build on that strength and resolve any issues or problems that
detract from it.
Location
Pennsylvania
Local/County
Other Northcentral
Southeastern
Southwestern
Southcentral
Northwestern
Northeastern
New York
Ohio
New Jersey
Florida
Ontario
Virginia
Arizona
Texas
Maryland
North Carolina
Indiana
Washington
Michigan
Missouri
Minnesota
Delaware
Arkansas
Oregon
# Visitors
382
139
47
57
47
49
33
10
65
47
27
15
13
12
10
10
10
7
6
6
5
4
3
3
3
3
Location
Nevada
California
West Virginia
Vermont
Georgia
Maine
New Mexico
Colorado
Massachusetts
Tennessee
Illinois
Iowa
South Carolina
Hawaii
Kansas
Kentucky
New Hampshire
Alabama
Oklahoma
Switzerland
Australia
Italy
Mexico
Germany
TOTAL
# Visitors
3
3
2
2
2
2
2
2
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
1
668
During 2005 the Commonwealth of Pennsylvania heavily promoted Pennsylvania
Route 6 as a tourism destination, especially in the Philadelphia area. The
Smethport Visitor’s Center maintained a register where visitors would sign in.
62
During the period between May 27th and October 9th 2005, 57% of the registered
visitors were from Pennsylvania, with 21% being ―local‖ (i.e. Smethport or
elsewhere in McKean County. Visitation from the Philadelphia area was rather
high (9%) followed closely by residents of Southcentral, Northcentral and
Southwestern PA (each 7%). New York residents accounted for nearly 10% of
those registering, with the vast majority of them from the Upstate and Southern
Tier regions. Ohio residents accounted for 7% of the visitors and New Jersey
residents for 4%. The numbers thereafter are rather dispersed although there
were a modest number of visitors from Florida, Ontario, Virginia, Maryland and
the southwest. There was little in the way of numbers of residents from the midand far-west, the Plains or New England.
Starting in November 2005 and continuing through early-2006, the Smethport
Stakeholders group actively discussed and developed a Vision Statement
(reviewed earlier) and theme and sub-themes that are supportive and interpretive
of this Vision. The ways the community hopes to realize the Vision finds
expression through the following:









Many and varied recreational opportunities for all seasons
Giving visitors a reason to spend time in Smethport - A vibrant, pedestrian
friendly and aesthetically pleasing business district, offering destination
businesses for the visitor and a focus of technology businesses for the
year-round resident.
Maximum use of resources, assets and talents
Fully restored, interpreted and functional mansions, older commercial
buildings and houses of worship
A hub for woodworking crafts and wood products
A year-round local heritage and discovery center depicting and
interpreting Smethport’s heritage, ingenuity and practicality
Full recognition of the local heritage and relevance for the future by
residents, the business community and local officials
A blend of the celebration of the “old economy” and the development and
reinforcement of the “new economy”
Festivals, events and celebrations throughout the year
63
The themes collectively and consciously or
unconsciously reinforce a few attributes,
namely Smethport embodying the concepts
of being a central and important place; a
place that has invented, adapted and
reinvented ―things‖ and itself; and a place
that understands its history and legacy but
is not satisfied to sit on its proverbial
laurels. Themes should be related to and
supportive of the vision for the community.
In the local case, a succinct overriding
theme is premised on Smethport’s Heritage, Imagination and Enchanted Charm.
This simple collection of words speaks to the industrial heritage (i.e. wood, oil,
railroad, glass, etc.), the innovative thinking that resulted in numerous locally
produced products and the setting and quality of life that is broad enough to
capture the mansions, the lake and the great outdoors in general. Other
underlying and unifying themes are described in relation to other interpretive
issues.
64
Theme
Thematic Context
Interpretive Opportunities
Comments, Opportunities and “Spokes”
Continuity and stability
The forests and its products, developing new products and
ways of looking at things and living with nature
Allegheny National Forest
Sproul State Forest
Moshannon State Forest
Proposed School of Forestry Campus
The Hub
The center of social events, government, communication,
business, community life and transportation today mirrored
Smethport’s heritage as The Hub of the rail system, industry
and industrial product development, commerce and culture
A Community of Firsts Imagination and
Adaptability
This is reflected in the rich legacy of an entrepreneurial spirit;
first industries, business and ideas; and the ability to reinvent
itself in face of changing times and hardships
Where nature and
imagination meet
The abundance of resources, open space, dark skies, stream,
mountains and valleys, people, coming together with an
outpost of innovation
Community events – County Fair, Hometown Holidays,
Summerfest, Hamlin Park Festival, Old Home Week,
Victorian Weekend, A Wheel Around the Hub
Sporting and related – McKean County Raceway, High
School athletics
Government Center
Military Heritage
Identification of sites depicting the locations of glass, wood
products, railroad, unique retail and related industries
Replacement and replenishing the economic base
Tours of existing industries – Backus, Smethport Specialty
and Holgate Toys
Allegheny National Forest
Sproul State Forest and Moshannon State Forest
State Parks – Kinzua Bridge, Chapman, Elk, Bendigo,
Sizerville, Sinnemahoning, Ole Bull, Cherry Springs, Prouty
Place, Patterson, Lyman Run, Denton Hill, Long Point and
Allegany
State Game Lands (8)
Scenic Byways
Hamlin Lake Park
Itineraries involving passive and active recreation in the
Forests; points of reference provided by Museum,
Visitor’s Center and Planet Smethport
Linkage between wood and wood technology by School
of Forestry
Community calendar of events and ―kitchen table‖
tourism for local events
Museum, School and Court House as principal places
Permanent Visitor’s Center is required with internet
access to facilitate accessing Planet Smethport
WWII Museum
The Bucktail Story
Museum, Visitor’s center and Planet Smethport
Signage depicting locations
Coordination
with
businesses
providing
tours
reciprocating with sales of products
Community
Historically a self-sufficient and self-assured community with a
varied commercial center, stately homes and creative
business and community leaders
Itineraries involving nature tourism and active/passive
recreation over 4 seasons
Visitor’s Center as point of information
Sporting – hunting/fishing/water use
Motorized/non-motorized trail use – 4 seasons
Shopping and dining
Business development activities a requisite – specialty
Historic District – the homes, stores and mansions
retail and hospitality
Business ―Hall of Fame‖ depicting important historic Walking tour guided/described by signage linking
community leaders and context
homes with past community leaders and architects,
Arts and education
interfacing with Planet Smethport
Featured biographies of noteworthy residents of the
month at the Museum
Reuse and revitalization of ―at risk‖ homes and
businesses
Museum classes and lectures
Arts courses in conjunction with post-secondary
providers and/or artisans incubator
Maintaining/enhancing Planet Smethport at SASD
65
Marketing and Hospitality Planning Statement
Smethport needs to focus on what it’s draw or lure is to the traveling public.
While outdoor adventure/ recreation is abundant and the small town quaintness
is a reality, the question still begs, ―What can a traveler get in Smethport that they
can not find in their own backyard?‖ Once identified this overarching theme and
Smethport’s attractions/resources needs to be on the tips of every townsperson’s
tongue. Identified early on in the planning process was the need to provide
information on local and regional attractions in a consistent location. Information
should be easily available on how to get to a given attraction or activity, the best
way to experience it, and the history or story related to the attraction.

Wayfinding signage should be incorporated into the plan and be part of
the informational system; it should be easy to read and congruent
throughout community.

The theme and its coordinated message should be center to a localized
marketing and promotion effort; that is at the same time coordinated with
other regional efforts and those of neighboring communities, such as: the
Allegheny National Forest Vacation Bureau, PA Route 6, the Pennsylvania
Wilds, and the Lumber Heritage Region. Cross promotion of events and
attractions should be both community-wide and regionally based.
Recognizing the trend toward marketing to the roadtripper and shunpiker, which
is targeted at the traveler who likes to visit unique and off-the-beaten path places,
Smethport has the opportunity to develop itineraries which places the community
in the center, or ―hub‖ of several day trips to places all ready being marketed
heavily by the state’s efforts through the Pennsylvania Wilds.
Review of Local Discussion and Consensus
Through community workshops and subsequent Stakeholders meetings,
Smethport has been identified as a ―Hub‖ for several natural resources, nature
tourism assets, cultural resource and entertainment resources. It is ―Hub‖ for
regional heritage efforts through Route 6 and the Lumber Heritage Region.
Several areas have been identified as a focus for tourism development: Hamlin
Park, the Mansion District, Wood Artisan Incubator, and trail and connectors for
outdoor recreation. Some unique characteristics from Smethport entrepreneurial
heritage include the past industries that helped build America: oil, wood, window
glass, chemical, household and consumer products. Several businesses in the
commercial center reflect hometown America with the America’s First Christmas
Store (since closed), Smethport Diner, Hamlin Bank and Lindgren’s 5&10.
One opportunity identified was the need to connect local and regional resources
into a well thought out thematic relationships and itineraries. Itineraries are
66
increasingly becoming the way to sell an area. Most regional and state tourism
efforts are focusing on ―roadtrippers‖ and ―shunpikers‖.
An attractive Main Street and downtown center is dependent on filling the vacant
buildings. Participants in the community workshops and Stakeholders meetings
expressed interest in a diversified shopping experience including some
entertainment. Efforts will be needed to market to the appropriate businesses
that will build on the Smethport story and theme.
Identified early on in the planning project was the need to provide information on
local and regional attractions in a consistent location. The senior center was
converted into a Visitors Center. Senior Center staff coordinated and arranged
hospitality training for the volunteers. Several front-line staff personnel attended
the PA Prides training. A second training, specifically for business owners and
managers, has been rescheduled several times.
Recommendations - Alternative ways to resolve the issues, suggested local
sponsor, potential outside/local resources, etc.
Review of Alternatives
Recommendations, Resources and Timeframes
1.
Conduct feasibility study on the location and structure for a permanent
Visitor Center with staffing. Study should address the interpretation of
Smethport’s history within the center. Study should include the
determination of location for a standalone information kiosk. Funding from
the PA Heritage Areas program and local contributions.
2.
Work within the Main Street program of DCED, possibly as part of a
regional effort,
a.
To attract more businesses to the downtown district, effectively marketing the
downtown.
b.
3.
Coordinating hours for shops, stores and attractions.
A plan for local promotional efforts should be established. A local group
must commit to implementing the plan.
a.
Smethport should be active in the promotions of the Allegany
National Forest Vacation Bureau (ANFVB) with possible
representation on ANFVB’s Board of Directors. Through ANFVB,
Smethport will have the opportunity to participate in other state,
regional and local efforts.
b.
Create a multi-day itinerary using Smethport as the ―hub‖ for activity and visits to
the area. Post the itinerary on the website as a PDF and provide to all local and regional
marketing affiliates. Create a small 4x9 brochure with the itineraries and suggestions for
other visits. Brochure costs: design and printing of limited copies - $5,000.
Timeframe: have available for next tourism season.
67
4.
Build on local awareness of Smethport’s heritage and the importance of tourism
to the local economy:
a.
Continue to offer the PA Prides training at least once a year. Incorporate
a follow up visit to analyze the successfulness of the program.
b.
Incorporate National Tourism Week (2nd week of May) into the school
curriculum by inviting business owners, Allegany National Forest staff, and local
tourism experts to speak about the importance of tourism to high school
students.
c.
Possibly use the front-line model of the PA Prides program as a training
session for a local history course.
d.
Highlight successful businesses through an awards/ recognition program.
5.
Businesses should be encouraged to cross promote their products, services and
offerings:
a.
Local motels and attractions should agree on joint packaging, even
cooperatively advertising their product. Attractions should not be limited to
physical places. Guide services, artisans and other specialists can offer
their services or learning experiences to lodging guests.
b.
All businesses should complete template for the PA Prides Program and
have their information binders available for quick referral.
c.
Certain events and attractions draw sizable crowds, Smethport has an
opportunity to connect to those events and attractions and offer
something downtown to attract the visitor. For example, dinner specials at
all restaurants on race night.
6.
An interactive, electronic community event calendar needs to be developed so
that organizations can properly plan their own events. This calendar should not
be limited to just events to attract people from outside the community, but instead
should serve as a one-stop shop to see what is happening in the Smethport area.
Submitting an event should be user-friendly. Anyone should be able to submit an
event including school sporting events, historical society programs, and local
church group meetings. Event submitters should have the option of also alerting
other promotional organizations, media and the Allegany National Forest
Vacation Bureau, of their events. Information gathered on events should be in
similar format: event name, location, time & date, cost/fee, and description.
7.
Event planners should first determine their goal, their purpose and their market.
Carefully analyze events in the surrounding region to see logical connections or
possible conflicts.
68
Wayfinding Planning Statement
The Pennsylvania Tourism Office’s Plan 2010: A Strategic Approach for Tourism
in Pennsylvania (May 2006) notes the importance of installing tourist-friendly
signage as part of a tourism development and promotion effort. A new approach
is being developed that will replace the Tourism-Oriented Directional Signage on
State highways. It appears that the State
signage will let people know where they are
(i.e. identify regions, local communities and
attractions). Wayfinding signing at a local
level is a way to provide a systematic
network of directional signs to guide the
traveling public from major highway
gateways to key civic, cultural, regional and
commercial destinations using the minimum
number of signs. It is designed to coincide
with regional tourism marketing. A few
guiding principles:

Wayfinding needs are best resolved during initial planning stages through
a collaborative effort by all design professionals, architects, designers and
sign makers, to address a project's total environmental communication.

Graphics, such as signs, color-coding, maps, banners, brochures and
Websites, provide orientation, direction, identification and regulatory
information.

Provide standardized "you are here" maps of the project that include an
overall map of the complex and more detailed maps of specific areas.

Local tourism resources should be designated by directional signage that
includes a common logo, directional arrow and distance.
The challenges to current resource signing in general include lack of uniformity,
message overload, sign redundancy, poor image for tourists, lack of
effectiveness/prioritization, lack of background context, and lack of maintenance.
General Eligibility
Eligible attractions typically included in wayfinding efforts are summarized as
follows:

commercial attractions such as racetracks, roadside markets and specialty
shopping;
69

cultural/Institutional attractions such as, business districts, courthouses,
fairgrounds, libraries, museums, schools and theaters;

historical/architectural attractions such as historic sites and historic
districts;

recreational attractions such as campgrounds, golf courses, hiking &
biking trails, horseback riding areas, ski areas, sports facilities, water
sports areas and recreational facilities;

tourist services such as bed & breakfasts, country inns, hospitals,
restaurants, visitor information centers; and

transportation facilities such as bus stations, heritage roads and scenic
routes.
Other more general requirements may include that the attraction shall be open to
all persons regardless of race, color, religion, ancestry, sex, age or handicap; be
clean and pleasing in appearance, maintained in good repair; and comply with all
applicable code regulations and statutes for public accommodations; be open to
the general public a minimum of 30 days per calendar year; and provide
sufficient parking and an on-premise sign readily visible from the highway.
Signage efforts should consider a signage partnership with attractions benefiting
to meet installation, design and maintenance costs.
Prospective Local Attractions and Resources
This can be a delicate matter because one may view a certain establishment as
―an attraction‖ but another similar one may not be in relation to local interpretive
orientation and factors. Clearly then local wayfinding should be limited to those
key critical attractions that make Smethport Unique. A summary of these
include:

commercial attractions: the business district, key or signature businesses
such as Smethport Specialty, Backus, Lindgren’s 5&10, Smethport Diner,
etc., and the McKean Raceway;

cultural/Institutional attractions such as, McKean County Courthouse, the
County Fairgrounds, Hamlin Memorial Library, McKean County Historical
Society Museums, the Smethport Area School Complex and
architecturally significant houses of worships;
70

historical/architectural attractions such as the proposed historic district
with its large houses/mansions, and key non-residential structures (i.e.
Byron Hamlin Office, Brownell Building, PS&NRR Station, Hamlin Bank,
etc.

regional and local recreational attractions including Hamlin Lake Park,
Smethport Country Club, proposed trail/walking tour network, proposed
snowmobile trail, and generalized directions for State Parks and ANF;

tourist services including local eating establishments, Smethport Motel
and the Smethport Visitor Centers; and

transportation facilities including scenic routes and byways such as PA
Routes 59, 46 and the Kinzua Bridge Byway (SR 3011).
71
Development and Community Needs Planning Statement
Physical improvements alone will not assure success in Smethport becoming a
larger tourist destination, however their role in establishing and reinforcing the
community context should not be underestimated. This Plan proposes a number
of community and developmental initiatives that not only make Smethport a
better place to visit but a better place in which to live. These strategic
enhancements attempt to improve the visual quality and ―hub‖ concept by
concentrating activities that reinforce the unique qualities of the community.
Based on the review of input, discussion and field conditions, the development
and community recommendations focus on the following:

A downtown revitalization effort in the form of a Main Street Program
accompanied by design, promotion, economic restructuring and
organizational efforts;

A companion residential revitalization effort in the form of an Elm Street
Program focused on corridors into the downtown and immediately
surrounding areas;

Gateway signage at three strategic locations leading into the ―hub‖ area;

Reuse of empty stores, sites and other structures, focusing on filling the
former Christmas Store and in-fill development on the vacant lot at West
Main and Fulton Streets

Establishment of a centrally located Visitor’s Center at one of three
locations, and the establishment of restrooms accessible in terms of
utilization, after-hours and location within the Center or another central
location;

A Lakeside Preservation and Revitalization effort for Hamlin Lake Park,
focused on developing a Master Plan with developmental, interpretive and
recreational enhancements as per that Plan in the short-term and
compatible non-intrusive mixed-use development in the area surrounding
the Lake; and

Development of a trail and walking tour connecting significant community
attractions with interpretive opportunities adjacent to the Lake placing it in
historic context in relation to the lumber industrial heritage of the
community.
The Map on the following page graphically depicts the proposed development
program.
72
73
Main Street Approach
Main Street is a comprehensive, community-based revitalization approach,
developed by the National Trust for Historic Preservation in 1980. Communities
across the U.S. apply its four key components with great success:

Design means getting Main Street into top physical shape. Capitalizing on
its best assets such as historic buildings and the traditional downtown
layout is just part of the story. An inviting atmosphere can be created
through window displays, parking areas, signs, sidewalks, street lights,
and landscaping; good design conveys a visual message about what Main
Street is and what it has to offer.

Promotion means selling the image and promise of Main Street to all
prospects. By marketing the district's unique characteristics through
advertising, retail promotional activities, special events, and marketing
campaigns an effective promotion strategy forges a positive image to
shoppers, investors, new businesses and visitors.

Organization means getting everyone working towards common goals.
The common-sense formula of a volunteer-driven program and an
organizational structure of board and committees assisting professional
management can ease the difficult work of building consensus and
cooperation among the varied groups that have a stake in the district.

Economic Restructuring means finding new or better purposes for Main
Street enterprises. Helping existing downtown businesses expand and
recruiting new ones, a successful Main Street converts unused space into
productive property and sharpens the competitiveness of its businesses.
Many communities focus on the design phase that is understandable (and
important) but there is more to the process. The Main Street Approach is
predicated on the following:

Emphasis on Multi-Functional Uses: Downtowns have always housed a
wide variety of functions. Where else can one find shopping, services,
professional offices, hotels, churches, housing, entertainment, the arts,
libraries, dining, government offices, and more, all within walking distance
of each other? Different functions bring different types of people downtown
at different times of the day and week, thereby increasing the volume and
distribution of downtown activity levels.

Enhancement of Sense of Place: Most downtown development efforts now
recognize the value of possessing a strong sense of place. A sense of
place serves to create an inviting downtown that encourages people to
74
linger and is distinctive from other settings that suffer from ―placelessness‖
(i.e., shopping malls, big box retailers, strip malls).

Use of Private/Public Partnerships: The partnering of private and public
interests and resources has become a dominant feature of successful
downtown development. An active and well-organized downtown
association can help downtown businesses and property owners work
together towards their mutual benefit, serve as a unified voice
representing downtown interests, and engage in marketing, promotions,
business recruitment, and event coordination.

Attention to Promotional Activities: The promotion of downtown attractions,
businesses, and events has become a major dimension of downtown
development today. Promotions are usually spearheaded by the
downtown organization.
Locally, a Main Street approach is focused on the
segment of Main Street between Mechanic and
Washington Streets, encompassed of the activities of
completion of streetscape enhancements (i.e.
sidewalks as needed, landscaping and trees,
benches, etc.), façade restoration, Anchor Building
reuse (The Christmas Store), developing a Visitor’s
Center, new business recruitment activities and in-fill
development. A County sponsored study of a multi-use structure at the
intersection of Main and Fulton Streets is scheduled.
The Forest - Heritage and Future
Downtown revitalization, economic development and tourism come together in
two related but distinct types of development, both centered downtown. These
include a School of Forestry Campus and a Woodworking Artisans Center.
Forestry School: This is a truly local effort, concurrent with but separate
from this planning effort, in locating a School of Forestry Campus
associated with Penn State University. The concept presently includes a
school dedicated to Forestry Studies building on the unique forest
resources and heritage of the region. As being planned now, the program
would include a 2-year program for upper-class college students
(Junior/Senior/Graduate Students) tied to a 4-year program at PSU, as
well as conferencing. As envisioned the program would offer research,
field and graduate studies. Additional planning is in process including
forming a task force, developing a business plan and garnering
partnerships and local support. Several potential sites have been
mentioned including a proposed multi-use building at Main and Fulton
Streets presently under study as well as one of the unoccupied mansions.
75
76
Woodworking and Allied Artisans Center: The Center would be a
central working/retail center for artisans making local wood glass
and pottery products as well as an educational extension
opportunity. A potential location is the Hamilton Building (former
Christmas Store). Planning would be required to advance the
concept and identify potential private or semi-public developers and
partners. In the latter case, partnering with the Wood Technology
program of the Seneca Highlands Area Vocational-Technical
School and Smethport Area School District classes present an
interesting opportunity where arts and education meet.
Elm Street Approach
Elm Street is relatively new DCED program, primarily involved in Residential
revitalization, with the following goals:




Revitalization of residential corridors that approach the downtown
commercial districts by improving exterior appearance of buildings and
streetscape;
Formalize the connection between the residential neighborhoods and
downtown revitalization;
Prevent neighborhood decline by developing a plan that includes a
sustainable community organization that will implement the 5-year
strategy; and
Assist municipalities in preparing and implementing a revitalization
strategy in proximity to a Main Street Program/commercial district;
The reasoning behind the program is that our
restored downtown commercial areas will be far
more attractive to visitors and customers if the
neighborhoods adjacent to them are just as
appealing. Elm Street follows a five-point approach
(i.e.
organization,
promotion,
design,
clean/green/safe activities and neighborhood
restructuring) similar to the Main Street four-point
approach. In the case of Smethport, the existence
of a concentration of older houses sometimes referred to as ―the Mansion
District‖ and the potential for an historic district focused on these houses poses
an opportunity for a concerted Elm Street approach that offers financial
incentives for minor exterior revitalization and associated streetscape
enhancements.
The Program provides Residential Reinvestment Grants that may be used to
carry out physical improvements within an established residential neighborhood
that is characterized as follows:
77

within ½ mile from a commercial district

pedestrian-oriented and dominated by traditional older buildings,
preferably within a local historic district or National Registered Historic
District which has existed as a residential neighborhood since before 1961

in need of revitalization

there is a connection between the planned activity and the downtown or
the Main Street revitalization the community must have an acceptable
Comprehensive Strategic Plan in place that includes the proposed project
as a priority
Typical grant sizes are in the range from $50,000 to $250,000 but could be
higher depending on the project and other factors. Leveraging with other funds
makes the project more competitive. Overall, eligible activities are projects that
help eliminate decline within the community's traditional residential district and
may include

Infrastructure and structural improvements including but not limited to
streets, street lights, trees, exteriors of buildings and sidewalks or other
pedestrian oriented features.

Structural improvements of buildings for mixed use;

Acquisition of properties that could have historical significance through a
subsidized loan program in conjunction with local financial institutions to
encourage increased home ownership;

Facade improvement grants for exteriors, such as painting, siding,
coverings, design assistance, and historically accurate improvements,
limited to $5,000 per property. Façade improvements are possible for
non-residential buildings and rental properties but must be matched.
There are some matching requirements for homeowners whose income is
115% of the median income for the community.

Other activities including acquisition, demolition, code violation,
corrections and improvements, emergency housing repairs, ADA ramps,
passive ―pocket parks‖ and others.
78
Lakeside Preservation and Revitalization
Hamlin Lake Park is an environmentally and
recreationally critical piece of Smethport’s
―uniqueness‖.
Not many communities have a
resource like this Park. It simply has to have some
attention to make it a more critical tourism resource
and diversion.
This requires a visionary twopronged approach, comprised of a more short-term
plan for enhancements to the recreational facilities
and a long-range Master Plan focusing on low-density and non-intrusive
residential, seasonal and commercial development or revitalization along the
perimeter of the Lake. This may take the form of new/renovated houses,
appropriately scaled accommodations, eating establishments, recreational
products and services and open space. The Borough is presently involved in the
shorter-term recreational facility planning effort and is encouraged to seek
additional funding for the longer ranged planning effort.
Trail and Walking Tour
Smethport is a compact and walkable community. A
combined sidewalk and off-sidewalk trail system is
proposed as a component of the Smethport
development Program. The trail portion would key
on connecting Hamlin Lake Park and the SASD
Complex with the Downtown, with a sidewalk
connection through the proposed historic district and
immediately surrounding areas.
The combined
trail/walking tour would traverse open space, skirt around the Lake providing its
―mill pond‖ heritage and providing the means for touring the Mansion District, all
while keeping focused on downtown and its businesses. This builds on the idea
of keeping visitors busy doing a number of things, and relates the trail experience
with scenic and thematic themes. In addition, tie-ins with other trail segments
and network would reinforce nature-tourism activities as well as the ―hub‖
concept underpinning all tourism efforts in Smethport.
Gateway Signage
Entrances into and exits from Smethport are rather non-descript as noted in the
inventory section of this Plan. The signage should be simple and help provide a
consistent message. The sample provided includes a design and color scheme
that seeks to express the charm and ambiance of the community keying off of the
logo of the Timeless Home effort associated with the recent Sesquicentennial.
79
80
Tourism Infrastructure
Fieldwork, public input and Stakeholder discussion all note the very limited
number of accommodations available in the Smethport area. While reliance on
such facilities in Bradford, Warren, Olean and other locations serves the shortterm and may encourage some cross-promotion with those areas, locals would
like to see some local alternatives. Issues associated with ―critical mass‖ may
preclude thoughts of the typical hotel/motel development, although increases in
tourism and the development of the Forestry School may enhance this type of
development.
Entrepreneurial development in the form of rental cabins,
recreational vehicle park/parking areas, Bed and Breakfast Inns are similar lower
density and appropriate accommodations is critical in the eyes of the Smethport
Stakeholders.
Other Developmental Considerations
The heritage tourism orientation of the Heritage Communities Program is
understood by the Smethport Stakeholders, however larger issues arose during
this planning process that have implications on the community. Prime among
them is the need to enhance the economic sustainability of the Smethport
community. In essence a forward-looking economic strategy is critical to create
and reinforce the type community that will be a destination for residents and
visitors.

Entrepreneurial creativity and development are not only a part of
Smethport’s past but also an important part of the future. These
characteristics should be nourished not only for the recruitment and
retention of conventional retail and service industries but in terms of the
new digital and cyber economy as well.

Many ―baby boomers‖ are just the ―mature‖ travelers that are attracted to
Route 6 and may have both the material resources and business savvy to
begin ―second careers‖ in Smethport.

These same ―boomers‖ may be attracted by the small town atmosphere
that provides a welcome counterpoint to the urban pace of life in
Philadelphia, New York, Pittsburgh or Cleveland.
Appropriate
second/seasonal home/condo development can convert these people
from visitors to residents.

The Internet can be a ―window‖ whereby the proposed Visitor’s Center
provides the requisite information, itineraries, links, etc. that first attracts
visitors who then may become residents and entrepreneurs. In essence,
the Internet is the means where Smethport’s relative isolation and lack of
interstate-quality highways no longer inhibits development.
81
The above requires an economic development efforts that is wide-ranging and
unique, comprised of the standard financial incentives (i.e. business development
technical assistance, low interest loans and other financial incentives, business
recruitment, physical enhancements, etc.) as well as novel incentives (i.e.
creatively linked Visitor’s Center, incentives for second home development,
coordination with higher education institutions, etc.) in addition to developing and
maintaining visitor/destination resources that keep people ―busy‖.
Central to these activities is the need to encourage regional trail development by
private and/or public groups. Likely locations are along former railroad right-ofways and stream banks, both of which will likely involve privately owned land.
The Smethport Stakeholders believe that trail assembly will therefore involve an
educational effort that addresses the concerns of the trail users and the property
owners.
82
Implementation Matrix
The various recommendations are interrelated and all oriented towards
addressing and reinforcing those two critical elements underlying this planning
effort, namely focusing on unique qualities and enhancing the community setting.
The following matrix summarizes and relates the recommendations.
Central to the implementation is a local responsible party assuming the role
initiated by the Smethport Stakeholders Group, namely a local body involved in
developing and promoting local heritage tourism. Pragmatics should rule here, in
that as is the case with smaller communities, there are only so many people to
go around. A local decision, and a critical one at that, is if this role is to be by a
separate individual body or a part of another, such as the Chamber of
Commerce, Borough, etc. In addition, as noted earlier, maximum utilization of
the McKean County Redevelopment Authority (MCRA) is encouraged especially
in relation to recommended physical projects, given its long and varied history
with community and economic development funding.
The implementation process is complex and interrelated, and depends on
applying for and receiving a certain amount of public funding. The final plan will
be placed before the State Oversight Committee in an effort to see that this
occurs. Central themes are carried forward as an attempt to reinforce Smethport
as a Hub.
Continuing technical and coordination assistance from the
Pennsylvania Route 6 Heritage Corporation is needed for Smethport and other
Route 6 Heritage Communities.
83
Short-term (first 12 months after adoption)
Recommendation/Action
Visitor Center
Main Street Program
Implementation
Category
Interpretation
Marketing
Wayfinding
Marketing
Development
Development of a local promotional
effort
Marketing
Interpretation
Hospitality Training and Education
Hospitality
Marketing
Residential Reinvestment/Elm Street
Development
Interpretation
Hamlin Lake Park - recreational and
developmental
Development
Interpretation
Marketing
Wayfinding
Wayfinding
Marketing
Interpretation
Development
Development
Interpretation
New Multi-purpose building
Regional Trails
Overall
Overall
Description
Comments
Feasibility study on location of permanent visitors Center among
present center, new planned multi-use building, Museum or
Mansion
Local low/no cost item by Stakeholders
Determine interest in the Main Street Program, join the PA
Downtown Center and submit application to DCED.
Implementation may be in the form of an individual affiliate status
or regional program.
Seek representation on ANFVB’s Board of Directors. Create a
multi-day itinerary reinforcing Smethport as the ―hub‖ for activity
and visits to the area. Post the itinerary on the website as a PDF
and provide to all local and regional marketing affiliates. Create a
small 4x9 brochure with the itineraries and suggestions for other
visits.
Interrelated education & training
Continue to offer the PA Prides training annually.
Incorporate National Tourism Week into the school curriculum and
use the PA Prides program as a training session for a local history
course.
Develop an awards/recognition program for business.
Determine interest in the Elm Street Program, or Residential
reinvestment only; join the PA Downtown Center and submit
application to DCED. Elm Street addresses residential issues
comprehensively.
Completion of planning required by DCNR for recreational and
developmental enhancements. Master Plan should include portion
of trail/walking tour in the Park as per this Plan and address
revitalization and heritage as well as recreation.
Arrive at consensus on the commercial, institutional, public and
other attractions to be signed and logo, as outlined in this Plan.
This is a major focus of the developmental recommendations.
Stakeholders, Boro, MCRA , Pa Downtown Center and Rt. 6
Heritage Corp. involvement. Local funding under $1,000
(includes PDC membership).
Brochure costs: design and printing of limited copies - $5,000
with availability for next tourism season. Efforts should tie in
with theme and thematic context on page 62.
Complete feasibility analysis for new structure at Main & Fulton
Educational outreach and planning involving trail users and private
property owners.
Funding of study via MCRA is under consideration.
Scenic and thematic relationship of trails; coordination with user
groups (i.e. ANF, Kinzua Valley, Tuna Valley, snowmobilers,
etc.) and private owners; low/no-cost
Group coordinates all local tourism efforts.
Stakeholders Group is made permanent or part of existing agency
(i.e. Chamber of Commerce).
Coordination through Chamber of Commerce, SASD,
Educational Council and Rt. 6 Heritage Corp.
This is a major focus of the developmental recommendations.
Costs included in Main Street Program. Coordination among
Stakeholders, Boro, MCRA Pa Downtown Center and Rt. 6
Heritage Corp.
Boro has secured funding for required planning. Follow-up
applications to DCNR for implementation funds as defined in
plan under DCNR’s Recreation & Conservation Program.
Stakeholders to develop partnerships with local attractions for
local matching for first signs ($12,000 +/-) and possible funding
under State Heritage Areas Program (Rt. 6 Heritage Corp.)
84
Mid-term (1-3 years)
Regulatory
Implementation
Category
Development
Description
Zoning and related ordinances are updated addressing the ―community
context‖ issues identified in this Plan including providing mixed-use
opportunities for Mansions.
Main Street Program
Marketing
Development
Based on the success of the individual or regional Main Street
application, complete planning and begin implementation of Main Street
Program, focusing on facades, recruitment and streetscape.
A phased project involving completion of Main Street streetscape (i.e.
landscaping, textured cross-walks, ADA improvements, gateway
signage); will require funding from multiple sources. Efforts should
include incentives for businesses remaining open after 5:00 PM and on
weekends. Also, a special planning effort focusing on traffic calming and
parking issues/trends/alternatives should be included in Main Street
planning and implementation.
Elm Street/Residential
Reinvestment
Marketing
Development
Based on the success of the Elm Street or Residential Reinvestment
Program complete planning and begin implementation of Program,
focusing on facades and streetscape improvements in Mansion District
and other residential areas. If Elm Street approach is adopted also
address Route 6 West Commercial Strip (i.e. period lighting,
landscaping, etc)
Maintenance of a local
promotional effort
Marketing
Interpretation
Hospitality
Wood Products
Development
Interpretation
Marketing
Local hospitality establishments and attractions develop joint packaging.
Interactive, electronic community event calendar needs to be developed
Businesses complete template for the PA Prides Program and have their
information binders available for referral.
Designation of an ―Anchor Building‖ (i.e. former Christmas Store) that
will create jobs and enhance local tax base to provide space for the
Woodworking and Allied Artisans Center (i.e. wood, glass, pottery and
other local arts/crafts)..
Comments
Boro to update zoning, signage and other ordinances. Local
no/low cost item. Signage regulations to require pedestrianscale and appropriate signs downtown and well designed
highway-commercial signs on Route 6 west; zoning ordinance
revisions should include and overlay historic district and refined
mixed commercial & residential requirements appropriate areas;
and consideration of design guidelines at least as
recommendations/guidance for new development and
renovations.
DCED planning funds (up to $10,000 estimated) to provide
detailed program. Coordination among Stakeholders, Boro,
MCRA, PA Downtown Center and Rt. 6 Heritage Corp.
Matching façade assistance $ 65,000
Streetscape program $125,000
Promotion $10,000
Potential sources include Downtown Reinvestment Grants
(DCED) Hometown Streets Program and Transportation
Enhancements (PennDOT) State Heritage Area funding
(Rt6HC);
$200,000+/- in each of two phases
DCED planning funds (up to $10,000 estimated) to provide
detailed program. Coordination among Stakeholders, Boro,
MCRA, PA Downtown Center and Rt. 6 Heritage Corp.
Streetscape program (est. 1,100’ sidewalk) $58,000; Potential
sources include Residential Reinvestment Grants (DCED)
Hometown Streets Program and Transportation Enhancements
(PennDOT) State Heritage Area funding (Rt6HC)
This is a local effort keyed to cooperation and cross-promotion
as coordinated by Stakeholders. Private funding/advertising
augmented by State and regional tourism marketing assistance
and promotional efforts via Main Street Program.
Anchor Building Grants Program (DCED) to cover up to 30% of
costs ($500,000 max) with loan repaid by developer to local
revolving fund for future loans for revitalization/recruitment.
85
Mid-term (1-3 years)
Historic District
Forestry School
Hamlin Lake Park
Interpretation
Development
Identification/PHMC review & determination of eligible ―mansions‖ other
commercial structures and/or District for listing on the National Register.
Development
Interpretation
Marketing
Development
Interpretation
Marketing
Complete planning and coordination necessary for the proposed School
of Forestry.
Development of recreational enhancements identified in the Master Plan
carried out as short-term recommendation. This should include that
portion of the trail (stabilized limestone base with sub-base) within the
park as well as interpretive panels, estimated to cost in the range of
$150,000-$170,000. Trail segment should connect with
existing/proposed trail network.
Construction of new multi-use structure on recently cleared vacant lot
Infill development
Development
Marketing
Gateway Signage
Development
Marketing
Wayfinding
Construction of welcoming signage at three locations in the community.
Reinforcement and
enhancement of Museum
Interpretation
Development
Wayfinding
Marketing
Development
Interpretive
Coordination with the McKean County Historical Society for additional
assistance that would provide additional staffing and operational hours,
Lakeside
Preservation/Revitalization
Initiation of a multi-phased project involving peripheral development
along Hamlin Lake. Project first involves a strategic and feasibility plan
identifying uses and potential partners. Pending the outcome of the
plan, implementation phases will be developed.
Use Historic Property Registry to complete forms for submission
to PHMC; PHMC’s Historic Preservation Grants can provide
planning/technical assistance.
Follows results of new multi-use building study and/or Elm
Street for Mansion Reuse.
Enhancements/improvements as Development Projects under
the Community Conservation Partnerships Program (DCNR –
50/50 except projects under $60,000 - 80/20), and/or the Land
and Water Conservation Fund (Federal funds via DCNR –
50/50). Costs/Types of recreational facilities TBD.
Can provide a site for a Visitor’s Center, Forestry School
classrooms, residential and retail space.
Funding from Downtown Reinvestment Grants, Housing and
Redevelopment Assistance Local Low-interest loans (funded via
Anchor Building repayment) and the Community Revitalization
Program, all of DCED.
Provision of landscaped signage areas at the east and west
gateways along Route 6 as well as on Rt. 59 at an estimated
cost of $2,500 per location. Potential sources include
Downtown Reinvestment Grants (DCED),Transportation
Enhancements (PennDOT) and State Heritage Area funding
(Rt6HC);
Stakeholder/Society coordination for operating Support
assistance programs and Local History Grants of PHMC and
State Heritage Areas programs.
Likely developmental opportunities include low-density nonintrusive mixed uses, including residential, seasonal,
commercial and recreational development. Planning
coordinated between Stakeholders/Boro accessing DCED
funding via the Community Revitalization Program and/or
Housing & Redevelopment Assistance program.
Implementation activities may be funded by same two sources.
86
Long- term (4-10 years)
Main Street Program
Implementation
Category
Marketing
Development
Description
Completion of implementation of Main Street Program, focusing on
facades, recruitment and streetscape.
A phased project involving completion of Main Street streetscape (i.e.
landscaping, textured cross-walks, ADA improvements), focused retail
recruitment effort and the recruitment and development of appropriate
accommodations facilities and eating establishments.
Elm Street/Residential
Reinvestment
Marketing
Development
Completion of implementation of the Elm Street or Residential
Reinvestment Program, focusing on facades and streetscape
improvements in Mansion District and other residential areas. If Elm
Street approach is adopted also address Route 6 West Commercial
Strip (i.e. period lighting, landscaping, etc)
Trail/Walking Tour
Development
Interpretation
Wayfinding
Completion of segments of the proposed trail/walkway, with a two-fold
emphasis including the mansion/heritage educational walking tour and
the environmental educational components associated with the trail
segment in Hamlin Park.
Lakeside
Preservation/Revitalization
Development
Interpretive
Completion of the multi-phased project involving peripheral development
along Hamlin Lake, implementing the strategic and feasibility plan and
likely involving private and public funded projects. .
Comments
Coordination among Stakeholders, Boro, MCRA, PA Downtown
Center and Rt. 6 Heritage Corp.
Streetscape program $125,000
Local Low-interest loans (funded via Anchor Building
repayment)
Promotion $10,000
Potential sources include Downtown Reinvestment Grants
(DCED) Hometown Streets Program and Transportation
Enhancements (PennDOT) State Heritage Area funding
(Rt6HC);
$200,000+/- in each of two phases
Coordination among Stakeholders, Boro, MCRA, PA Downtown
Center and Rt. 6 Heritage Corp.
Streetscape program (est. 1,100’ sidewalk) $58,000; Potential
sources include Residential Reinvestment Grants (DCED)
Hometown Streets Program and Transportation Enhancements
(PennDOT) State Heritage Area funding (Rt6HC)
Segments not completed in the sidewalk enhancements of the
Elm Street program, including improvements to sidewalk links
with SASD and Water Street and off-site stabilized trail at SASD
($155,000-$175,000). Potential sources include Safe Routes to
School (PennDOT), Community Conservation Partnerships
Program (DCNR) and local funds.
Likely developmental opportunities include low-density nonintrusive mixed uses, including residential, seasonal,
commercial and recreational development. Planning
coordinated between Stakeholders/Boro accessing DCED
funding via the Community Revitalization Program and/or
Housing & Redevelopment Assistance program.
Implementation activities may be funded by same two sources.
87

smethport heritage communities program

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