COMMUNITY WORKPLAN
Waymart Heritage Communities Program
2011
Pennsylvania Route 6 Alliance WAYMART HERITAGE COMMUNITY WORKPLAN TABLE OF CONTENTS
CHAPTER/Subsection Page
ACKNOWLEDGEMENTS ii
COMMUNITY WORKPLAN SUMMARY 1
BACKGROUND AND CONTEXT 3 Waymart Heritage Communities Program 3
COMMUNITY INVENTORIES 4 Community and Area Overview 4 Location Map 5 Demographics 6 Economics 7 Historical and Architecturally Significant Buildings, Sites and Themes 13 Historic Markers 18 Prehistoric Overview 19 Historic Era Heritage Overview 20 Events and Activities 25 Regional Attractions and Resources 28 Inventory and Survey of Businesses 26 Business Survey 28 Recreation Related Resources 37 Transportation System 39 Community Visual Conditions and Design Analysis 44
SYNTHESIS OF INFORMATION 50 Public Input First Workshop – The Wish List 50 Second Workshop – Planning Charrette 52 Third Workshop – Draft Presentation and Comments 61 Issues and Opportunities Statement Overview 62
IMPLEMENTATION 64 Heritage Route 6 Economic Impacts 64 Tourism and Economics 65 Implementation Matrix 69 Summary of Recommendations 79 Interpretive Planning Statement 85 Marketing and Hospitality Planning Statement 88 Wayfinding Planning Statement 89 Heritage Resource Development/Physical Enhancement Planning Statement 93
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ACKNOWLEDGEMENTS
This planning effort represents a relatively new approach to heritage planning being implemented by the Pennsylvania Route 6 Alliance. The concept was locally developed during early Route 6 heritage planning and refined with 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 Heritage Community Stakeholders Groups in each Heritage Community. This was envisioned to be a group of area residents who met throughout this process and even spearheaded several early action implementation actions. Members of the Waymart Stakeholders Group represented a cross-section of the community and met on numerous occasions between February 2009 and April 2010, and also helped during this period in conducting Community Workshops and a Planning Charrette. In addition, many other residents participated in various public forums such as during the focus group meetings during the Planning Charrette and at the various Community Workshops. The coordination provided by the staff of the Northeastern Pennsylvania Alliance was invaluable as the local liaison and point of contact on behalf of the Pennsylvania Route 6 Alliance planning team.
Major project funding for the Heritage Communities Program is provided through the Pennsylvania Department of Transportation through the Safe, Accountable, Flexible and Efficient Transportation Equity Act: A Legacy for Users, through the Heritage Areas Program under the PA Department of Conservation and Natural Resources and a local contribution from Waymart.
Last but not least, a special thanks to the residents, business community and especially the members of the Waymart Area Historical Society who not only embraced this program and participated, but more importantly showed a genuine love for their community, respect for its heritage.
ii WAYMART 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 a WorkPlan for the Waymart area that is focused on the Borough and the immediate surrounding region. It reflects the analysis of various inventories and field surveys by the Pennsylvania Route 6 Heritage Development Corporation planning team as well as the extensive public and stakeholder group participation that occurred during the planning process. 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 Community Workshops and a planning charrette. 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 Waymart Heritage Communities Program Community Inventories - Themes and Sites, Heritage, Community Events, Businesses, Physical and Non-Physical Needs and Visual Conditions and Design Analysis
SYNTHESIS OF INFORMATION 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 the Waymart area as a destination and a stopover, without negatively affecting the quality of life and community
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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:
Visitor Experience Enhancement – “things to see and do”
Permanent Visitor’s Center – for visitor engagement and interpretation for cultural, energy and heritage tourism Linkage with related interpretive opportunities in Carbondale and Honesdale Local promotional effort – brochures, itineraries and web-based Additional events, festivals and activities Enhanced signage – gateway welcoming, wayfinding and interpretive Tail development and automobile/bicycle tours as a means of engaging the traveler for a longer period of time Improved public access to area lakes and lands
The Community Context – addressing local needs
Community Bulletin Board An interrelated Village revitalization effort – residential and commercial o Streetscape o Benches and banners Revisions – Borough land use related regulations Community center
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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 2001- 03. 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, which 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:
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.
Waymart 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.
A request on behalf of the Borough of Waymart was a successful applicant in the fourth round of the Heritage Communities Program, following Smethport, Corry/Union City and Potter County (i.e. Austin, Coudersport and Galeton). A local visioning and participation process was carried out to establish the elements 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 Overview
There is a very strong identity and attachment to Waymart and a core of highly motivated and engaged people who want to improve it. The concept of “Waymart” appears to transcend the Borough itself and includes Canaan Township and Clinton Township as well. The relative location and approximate distance between Waymart and other nearby communities and key interstates connections is below:
Community Approximate Distance South Canaan 5 miles Carbondale 6 miles Honesdale 9 miles Hamlin 13 miles Hawley 17 miles Scranton (near I-81/I-476) 24 miles Wilkes-Barre (near I-81) 41 miles Mt. Pocono (Near I-80/I-380) 46 miles Matamoras (near I-84 at 48 miles PA/NY/NJ border) White Haven (near I-80/I- 57 miles 476) Binghamton, NY (near I-81 64 miles & I-86) Hazleton (near I-80/I-81) 66 miles Allentown (near I-78/I-476) 94 miles New York City, NY 136 miles Philadelphia 146 miles
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FIGURE - Waymart Borough 00.25 0.5 Rt 6 Corridor HCP Miles Demographics
The 2009 estimated populations for Wayne County, Waymart Borough, Canaan Township, Clinton Township and the combined area of Waymart Borough, Canaan Township and Clinton Township are identified on Table 1 in addition to the actual Census figures for 1990 and 2000. As shown, in 1990 Waymart Borough (1,337) had approximately 100 more residents than Canaan Township (1,267) and approximately 250 more than Clinton Township (1,582). However, although Waymart Borough experienced an increase of nearly 7% in population between 1990 and 2000, Canaan Township had an increase of over 50% and Clinton Township had a 22% increase. Thus, by 2000, both Canaan and Clinton Townships had nearly 500 more residents than the Waymart Borough. On a regional level, during the 1990-2000 period, Wayne County had nearly a 20% increase. Between 2000 and 2009, Waymart Borough experienced a slight population decline of just around 1%. Increasing populations during 2000-09 were experienced at the County level (+7.6%) and within Canaan Township (+48.4%) and Clinton Township (+6.3%). Taken together, the combined area had a 1990 population of 4,186 and an estimated 2009 population of 6,303. This is an overall increase of over 50% between the 1990-2009 time period. Overall, the data suggests that the population in the Borough was relatively stable in the long term while the population in Clinton Township and Canaan Township is increasing at a significant rate.
TABLE 1 DEMOGRAPHIC PROFILE – 1990-2009 Waymart Heritage Communities Program Area
% 200 9 % % Area 1990 2000 Change Population Change Change Population Population 1990- Estimate 2000- 1990- 2000 2009 2009 Wayne 39,944 47,722 19.5% 51,337 7.6% 28.5% County Waymart 1,337 1,429 6.9% 1,412 -1.2% 5.6% Borough Canaan 1,267 1,916 51.2% 2,843 48.4% 124.4% Township Clinton 1,582 1,926 21.7% 2,048 6.3% 29.5% Township Combined 4,186 5,271 25.9% 6,303 19.6% 50.6% Area Source: US Census Bureau
Population projections are available through 2030 on a county basis through the Pennsylvania State Data Center, using standard accepted methods that suggested a 2010 population of 52,499, followed by successive increases
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through 2030 to 67,197. The post-planning release of 2010 Census data shows that Wayne County actually exceeded the projection with 52,822 persons, but the Waymart population slipped to 1,341 or a 6.2% decline since 2000.
Employment and Number of Establishments
The economic base of the Wayne County has undergone change throughout the recent and distant history. Economists look at employment bases in several ways, including by place of residence (where employees reside) and by place of work (where people work regardless of where they live). The decennial Census is the place where information by place of residence is available on a municipal basis. Given the age of available Census data (i.e. 2000) this data is not meaningful at the time of this writing. Given the fact that detailed 2010 Census data was not anticipated at the time of this planning, this study uses more recent place of work data even though it is available only on the County basis. Overall, place of work data has been found to be a better barometer of local economic activity in Route 6 economic analyses anyway.
Before reviewing this data for Wayne County descriptive background information is reviewed. Table 2 reviews and compares information from two recent County Business Patterns reports. County Business Patterns is an annual series that provides sub-national economic data by industry. The series is useful for studying the economic activity of small areas; analyzing economic changes over time; and as a benchmark for statistical series, surveys, and databases between economic censuses. Businesses use the data for analyzing market potential, measuring the effectiveness of sales and advertising programs, setting sales quotas, and developing budgets. Government agencies use the data for administration and planning.
• County Business Patterns covers most of the country's economic activity. The series excludes data on self-employed individuals, employees of private households, railroad employees, agricultural production employees, and most government employees.
• The information is establishment based. An establishment is a single physical location at which business is conducted or services or industrial operations are performed. It is not necessarily identical with a company or enterprise, which may consist of one or more establishments. When two or more activities are carried on at a single location under a single ownership, all activities generally are grouped together as a single establishment. The entire establishment is classified on the basis of its major activity and all data are included in that classification. Table 3 identifies them as firms in the respective years compared.
• Paid employment consists of full- and part-time employees, including salaried officers and executives of corporations, who are on the payroll in the pay period including March 12. Included are employees on paid sick leave, holidays, and vacations; not included are proprietors and partners of unincorporated businesses.
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TABLE 2 ECONOMIC PROFILE AND CHANGE - WAYNE COUNTY 1998-2007 Waymart Heritage Communities Program Area
1998 2007 % 1998 2007 % Economic Sector Employees Employees Change Firms Firms Change Forestry, fishing, hunting, and agriculture support 12 0-19 NA 8 9 13% Mining 24 76 217% 6 12 100% Utilities 66 100 52% 11 9 -18% Construction 1,066 1,306 23% 212 229 8% Manufacturing 1,035 762 -26% 70 66 -6% Wholesale trade 281 457 63% 42 40 -5% Retail trade 2,386 2,945 23% 254 250 -2% Transportation & warehousing 274 307 12% 62 66 6% Information 363 259 -29% 35 31 -11% Finance & insurance 543 498 -8% 65 68 5% Real estate & rental & leasing 125 134 7% 38 37 -3% Professional, scientific & technical services 374 379 1% 88 109 24% Management of companies & enterprises 0-19 0-19 NA 3 1 -67% Admin, support, waste mgt, remediation services 342 674 97% 56 62 11% Educational services 73 82 12% 8 7 -13% Health care and social assistance 2,061 2,196 7% 96 122 27% Arts, entertainment & recreation 379 168 -56% 29 24 -17% Accommodation & food services 2,247 1,711 -24% 178 167 -6% Other services (except public administration) 995 1,030 4% 149 157 5% Unclassified establishments 0-19 NA NA 20 NA NA Total 12,669 13,102 3% 1,430 1,466 3% Source: US Census Bureau; County Business Patterns Note: Ranges in italics are all that are available for certain sectors, precluding determination of exact percentages
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Data presented on Table 2 above suggests the following trends as reflected in employment and/or number of establishments:
• Employment in manufacturing is very important even though employee levels (- 26%) and number of firms (-6%) have declined during the 1998-2007 period. Another local anchor retailing has experienced an increase in number of employees (23%) but a slight decrease (2%) in the number of employers.
• On the positive side, health care and social services have sustained impressive increases in employment as well as the number of establishments involved. This sector added 135 employees and 26 establishments in the period reviewed.
• Also on the positive side, the mining sector experienced a 217% increase in employee numbers and a 100% increase in the number of employers.
• Two sectors classically associated with tourism (in addition to retail) are the arts/entertainment/recreation and accommodations/food services. The arts/entertainment/recreation saw significant decreases in the number of employees (56%) and establishments (17%). Accommodations/food services also experienced a decrease in number of employees (24%) and establishments (6%) during the 1998-2007 period.
Unfortunately, reliable information on a small municipal basis is only available via the US Census, reflects data by place of residence and more recent data is not anticipated until 2012. Other relevant economic figures and trends are summarized below:
• Place of residence data shows that the total civilian labor force (not seasonally adjusted) in Wayne County for December 2009 was 25,200, of which 23,100 were employed and 2,100 were unemployed. The unemployment rate was 8.2% at the time the statewide rate was 8.5%.
• The average weekly wage for Wayne County in 1st Quarter 2009 was $580, 67% of the statewide weekly wage of $861. This would be equivalent to $14.5 per hour or $30,160 per year, assuming a 40-hour week worked the year around.
• Average weekly wages varied considerable among the County’s economic segments in 2008 (most recent annual figures available by segment) o Accommodation and Food Services - $369 o Health Care and Social Assistance - $581 o Manufacturing - $708 o Retailing - $451
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Market Segmentation
Econometrics is a field always showing sophistication and even localization. One approach in understanding economic markets is the Nielsen Claritas PRIZM segmentation system that brings together household and geographic level data. PRIZM attempts to capture demographic and lifestyle data to help companies target their customers. It also provides those not marketing a good or service with a “snapshot” view, perhaps oversimplified, of how small areas (i.e. Zip Code level) may be profiled. The PRIZM model contains 66 segments consistent at both the household and geodemographic levels. The 66-segment model resulted from standard demographic measures – Age, Income, Presence of Children, Marital Status, Homeownership and Urban/city. The most common PRIZM segments and larger social groups identified for Waymart Borough and surrounding areas within the 18472 zip code are as follows:
• Back Country Folks (Downscale, Older, Mostly w/o Kids) - Strewn among remote farm communities across the nation, Back Country Folks are a long way away from economic paradise. The residents tend to be poor, over 55 years old and living in older, modest-sized homes and manufactured housing. Typically, life in this segment is a throwback to an earlier era when farming dominated the American landscape.
The above segment is within the larger Rustic Living social group. This group represents the nation's rural towns and villages, having relatively modest incomes, low education levels, aging houses and blue-collar occupations. Many of the residents, a mix of young singles and seniors, are unmarried. Typically, these consumers spend their leisure time in such traditional small-town activities as fishing and hunting, attending social activities at the local church and veterans club, and enjoying country music and car racing.
• Simple Pleasures (Lower-Mid income, Mature, Mostly w/o Kids) - With more than two-thirds of its residents over 65 years old, Simple Pleasures is mostly a retirement lifestyle: a neighborhood of lower-middle-class singles and couples living in modestly priced homes. Many are high school-educated seniors who held blue-collar jobs before their retirement. And a disproportionate number served in the military, so many residents are members of veterans clubs • Shotguns & Pickups (Lower-Middle income, Younger, w/ Kids) - The segment known as Shotguns & Pickups came by its moniker honestly: it scores near the top of all lifestyles for owning hunting rifles and pickup trucks. These Americans tend to be young, working-class couples with large families, living in small homes and manufactured housing. Nearly a third of residents live in mobile homes, more than anywhere else in the nation • Heartlanders (Lower-Middle income, Older, Mostly w/o Kids) - America was once a land of small middle-class towns, which can still be found today among Heartlanders. This widespread segment consists of older couples with white- collar jobs living in sturdy, unpretentious homes. In these communities of small families and empty-nesting couples, Heartlanders residents pursue a rustic lifestyle where hunting and fishing remain prime leisure activities along with cooking, sewing, camping, and boating. • Blue Highways (Lower-Middle income, Middle Aged, Mostly w/o Kids) -
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On maps, blue highways are often two-lane roads that wind through remote stretches of the American landscape. Among lifestyles, Blue Highways is the standout for lower-middle-class residents who live in isolated towns and farmsteads. Here, Boomer men like to hunt and fish; the women enjoy sewing and crafts, and everyone looks forward to going out to a country music concert.
The above segments are within the Middle America social group , which is categorized as including lower-middle-class homeowners living in small towns and remote exurbs. Typically found in scenic settings throughout the nation's heartland, Middle Americans tend to be white, high school educated, living as couples or larger families, and ranging in age from under 25 to over 65. Like many residents of remote communities, these conservative consumers tend to prefer traditional rural pursuits: fishing, hunting, making crafts, antique collecting, watching television, and meeting at civic and veterans clubs for recreation and companionship.
The above segments and social groups may be an oversimplification, but the demographic data taken into consideration by the Nielsen Claritas PRIZM system suggest the existence of middle to lower income segments of the Waymart Borough community.
Tourism Spending Patterns
General spending and related economic impacts for tourism are included in a series of reports entitled The Economic Impact of Travel and Tourism in Pennsylvania (Global Insight), which tracts spending patterns at the County level. Between 2004-07 visitor spending in Wayne County increased by 1.9%, from $138.61 million to $141.27 million. However the percentage share of the total county economy from visitor spending fell from 6.1% in 2004 to 5.3% in 2007. The following summarizes visitor spending by category (dollars in Millions):
Category 2004 2007 % Change
Transportation $34.15 $32.43 - 5.04% Food & Beverage $21.44 $21.70 + 1.21% Lodging $45.19 $47.52 + 5.16% Shopping $21.88 $25.02 + 14.35% Entertainment $ 9.78 $ 7.41 - 24.23% Other $ 6.17 $ 7.19 + 16.53% TOTAL $138.61 $141.27 + 1.92%
The largest individual segments are lodging and transportation, transportation showed a 5% decrease in spending between 2004 and 2007 while spending increased for lodging by 5.16%. All segments with the exception of transportation and entertainment showed increases during this period. The decline in transportation and entertainment spending also was seen in the other Pennsylvania Northeast Mountains region counties during this period (i.e.
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Lackawanna, Luzerne, Monroe, Pike, Sullivan, Susquehanna, Bradford and Wyoming).
Tourism Employment Impacts
The same report noted above reveals that in 2007, 2,023 people in Wayne County were directly employed in tourism-based businesses, approximately 4% below the figure for 2004. When adding those persons indirectly benefiting from tourism (i.e. suppliers of tourism businesses, impacts of buying power from those directly employed in tourism, and other secondary beneficiaries), a total of 3,102 persons are affected by tourism employment, representing nearly 17% of the County’s economy. Wages from those directly employed in tourism businesses amounted to $54.4 million in 2007, approximately 1.4% higher than the 2004 figure. Again, when considering those directly and indirectly benefitting from tourism, the 2007 figure is around $96.3 million.
Localized Information
The Pennsylvania Route 6 Tourism Infrastructure Plan (2008) helps localize the direct impacts alluded to above. In 2008 the following summarizes the tourism infrastructure in the Waymart area:
• There were 7 establishments categorized as offering accommodations and food services, including motels/inns, diners, restaurants, fast food and campgrounds; • There were 5 arts, recreation and entertainment establishments, including golf courses, marinas, galleries and of course the Park; and • There were 9 tourism-oriented retail/service establishments ranging from boat, RV and motor cycle dealers, gift stores, convenience stores, a winery and various retail stores.
Finally, the Pennsylvania Travel Profile presents an overview of overnight leisure travel for the Pocono Mountains Region (2007), summarized as follows:
• Median Age: 46 • Median Household Income: $73,200 • Traveling Party: Couples • Primary Purpose of Stay: Getaway Weekend • Average length of Stay: 3.5 days • Primary Accommodations: Hotel/Motel & Private Home • Top Activities: Dining, Shopping, Sightseeing & Entertainment • Secondary Activities: Nature-based Activities & Visit Historic Site • Ave. Per Diem Expenditures: $98/person • Ave. Per Trip Expenditures: $1,006
The above suggests an older and more affluent travel party with no children, spending more and staying slightly for a slightly shorter period than travel parties profiled elsewhere along the corridor.
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Historical and Architecturally Significant Buildings, Sites, and Themes
This subsection outlines existing and demolished structures and sites having some role in the heritage of Waymart. The Study Area includes the Borough of Waymart and the adjacent areas of Canaan and Clinton Townships in Wayne County, Pennsylvania.
National Register Sites and Properties
The National Register of Historic Places was established by the National Historic Preservation Act of 1966 as the standard for preservation efforts (Section 101). It is the “hall of fame” of places that are important to the American people. To be eligible for listing on the National Register, a property must pass a rigorous review at the state and federal level. It is not easy to list a property on the National Register, so the properties that are listed are truly worthy of preservation.
The National Register recognizes several categories of resources including single objects, structures, or buildings and groups of resources within a site or district. Regardless of category, the resource must possess integrity of location, design, setting, materials, workmanship, feeling, and association. The property must also be significant, as determined by these criteria:
• It must be associated with events that have made a significant contribution to the broad patterns of our history; or • It must be associated with the lives of persons significant in our past; or • It must embody distinctive characteristics of a type, period, or method of construction, or o Represent the work of a master, or o Possess high artistic values, or o Represent a significant and distinguishable entity whose components may lack individual distinction, or • It must have yielded, or be likely to yield, information important in prehistory or history (abstracted from 36 CFR Part 60.4).
In Pennsylvania, the Pennsylvania Historic and Museum Commission (PHMC) maintains an inventory of historic properties. It includes not only those that have been listed on the National Register but also those that have been determined to be eligible for listing. It also lists resources that have been reported by professional and amateur archaeologists and historians that have not been fully evaluated regarding the National Register criteria but which appear to meet those criteria or are important to a local community. The PHMC records identify two (2) properties that have been listed on the National Register of Historic Places, as summarized on Table 3. In addition to these, five (5) properties have been determined eligible for listing on the National Register, as summarized in Table 4.
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TABLE 3 PROPERTIES LISTED ON THE NATIONAL REGISTER OF HISTORIC PLACES Waymart Borough Heritage Communities Program
Descrip tion Municipality Location Resource Comments Category Waymart Town Hall Waymart Building Built in 1875 Borough Delaware & Hudson Canal Waymart Building Built in 1875 Company Gravity Railroad Depot Borough Source: PA Historic and Museum Commission CR GIS; accessed May 15, 2009.
TABLE 4 PROPERTIES DETERMINED TO BE ELIGIBLE FOR LISTING ON THE NATIONAL REGISTER OF HISTORIC PLACES Waymart Borough Heritage Communities Program
Description Municipality Location Resource Comments Category Bridge, SR Waymart Over Van Auken Structure Concrete, built 296 Borough Creek 1952 Stanton Site Waymart Archaeological (36WY140) Borough site (historic) Farview State Canaan Milford-Owego District Built 1904 Hospital Township Turnpike Farview State Canaan Milford-Owego District 1900 Hospital Township Turnpike Agricultural Complex State Hospital Canaan Milford-Owego District Built 1904 for the Township Turnpike Criminally Insane Source: PA Historic and Museum Commission CRGIS; accessed May 15, 2009.
The PHMC lists other properties in their database that have historical value. They were recorded but have not yet been evaluated or are ineligible for inclusion on the National Register of Historic Places. Also included are bridges which were submitted by PennDOT; near Waymart, several bridges have been determined to be ineligible for listing on the National Register. These resources are summarized in Tables 5 and 6
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TABLE 5 KNOWN HISTORIC STRUCTURES Waymart Borough Heritage Communities Program Area
Address Historic National Resource Year Name Register Category Built Status Waymart Borough 377 Belmont St Noble-Wildenstein House Ineligible Building NL 380 Belmont St Elmer & Elsie Wright House Ineligible Building NL 386 Belmont St Stanton-Collins House Ineligible Building NL 387 Belmont St Coe H. Beckwith House Ineligible Building NL 394 Belmont St George J. & Martha Baker House Ineligible Building NL 396 Belmont St Clarence F. Drake House Ineligible Building NL 400 Belmont St Herbert & Sarah Snedaker House Ineligible Building NL 453 Belmont St George W. Lee House Ineligible Building NL Petrie-Pristavec House Ineligible Building NL Pizza Town Family Restaurant Ineligible Building NL Wayco Inc. Ineligible Building NL Roosevelt Hwy Waymart Deli Ineligible Building NL 191 Roosevelt Hwy Obzut House Ineligible Building NL 202 Roosevelt Hwy Stanton-Smith House Ineligible Building NL 20 Maple St Walter & Catherine Lambertson Ineligible Building NL House Fred & Hilda Brooks House Ineligible Building NL Baker House Ineligible Building NL Canaan Township 40 Owego Turnpike Alfred K. & Margaret Bucconear Barn Ineligible Building 1920 2 Owego Turnpike Betty Bunting House Ineligible Building 1920 Owego Turnpike Glen & Mary Wittig House Ineligible Building 1910 Owego Turnpike John & Cecilia Savage House Ineligible Building 1920 Owego Turnpike Vinton-Miller House Ineligible Building 1910 Owego Turnpike Janet K. Howman House Ineligible Building 1826 Belmont Rd Glen & Blaise Rolison Farm Ineligible Building 1860 4 S Belmont St Arthur G. & Theresa J. Bronson Ineligible Building 1910 House 10 S Belmont St William & Evelyn Friermuth House Ineligible Building 1930 14 S Belmont St Case-Urian House Ineligible Building 1920 Lewis C. & Margaret A. Henshaw Ineligible Building 1925 House Zelda Rowan House Ineligible Building 1822 Delaware & Hudson Steam Railroad Undetermined Site 1900 Grade 36WY137 J. B. Tuthill House Undetermined Archaeological Site 36WY138 Undetermined Archaeological Site Clinton Township NL Matoushek Property Ineligible Building Bridge, SR 170 Ineligible Structure 1992 Bridge, SR 170 Ineligible Structure 1910
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TABLE 6 NATIONAL REGISTER STATUS SUMMARY Waymart Borough Heritage Communities Program Area
Municipality Number of Category National Resources Register Status Waymart Borough 2 Buildings Listed 1 Structures Eligible 1 Site Eligible 17 Buildings Ineligible Canaan Township 3 Districts Eligible 1 Sites Eligible 12 Buildings Ineligible 2 Sites Undetermined Clinton Township 1 Buildings Ineligible 2 Structures Ineligible TOTAL 42
The recorded historical resources near Waymart are concentrated in the area near the intersection of Belmont Street and the Roosevelt Highway (Route 6), as shown in Figure 1. The features associated with the development of the Delaware & Hudson Railroad (both gravity and steam) are also prominent, including a depot (Figure 2).
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Figure 1 Location of known historic resources in Waymart Borough. Source: PHMC CRGIS, accessed May 15, 2009.
Belmont St
Old Carbondale & Honesdale Rd Roosevelt Hwy
South St
D&H Steam RR D&H Gravity RR
Figure 2 D&H Gravity RR Depot, Waymart (prior to rehabilitation). Source: PHMC CRGIS, accessed May 15, 2009.
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Historic Markers
The iconic blue and yellow PHMC Historic Markers identify important historic sites, events and resources and are readily recognizable by heritage-tourists, residents and the casual traveler. There were no historical markers in or near Waymart during the planning for this WorkPlan.
The only existing PHMC Marker in Wayne County depicting the Delaware & Hudson Canal is located in Honesdale, although a marker also is located in nearby Carbondale in Lackawanna County. The marker notes the terminus of the waterway uniting the Hudson and Delaware rivers. The marker was dedicated in 1947.
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Prehistoric Overview
The area we know today as Pennsylvania has been inhabited since the end of the last “Ice Age.” As the continental ice sheets retreated across northern Pennsylvania, the ancestors of today’s American Indians soon arrived on this tundra-like landscape across northern Pennsylvania.
After the last Ice Age, the people of North America adapted to the changing environment. As the climate warmed, new plants and animals flourished. Mastodons, mammoths and other large animals that could not adapt to the warming environment became extinct and were replaced by the types of animals we see today.
Hunting a deer required a very different strategy than hunting an elephant-sized mammoth. The cold weather spruce forests were replaced by nut-bearing deciduous trees. Low-lying wetlands teemed with frogs, turtles, snakes, and other edible animals and plants. Rivers supported freshwater clams, mussels, and fish. Seasonal migrations of geese and ducks provided yet another reliable food source. For the next 8,000 years, hunters and gatherers successfully exploited the landscape that we know today as Pennsylvania.
One benefit of the milder climate was a more dependable food supply of wild food. With more food, people began to live together in larger camps. They knew their environment intimately, and moved throughout the seasons to take advantage of available food resources. They could move to an upland forest camp in the fall to collect acorns and hickory nuts. In the spring, they might move down along the river to take advantage of the upstream migration of shad. Summer might find them near wetlands (frogs and turtles) or berry patches. In the course of the year, they might also spend time near their favorite stone outcrop gathering chert or other rocks to be made into stone tools.
About 1800 BC, the people in eastern North America discovered that they could take certain actions to encourage the growth of their favorite plants. Competitive species were removed (weeding) giving the preferred species a selective advantage. Eventually, seeds were collected and curated from growing season to growing season. Some seed-bearing grasses, such as amaranth or chenopodium (goosefoot) were probably encouraged in this way and became important food staples. This artificial selection also led to a more stable and predictable food supply, and with more food, populations grew. They had taken the first steps toward the development of agriculture, and would soon become a population dependent on the food they could grow rather than the food they could find.
As people became more dependent on the crops they grew, they became increasingly settled. The seasonal nomadic hunting and gathering ways gave way to planting and harvesting schedules. Surplus food supplies required
19 storage, and stored food needed to be protected from the bacteria, mold, and appetites of hungry animals and also from other groups of people. Family ties were important, but now several different family groups lived together in villages and towns. Social organization became more complex. With a plentiful and reliable food supply, it was no longer necessary for every person to engage in gathering food. With the new “free time,” specialists emerged to redistribute food and other resources within the community. Trading relationships were established with others hundreds, even thousands, of miles away.
New artifacts came into use. Finally, the atlatl was replaced by a new weapon, the bow and arrow. Arrows were tipped with small thin triangular chipped stone points. Fire-hardened clay containers become common. These pots were fragile, but they were waterproof and efficient cooking and storage vessels. They could also be decorated with motifs and themes that were not only practical but also culturally meaningful. By the 1500s, many of the native people in Pennsylvania had been impacted by the arrival of European traders, settlers, and missionaries. In some areas, they met directly, in others, their material culture, ideas, and germs were passed along indirectly.
Historic Era Heritage Overview
Native Americans inhabited this area up to 1749 when approximately 300 Native Americans of the various tribes selling what is now Wayne, Pike, and the eight adjoining counties to the proprietary government. The first non-native settlers to this area came from Connecticut in 1775. In 1790, Colonel Asa Stanton from Connecticut was the first settler in what is now the Borough of Waymart. In 1805, he built the first sawmill in the county on what was known as Stanton's Pond. This became the site for what is now known as Lake Ladore. In 1815, Mathias Keen built a dam below what is now Lake Ladore and created “Canoe Pond” – now known as Keen's Pond and built a gristmill in 1816.
The area was a transportation hub of sorts even before the advent of the D&H Gravity Railroad. The Milford-Owego Turnpike was an early local link, passing just south of Waymart. The local gate was among the more profitable, however, travel on most turnpikes reached its peak in the mid-1830’s. Anthracite coal played an important role in the development of the area and the country. The Wurts Brothers of Philadelphia moved to present day Carbondale region in 1816 and began to mine coal. The brothers bought land containing coal planned for a canal to transport the coal. In 1823, they contracted to have a survey for a canal to run from the Delaware River to what is now Honesdale. Construction of the Delaware and Hudson Canal began in 1825, and was operational by 1828. There were 109 locks; each was 14 feet, 4 inches wide and 90 feet long. The Gravity Railroad that connected the coalfields of Carbondale area with the D&H Canal was to become one of the greatest engineering accomplishments of that time.
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“Weigh-Mart” became “Waymart”.
Since the canal was frozen in winter; coal was weighed and unloaded at Weigh- Mart. Huge piles of coal that weighed hundreds of tons would be reloaded and hauled to Honesdale as the ice began to thaw in the canal each spring. Waymart became a thriving small town because of the Gravity Railroad. It was the weight station and coal storage area and home for several hundred people who built, maintained, and operated the tracks and the stationary steam engines that were located at each of the planes.
Passenger service was inaugurated in 1877 from Honesdale to Carbondale. Because of the unusual scenic beauty of the Moosic Mountains the area quickly gained fame. At this time in history, Stanton's Pond would become known as Lake Lodore (Later changed to Ladore). The Lake Lodore Improvement company developed what was known as an excursionist's delight. Scattered through Ladore were refreshment stands, summer kitchens, swings, and seats. One of major features was the Dance Pavilion, which is no longer standing; and the Carousel, which presently serves as present-day Camp Ladore’s South Camp Dining Hall. The Amusement Park at Lake Ladore operated from 1901 until about 1918. After that the Ladore area was operated as a camp by several different groups. The Pen-Del Division of the Salvation Army bought the camp in 1967 and began its first summer camp here in 1968.
The Delaware and Hudson Canal Company Gravity Railroad
The D & H Canal and Gravity Railroad was a system of transportation between northeastern Pennsylvania coal fields and ports of New York and New England, and probably the single most critical contributor to Waymart’s heritage. From its opening in 1828 to its demise in 1899, the canal system transported millions of tons of anthracite coal. The Gravity Railroad was built during the period 1825-28 as a more practical means of hauling coal over the Moosic Mountains than sleds and wagons used previously, and bisected Waymart. In fact, local heritage enthusiasts state with pride that the town was originally named Weigh-Mart because of its significance as a weigh station and coal storage center while the canal segments were frozen during the winter. A number of lakes in the area were developed as water sources for the canal, but now see more in terms of recreational use.
The Gravity Railroad stretched sixteen (16) miles from Carbondale to Honesdale. Starting from the early anthracite mines in Carbondale at an elevation of 1,200 feet, the Gravity Railroad rose to 1,907 feet at Rix's Gap by means of five planes. From this elevation the road descended on the east side of the Moosic Mountains by three planes and levels to Honesdale, elevation 975 feet. From the boat basin in Honesdale the coal was shipped by canal boat 108 miles to Rondout near Kingston, NY where it was
21 transloaded to steamship to market. Stationary steam engines operated the cars on each plane by means of two drums and at first a huge chain, then hemp cables and finally the first steel cables made by John Roebling, who was brought in to work on four suspension aqueducts, among the more distinguishing features of the D & H Canal. On the three planes descending to Honesdale, the loaded cars required no motive power and were sent via gravity. It was on the tracks of the Gravity Railroad that the first commercial locomotive, the Stourbridge Lion, operated in America. The D&H Gravity Railroad existed until 1899 when conversion to steam engine power was adopted. A seven mile loop was built from Farview Mountain to Canaan and on to Waymart (see inset map) since the heavy locomotives could not travel the steep gravity planes. The engines from Waymart then used the old gravity levels to Honesdale.
The D&H Depot
The D&H Depot is one of the last vestiges of the D&H heritage in Waymart. The exact date for the building of the Depot is unknown though newspapers, histories and local folklore suggests that the first use for the building was a blacksmith and carpentry shop for the D&H. Passenger service did not begin until the 1870’s so a shop is very likely. In “Toponyms & Trivia of NE Pa” by Tom Klopfer, an 1857 build date is noted. The first depiction is on the county 1860 map. In an article in a Carbondale Newspaper in 1862 it states a “copious waiting room and office” was being added to the Depot and new wood shingles places on the roof. The “Early History of Waymart” written by Sandy Boguski for the Bicentennial in 1976, states the Depot was built in 1875. It is worth noting that the D&H Canal Co. was constantly building. On the 1872 map there are six (6) buildings along the gravity track in Waymart, none of which is identified. In 1900 the D&H offered the Depot to the Borough for $125 and they would move it across the street and give them part of the plane. The building was then used as a meeting hall for the Council, a holding cell, the voting place for Waymart, community meeting room for different organizations and a garage. The Depot was little used and abandoned from the 1970’s on so a decision was made by the Bicentennial Committee to save the Depot. The WAHS was formally incorporated in 1994 with a primary mission to rehabilitate the Depot. This was accomplished with assistance from various state, county and regional agency programs. The Depot now serves as a museum and meeting area.
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A replacement railroad depot on South Street was built in 1900 by the Delaware & Hudson Railroad when the D&H Depot above was closed. The new station served as a refueling stop for steam locomotives and had both passenger and freight service. The structure largely exists today just as it was when in use. The interior plank floors, wainscoting, benches, and ticket window are all original. A large water tower across the tracks from the station supplied water from an artesian well for the steam locomotives. The station closed in 1931 when the line from Honesdale to Carbondale was shut down. The station and abutting ROW and buildings were sold to a private party in 1935 and several others and is presently privately owned.
Farview State Hospital
The Farview State Hospital, alternately known as the State Hospital for the Criminal Insane, and currently as the State Correctional Institution at Waymart (SCI Waymart) is located just south of Route 6 just west of Waymart. It was constructed in 1912. This former state hospital was built to house criminally insane men, in this function the peak population reached 1,098 in 1947. In October 1995, Farview State Hospital was transferred from the Department of Public Welfare to the Department of Corrections. Now known as the department's Forensic Treatment Unit, the unit houses mentally disabled male inmates who require inpatient psychiatric care and treatment. The institution also houses minimum-security inmates and has a bed capacity of 1,522.
Retreats and Reflection
The Waymart area has long been associated with recreation and respite. Early on, amusement parks served recreational needs while more recently the area became home to retreats and conference centers including the Ladore Camp, Retreat and Conference Center (Salvation Army), the Bishop Hodur Retreat and Recreation Center, Sponjia Farm and The Waymart Manor (Polish National Catholic Church) and God's Mountain Retreat Center (Rock of Horeb Foundation, Inc.). In addition, while not a “retreat” St. Tikhon’s Monastery and Seminary (Orthodox Church in America) in South Canaan provides theological training, worship, contemplation and reflection. While representing different philosophies and religious persuasions they reinforce and build on the “reflective” nature of the Waymart area.
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Colonial Asa Stanton
Colonial Stanton was the first non-native settler in what would become Waymart. He served in the American Revolution and was part of the Connecticut settlement and rival land claims in Pennsylvania. Colonial Stanton came to the area in 1790 and built a log cabin and lived for approximately 27 years near the present-day Waymart. In 1805 he built the first sawmill in Waymart at a location called Stanton's Pond (Lake Ladore), which was later enlarged in 1832 to serve as a feeder to assure a safe water level for the Delaware and Hudson Canal. Colonial Stanton drowned on the Delaware River while trying to cross on a raft. His wife was saved by a person on the raft who was able to rescue her. Colonial Stanton’s body was brought back to Waymart and was buried in the Stanton Cemetery just off of present-day PA Route 296, just north of Route 6.
Waymart Wind Energy Center
The Waymart Wind Energy Center is a forty-three- turbine, 64.5-megawatt (MW) wind farm located in Canaan Township east of Business Route 6/Route 6 intersection (in Lackawanna County) and west of the Borough of Waymart. It is at the top of the Moosic Mountain (1,900 ft elevation) with numerous turbines visible from Route 6. There is a large eastbound pull-off area is located across from a Restaurant with view of the turbine blades. Fairview State Correctional Institution is nearby and visible on right on western end of former Rt. 6 (Carbondale Rd/SR 3030). Exelon has a 20-year agreement to purchase the output of Waymart Wind Energy Center. The facility is owned and operated by FPL Energy and began commercial production in November 2003.
Sources: The Delaware & Hudson Transportation Heritage Council Waymart Area Historical Society Wayne County Historical Society Wayne County Comprehensive Plan PHMC Minisink Valley Historical Society PA Department of Corrections Jane Marie Varcoe www.waymart.org www.genealogysf.com/Stanton-p/p46.htm www.orion-energy.com/callingpage_waymart.html
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Community Inventories - Inventory of Community Events/Activities
Comprehensive inventories of events are not readily available for all activities in and around Waymart, although the http://www.waymartpa.us site has space for such events. Events for 2011 are also identified on the Wayne County Chamber of Commerce’s website along with the notation that it will no longer update the listing but links to www.visitwaynecounty.com . Several signature events were also identified by the Stakeholders during the planning process, with some being formal while others are more informal.
Event Location Timeframe
Ice skating/Fishing Various local ponds January Wayne County Camp Ladore April/May Builders Association Home & Garden Festival Graduation and St. Tikhon’s May Memorial Day Liturgy and festivities Pride and Patriotism Waymart June Parade Motorcycle Cruises Waymart June - August Car Show Waymart July Waystock Waymart August Wayne County Fair Honesdale August Farmers Market Waymart September
Based on the dates of the Waymart area events shown above, the winter/early spring, fall and winter seasons have relatively few activities and events. Program consideration of events associated with these seasons seems to be logical.
25 Community Inventories - Inventory and Survey of Businesses
There are two distinct business areas in Waymart, the area along Belmont Street and Rt. 296 and the areas around Rt. 6 itself. The following summarizes the types of businesses in these areas as identified in a windshield survey and through completion of the business survey conducted in October 2009
Belmont Street/Rt.296 • West Shore Animal Hospital • Christopher E. Farrell (Law Offices) • Jane E. Farrell (District Magistrate) • Wine and Roses Floral - floral arrangements, some gifts, Christmas display second floor • Varcoe Insurance Agency • Shemanski’s Maple Syrup - home-made • Bermuda Sun - Tanning, manicures, pedicures • Little Relaxations - Massage Therapy • Brundage’s Waymart Pharmacy • Wayne Bank • Jenkins Funeral Home • Kaser’s Meat - homemade kielbasa/specialty meats • Hair Jam - hairstyling salon in home • Fields and Bianco - Attorneys
Rt. 296 north of Rt. 6 Interchange • Elaine’s Beauty Salon • Silver Crest - Professional building • Valley Meadows - personal Care Home • Honesdale Auto Supply
Route 6 East • Shell Gas Station-Car Wash • SG Printing Inc. • American Steel Classics • Howanitz Auto - garage • Millon Evergreen • Millon Towing • Mankiewz - Contractor • The Streamside Inn – restaurant & bar • Choice Country Real Estate • Ray’s Family Market - grocery store • Subway • Spotless Dry Cleaning • JR’s Family Restaurant • Waymart Beverage - beer distributor • Bishop Hodur Retreat Center • O’Connell’s Junk Yard • The Lodge at Keen Lake – rentals/banquet
26 • Keen Lake - camping, cottages • Cavage's Country Farm Market - pumpkins, flowers baked goods • Star Spa Studio • Antler Ridge Winery
Waymart List of Businesses - Route 6 West • La Rustica Tratoria - restaurant • Dollar General • Waymart Deli • M & R Party Rentals - tents, tables, etc. • Blue Stone Motel • Waymart Self-Storage • Joes Quick Mart • 1st Choice Chiropractic • Happy Day Chinese Food - in same building with Joe’s Quick Mart and 1 s Choice • Marion Out Patient Clinic • Cathy Salak - Dentist • God’s Mountain Retreat Center • Giboney’s Bar • D & L Sports - bait, tackle
27 Business Survey
A survey of businesses was conducted during mid-2009. The questionnaire was developed in consultation with the local Stakeholders Committee. The stakeholders helped develop a listing of commercial and services businesses most closely associated with tourism and addresses and personally dropped off questionnaires, with completed questionnaires returned to the Consultant.
Overview of Responses : Stakeholder Group members distributed the questionnaires personally, focusing on those businesses particularly serving visitors and vacationers. A total of twenty-five (25) responses were received representing an overall return of 48%, which exceeded our internal 25% target. The detailed returns are as follows:
TYPE Waymart Borough # % Lodging: Motel, hotel, B&B, etc. 3 12.0
Retailing: Gifts, convenience goods, 2 8.0 hardware, etc. Eating/Drinking Establishments: 4 16.0 Restaurants, taverns, etc. Food Products/Services: Food products, 1 4.0 snacks, groceries, etc. Recreation services: Guide, outfitter, 0 0.0 sporting equipment, etc. Attraction: Amusement, museum, 0 0.0 entertainment establishment, etc. Medical/Dental Goods/Services 4 16.0 Other Professional Services: Legal, 0 0.0 accounting, etc. Automotive Goods/Services: Fuel, service, 1 4.0 automobile parts, sales, etc. Financial Services: Banking, real estate, 2 8.0 insurance, etc. Personal/Household Services: Plumbing, 4 16.0 contracting, hairstyling, repair, etc. Rental 0 0.0 Business Services: Data processing, 0 0.0 copying, etc. Storage/Wholesaling 0 0.0 Non-profit agency/organization 1 4.0 Other 3 12.0 No Response 0 0.0 TOTAL 25 100%
28 Business Operations : Overall, the responses are from long-term (20+ years) full- time operations together employing 354 persons, with 75% being full-time employees. a. Number of operational years for responding businesses: Long-term orientation RANGE Waymart Borough # % 1 year or less 2 8.0 2-5 years 4 16.0 6-10 years 5 20.0 11-20 years 3 12.0 More than 20 years 10 40.0 No Response 1 4.0 TOTAL 25 100% b. Business a full-time or part-time operation: Full-time orientation TYPE Waymart Borough # % Full Time 23 92.0 Part-time 0 0.0 No Response 2 8.0 TOTAL 25 100% c. Number of people employed in businesses: Part-time profile in keeping with seasonal business orientation TYPE Waymart Borough # % Full Time employees 266 75.1 Part-time employees 88 24.9 TOTAL 354 100% d. 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. As an illustration, businesses open from 6:00 AM all the way up to 11:00 AM and close from 4:00 PM all the way up to 2:00 AM. Fifty percent of the responding businesses close between 4:00 PM and 5:00 PM with the remaining responding businesses closing between 6:00 PM and 11:00 PM (one business reported staying open until 2:00 AM). The earlier closing is likely anticipated due to the need to serve the local public and not necessarily specifically the visiting public, perhaps differing Waymart Borough from some other comparably sized Route 6 communities not as associated with visitors and seasonal residents. Nearly all (17) of the responding businesses note Saturday hours but only 5 of these list Sunday hours as well, again differing the community from other Route 6 communities.
29 Perceived Busy Days/Seasons :
a. Most designate that there is no difference among days in regard to their “busiest day”. Fridays are also listed as a “busy” day by nearly one-quarter of the respondents.
DAY Waymart Borough # % Monday 2 8.0 Tuesday 0 0.0 Wednesday 0 0.0 Thursday 1 4.0 Friday 6 24.0 Saturday 2 8.0 Sunday 2 8.0 No Difference 10 40.0 No Answer 2 8.0 b. Summer (52%) and Autumn (20%) are the busiest seasons for businesses. A number of businesses reported no differences among seasons {i.e. 24% of responding businesses); Multiple Answers allowed given some seasons “tie” for certain businesses; % reflect percent of total responses
SEASON Waymart Borough # % Summer (Memorial Day to Labor Day) 13 52.0 Autumn (September through November) 5 20.0 Christmas Season (Thanksgiving through 1 4.0 New Year’s Day) Winter (January through March) 2 8.0 Spring (April through May) 3 12.0 Other 2 8.0 None; all seasons are generally the same 6 24.0
30 Ownership : Local orientation within community and County, with a few owners residing in nearby Lackawanna County
LOCATION Waymart Borough # % A year-round resident of Waymart Borough 20 80.0 A part-time resident of Waymart Borough 0 0.0 A year-round resident of another Wayne 1 4.0 County Community A part-time resident of another Wayne 0 0.0 County Community A resident of adjacent Lackawanna County 4 16.0 Other; none of the above applies 0 0.0 No Answer 0 0.0 TOTAL 25 100%
Route 6 Location : The relative importance of US Route 6 for business at the present time is evident in that 72% rate it as either very or somewhat important. It’s worth noting that 24% of respondents indicated a location along Route 6 was not important.
IMPORTANCE Waymart Borough # % Very Important 7 28.0 Somewhat Important 11 44.0 Minimally Important 0 0.0 Not Important 6 24.0 Other 0 0 No Answer 1 4.0 TOTAL 25 100%
31 Sales and Trends : Overall positive characteristics and trends among the communities a. The estimate of business’ annual gross sales or revenues volume suggests a majority of businesses reporting sales/revenues earning in excess of $100,000 and especially those with a high volume (+$250,000) of business.
RANGE Waymart Borough # % Under $25,000 per year 1 4.0 $25,000 - $50,000 per year 0 0.0 $50,001 - $100,000 per year 1 4.0 $100,001 - $250,000 per year 4 16.0 Over $250,000 per year 8 32.0 No Answer 11 44.0 TOTAL 25 100% b. Sales/revenue volume trend in the prior 12 months is stable, perhaps reflective of recessionary impacts in the larger economy with a growing local economy, with 36% experiencing stability and 16% having increases and 16% having decreases.
TREND Waymart Borough # % Increased 4 16.0% Decreased 4 16.0% Stayed about the Same 9 36.0% No Answer 8 32.0% TOTAL 25 100%
Customer Base/Characteristics
a. There is somewhat of a variation in the “typical” daily customer/client base, with 28% having 25 or fewer customers, 28% having between 25–100 and only 16% having more than 100 customers/clients per day.
RANGE - # of customers/clients per day Waymart Borough # % Under 5 1 4.0 5-10 1 4.0 11-25 5 20.0 26-50 3 12.0 51-75 1 4.0 76-100 3 12.0 101-200 2 8.0
Over 200 2 8.0
Clients/Customers do not come to business 1 4.0 No response 6 24.0 TOTAL 25 100%
32 b. Percentage of customer/client base that is comprised of “local” residents (i.e. people who live in and around Waymart Borough): There is a variation among the respondents with a high number of responders appearing to be mainly dependent on local residents. Over half of those offering a response suggest that locals account for more than 70% of their customer base, comparatively a somewhat high percentage and an additional 25% of responders indicated that locals accounted for 50-70% of their business.
c. Percentage of customer/client base that is comprised of “regular” visitors and tourists (i.e. visiting local families, hunters/fishermen, seasonal residents, etc. who you may be seen a number of times over the years): The “regular” visitors appear to be moderately important to a number of businesses with 8% of those offering a response indicating that regular visitors accounted for 91-100% of their customer base and an additional 30% of those offering a response indicated that regular visitors accounted for 20-50% of their customer base. d. Percentage of customer/client base that is comprised of “casual” visitors and tourists (i.e. people “passing through” who you see only once): These visitors appear to comprise relatively low percentages of the customer base among the businesses, with 80% of those offering a response suggesting they account for under 20% of their base.
RANGE – estimated customer base “Local” “Regular” “Casual” # % # % # % 91 – 100% 2 8.0 2 8.0 2 8.0 81 – 90% 2 8.0 0 0.0 0 0.0 71 – 80% 7 28.0 0 0.0 0 0.0 61 – 70% 1 4.0 0 0.0 0 0.0 51 – 60% 4 16.0 0 0.0 0 0.0 41 – 50% 3 12.0 2 8.0 0 0.0 31 – 40% 0 0.0 2 8.0 1 4.0 21 – 30% 0 0.0 2 8.0 0 0.0 10 - 20% 0 0.0 3 12.0 7 28.0 Under 10% 1 4.0 9 36.0 5 20.0 No Answer 5 20.0 5 20.0 10 40.0 TOTAL 25 100% 25 100% 25 100% e. Overall summary: High dependence on local residents with moderate dependence on regular visitors and a low dependence on casual visitors.
33 Tourism and Business in General : a. Clearly the businesses have sustained somewhat positive trends in tourism traffic with 20% noting an increase and only 8% experiencing a decrease. Another 40% reported seeing no change in recent years.
TYPE Waymart Borough # % Tourist traffic has increased 5 20.0 Tourist traffic has decreased 2 8.0 No change in tourist traffic 10 40.0 No tourist traffic in this business 5 20.0 No Answer 3 12.0 TOTAL 25 100% b. Identification of the following factors that describe present business planning: Planned expansions are relatively equal between physical improvements (20%), expanding the offering of goods and services (24%), and hiring of new employees (20%). Relatively few closing or selling and 60% not considering any changes presently.
CURRE NT PLANNING Waymart Borough # % Considering a physical expansion of my business’ physical plant 5 20.0 Considering expanding my offering of goods or services 6 24.0 Considering hiring new employees 5 20.0 Considering selling or closing my business 0 0.0 Not considering any changes at the present time 15 60.0 No response 2 8.0
34 Future Enhancements : Respondents were asked to identify no more than the three (3) top improvements they think would improve the community as a business or tourism destination. Multiple responses were encouraged with percentages reflecting percent of the total respondents favoring each type of improvement.
a. Results suggest a mix of structural and non-structural improvements. The most popular improvements that are seen as enhancing the community as a business or tourist destination are: • 64% of the respondents identified seeing new types of businesses among the top improvements; • 44% of the respondents identified having better signage to businesses/destinations among the top improvements; • 40% of the respondents identified having additional tourist destinations/activities among the top improvements; and • 36% of the respondents identified storefront/façade improvements among the top improvements. • TYPE Waymart Borough # % New types of businesses 16 64.0 Better signage to businesses/destinations 11 44.0 Additional Tourist destinations/activities 10 40.0 Storefront/façade improvements 9 36.0 Streetscape (i.e. benches, landscaping) 7 28.0 Coordinated advertising/promotion 6 24.0 More events and festivals 6 24.0 A local visitors information center 6 24.0 Improved property maintenance 5 20.0 Improved street maintenance 2 8.0 Rehabilitating and maintaining the large older homes 2 8.0 Streamlining ordinances/regulations 1 4.0 Hospitality training for business employees 1 4.0
Other 4 16.0 - Slow Down Traffic in CBD - Allow 4 wheelers on Trail - Bike Rentals - Better Trail Access to CBD
35 b. New business development is a popular enhancement as noted above. The following types of new businesses were noted as being needed and could be sustained in the community (NOTE: due to multiple answers; percentages reflect the total respondents for each type of business): There is a small specialty retail orientation prevalent among respondents, with notable need for larger retail stores, recreation and entertainment service establishments and appreciable interest in additional eating/drinking establishments.
TYPE Waymart Borough # % Smaller specialty stores (i.e. antique, gifts, crafts, etc. 12 48.0 Larger retail stores (i.e. appliance, auto, etc) 9 36.0 Recreation and entertainment services 8 32.0 Eating and drinking establishments 6 24.0 Professional services 2 8.0 Convenience stores 2 8.0 Other 2 8.0 Personal services 1 4.0
36 Community Inventories – Recreation Related Resources
Regional Resources
Prompton State Park
Prompton State Park is located just east of Waymart, which PA DCNR notes as being “undeveloped”. DCNR notes that the following facilities in the Park: • Boating: The 290-acre Prompton Lake has one public boat launch on west shore, accessed from PA 170. • Picnicking: Picnic tables are by the boat launch and a picnic pavilion is in the U.S. Army Corps of Engineers (USACE) property above the dam. • Fishing: The 290-acre Prompton Lake is a warm-water fishery. Common fish are crappie, yellow perch, and largemouth and smallmouth bass. • Hunting: Most of the park is open to hunting, trapping and the training of dogs during established seasons. Common game species are deer and turkey. • Disc Golfing: An 18-hole disc golf course is in the USACE portion of the park. • Hiking: An assortment of twelve (12) hiking trails ranging in length from 1 to 4 ½ miles in length, together totaling 26 miles. • Mountain Biking: 26 miles of trails of hiking trails are open to mountain biking. • Winter Activities: Cross-country skiing on many park trails and open fields and hills in the park are good for sledding .
Local discussion during the planning phase and a review of on-line ratings not a favorable view of the Park setting but mention is made of it not always being open or available. Also during the planning process, a non-profit 501 (c) (3) Friends of Prompton organized to promote the restoration, maintenance and improvement of the park's facilities to increase tourism to Wayne County and the surrounding areas.
Summer Camps
Historically, Wayne County has been the location of numerous summer camps, numbering in the range of 35-40 as per the Wayne County Comprehensive Plan Update , with most in central and northern sections of the County. The summer camps generally operate between June and September, primarily serving children from metropolitan areas in New York and New Jersey. A number of camps are year-round operations offering other programs such as sports camps, cheerleading camps, band camps, retreats, banquets and other group-related activities.
37 Campgrounds
Numerous private campground facilities are located throughout the County, with the Keen Lake, Elk Forest Resort and Valleyview Farm campgrounds located in the Waymart area, according to the Wayne County Comprehensive Plan Update . Typically the campgrounds provide various recreational amenities including boating, swimming, biking and other recreational programs and facilities. Several facilities offer rental cottages, including Keen Lake and Wils Landing.
Summary – Larger Region
Regionally, Waymart is strategically located in relation to recreation, entertainment and attractions/resources in the Scranton/Wilkes-Barre area to the west and the heart of the Poconos to the east.
Local Resources
Wayside Park
Wayside Park is centrally located on the northwest intersection of Route 296 (Belmont Turnpike) and South Street, offering benches, a gazebo, picnic tables and a play area.
The Wayne County Comprehensive Plan Update notes various recreational facilities in the Waymart area having a more local orientation in meeting needs of area residents rather than visitors: • Gymnasium, Ballfields, soccer field, playground and outdoor basketball courts at Robert D. Wilson Elementary School (Western Wayne School District) • Veteran’s Park (benches and playground) and Wilson Park (baseball and tennis courts)
38 Transportation System
There are relatively few highways in the Waymart Area. The major roads are narratively described and all are described on Table 7 in terms of traffic volumes by segment.
Pennsylvania U.S. Route 6
US Route 6 is a major arterial highway in the County and region and carries the highest traffic volumes as noted on Table 12. Rt 6 runs west to east starting in Canaan Township passes through Waymart Borough, Prompton Borough, Texas Township, Honesdale Borough, Palmyra Township and Hawley Borough. It is just as important transportation corridor for Pennsylvania as it is for Wayne County. Economic development, tourism, connectivity, and local and regional heritage are all impacted by Route 6. From the west, Route 6 enters the county between Mile Post 347 and 348 just east of Carbondale and continues to Waymart at around Mile Post 350. The route continues to follow east-west to it enters into Honesdale at Mile Post 359. Then the route generally winds north-south to the Pike county line near Hawley at Mile Post 369.
To the west of Waymart Borough, traffic volumes are approximately 10,000 vehicles along Route 6 to the intersection with SR 3030 (Carbondale Rd.). Along Route 6 between the intersection with PA 296 and SR 3030, there approximately 8,900 vehicles. An alternate route into the Borough along SR 3030 there are just over 2,000 vehicles. To the east of the Borough, traffic volumes are approximately 6,000 vehicles. To the west of Waymart Borough, truck traffic is 4-7%. To the east of the Borough truck traffic increases to 7-10%. According to the Wayne County Comprehensive Plan Update , vehicle traffic on Rt. 6 to the west of Waymart has been increasing since the upgrading of the State Correctional Institution at Waymart and the addition of the new Federal Prison in Canaan Township.
39 TABLE 7 Major Highway Profile/Traffic Volumes Waymart Borough Heritage Communities Program
Route Location Segment AADT Comments Truck Volume US Rt. 6 Canaan Between SR 3030 & 10,381 Link between Waymart 4% Township Lackawanna County and Carbondale Line Waymart Between SR 3030 8,902 Intersection with PA 296 4% Borough & &PA 296 north of town – heading Canaan west from intersection Township Waymart Between PA 296 to 6,350 Intersection with PA 296 7% Borough & SR 4001 north of town – heading Canaan east from intersection Township Canaan Between SR 4001 & 5,924 Link between Waymart 8% Township Prompton and Honesdale
PA 296 Clinton Township Between SR 4002 & 2,437 10% White Oak Pond Rd Waymart Between SR 4002 & 3,135 Intersection with Rt 6 – 7% Borough and Rt 6 heading north from Clinton Township intersection Waymart Between Rt. 6 & 4,899 Entering heart of 7% Borough Honesdale Rd Waymart along Belmont street Waymart Between Honesdale 4,221 Through town 10% Borough and Rd & SR 3028 Canaan Township Canaan Between SR 3028 & 2,269 8% Township South Canaan Township SR 3030 Waymart Between Rt 6 and 2,111 10% Borough and Canaan Rd Canaan Township Waymart Between Canaan Rd 1,304 5% Borough & Belmont St (PA 296) SR 3028 Canaan Between Belmont St 1,613 8% Township (PA 296) & Township Line SR 3026 Canaan Between SR 3028 & 227 12% Township St. Tikhon Rd SR 4001 Canaan Between Rt 6 and 324 10% Township and Stanton Dr Clinton Township Source: PennDOT, (counts from 2005-09) NOTE: AADT= Annual Average Daily Traffic
40 PA Route 296
PA Route 296, a rural collector highway, intersects with Rt 6 just north of the center of the Borough and provides a north-south connection to Waymart. Overall, traffic volumes are highest (4,899 and 4,221) on the segments between Rt 6 and Carbondale Rd/Sr 3028 and are approximately 2,000-3,000 to the north and south of these segments.
SR 3030
This rural collector parallels to Rt. 6 and provides a significant east-west link between the center of the Borough (Belmont St) and Rt 6. Volumes around 1,300 are recorded on the segment closer to Belmont Street. Volumes slightly over 2,000 are recorded on the segment closer to Rt 6.
The generalized traffic volumes on the major roadways are shown on the map on the following page. SR 3030 (Carbondale Rd.) is former alignment of Rt. 6.
Air
Wayne County has two airports; Cherry Ridge Airport in Cherry Ridge Township and Spring Hill Airpark in Sterling Township. Most air transportation needs are met by the Scranton/Wilkes-Barre International Airport (at Avoca). Southern Wayne County is also relatively convenient to the Lehigh Valley Airport, while other parts of the County have relatively good access to the Binghamton and Newburgh Airports, all of which are served by major carriers.
Rail
Wayne County's rail service is much more limited than it was a few decades ago. The Delaware and Hudson line serving the Browndale/Forest City area as well as Starrucca is gone and replaced by a trail system. The former Erie-Lackawanna line through Gouldsboro is used mostly for passenger tourist runs by Steamtown in Scranton, but freight service is also made available to Mount Pocono over this line and there are continued efforts being made to institute commuter rail service between Scranton and New Jersey that would also rely upon this line.
The Stourbridge Railroad Company provides freight service and supports a tourist excursion program over the line of railroad between Lackawaxen (Pike County) and Honesdale. It connects with the Central New York Railroad providing access to the national rail system and multiple carriers. The mainline along the Delaware River likewise serves a valuable role with respect to Wayne County agriculture.
Bicycle
Bicycle Route Y, one of six long-distance bicycle touring routes in the state, diverts off Rt 6 to the west of Waymart Borough and follows SR 3030 and Honesdale Rd through the Borough. Bicycle Route Y reconnects again with Rt 6 just east and west of the Borough.
41 Average Daily Volume 02 40 SR
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6 Waymart Borough Region 00.5 1 Traffic Volume Map Miles Rt 6 Corridor HCP Transportation Issues
According to information presented in the Wayne County Comprehensive Plan Update , The following are specific transportation needs relevant to the Waymart area requiring attention over the next several years:
• Route 296/196 from Waymart Borough to Route 191 in Salem Township is receiving much increased traffic and includes a number of dangerous curves and blind intersections. These need to be corrected and the road widened to accommodate the growth in traffic. The new Federal Prison in Canaan Township and the proposed elementary school the Western Wayne School District just south of the terminus of this highway section will further increase traffic and the need for an upgrade in the near term.
• Route 6 on the west side of Waymart Borough has also seen large recent increases in traffic since the upgrading of the State Correctional Institution at Waymart to add capacity and the addition of the new Federal Prison in Canaan Township. This raises issues with regard to winter maintenance (always a problem “on the mountain”) and impacts on adjoining roads.
• Overall, Route 6 requires major upgrading throughout to address the capacity of the underlying infrastructure and also address the impacts on the communities it serves. Much of the work done over the last several years has been in reaction to specific problems and failed to address the fundamental issues with the role of this highway as the major link to the outside world for the movement of goods and people in and out of the County.
The following bridge projects are listed on the 2009-2012 TIP (subject to revision):
• Canaan Township – Keens Pond Bridge Replacement (T-450) • South Canaan Township - Middle Creek Bridge II Restoration (SR 3024) • South Canaan Township - Middle Creek Bridge Replacement (SR 3034)
43 Community Inventories - Community Visual Conditions and Design Analysis
Waymart presents two different perceptions to the visitor. The section of the Borough through which Route 6 traverses is rather generic. At the time of this planning effort the signalized Rt. 6/Rt. 296 intersection sustained convenience stores and an eating establishment and was largely devoid of any landscaping. In essence, the Route 6 area resembles any number of small highway-oriented rural commercial areas, with convenience stores, a discount chain, eating establishments, a grocery store, vehicle service and a number of small retail or service establishments.
Conversely, if one gets off of Rt. 6 and proceeds southward along Rt. 296 one sees an attractive and quaint “village” with small retail and service establishments mixed in with homes and Wayside Park. Sidewalks give the area a “pedestrian feel” and it is an unhurried counterpoint to the Route 6 area where there is no place to stop. The Route 6 traveler would have no real idea of how picturesque the “village” portion of the community really is. While little remains visible and accessible of the D&H era, even the casual visitor feels that the “village portion” of town has some sense of heritage and pride.
44 During the preparation of the Pennsylvania Route 6 Tourism Infrastructure Plan (PA Rt. 6 Heritage Corporation; 2008), a number of Route 6 communities underwent a visitor readiness study that was carried out by the Pennsylvania Downtown Center staff. Waymart was not one of those communities, although field work conducted during this planning process yields the following information in a format comparable to that included the Pennsylvania Route 6 Tourism Infrastructure Plan :
Appearance: Sidewalks are in the “village” portion and appear generally clean and safe, although there are no pedestrian walkways along Rt. 6 itself Visible welcome signs along Route 6 Some wayfinding signage in/outside of town and some signage to major tourist destinations
Public Space: Visible or accessible public spaces/grassy patches at Wayside Park Benches at Wayside Park No visible public restrooms Public phone is not available Accessible public area to have a picnic at Wayside Park No visible public areas to walk a dog
Public Safety Good maintenance of sidewalks in the business district Crosswalks are marked Pedestrian crossing signalization at Rt. 6/Rt. 296 intersection Reasonable posted speed limit and moderate traffic in business district Bicycle Route Y is marked with some signage leaving Route. 6 and following Carbondale Road (SR 3030) and Honesdale Road. Sections are narrow and curving. Street signs are fairly easy to read Fair street lighting on generic standards
Parking No visible bicycle racks Easy to find on-street unmetered parking: private off-street parking lots behind or on side of businesses; non public lots No visible parking for tour buses or RV’s although large paved triangular area near Waymart Hotel
45 Zoning
The US Route 6 corridor essentially bisects Waymart Borough and traverses the northern part of Canaan Township. The zoning overview is largely confined to those areas of these municipalities abutting Route 6.
Waymart Borough
The Zoning information made available to the planning team divides the borough into seven (7) districts, with four (4) of them abutting Route 6, as summarized below:
The C-G (General Commercial) District is the predominate zoning along the corridor embracing both sides of approximately 6,000 feet of Route 6 frontage including the US Rt. 6/PA Rt. 296 intersection. This District allows retail, cultural, public recreation, eating/drinking establishments and medical/professional offices as permitted uses and vehicle service related, hotels/motels, multi-family housing, fast food and shopping centers as conditional uses. Setbacks and other dimensional requirements are appropriate for highway-oriented commercial uses. There is a supply of vacant frontage in this District. The C-R (Commercial Recreation) District includes approximately 2,700 feet of Route 6 frontage, including a supply of vacant land. This District allows restaurants and other hospitality uses, public recreation and children’s camps as permitted uses amusement parks and other private recreation facilities, taverns and retirement villages/retreats as conditional
46 uses. Dimension requirements are appropriate for relatively low-density development providing for relatively large lot sizes and wide setbacks. The R-1 (Low Density Residential) District includes frontage along the southern side of Rt. 6 in the western portion of the Borough as well as a cleared triangular tract on the north side. As the name suggests, single- and two-family dwellings are permitted uses while tourist homes, clustered development, home occupations and some professional services may be possible as conditional uses. Overall, dimensional requirements reflect a moderate density profile rather than low-density, and are identical to the R-2 (High Density) District. The R-R (Rural residential) District essentially includes wooded areas on small sections on the north side of Rt. 6 abutting the R-1 District. Agriculture and single family homes are allowed as permitted uses, while mineral extraction, cluster development and mobile home parks, tourist homes, adult uses, kennels and multi-family dwellings among others are conditional uses. Dimensional requirements reinforce the rural/low-density nature of the District.
Although not on Rt. 6, the C-N (Commercial Neighborhood) District encompasses most of the “village center” of the Borough, permitting a mix of residential, retail stores serving local needs and professional services as permitted uses , but allows specialty retail, restaurants, taverns and other retail as conditional uses. Dimensional requirements may be adequate with the exception of the 25-foot front yard setback, which is not in keeping with most existing development.
Summary: The ordinance provides for a considerable quantity of commercial land with Route 6 frontage, most likely for commercial uses dependent on ready highway access and non-competitive with the C-N District. In terms of future reviews and discussion, the dimensional requirements in the R-1 District may require some adjustment to truly result in low-density development. In the C-N District, the extra review/approval on tourism-oriented retail may be a detriment to the type of stores that may seek out such a location. The front yard setback may require some review as well to bring it more in keeping with the narrow setbacks typical in a village or traditional neighborhood development setting.
47 Canaan Township
The Zoning information made available to the planning team divides the Township into five (5) districts, with four (4) of them abutting Route 6, as summarized below:
There are large areas in the PR (Public Institutional and Recreational) District, most to the west of the Borough but a small area to the east as well, allowing churches and related, community buildings, conservation subdivisions, stables and public/semi-public uses as permitted uses and recreational, accommodations, restaurants (non-fast food or drive-in)) and professional serves as conditional uses . Setbacks and other dimensional requirements are appropriate for low-density uses. There are small pockets in the RD (Rural Developmental) District, to the east and west of the Borough along Rt. 6, allowing agriculture, churches and related, conservation subdivisions, mobile homes, greenhouses, single-and two-family dwellings, public recreation, public/semi- public uses, schools and stables as permitted uses and adult uses, light industrial/warehousing, campgrounds, private/public recreational facilities, eating/drinking establishments, energy generation, extractive uses, mobile home parks, self-storage units and vehicle sales among the conditional uses . Setbacks and other dimensional requirements are appropriate for low-density uses. There are large tracts in the AG (Agricultural) District west of the Borough, including both sides approximately 7,500 feet of Rt. 6 frontage. Agriculture, churches and related, conservation subdivisions, mobile homes, greenhouses, single-family dwellings, public recreation, public/semi-public uses, schools and stables as permitted uses and light industrial, campgrounds, private/public recreational facilities, eating/drinking establishments, energy generation, extractive uses, self- storage units and vehicle sales among the conditional uses . Setbacks and other dimensional requirements are
appropriate for low-density uses.
48 The area abutting Rt. 6 in and around the village of Steene is in the ND (Neighborhood Development) District. Bed and Breakfast establishments, church and related, conservation subdivisions, one- and two-family dwellings, public/semi-public uses, schools and specialty shops are permitted uses, while eating/drinking establishments, health care, hotels/motels, greenhouses, private schools, professional offices, retail/service establishments, vehicle sales and self-storage are among the conditional uses. Setbacks and other dimensional requirements are appropriate for moderate-density uses.
Summary: The ordinance provides for an array of seemingly reasonable uses, and many uses are possible in all of the above four districts, with the exception of the ND District, either as permitted or conditional uses. The ND District is an example of the Township’s approach to a mixed use/traditional neighborhood development district and allows for specialty retail, a seemingly likely type of development. By spelling out conservation subdivisions as permitted uses in all of the above reviewed districts, the Township prudently encourages an instrument that land and site planners have come to embrace as a way of sustaining development while retaining a certain rural charm. Many of the conditional uses among the districts are those uses that may be of concern and perhaps subject to special conditions.
49 SYNTHESIS OF INFORMATION
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 various Community Workshops and a planning charrette, then proceeds to the determination of issues and opportunities.
First Workshop – The “Wish List”
Representatives from the community actively participated in a workshop designed to solicit ideas on how to improve the community as a tourist destinations. The Workshop was held in May 2009 and focused on (1) activities available for residents and visitors presently and (2) to identify the types of attractions, improvements and events that would enhance the area as a tourist destination. The existing attractions and things valued about the Study Area were reviewed earlier in this report while the following represents a summary of popular destination needs that represent actual votes by attendees that address the question “What is needed to make the Waymart a more attractive destination?”
What is Needed: While there was a range of responses there was consensus on just a few, reflecting voting. The following page summarizes all “wish list” items while the following ones were the consensus favorites:
Potential for community wide weekend yard/garage sale type event in the Spring
Installation of the Waymart Trail (Simpson/snowmobile)
50 Waymart Community Workshop Summary – Wish List to Enhance Area as Destination
Group 1 Group 2 Proposed Improvement Votes Proposed Improvement Votes Weekend Yard/Garage 10 Waymart Trail 12 Sale (Spring) (Simpson/snowmobile) Larger Venue for Music 5 Events/Activities Bulletin Board 8 Events (Park) Veterans Day Ceremony 4 Marketing Firm/Assistance 7 (Brochures, website) Holiday House Decorating 3 Develop Brick House – Farview 7 Contest Mountain September Depot Event 3 Map of Local Businesses 6 Fall Foliage Tours 2 Brochure-Activities 3 Fall Yard/Garage Sale 1 Better access to Windmills 3 Others mentioned but Better protection for historic 3 garnered no votes sites Winter Equipment Rental Farm Museum - working 2 Trails Tours – Gardens, cemeteries, 2 churches, studios, camps) Ice Skating Community Website – gov’t, 1 accommodations, restaurants, activities) * Spring Festival Ice Harvesting demonstration 1 Community Dinner Easter Egg Hunt Fireworks – July 4th Halloween Party
NOTES: Nearby Dams have role in education such as Prompton (Flood Control) and Wallenpaupack (environmental Trail from Depot to Sponjia Farm is quite popular for all seasons, and has connectivity possibilities. Community bulletin board at a central location (i.e. Wayside Park), conceptually to include information as a one-stop shop
51 Second Workshop and Planning Charrette
A second set of Community Workshops was held in conjunction with a three-day planning charrette during October 13 th – 15 th 2009 for the purpose of reviewing the planning process and findings to date, interactive field work, key person/focus group meetings and receive local input on preliminary recommendations. A total of 32 people participated in the Charrette
Public Session #1 10/13/09
Presentation: Rt. 6 and HCP Overview; Tourism Primer, “Uniqueness” description and localization, Connection of nodes, physical & non-physical elements under consideration and potential markets.
Public Input: Conditions: • The Brick House on Farview Mountain is seen as a figurative and literal “gateway” and a “lynchpin” between the Lackawanna Heritage Valley and the Poconos; potential property ownership matters facing trail including Aqua Water Co. and Espenshade (sp) • D&H Trail Markers (30,000 +/-) are to be placed along the 100+ mile ROW to help display this resource • Geo-Caching is recently gaining popularity (geo-cachers visited D&H Depot/Museum a few days prior to this meeting) and seen as a future attraction • Discussion of proposed National Register Historic District shows local sentiment not particularly in favor, since most “historic” structures were noted as being gone • Rt. 6/296 (Belmont St.) intersection seen as being rather generic • There are several historic cemeteries that are no longer used for new burials – one (Clark graves – “Clarksville”) near the Belmont Street/Carbondale Rd intersection and the other (Stanton Grave) on Rt. 296 north of Rt. 6. Both are on private property • Locals see the Waymart Hotel as being both “historic” and a major draw/anchor. The owner has developed an outdoor “pit” area and a “stone garden” used for receptions, dinners and other events. • Prompton State Park presents a set of issues since it is identified by DCNR as being “undeveloped”; it has a boat launch (10 HP limit), trail/birding areas • Numerous lakes (i.e. Elk, Ladore, Keen, etc.) but all are private • Numerous Retreats/Conference Centers – Lake Ladore Retreat & Conference Center, Sponjia Farm/Bishop Hodur Retreat and Recreation Center and God’s Mountain Retreat Center o A private business Little Relaxations advertises Message Therapy o Himalayan Institute is located in nearby Honesdale advertises yoga, meditation, spirituality, and holistic health
52 • Lionel is releasing a replica of the Stourbridge Lion in Honesdale on November 11, 2009 • Bicycle Route Y follows Carbondale and Honesdale Roads (old Rt. 6 as per historic maps) but ROW is narrow in places
Needs: • The Brick House is seen as a good location for a visitor’s center for interpretation of D&H, Farview Hospital for the Criminally Insane and the Windmills; would allow walking and hiking • D&H Markers should be GPS located • Better visibility for Visitors Center – on Route 6 or in business district • Gateway enhancements to Rt. 6/296 intersection; with some designation of “Waymart – A Community that Cares” with “caring defined to reference a long community history of tolerance and as a retreat • Need for bicycle shop for sales and repairs if trails are developed • Development as a “trail town” requires food, fuel, accommodations and retail • Prompton State Park merits attention/enhancements if it is to become important in tourism - no beach, no swimming and no State investment • Birding potential on Farview Mountain
Government/Public Agency Focus Group 10/14/09
Conditions: • Signage gaps throughout area for attractions, resources, businesses, etc. o Find alternate ways to inform those driving by about Waymart o It was noted that in this region not everybody has web access • Rt. 6/296 intersection is in need of enhancement – potential “smart transportation” location • State website Bicycle Route Y information is fairly basic consisting of only a generalized map with no info on surrounding towns, attractions, resources, etc. • There are several websites with a Waymart connection, potentially creating confusion over which is the updated and/or official one • There was discussion over local/county capacity to implement whatever WorkPlan is developed • Local regional and private attractions (i.e. Lake Ladore Retreat & Conference Center, St. Tikhon's) are starting to understand that they are “part of the community” and working together addresses common goals • Relative strength – A campground is located in Waymart, which was noted as being the only one in the region • Challenge – Visitors of inmates in the State/Federal prisons • Waymart has a “foot” in two heritage regions – Route 6 and Lackawanna Valley
53 • Lackawanna Heritage Valley Authority as a National Heritage Area has the advantage of having access to Federal funds for projects, such as signage o It was noted that the LHVA is always looking for good heritage projects o LHVA did aid in funding the restoration
Needs: • Descriptive signage at strategic locations – cross-referenced with website identification (www.waymartpa.us) • Connecting with travelers in the larger region – cross-promotions • Expand web presence to address places to visit, eat, sleep as well as potential itineraries, focused on extending stays overnight • Waymart “village” concept (i.e. relatively large land area for Borough but compact settlement along Routes 296 and 6) requires revisiting existing zoning ordinance (circa 1992) to consider a mixed-use village district o County Planning office can assist in Subdivision/Land Development but not zoning • The proposed D&H Trail is important as a connection and destination – possible promotion could emphasize “coming for the trail but stay for the community” • Nature-tourism development and promotions should address the “soft adventurer” (i.e. older nature tourist) who may be somewhere between sedentary and extreme • Consider developing a “brand” for the Moosic Mountains, separate from the Poconos, o Perhaps focusing on Moosic as a dual “gateway” for Lackawanna Valley and Poconos o Waymart has a rural Wayne County “feel” rather than a Poconos one • There should be a concerted effort of sharing links with allied websites – LHVA.org, and www.nepa-alliance.org • Coordination is urged via the Pocono Forest and Waters Conservation Landscape initiative (has mini-grant projects) • NEPA noted availability and assistance in several areas o Private foundation funding sources o Website upgrade grants • Suggested itinerary – develop two bike loops/tours with cyclists taking one on one day, stay at Ladore Lodge then take the other the next day • Snowmobile trails are also critical to have some trail use at all times of the year
54 Religious/Youth Focus Group 10/14/09 Conditions: • Locals like the “Community that Cares” idea • Methodist Church sponsors various activities reinforcing “community that cares” image o Weekly “Open Door Café” where meals are served – free meals for needy and social event for elderly (It is a registered soup kitchen) and food delivery as needed o Also sponsors haircuts, backpack and clothing depot programs o Christmas Present Program (Gift Cards for parents to buy for children) and a Blessing Basket (cookies) o Bicycle Program – receives bike and bike part donations, repairs and distributes to those in need • Catholic Church is an Angel Food affiliate as of November 2009, providing discounted food sales/delivery and provides transportation for worship to/from Lake Ladore Retreat and Conference Center • Good cooperation among local churches is noted • Potential for a Mennonite Church (presently uses part of another church) and School • No Senior Citizens Center in this section of County • No single event for the Waymart Historical Society
Needs: • To get around the constraints posed by weather, indoor activities are required offering positive activities for youth – chess, board games, technology games while parents tour heritage facilities • No prison ministry program – “program difficulties” noted • Re-introduce a combined churches picnic • St. Patrick’s Church and Cemetery is a potential National Register Site – Church is closed but building is maintained and used for special events, weddings, etc. • Community needs a better way to tap into, connect and engage residents o Recent influx of new and talented people o Disconnect between long-time residents and newcomers o Disconnect among generations o Increase pool of volunteers • Bicycle market potentials o Tour loops for families, adults and activities for children o Bike/tandem rental • Given the predominance of privately owned attractions (i.e. Keen Lake, Lake Ladore facilities, etc.) consider some type of user/per diem fee for tourist not staying at the respective location • Expand the scope of the Pride and Patriotism Parade to include other events for families/youth after parade • Additional weekend events to augment signature Pride & Patriotism (mid- June) and Waystock (mid-August), those mentioned include
55 o Pet Dress-up event o Haunted Tour and/or Maze o Harvest time o Large Halloween event (locals not the existing popularity of Trick- or-Treating in a small town) tied in with community event/food o Large Community Yard Sale o Potential Church Tours o A signature event for Historical Society • Gathering place for Senior Citizens – would engage and energize this segment • Regional meetings/workshops among other Route 6 Heritage Communities at revolving locations – Waymart has retreat facilities that could host the first of these events • Potential for commuter rail to New York City from Honesdale; augment and complement existing excursion rail trips • Interactive and technologically-oriented interpretation of critical heritage sites
Public Session #2 10/15/09 Overview – A Cross-Roads Community and “A Community that Cares” – connecting businesses, stories and organizations needed for the visitor’s experience • Overall Issues: A community with a wealth of private retreats and points of relaxation and/or facilities limited by a specialized clientele and purpose • Translating the heritage of “caring” into a definable market – correctional institutions, private/faith-based retreats, a seminary, etc. • A true cross-roads literally and figuratively – Milford-Owego Turnpike, D&H Gravity Railroad, Route 6, the human cross-roads as seen in correctional facilities and peaceful retreats and the cross-roads of the Lackawanna Valley and Poconos • A disappearing past with little in the way of accessible/visible reminders, minimal signage and incomplete interpretation opportunities • Proposed projects and activities focus on additional events, select structural projects, “village” enhancements, tours and signage
Comments: • Community clean-up day – two-fold purpose of keeping community clean and bringing together generations • Better welcoming signage at four locations • Explore opportunities afforded by snowmobiling • Additional activities are needed to enhance the role of Pride and Patriotism Parade – 3-4 hour gap between parade and Fireman’s activities (i.e. yard sale in coordination with Carbondale and Honesdale, scavenger hunt, geo-caching, etc.)
56 • Old Fashioned Harvest Fest is needed, building on existing events such as Cavage’s Free Corm Maze (1 mile from town), Trick-or-Treat tradition, expand on high school activities, etc. • The Parks and Recreation Committee needs to improve the distribution and timing of activities during community events • Internship opportunities between the High School and businesses/attractions has the two-fold role of engaging youth and helping area resources/attractions • Focus on better utilization of the existing website ( www.waymartpa.us ) rather than developing other sites o Add tourism and cross-promotional links o Wayne County Chamber website was noted as hosting event/activity schedule [actually it is at www.visitwaynecounty.com ] o Website maintenance is required
A total of 32 people participated in the Charrette
Key Person Session #1 – Fr. Sergius Bowyer (Igumen), St. Tikhon’s Monastery and Theological Seminary (570) 229-0159
This is the oldest Orthodox Monastery in the US, founded in 1904 and located in South Canaan, PA just south of Waymart. Major facilities include: • Church • Chapel • Metropolitan Theodosius Museum • Icon Repository • Book Store • Seminary There are numerous dormitories, chapels, shrines and other buildings, as is a cemetery where Russian Princes and clergy were buried. The public is invited especially to the book store and upstairs museum that traces Orthodoxy in America and the Icon Repository (open by appointment) that includes the largest concentration of icons from 15 th -17 th Eastern Europe. Noted physical improvements include basic restoration of older structures and special monastic chairs for the Chapel.
Key Person Session #2 – Micky Mosier, Lake Ladore Retreat and Conference Center (570) 488-6129
The complex consists of more than 1,400 acres of pristine woodlands, trails and a 265- acre lake, and has been in operation for 33 years. Major facilities include a main lodge (67 rooms), Ladore Village (a collection of fully winterized Cabins able to lodge up to 400 guests, two Retreat Houses (each with 12 rooms that can accommodate up to 28 guests) and a large fine arts building (with stage/auditorium). It is noted that up to 700 people can be accommodated in the facilities. This is a facility of the Salvation Army. Alcohol and tobacco are prohibited and there is no television or phones in rooms (public available). Historically, the site was formerly a Jewish Camp and even hosted union organizing by John Mitchell. Groups are popular attendees especially between May- October. Conferences and reunions are common on weekends. A Summer Camp hosts 400+ children from the cities. The market area for conferences/groups/others is
57 noted as a 250-mile radius of Waymart, with most business due to “word of mouth” (it does have a website) and repeat business. Activities available to those staying include fishing, a paddle boat, a pontoon boat, various indoor/outdoor games, swimming and Bible study.
Key Person Session #3 – Keen Lake Camping and Canoe Resort, Janet Keen (570) 488-5522
Keen Lake Camping and Cottage Resort is a privately owned 90-acre resort on a mountain lake, located just off Route 6. The campground offers a variety of accommodations RV Camping, Popup Camping, Tent Camping, Seasonal and Year- round Cottage Rentals. Among the local activities reserved for those staying are swimming, fishing, boating and play areas. Up to 400 families can be accommodated and the season extends from May-October. The camp sites are served by sewer and water, although the latter were noted as being shallow in depth and subject to freezing (being addressed presently). Four of the cottages are year-round units. The market was noted as being “local” overall, with 135 seasonal regulars, but people are also attracted from NJ, NY, MD, CT and FL. They participate in a marketing effort aimed at Western and Northwestern PA., but repeat business is also noted as being important. There are a number of historic structures and resources on the property, including a D&H dam, several historic structures (former school) and D&H culverts. The Keen family has been involved in the resort since the 1950’s, and it is still considered a “family business”.
Recommendations
There are many existing and proposed historic and tourism sites some requiring development and others signage, better linkages and connections
Trails have been identified locally that would tie into a regional trail • The Simpson-Waymart segment would connect with proposed D&H Rail Trail and O&W Rail Trail in Simpson; Brick House would be a trail head • Local trail would connect Brick House to Lake Ladore via historic Carbondale Road • Long-term potential for loop trail following some of the D&H Steam RR ROW via Canaan and South Canaan Townships
Brick House would be a focal point • Local/regional Visitors Center (sight distance at driveway may be an issue for a Highway Occupancy Permit) • Dual Gateways – Lackawanna Valley and Poconos • Trail head • Wind Energy Interpretation Center • SCI/Farview State Hospital for the Criminal Insane Interpretation Center • Gravity Railroad Interpretation Center
Gateway Enhancements – Intersection of US Route 6/PA Route 296 • Community Identification Welcoming signage • PHMC Marker (Gravity Railroad) • Landscaping
58 “Village Enhancements” – Waymart is a geographically large borough for its population, with much vacant and agricultural land; focus on the “village” (i.e. built up area) • Period lighting • Benches and Banners • Bulletin Board/Kiosk • Mixed-use zoning revisions • Residential “Elm Street” type enhancements along Belmont Street
Various Tours are identified • Rt. 296 Auto/Bike Tour – linking Waymart and agricultural areas to north and south; St. Tikhon’s (south) and Windmill viewing (north) • Carbondale/Honesdale Roads Auto/Bike Tour tracing part of D&H Gravity RR ROW, dam and culverts and Farview property • Lake Loop Auto/Bike Tour – via State Routes 296 and SR 3028 the stabilized Township Roads around Lake Ladore and rural countryside; SR 3028 follows Milford-Owego Turnpike and access historic St. Patrick’s Church/Cemetery near Fermoy village
Public Access/Private Lands • Per diem lake use permits/fees • Snowmobile trails on private lands • Encourage DCNR to develop facilities at Prompton State Park
Signage/Wayfinding • Early Action Project – Spring 2010 event placing small D&H Markers along former ROW, properties and communities, augmented by volunteer/student GPS coordinates; the project is sponsored by the Delaware & Hudson Transportation Heritage Council • D&H resources (i.e. Depot, ROW traces, culverts, dams etc.) • Other local resources - Lake Ladore, Keen Lake., St. Tikhon’s, Sponjia Farm, St. Patrick’s, etc. • Community Identification welcoming/thank you for visiting with website identification ( www.waymartpa.us ) • Heritage Route 6 on Carbondale/Honesdale Roads (identified as Route 6 in 1916 map but not in 1950’s) • Interpretive panels are recommended for various resources o Remaining D&H resources o Colonial Stanton for the Yankee-Pennamite context o Keen and Ladore Lake (formerly Stanton Pond) and D&H heritage o Various “retreats” – Ladore (former amusement park), Sponjia Farms, King’s Mountain o St. Tikhon’s o “Downtown Block” focused on pre-fire era o PHMC Marker – Gravity Railroad
59 Activities/Events • Community Garden – “growing relationships” among residents • D&H Marker Early Action Project (Spring 2010) • Spring/Fall Community Yard Sale • Harvest Festival (corn maze, hayrides, cemetery tours) • Church Tours – Christmas • Winter Festival – tie in with snowmobilers/snowmobile clubs
Community Center – multi-purpose; bringing together generations and visitors • Senior Center • Education/Reenactment • Gathering place • Bike Donation/Rental • Community Dinners • Library
Marketing/Regional Connections • The idea of “rest, relax and retreat” is in keeping with the concept of “a community that cares” • Numerous Regional Public Agencies/websites o Pocono Forest and Waters Landscape Initiative o PA Route 6 Heritage Corporation and Visitors Association o Lackawanna Heritage Valley Authority o Pocono Mountain Visitors Bureau o Wayne County Chamber of Commerce o VisitWayneCounty.com • Local web presence identifying attractions, accommodations, food, retail, itineraries o Add “Tourism” category to www.waymartpa.us o Links with existing public and private websites o Improved web presence for Historic Society • Small brochure/card • Cross-promotions o Regional public agencies o Other communities (i.e. Honesdale, Hawley, Carbondale, etc.) o Other Route 6 communities
Implementation • Permanent Council/Task Force – cross-section represented • Phased approach • Private funding/foundation search (via NEPA) • Public Funding (i.e. DEP, LHVA, DCNR mini-grants, Pocono Forest and Waters Landscape Initiative • Access grant for website presence/improvement via NEPA • Connections with other Route 6 Heritage Communities – annual gatherings with initial suggested in Waymart (one of the retreats)
60 Third Workshop – “A Community that Cares”
A total of 29 attendees actively participated in a final workshop designed to provide a background and context for the planning efforts and to present a recommendations overview. The Workshop was held in The Lodge at Keen Lake on April 26, 2010.
Program Overview: HCP Workshop Presentation – Background and Context Tourism “Factoids” Issues & Opportunities (PowerPoint Overview & details on handout) Recommendation Overview
Following the presentation, most discussion focused on localization of recommendations and “next steps” for implementation, as well as local perspectives on recommendations.
Numerous marketing and promotional efforts are underway or planned by local businesses and others: • Ladore Conference Center markets (brochures, website, etc.) in a number of areas in the US and Canada. Marketing has led to repeat visitors to the Lodge and the Borough. • Facebook now being used at Keen Lodge to market their accommodations and services. The response has been huge and has been able to connect former campers with the place where they spent their childhood summers. • www.waymartpa.us is the “official” website (became Waymart Area Parties in the Park Inc.) • The Gravity Inn has a Facebook fan page that is being used to market the Inn. The page currently has 2000+ fans • The Waymart Hotel is in the process of developing a website • The Leaping Rabbit markets on B&B Online.
Some audience members had questions about public use of Lake Ladore.
Marketing and promotions: • There is only one Waymart in the US and possibly the world – this should have some relevance to marketing • Lake Ladore had their first WinterFest in 2010. This event was a success. • The biggest beacon that Waymart has is the Windmills. How can we tie “Waymart” to “Windmills”? • Develop Old Rt. 6 signage • Prisons must not be overlooked. There is a large influx of people (Consumers) who travel to the area to visit friends and family members in the prisons. • Interpretative panels should be placed at historic locations throughout the Borough (Brick House, Gravity Inn, Waymart Hotel, D&H Depot, etc.) • St. Tikhon’s is also important to the area and should not be overlooked. • Waymart hotel is also a vital part of the community.
61 Trails and related: • Feasibility study for trails is needed • The focus of the trail will now be away from the prisons. • Develop bike lane on Old Rt. 6.
Special and unique resources: • The Brick House can be welcome center and can act as viewing point for windmills • Maple trees were original part of the community and perhaps it would be possible to bring them back.
Issues and Opportunities Statement Overview
The matrix below summarizes discussion items encountered during the Heritage Communities planning process. 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 Opportunities
Route 6 bypasses the charming “village Attractive and charming “village center” area center” of the community, with many travelers never seeing it Generic “highway commercial ”corridor A number of tourism-oriented outdoor activities along Route 6 and especially at the June-October intersection of US Route 6 and State Route 296 Few reminders/memorials of the D&H era Rich heritage – D&H Gravity Railroad, Milford- other than the Depot Owego Turnpike, Camps Amusement Parks and Retreats Many historic resources on private land or Present institutions and facilities reflect gone “heritage of caring”
Few stores/businesses catering to travelling Steady population gain in area seems likely public
Potential negative connotation may be Green message - Wind turbines in contrast to associated by hosting two correctional “carbon” past facilities Easy to bypass or drive through for regional Strategic location in relation to traffic Scranton/Wilkes-Barre area and Poconos
62 Synthesis
The elements of a local heritage effort are premised on an approach that provides understandable and interesting linkages with the community’s rich social, cultural and economic past and the present, embracing such disparate elements as the timber boom years and nature tourism opportunities. This requires building and linking localized themes that link many resources:
Physical improvements ranging from a more welcoming gateway on Route 6 to enhancing the “village center” of Waymart, in commercial and residential areas;
Non-physical improvements to the downtowns including business recruitment, common hours, promotions, attracting the arts and recreation/entertainment services communities, etc.;
Development of the Brick House cultural, energy and heritage tourism resource;
Development of auto, bike and walking tours and development and expansion of the trail network;
Telling the interwoven D&H Gravity Railroad story with the mining and canal stories in concert with the nearby Route 6 Heritage Communities of Carbondale and Honesdale;
Connectivity and access with nearby lakes, lands and trails;
Additional community events and venues;
Development of a localized marketing and promotion effort, keyed to a coordinated and coherent message, linking Waymart, the region and the Corridor closer;
Careful events and activities programming and advertising keyed to a coordinated and coherent message that does not ignore either the resident or visitor;
63 IMPLEMENTATION
The planning process has identified a number of localized implementation measures aimed to enhancing the Waymart Area as a better tourism destination and as a community. It is often easy to overlook the latter, but one major goal of heritage tourism is to stabilize and enhance the community’s economy.
Heritage Route 6 Economic Impacts
Heritage PA sponsored a study of the economic impact of State Heritage Areas (SHA) in Pennsylvania. The study analyzed the economic impact of heritage areas and in Pennsylvania six SHA’s including PA Route 6 participated. Surveys were conducted at several sites in August through October 2008. Survey data was paired with visitation statistics for specific sites within each heritage area and fed into an economic impact model developed by the National Park Service called Money Generation Model (MGM2). The results released in 2010 revealed that visitors to participating SHA’s in Pennsylvania spent a total of $300.9 million in 2008, generating an estimated $255.8 million in direct sales, which supported over $95 million in salary and wages for Pennsylvania residents. Approximately 56% of the spending ($168 million) was generated by overnight visitors staying in hotels, motels, B&B’s, inns and other lodging, 29% ($88 million) by those either staying with friends/family or in campgrounds and 15% ($45 million) by out of town day visitors.
According to the Route 6 SHA portion, released by the PA Route 6 Alliance, Route 6 attracts 3.5 million travelers a year, who spend approximately $91.1 million dollars, supporting over 2,000 jobs. The study also revealed the following: 55% of the visitors to Route 6 were first time visitors to the SHA; Over 67% of the 407 respondents, or 274 persons, were staying overnight with the following major characteristics: o 118 (43.1%) in hotels, motels, bed & breakfasts or inns o 95 (34.7%) in campgrounds o 40 (14.6%) with family/friends in area o 21 (7.7%) staying overnight outside the area. The average stay along Route 6 was 2.9 nights. The typical Route 6 travel party is one to four adults traveling without children, in fact 84% of the travel parties are without children under 18 years of age. Approximately 32% of the visitors reside in a different state, 17% reside in a county within the Route 6 SHA and 51% in a county outside of the SHA. The average number of facilities or attractions visited along Route 6 is 2.8.
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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” (earlier Rt. 6 SHA data suggest this percentage is much lower within the SHA);
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 High gasoline prices notwithstanding, the RV industry appears to be healthy (RV’s are premised on “control” not necessarily costs)
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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 cite 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 Waymart, driving time suggests that a visitor from nearby Scranton could justify a trip to Waymart with approximately 2 hours of activities; while the visitor from the Stroudsburg area would require over 4 ½ hours of activities and a visitor from Philadelphia would need over 10 hours of activities (and lodging).
Obviously, experiences from an area larger than the Waymart area 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 (with local relevant notations in parenthesis): o A good plan that takes into account local resources and likely visitors who may be attracted by various features, such as natural resources [i.e. forests, recreation, etc.], cultural resources [i.e. history, ethnic heritage, etc.], human resources [i.e. performing arts, crafts, etc.] and capital resources [transportation, hotels, etc.]. (These are the foundation of this Heritage Community Planning effort.)
Partnerships among visitor, development, business and other organizations, representing the private and public sectors, much like the Waymart Stakeholders Group;
Billboards and signage that “tease” and tempt or give a reason for visitors to stop, avoiding overused 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. (Waymart needs better gateway signs.)
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?
Take community design into account especially at entranceways focused on places that will make the best first impressions, keeping signage uncluttered and professionally done. (Again, Waymart’s gateway signage requires attention here).
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As a corollary, communities need adequate and user friendly wayfinding signage. (Several examples in Waymart).
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. (Does not appear to be a concern in Waymart.) By the way, studies show that most visitors need up to 4 hours of parking at a given location.
Make the “frontline” employees such as 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 .”], cross promotions or other local efforts.
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. (Presently not available in Waymart).
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. (Presently the only “cluster” is at the Rt. 6/Rt. 296 intersection and more oriented to the convenience shopper “just passing through”).
Creatively convert any negative characteristics into positives, [i.e. pointing out parking and walking to avoid periodic congestion].
Develop a unique idea or concept that sets the community apart and becomes intrinsic in its theme (This is a basic component of the Heritage Communities Program). This may be one of the most critical and difficult elements, since many communities can claim to be a friendly small town that is 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 a Visitor’s Center.
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 (There is an interesting museum in Waymart).
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
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resources. (Waymart is relatively well located in relation to population centers and regional tourism 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. (Wayne County markets www.visitwaynecounty.com as its official tourism website and promotes attractions and resources in various Wayne County communities including several in Waymart).
Promote the community in terms of 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 theme or perception.
Photographs should show the activities not just the resources or attractions. Again, sell the experience and not the location. (www.visitwaynecounty.com website shows some of this.)
Promotional items should create a positive image and provide a simple way to respond or call for more information.
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 [i.e. coordinated and recognizes the value of search engine optimization] (Recent local effort to centralize local information on www.waymartpa.us ); and
Advertising should be frequent and consistent. (Part of recommendations)
Taken together the above reinforce two critical components of any local heritage community effort, simply stated what is unique about the Waymart area and how does the community setting (i.e. visual quality, retailing, attractions, diversions, etc.) interface with the area as a destination.
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Tourism Factoids
The following factors have been identified by Destination Development International and premise this Heritage Community planning effort: #1 tourism activity worldwide – shopping, dining and entertainment in pedestrian friendly setting having a critical mass of food, specialty retail and stores open after 6:00 (when 70% of spending occurs) Tourists are active 14 hrs/day – 6 hours in the primary activity that brought them to a place and 8 hours in secondary/diversionary activities Secondary or diversionary activities account for 80% of visitor spending Curb appeal accounts for 70% of most recreation and accommodations and food services sales Overnight visitors spend three times more per day than day trippers
Building on the above the keys for success include getting visitors and passersby to stop and create and maintain ways to keep them here longer. In other words, the community needs to enhance its role as an overnight destination. Thus, the WorkPlan should: Develop, revitalize and maintain – things to do and keeping people busy Inform and direct – personal contact not just signs, websites and brochures Become a destination Sell the experience not just the place A good first impression – aesthetics and community design
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 matrix on pages 73 78 describes and relates the recommendations, and places them into a suggested implementation timeframe.
Central to the implementation is a local responsible and coordinating party assuming the role initiated by the Waymart Stakeholders Group that spearheaded the process. Pragmatics should rule here, in that as is the case with smaller communities, there are only so many people to go around. At the same time there are several organizations in Waymart that play critical civic roles and carry out important betterment projects. 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.
The implementation process is complex and interrelated, and depends on applying for and receiving a certain amount of public and private funding. The final plan will be placed before a State Oversight Committee in an effort to see that this occurs. Central themes are carried forward as an attempt to reinforce Waymart in relation to Route 6 and other regional themes.
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Administrative Framework/Institutional Issues
A central recommendation critical for follow up and implementation of the Heritage Communities Program concept is the institutionalization of a steering committee or task force that will be the central focal point for localized tourism activities recommended in this Plan. This group can bring together various elements of a very small community. The steering committee or task force is recommended to meet the following: It should be representative and focused, embracing the community, area tourism resources and focused on furthering the recommendations of this Plan; It may include various existing groups and committees; It may also include County and regional planning and development agencies; and It should be officially sanctioned by municipal governing body as in charge of Plan implementation.
The steering committee or task force is seen as a facilitator and coordinator focused on the implementation of WorkPlan recommendations. The steering committee or task force essentially “keeps things moving”, carries out activities and monitors the community agenda and encourages actions. In either case, the steering committee or task force also has annual reporting responsibilities to the Pennsylvania Route 6 Alliance, so that the Alliance is kept abreast of progress towards carrying out the WorkPlan.
Administrative – Regulatory Issues
The Pennsylvania Municipalities Planning Code (MPC) is the framework for local level land use and land development plans and ordinances within the Commonwealth, and clearly recognizes municipal governments as the land use/land development regulator. Simply stated, MPC allows communities to exert as much or as little of a regulatory framework, within some rather general guidelines. Both Waymart and Canaan Township has enacted and enforce individual land use regulations. Pages 46 49 of this WorkPlan review present zoning and land use regulations, as well as comments on these regulations especially as they relate to recognized and localized Route 6 heritage resources in relation to Route 6 themes. The steering committee/task force or other variation of a Heritage Community Program implementation vehicle, while having no formal role in such regulations, may serve as a point of coordination and advocacy with the Borough and Township in a coordinated approach to revisit and revise land use, land development and signage regulations in the interest of tourism and other considerations. Overall the zoning regulations are adequate in the Borough but several relatively minor recommendations are made as well as one more significant recommendation for both the Borough and Township:
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Waymart Borough Regulations: As the review notes, the R 1 Low Density Residential District dimensional requirements are suggested to be reviewed to yield wider setbacks and larger minimum lot sizes, in keeping with the concept of low density and also reflecting such developmental patters in rural village settings. In the C N Commercial Neighborhood District revising the 25 foot front setback is suggested, considering the potential for a “floating” front setback for new construction (i.e. buildings, additions, etc.) in the C N District whereby the existing front setback may be set by adjoining existing buildings or average setback of the block (i.e. helps preserve historic “village” appearance), or consider a maximum setback especially to avoid the break up of urban design with parking areas and out of character large front open space.
Consideration of design standards and/or guidance in land use and other local regulations: There are relatively long stretches of potentially developable land along Route 6 and, especially in the case of the Township, along other State Routes. Simply stated, design standards are defined procedures, dimensions, materials, or other components that directly affect the design of a facility. A number of communities provide guidance on the other design considerations, such as the City of Sparks, Nevada, which outlines guidance on everything from building site layout to light standards as depicted below and on the following page. This may be prudent to retain a certain aesthetic quality, provide for safe access and still encourage commercial growth.
Alternative Highway Commercial Layout – 15% of total building frontage at/near front setback line, reinforcing streetscape and screening parking.
Parking and circulation standards that illustrate written requirements, depicting a hierarchy for driveways, landscaping and other site planning considerations,
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Illustration of design and site amenities for entry driveways.
Alternative methods of achieving the screening of parking areas via perimeter buffering
Addressing the often overlooked concept of screening utility and mechanical equipment.
Such standards are in fact written in narrative form with the graphic depictions as a means of providing examples that transcend some of the more subjective design statements found in numerous local ordinances.
Other Regulatory Considerations: In addition, the local regulatory framework is suggested to address to whole concept of Attraction Signage. Consideration of these signs or even a citation to the PennDOT regulations is suggested in future updates of the ordinances. This is an area where a regional approach may benefit the communities and the attractions that help define the region, in the form of common language, requirements, etc.
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Short-term (first 12 months after adoption)
Recommendation/Action Implementation Description Comments Category Determination of proper implementation vehicle and Building on the Stakeholders Group membership, the framework expanded group needs to decide the form and format of the Continuation/Transformation Administrative Creation of new steering committee or task force implementation vehicle. The possibility of forming a new of Waymart Heritage Expansion of role of existing steering committee or task steering committee/task force or adapting an existing Community Program (HCP) force committee or agency for a new purpose must be determined. The chosen vehicle reviews the Stakeholders and other Other new agency/committee recommendations, suggested priorities and involved Early-Action Activities Expansion of role of existing agency agencies, organizations and individuals and makes An expanded formal group building on the activities of necessary revisions and refinements. Suggested invited the Stakeholders Group charged with the review, agencies may include (subject to local decision): Borough of Waymart revisions and refinement of recommendations Waymart Area Historical Society and Museum Will also convene and coordinate various agencies Waymart Business Association Establish/maintain a Facebook page focusing on local Waymart Area Churches HCP activities Canaan and South Canaan Townships Institutionalize connections among area resources, Wayne County Commissioners attractions Wayne County Chamber of Commerce Confirm/refine priorities among projects suggested in Wayne County Historical Society WorkPlan Local Businesses with tourism connections/interest Representatives from local attractions (i.e. Camp Ladore, Identify possible future events, festivals and shows of Sponjia Farm, St. Tikhon’s, Wind Energy, etc.) interest to members, for consideration: o Representatives from State and Federal Correctional Community Garden – “growing relationships” Facilities among residents Local residents with interest in heritage and tourism o Spring/Fall Community Yard Sale Will improve coordination among local groups/committees o Harvest Festival (corn maze, hayrides, and formulate a direction cemetery tours) o Church Tours – Christmas Stakeholders develop and maintain or participate on an o Winter Festival – tie in with existing Facebook page on Waymart focusing on local snowmobilers/snowmobile clubs resources, feedback and a call for volunteers
Determine additional non summer event or events
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Short-term (first 12 months after adoption) - continued
Recommendation/Action Implementation Description Comments Category Carry out litter indexing with teams focused on 9 Low/no cost items that are carried out quickly that (1) Short-term Visual Quality Administrative identified areas (see Litter Indexing Map, see page 84) enhance visible areas and community gateways, and (2) Enhancements Marketing and coordinate plantings, landscaping and welcoming show public that “something is being done”. These are signage restoration as needed at gateways annual or more frequent events throughout ten-year period. Installation of signage at the Route 6/Route 296 Early action project to enhance Rt. 6 community visibility Community Enhancement – Heritage Resource intersection with other locally determined information and image for visitors and to show locals that “something is Community Identification Development such as a website reference, upcoming events, etc. being done”. Costs may vary from a few hundred to $2,500 Welcoming Signage Marketing Addition of landscaping is recommended as well. depending on style, construction and message. Locals phrased it as welcoming/thank you signage Steering Committee/Task Force dealing with In addition to the local www.waymartpa.us and administrative and marketing components central to www.visitwaynecounty.com other websites are of interest to the WorkPlan keyed to building on central concepts: Waymart tourism, including those of the following: Wayne County Chamber of Commerce Coordination, Identity and Marketing Waymart as the Community that Cares Pocono Forest and Waters Landscape Initiative Clear Message Administrative Waymart as a central link in the transport of coal PA Route 6 Heritage Corporation and Visitors Association and part of the early American Industrial revolution Lackawanna Heritage Valley Authority City of Carbondale Getting out the local message/identity: Pocono Mountain Visitors Bureau “Waymart” is truly unique with no other similarly named Waymart’s localized cultural and industrial heritage information and all events must be added communities showing up on the first 50 or so pages of an internet search, yet it is somewhat under represented on to local websites – local and regional line. Addition of a “tourism” tab to www.waymartpa.us Completion and GPS references for the D&H Marker Project consists of placing small D&H Markers along former Trails and Related program ROW, properties and communities, augmented by Heritage Resource volunteer/student GPS coordinates; the project is sponsored Development Initiate routing trail signage roadside linking the Brick by the Delaware & Hudson Transportation Heritage Council Marketing House with Lake Ladore Brick House Ladore trail signage at strategic locations from
Brick House along SR 3030 (Carbondale Rd)/South St. Double faced Signage $600 $800
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Mid-term (1-5 years) Recommendation/Action Implementation Description Comments Category
Erection of a PHMC Marker at the intersection of Rt. 6 Nominations for markers are submitted to PHMC by any Community Enhancement – and Rt. 296, relaying the story of Waymart’s role as a person/organization. Nominations postmarked by December st Historic Marker Program Heritage Resource critical link in the transport of coal and as an important 1 are evaluated by a panel of independent experts and Development player in the early phases of the American Industrial reviewed by PHMC commissioners in February with action Marketing revolution in March, based upon the proposals’ adherence to PHMC’s "Guidelines for Approval of Historical Markers". Markers Interpretive range in cost from $1,400 $1,850 in addition to other installation costs. The PHMC will assume all responsibilities for maintaining the marker once installed. Begin planning and implementation of an effort Work with regional trail agencies, such as the Rail Trail Heritage Resource establishing a trail head at the Brick House and linking Council of Northeastern Pennsylvania, the Rails to Trails Resource Development – Development it the D&H and O&W Trails in Simpson Conservancy and other organizations and enthusiasts in Regional Trail Connections establishing a trail linkage between the Brick House and existing and proposed trails at the Simpson trail head. Major funding sources for trails have included DCNR C2P2 Programs (Recreation & Conservation, Pennsylvania Recreational Trails, Rails to Trails); most require 50% match. Installation and maintenance of a centrally located This is an enhancement at least as important for the Village Enhancement – Marketing community bulletin board/kiosk that advertises resident as the visitor, located somewhere along Belmont Informational Bulletin upcoming special events, observances, dinners, Street within the “village” portion of the Borough. Local Board festivals, etc. fundraising necessary for a low cost ($300 $500) board, but responsibility for posting and maintenance should be determined as well. Route, interpretive and wayfinding signage along SR Building on the routing signage in the first activity year Resource Development – Heritage Resource 3030 (Carbondale Road/Historic Rt. 6) and Honesdale interpretive and wayfinding signage for the following; Auto/Bike Tour Development Road Farview Sponjia Farm and Lake Ladore facilities D&H heritage sites including Depot, Steam Train Station, Marketing stone wall remains, Keen Lake and remaining arch & dam Interpretive 9 interpretive panels at $500+/ each with WAHS interpretive assistance Village Enhancement – Marketing Determine local interest in the development of a During the charrette the concept was floated as a means of Community Center Interpretive community center, including potential users, funders bringing together generations of residents and visitors, also and community role reinforcing the “caring” image of the community
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Mid-term (1-5 years) Recommendation/Action Implementation Description Comments Category
Continued development of the Brick House as a The Brick House is an important focal point and literal welcome and interpretive center linchpin between the between the Lackawanna Heritage Valley and the Pocono Mountains regional tourism areas, Consider coordination with Carbondale for an serving as: Heritage Resource interactive and graphically stimulating interpretation Local/regional Visitors Center Dual Gateways – Lackawanna Valley and Poconos Development effort (i.e. interpretive “smart kiosk”), specifically Connects Rt. 6 Heritage Communities – Carbondale & Interpretive featuring heritage components not readily present or Waymart in existence anymore , especially related to the Trail head – D&H and O&W transport , weighing and winter storage of coal, as Wind Energy Interpretation Center SCI/Farview State Hospital for the Criminal Insane Resource Development – noted in this and Carbondale’s WorkPlan Interpretation Center Brick House Identify regional teaming partnerships with other D&H Gravity Railroad Interpretation Center nearby Rt. 6 Heritage Communities. Linked interpretative kiosk with those proposed in Carbondale Seek proposals for interpretive services associated Implementation is over a long period of time and requires with Phases 1 3 as spelled out in this WorkPlan considerable local and outside funding, including: o Carry out Phase 1 – Concept Design activities Redevelopment Capital Assistance Program as highlighted in this WorkPlan PCTI and other transportation enhancement funding Keystone Communities Program Private Foundations (identified in association with NEPA) Community Economic Development Loan Program Local private/public partners Phase 1 interpretive kiosk activities are estimated in the $10,000 $15,000 range; Final costs TBD reflecting actual facilities, exhibits , etc. Discussions with owners of Camp Ladore and Keen The utilization of existing private and public lake resources Resource Development – Heritage Resource Lake on concept of per diem permits for use of lake as a part of a tourism package was popular during meetings Utilization of Existing Development for different seasonal activities and discussion during the planning process. This requires: Resources Understanding of needs of clientele of respective owners Discussions on fees acceptable to owners for day use permits Addresses the lack of public lake access Encourage municipalities to update and refine local WorkPlan suggests incorporating certain design standards Regulatory Revisions Administrative zoning regulations to reflect suggested changes in the for Borough & Township; and some minor dimensional WorkPlan revisions in the Borough. State funding via proposed MAP. Revisions estimated cost under $2,500.
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Long- term (6-10 years)
Recommendation/Action Implementation Description Comments Category Heritage Resource Route, interpretive and wayfinding signage along Linking Waymart and agricultural areas to north and south; Resource Development – Development Route 296 linking resources north and south of Wayfinding and interpretive signage St. Tikhon’s (south) Auto/Bike Tour Marketing Waymart Wayfinding and interpretive signage for Stanton grave and Windmill viewing (north) Interpretive Routing signage at Rt. 6/296 Intersection, at least one sign north and approximately 3 south 3 interpretive panels at $500+/ each with WAHS interpretive assistance; 4 double faced routing signs at $200+/ each Planning and early implementation steps for a multi The linking of Rt. 6 via the Belmont Street corridor to South faceted village enhancement effort comprised of Street (approx. 2,800 ft.) involves relatively modest Village Enhancement – various components: streetscape enhancements in an already reasonably attractive area. Suggestions include the following: Streetscape and Heritage Resource Streetscape enhancements along Belmont Street Period Street lighting standards (18 36) Community Center Development that reinforce and expand local heritage and village Benches (8) & bike racks (4) strategically placed for charm pedestrian use in the Commercial Neighborhood District If local interest and feasibility is the outcome of the Additional banners localized to display D&H and “caring” early discussions, begin the implementation themes process with the community center project Steering Committee/Task Force decides on the concept of the proposed streetscape project and explores availability of Keystones Community Program, Transportation Enhancements, future rounds of Pennsylvania Community Transportation Initiative (PCTI) funding and availability of local funding and partnerships. Streetscape costs likely in the $65,000 $125,000 range depending on scope (# of light standards)
Potential roles for the community center that were discussed during the charrette include a multi purpose center that may offer a Senior Center, Education/Reenactment opportunities, Gathering place with outdoor venue, Bike Donation/Rental Community Dinners and Library Planning and development of a local loop trail Prepare a trail feasibility study on a trail on/near identified Resource Development – Heritage Resource involving areas with Waymart and the Townships of D&H Steam Railroad right of way. Major funding sources for Local Trail Connections Development Canaan and South Canaan. trails have included DCNR C2P2 Programs (Recreation & Interpretive Conservation, Pennsylvania Recreational Trails, Rails to Trails); most require 50% match. 77
Long- term (6-10 years)
Recommendation/Action Implementation Description Comments Category Route, interpretive and wayfinding signage along PA Linking Waymart and the lake with Wayfinding and Resource Development – Heritage Resource Route 296, SR 3028 and various Township Roads interpretive signage Auto/Bike Tour Development around Lake Ladore 6 8 double faced wayfinding routing signs ($200/each) 8 10 interpretive signage for “Weigh Mart”, Waymart Marketing Churches, Milford Owego Turnpike, Camp heritage, Interpretive Amusement Park heritage, Ice Harvesting, St. Patrick’s Church/Cemetery; interpretive panels at $500+/ each with WAHS interpretive assistance Potential funding if/when budget authority restored to PA State Heritage Areas Program Heritage Resource Expanded cooperative efforts that provide for A no/low cost effort that meets several important Development additional recreational opportunities: considerations that arouse during the planning process to Resource Development – Marketing Enhancements at Prompton State Park better utilize and market existing resources/attractions: Coordination and engagement with DCNR, Friends of Creative Partnerships Snowmobile trails on private lands Prompton and other affected agencies/groups/enthusiasts in better development, utilization and maintenance of facilities at Prompton State Park Planning for the coordination, engagement, easements and trail marking for snowmobile trails on privately owned lands, bringing together snowmobile groups/enthusiasts with local property owners Completion of the Brick House as a welcome and Major role for Brick House: interpretive center, including internal renovations, Local/regional Visitors Center Heritage Resource displays, “smart kiosk” and interpretive exhibits, as Dual Gateways – Lackawanna Valley and Poconos Connects Rt. 6 Heritage Communities – Carbondale & Resource Development – Development initiated in the Mid term phase above (see page 76) Waymart Brick House Interpretive Trail head – D&H and O&W Wind Energy Interpretation Center SCI/Farview State Hospital for the Criminal Insane Interpretation Center D&H Gravity Railroad Interpretation Center Linked interpretative kiosk with those proposed in Carbondale with Phase 2 (est. $20,000) and 3 (est. $70,000) activities as per WorkPlan
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Summary of Recommendations
The graphics in this subsection help depict the recommendations that are appropriately graphically illustrated, cutting across the categories included in the Implementation Matrix on the previous pages.
Regional Resources Map
The graphic on the following page summarizes existing tourism resources as well as suggested resources, including the following:
Various reminders of the community’s long D&H history as well as its transportation heritage in general, including the historic Carbondale and Honesdale Roads; Various existing resources associated with Waymart’s long heritage of caring The Waymart Energy Center that provides an interesting counterpoint to the community’s association with “carbon”; Alternate locations for community welcoming/thank you signage Proposed “smart kiosk” and/or informational kiosk locations; Suggested location for a PHMC Historical Marker on Route 6 succinctly displaying the community D&H Gravity Railroad heritage for the traveler; Suggested trails, loop tours and associated interpretive panel locations; and A focal point in the Brick House, located on Route 6, as a visitors and interpretive center and a trail head.
The types of visitors the planning process feels that may be attracted cuts across interest and age groups, embracing travellers with interest in industrial heritage, active and passive recreational amenities locally and in the nearby Lackawanna Heritage Valley and Poconos, seasonal visitors to area camps and campgrounds and regional travellers on US Route 6.
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GF S R 4001 GF Windmill GF VANDLING BOROUGH Waymart Wind Energy Center GF gh Proposed Information Kiosk GF GF XY Proposed Signage-Community (www.) GF XY 3 0 0 ! 1 ) Proposed Interpretive Panel Coggins Corner R GF S Proposed PHMC Marker P GF
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Enhancement recommendations on the following page are premised on enhancing Waymart as a charming village with an intersting set of stories to tell. primary and/or secondary destination, providing specialty retail goods, accommodations, industrial heritage stories, arts and leisure in a pedestrian friendly environment. Key among them are the following:
Completion of village aesthetic enhancements including streetscape enhancements, “Gateway” enhancements visible to the regional traveler and other enhancements that reinforce Waymart as a village worth getting off Route 6 to experience;
A number of trails and auto/bike tours, with provision for interpretation as well;
Vacant and potentially developable highway frontage on Route 6; and
Historic Route 6 via Carbondale Road.
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As part of the effort to enhance Waymart’s appearance as a Route 6 Heritage Community, it and other Heritage Communities have incorporated Litter Indexing as a part of the implementation effort. The Litter Index is a measurement tool researched and designed by Keep America Beautiful that measures the amount of visible litter in a community. Litter indexing is an early action, inexpensive but effective way of maintaining attractive gateways and other critical areas in Heritage Communities. Clean and attractive neighborhoods are safer, healthier and more vibrant neighborhoods. Keep Pennsylvania Beautiful and many neighborhoods, organizations and governments use the results to guide litter prevention, education and cleanup efforts. The Litter Index is a great activity for families, small groups, individuals, and students. Groups may volunteer as a team building exercise or service activity, and students may receive service hours.
The concept was reviewed with the Waymart Stakeholders Group at which time the program was explained and nine (9) areas were chosen to be monitored by the Stakeholders. The areas area identified on the map on the following page and summarized below, 1 Western Gateway in and around the Brick House 2 Eastern Gateway on Rt. 6 near Keen Lake 3 Southern Gateway on Rt. 296 at cross roads 4 Northern Gateway on Rt. 296; Wind Turbine Viewing area 5 Rt. 6/Rt. 296 intersection area 6 Area in and around Museum and Waymart Hotel 7 Area along Honesdale Road near Post Office 8 Area in and around South Street 9 Area in and around Wayside Park
The areas are to be regularly surveyed by designated teams, and observations of litter recorded, using a scale of 1 4 1 = clean area 2 = needs one or two people to pick up trash 3 = needs an organized effort to pick up trash and beautify 4 = areas of blight requiring organized efforts and/or funding to beautify
The first indexing occurred during the planning period and all areas received a “1”, with some stray paper being the only litter indentified. Follow up may be in the form of reporting back to steering committee or task force, apprising code enforcement officials and/or periodic volunteer pick up. This can be family and organized group events (i.e. civic, church, school, etc.).
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Waymart Borough 0 0.25 0.5 Miles Litter Indexing Interpretive Planning Statement – What Makes Waymart 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 include The Warrior’s Road, Natural Opportunities, The Engineer’s Challenge, New Beginnings and Safe Havens, Visionaries, Achievers and Social Entrepreneurs and Outdoor Enthusiast’s Paradise. Popular engagement and discussions during the planning process included all of the Route 6 themes:
A Warrior’s Road: Among the resources associated with this theme, the Waymart area has a heritage ranging from Colonial Stanton to the Pride and Patriotism Parade.
Natural Opportunities: Waymart has a long association with the economic use of natural resources ranging from transporting anthracite coal Moosic and Poconos to wind power for electricity on nearby Moosic Mountain, as well as a long agriculture heritage in the area.
The Engineers Challenge: Waymart has an equally long identification with engineering marvels encompassing the creative engineering with the Delaware and Hudson Gravity Railroad and Canal, the succeeding steam railroad and a highway heritage embracing the early turnpike era and the various Route 6 alignments.
New Beginnings and Safe Havens: Waymart has a distinctive heritage in “caring”, a trait Stakeholders were especially proud of during this planning process, ranging from the Yankee/Pennamite era to retreats, camps and correctional facilities.
Visionaries, Achievers and Social Entrepreneurs: Waymart shares in the anthracite mining and transport heritage with nearby Carbondale and Honesdale, sharing the achievers such as the Wurts Brothers and John Roebling. The Wurts’ could economically mine their coal unless it could reach the market, and it could not reach the lucrative eastern markets without The Delaware and Hudson Gravity Railroad and Canal. The location of St. Tikhon’s fulfilled a vision and reflected the importance of Monasticism for the Orthodox Church.
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Outdoor Enthusiasts Paradise: The area around Waymart has home to retreats and other diversions made possible by outdoor resources, including the many “retreats” throughout its history in existence presently, the many nearby lakes and ponds and realizing the “Waystock” concept.
In relating the Waymart area to these Route 6 themes and/or in general promotions as a whole, Destination Development International, Inc. has developed a listing of “phrases to avoid”, and includes such words as “explore”, “discover”, “unlike anywhere else”, “so much to see and do”, “best kept secret”, “gateway” (to somewhere), “close to everywhere/everything”, “purely natural” (or other play on the word natural), “fun for the whole family”, “retire here”, and the apparent grand-daddy of them all “a great place to live, work and play” (reportedly used by 3,500 +/ communities). The message here is simple, stay away from the generic and focus on what makes Waymart special and answer the question “ what can I get in Waymart that I can’t get somewhere else?”
Waymart Interactive Display Options Interpreting and Interaction
Waymart has many key rich stories – the transportation linkage with anthracite mining and the D&H Canal; the rich heritage of caring, corrections and respite; and the town as a getaway and retreat. The Waymart Area Historical Society D&H Depot Museum does an admirable job in relaying major historical themes and stories in an interesting way. Still there are very few tangible remains that show the D&H historical stories other than still photographs, artifacts and static displays, many at the Depot Museum. Various levels are available to tell the stories to audiences of different ages and interests. These include books, interpretive panels, videos, computers, flat screen displays. Artifacts and oral histories help tell the story with text, images and video footage to make it even more interesting.
Interactive tour can be developed with “smart kiosks”, web pages, mobile devices/apps and brochures. In the interest of Interactivity, computer interactives with touch screens (i.e. TSCI Touch Screen Computer Interactive) and/or smart phone apps with text and photos are options, as are more
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stationary exhibits such as three dimensional maps showing above ground topography in relation to the railroad, the canal and coal seams. The latter can show “reach” of Waymart – a small town once in the center of the anthracite universe. A computerized visual program can show such factors as underground mining activity, the mine fire and above ground coal and rail facilities. These provide room for user interface/interactivity, which keeps people engaged for longer than would be the case with static displays. There is some flexibility in that the TSCI’s and apps can be decentralized keyed to location (i.e. storage area, inclines, etc.) while a larger stationary display can be a more centralized format in the Brick House. The latter can include artifacts, whereby one can touch a gravity car replica/model, etc. All can be coordinated to encompass the nearby Route 6 Heritage Communities of Carbondale and Honesdale/Hawley/White Mills, interconnected with the intertwined early Industrial Revolution, coal and D&H Canal/Gravity Railroad stories.
This is an ambitious activity, linking all of the local stories. In the case of Waymart, three distinct implementation phases are suggested, as summarized below: Phase 1 – Concept Design o List of stories and delivery system options; involves meetings, information gathering and development of implementation costs o Cost estimate for this phase: $10,000 $15,000 range o Timeframe: 3 – 9 months Phase 2 – Details, Artifacts and Design Drawings o Stories, text and finalize costs o Cost estimate for this phase: $20,000 +/ o Timeframe: 9 mos. 1 year Phase 3 – Production, Fabrication, Final Products, Training and Testing o Produce programming and products, acquire hardware and software, train volunteers and test products o Cost estimate for this phase: $70,000+/ o Timeframe: 1 year
Carbondale may be considering a rather expansive version of the TSCI or “ smart kiosk”. Thematic reasons as well as economies of scale suggest cooperation with this and other communities with common threads among respective heritage components.
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Marketing and Hospitality Planning Statement
The Waymart community should focus its respective uniqueness to attract the traveling public and strengthen itself as either a primary or a diversionary destination . While the community can offer industrial and cultural heritage interpretive opportunities within the context of the D&H and caring heritage, the question still begs, “What can a traveler get in Waymart that they cannot find in their own backyard?” This WorkPlan identifies these unique qualities and Waymart’s attractions and resources should 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, hopefully as a tab on the existing www.waymartpa.us website, which is at the same time coordinated with other regional efforts. In this case, it includes the Wayne County www.visitwaynecounty.com , as well as the PA Route 6 Alliance. Cross promotion of events and attractions should be both community wide and regionally based.
Recognizing the relationship between Waymart and the larger region is important in marketing. Waymart is a part of a larger region rich in cultural, recreational, commercial and outdoor opportunities as well as a unique industrial heritage. The matrix includes a number of recommendations on getting these messages out. Identified in the planning project was the need to provide information on local and regional attractions in consistent and convenient locations. Throughout the implementation periods, the WorkPlan identifies the need for participate in local and regional marketing and promotional efforts.
Regional and Local Promotions
The WorkPlan suggests a combined effort that both ties in with those of the suggested tourism promotion partners and further develops local promotional efforts. Websites continue to grow in importance in tourism promotions, and the recommendations in the Implementation Matrix reflect this. A Google search of “Waymart” no other communities with this name, truly a reinforcement of the unique quality of the community. Only one of the first 40 50 references that turned up do not refer to Waymart, PA, that being a food store with a version of the name in Minersville, PA. In the day of the Internet and “Search Engine Optimization”, Waymart, PA is better positioned than a number of Route 6
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communities that may share their names with numerous other communities in the nation.
Waymart events, attractions and other tourism resources appear on at least two (2) area websites. A separate “tourism” tab on www.waymartpa.us would be helpful in first organizing then getting the information out. Create a multi day itinerary option using the various Auto/Bike and other tours/trails as unifying forces for activities and visits to the area . These tours focus on the experience – industrial and cultural heritage, nature and leisure/recreation activities. In all cases, the experience not necessarily the location should be emphasized. The itinerary options can be posted on a central website, and as apps, and provided to all local and regional marketing affiliates. Incorporate National Tourism Week (1st full week of May) into the school curriculum by inviting business owners, Wayne County Chamber of Commerce staff and other local tourism officials to speak about the importance of tourism to high school students. Maintain presence on the website and any future apps of Wayne County www.visitwaynecounty.com for area resources, tours and other attractions that focus on Waymart. Highlight successful businesses through an awards and recognition program. Maintain participation in the Litter Index in the Keep America Beautiful Program.
Web Presence
Waymart area businesses and attractions appear to have a varied web presence, with a few having well planned and user friendly sites but perhaps many more having no presence at all. A number of Chamber members are linked via the Chamber site including hospitality establishments, perhaps of more interest to the visitor than the resident. The 2008 PA Route 6 Tourism Infrastructure Plan identified the following within Wayne County (Waymart Area in parenthesis), showing approximately 12% of the County hospitality and 13% of entertainment/recreation, but only 8% of tourism retail establishments in the local area. 55 accommodations/food services (7) 37 arts, entertainment and recreation providers (5) 114 tourism oriented retail establishments (9)
Wayfinding Planning Statement
Planning by the Pennsylvania Tourism Office’s notes the importance of installing tourist friendly signage as part of a tourism development and promotion effort. Such signage can 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 common approach to signage regulation may be for the multi-municipal region linked with companion wayfinding signage in the
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nearby Rt. 6 Heritage Communities of Carbondale and Honesdale/Hawley/White Mills. A few guiding principles for wayfinding are summarized below: 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 placement, lack of signage for tourists, lack of effectiveness/prioritization, lack of background context and lack of maintenance.
Signage System
Color/symbol coded resource signage is suggested for resources, keyed to the following groups: Natural/Environmental resources– public and private sites Sporting resources – fishing, cycling, ATV, hiking, swimming, boating, etc. Community Life resources – churches, library, etc. Industrial/Commercial resources – past/present businesses and sites Historic Sites – museums, architecturally significant buildings, etc. Tourism Services resources – visitors centers, accommodations and food services, tourism oriented retail/services, etc.
Locally eligible attractions typically included in wayfinding efforts are summarized as follows, some of which are already signed locally commercial attractions such as the local “village businesses district”, eating/drinking establishments, specialty products (i.e. Shemanski’s Maple Syrup, Kaser’s Meat, etc.), The Lodge at Keen Lake and other signature establishments; cultural/heritage attractions such as the Waymart Historical Society Museum, St. Tikhon’s and similar attractions; historical/architectural resources such as the remaining resources associated with the D&H, such as the arch near Keen Lake, stone walls in town, ROW segments, etc., as well as Farview area; recreational attractions such as Keen Lake and Lake Ladore, Camp Ladore and Sponjia Farm; Keen Lake Campground and Cottages, etc., and transportation facilities such as the Carbondale Road (historic Route 6) and Honesdale Road.
According to PennDOT attraction signage regulations, signed attractions 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 90 visible from the highway. Signage efforts should consider a signage partnership with attractions benefiting to meet installation, design and maintenance costs. Gateway Signage
Gateways to the community are rather generic, thus welcoming signage is recommended, especially since it is very easy for Route 6 traffic (over 10,000 vehicles per day) to pass through Waymart without even knowing. A conceptual depiction of gateway signage and streetscape is on the following page. While it is depicted at the critical intersection of Routes 6 and 296, alternative sites may be at the eastern and western gateways as shown in page 80.
Historic Route 6 Signage
Communities across the Corridor are signing segments of US Route 6 that may no longer be in the Route 6 alignment. The inventory portion identified a segment along Carbondale Road (SR 3030). The National US Route Association is suggesting a tan Historic Route 6 sign, as pictured, which are suggested to convey the highway’s context to the visitor and resident alike.
Tours
This WorkPlan recommends a number of tours that together link various heritage sites, attractions and resources. These are displayed in maps on pages 80 and 82. The inventories of this WorkPlan describe the resources within these tours.
Route 296 Auto/Bike Tour: Linking Waymart and agricultural areas to north and south, along with St. Tikhon’s to the south and the Stanton grave and Windmill viewing to the north.
Carbondale/Honesdale Roads: Linking various resources ranging from Farview through town to Keen Lake, where D&H resources can be experienced.
Lake Loop Tour: Linking Waymart and the lake via State Routes 296 and 3028 and Township roads displaying lake, caring and turnpike heritage.
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Heritage Resource Development/Physical Enhancement Planning Statement
Physical improvements alone will not assure success in the Waymart area becoming an even better primary or diversionary destination; however their role in establishing and reinforcing the community context should not be underestimated. Input gained from field work and the extensive public participation process suggested that Waymart’s appearance is overall very charming but the casual traveler may not see Belmont Street and the “village” with a mix of residential and commercial uses. Gateway enhancements attempt to slow people down and make them interested. Village enhancements make them comfortable and want to linger for a while. Building on strengths and resolving weaknesses underlie the enhancements noted in this WorkPlan, which proposes a number of village initiatives that not only reinforce Waymart as a place to visit but a place in which to live. These strategic enhancements attempt to improve the visual quality and “lure 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:
Streetscape Enhancements: The Borough is attractive but requires more than a “gateway”. This WorkPlan suggests some streetscape enhancements along a 2,800 foot corridor on Belmont Street, consisting of period streetlight replicas, benches, bike racks, additional banners and trash receptacles. The actual number of lights is to be determined, but utilizing a spacing of 150 feet, 18 lights would be needed per side. The number can be reduced if lights are alternated between the sides of the street, but the effect would not be as great. These lights would provide illumination but not replace existing conventional street lighting on along the corridor. The benches and bike racks reinforce the “village image” of the community. Streetscape improvements create a good first impression for businesses, travelers and students, and reinforce community pride and identification for residents. A conceptual depiction of these enhancements appears on the following page.
The Brick House: This was one of the focal points of planning during the HCP program, with The Brick House targeted as an important focal point and as a lynchpin between the Lackawanna Heritage Valley and the Pocono Mountains regional tourism areas. The facility is strategically located on Route 6 west of Waymart and was acquired by the WAHS during the planning process in recognition of its potential. Discussion centered on the following possible roles: Local/regional Visitors Center – the first point of contact for many visitors; Dual Gateways – Lackawanna Valley and Poconos – providing cross promotional opportunities while elevating the visibility of Waymart; 93
Connects Rt. 6 Heritage Communities of Carbondale and Waymart – thematically and literally; Trail head – for linkages with the D&H and O&W Trails, linking with Simpson and other points on the trails; Waymart Wind Energy Interpretation Center – interpreting and linking the new (i.e. wind) and old (i.e. coal) energy stories (and opening partnering/funding potentials with energy company/associations); SCI/Farview State Hospital for the Criminal Insane Interpretation Center – by literally overlooking the facility this is an opportune time to expand on the heritage of caring exhibited by Waymart; and D&H Gravity Railroad Interpretation Center – linked with the Depot Museum it can have static (artifacts) and interactive (“smart kiosk”) exhibits that display the role and importance of the “Weigh Mart” era and potentially linked with interpretative kiosk with those proposed in Carbondale.
Trail Segments: A number of Route 6 Heritage Communities are adopting the Trail Town concept within their heritage and nature tourism planning. Trails provide the connections and trail towns provide the goods and services demanded by trail users. While Waymart is not specifically identified as a Trail Town, several trail segments are identified for future consideration, including a trail connection between the Brick House and Simpson, a local trail linking the Brick House and Lake Ladore via Carbondale Road and a local loop trail along D&H Steam Railroad right of way locally linking Waymart and sections of the Townships of Canaan and South Canaan. Trails provide opportunities for interpretation, to attract customers and for accommodations/hospitality.
Public Access/Private Lands: Recommendations need not always result in someone “building something”; something that creates an attraction/ resource or something that requires extensive costs. Sometimes alternative and creative uses of existing resources merit attention. During the planning process locals pointed out the lack of lake access, limited snowmobiling opportunities and limited outdoor recreation opportunities. Locals would like to see the following:
Some type of day use permits for a fee for use of Lake Ladore and Keen Lake; Snowmobile trails, trail marking by volunteers, easements for use and maintenance responsibilities for snowmobile trails on private lands with interested landowners; and Improvements, additional facilities and maintenance responsibilities associated with enhancing Prompton State Park.
Summary: The matrix suggests a phased implementation approach, some with extensive costs and some with little or no costs. Public and semi public funding sources may include Lackawanna Heritage Valley Authority, the PA Department of Conservation and Natural Resources, Pocono Forest and Waters Landscape Initiative and other resources, while private funding locally and through relevant foundations, with a foundation search available via NEPA.
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Community WorkPlan Pennsylvania Route 6 Alliance 2011