Volume IX Community Facilities & Services

8/3/2019 Volume IX Community Facilities & Services

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Venango County

2004 Comprehensive Development Plan

Community Facilities and Services (Vol. IX)

Venango

Countyin the

21st Century

CherrytreeOil Creek

Allegheny

Jackson

Cooperstown

Canal

Oakland Cornplanter

SugarcreekPresident

Rouseville

Oil CityUtica

RocklandVictory

Mineral

Frenchcreek

Polk

Sandycreek

Cranberry

Franklin

Pinegrove

Clinton

Plum

Pleasantville

Irwin

Barkeyville

Emlenton

Clintonville Scrubgrass

Richland


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Venango County Regional Planning Commission

191 Howard St.

Franklin, PA 16323

Phone: 814-432-4555

Fax: 814-432-5885

This Plan was partially funded with a grant from thePennsylvania Department of Community and Economic Development.

Community Facilities and Services

Government

County Government

enango County is governed by three (3) County Commissioners elected at

large for four (4) year terms, with no more than two (2) from a single political

party. These elected officials function as administrators as well as managers

for Venango County and deal with the day to day business of this County of the fifth (5 th)

class. The form of government has been referred to as a no-executive type. While the

Pennsylvania County Code dictates the purview of the Commissioners authorities and

responsibilities, there are a series of row offices, each administered by an elected

official who is largely independent of the County Commissioners.

VActivities which are directed or coordinated by the County Commissioners

include the daily administration of Venango County affairs, County bridge maintenance,

monitoring of property assessments, daily operation of the County Home for elderlyresidents, the delivery of social services, veterans affairs, the Board of Elections which

includes voter registration, a planning department, which handles subdivision and land

development review and approvals and redevelopment programs, recycling and solid

waste management, and emergency preparedness and management. County

Commissioners also direct the preparation of ordinances and resolutions which upon


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adoption, become law, and establish an annual operating budget, including the setting of

tax rates.

In addition to the primary services and activities listed, a variety of health and

human services are also provided by Venango County agencies. The public defenders

office, data processing and the County Jail are also functions of County government

administered by the County Commissioners. Domestic relations, adult and juvenile

probation supervision, and child welfare are all departments or agencies which

supplement and support social services offered by the County.

There are also agencies which have established offices in County facilities which

are associated with County services, but are funded and staffed by State or Federal

agencies such as the Conservation District (Department of Environmental Protection)

and the Cooperative Extension Service (Pennsylvania State University).

County row offices are administered by elected officials to handle specific

functions. These officials, their titles and a summary of their responsibilities are as

follows:

Controller: The Controller is the chief fiscal officer of the County, also elected fora four (4) year term. Subject to the powers reserved for the CountyCommissioners, the County Controller supervises the fiscal affairs ofthe County. The Controller assists in the preparation of the budget,has custody of certain valuable documents and is responsible forpreparing the annual report on the financial condition of the County.

Treasurer: As with the other officers, the County Treasurer is elected for a four(4) year term. The County Treasurer receives and gives receipts forall monies due to the County. He keeps accounts of same and worksclosely with the County Controller. One of the main functions of theTreasurer is the collection of taxes. In addition, the County Treasurerfor Venango County sells dog licenses, as well as hunting and fishinglicenses.

Sheriff: The Sheriff is the chief law enforcement officer of the County. Muchof his duties are in concert with the Courts. The Sheriff takesprisoners from the County Jail to the courtrooms during criminal trials

and provides security at such proceedings. In addition, the Sheriffand his deputies serve legal papers for many different functions.Other duties include the transportation of prisoners to penalinstitutions, the guarding of cloistered juries and general peacekeeping.

Prothonotaryand Clerk of Courts:

The Prothonotary and Clerk of Courts is another elected four (4) yearrow officer in Venango County. This highly responsible position isclosely associated with the Courts and the Countys legal system.


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The Prothonotary keeps records of all Court proceedings in VenangoCounty. The Prothonotary also handles requests for passports andissues marriage licenses.

Register andRecorder:

The Register and Recorder also deals with legal matters. However,this is more related to real estate transactions, subdivisions,mortgages and wills. This office provides a public record for suchtransactions. Good record keeping is essential to this office because

the volume of documents filed.

District Attorney: The District Attorney can be considered the public prosecutor. Herepresents the Commonwealth we the people in bringing actionagainst alleged criminals. This is also a four (4) year elected officeand must be filled by an attorney. The District Attorney is assisted byfull and part time assistants, as well as a detective.

JuryCommissioners:

The function of the Jury Commissioners is rather straight forward the selection of men and women to serve on juries for civil and

criminal cases.

Coroner: The basic duty of the County Coroner is the investigation of deathsthat may be of a violent or suspicious nature and certain accidental ornatal deaths. The principal role of the Coroner is to help indetermining whether any criminal action or negligence is in evidence.

At the County government level, the Commonwealth requires the election of full

time judges based on population. These judges hear both civil and criminal complaints.

The three (3) sitting judges in Venango County are joined by one (1) or more visitingjudges, depending on the number of cases on each courtroom docket. There are four

(4) courtrooms and several hearing rooms located in the Courthouse complex. These

facilities provide employment for a number of specialized workers including

stenographers, court reporters, and bailiffs.

Courts: There are three (3) full time elected judges in Venango County. Ofthese, one (1) serves as the chief or president judge In modernsociety, there are a greater number of civil and criminal cases thattake place every year. The dockets in the Venango County Courts are

always busy. Normally, there are one (1) or more visiting judgesassisting our sitting judges in the cases and hearings that fall underthe Courts responsibility. The Courts have four (4) beautifulcourtrooms and several smaller hearing rooms in which to dischargetheir duties. A cadre of stenographers and support personnel isneeded by the Courts for day to day operation.

Other Offices: In addition to the functions listed above, there are many otheroperations in County government. The public defender, data


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processing, jail, planning, domestic relations, adult and juvenileprobation, and child welfare, just to mention a few. Also, there areoffices at the Court House which are only indirectly connected to theCounty, such as the Cooperative Extension Service and ConservationDistrict. County government provides services to meet the manyfacets and needs of the more than 57,565 residents of VenangoCounty.

Local Governments

As discussed previously, there are thirty-one (31) individual local governments in

Venango County. According to the Pennsylvania Department of Community and

Economic Development, these governments are in place in areas as small as six tenths

(.6) of an acre (Cooperstown Borough) to much larger areas, 70.4 square miles

(Cranberry Township). There are three (3) types of local governments represented in the

County, Townships of the Second Class, Boroughs and Home Rule Communities.

The most numerous of local governments are the Townships of the Second

Class. There are twenty (20) such municipalities in Venango County, governing 617.2

square miles or 91% of the Countys total land area of approximately 675.04 square

miles. The nine (9) Boroughs total 48.5 square miles, however one Borough

(Sugarcreek) totals 37.4 square miles on its own, leaving only 11.1 square miles of land

area in the remaining eight (8) Boroughs. Finally there are two (2) Home Rule

communities in the County, both of which are the most populated places in Venango

County, as of the year 2000 Census. The City of Oil City (population 11,504) changed to

an optional Third Class City Charter in 1972 and the City of Franklin (population 7,212)

switched to Home Rule in 1976. Combined, these communities total 9.1 square miles of

land area.

Townships of the Second Class

The preferred system of governance in the Townships is a three (3) member

Board of Supervisors whose primary responsibilities make the maintenance of Township-

owned roadways and equipment. The Second Class Township Code (as amended

through 1995) states that the Board of Supervisors shall:

Be charged with the general governance of the Township and the execution of

legislative, executive and administrative powers in order to ensure sound fiscal


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management and to secure the health, safety and welfare of the citizens of the

Township.

In addition to three (3) or five (5) Supervisors (approved by a majority of

electors), other offices include an Assessor, three (3) Auditors, and one (1) Tax Collector.

Supervisors and auditors are elected for six (6) year terms, while the Assessor and Tax

Collector serve four (4) year terms. Supervisors have the authority and are mandated to

appoint a Township Secretary whose duties include recording all proceedings of the

Board, keeping records relative to road openings or variations, and preserving minutes

of all meetings.

In Venango County, townships of the second class employed fifty-nine (59)

persons full-time and ninety-six (96) persons part-time (155 employees) in 2001. Six (6)

of the townships had no full-time employees, however three (3) of those had at least

eleven (11) part-time employees. Cranberry Township topped the list with seventeen

(17) full- and part-time employees, while Victory Township employed a total of only two

(2) full-time employees.

Boroughs

In the nine (9) Boroughs in Venango County, a Borough Council is the governing

body. According to the Borough Code, amended through 1998, in Boroughs not divided

into wards, seven (7) Councilmen, one Mayor and one Assessor are elected for four (4)

year terms. Where wards have been created, at least one (1) but not more than two (2)

Councilmen from each ward are elected for four (4) year terms. There are a variety of

circumstances which could result in a different number of Councilmen, but the code is

set up to standardize the governing format. The Mayor in this local government context

enforces ordinances and preserves order in the Borough usually through the activities of

the Police Department. This has been called the weak mayor system of governance

as the Mayors power is limited to public health and safety issues.

The Borough Code authorizes Borough Council to appoint and hire a Secretary,

Treasurer, Solicitor, Police officers, a Borough Manager, a Borough Engineer, Planning

Commissioners, Civil Service Commissioners, where police or paid firemen are

employed. Commonly, the Borough Secretary wears several hats including the

Treasurers or the Managers. The Borough Secretary attends all meetings of Borough

Council, keeps minutes of all proceedings and preserves all records and documents. In


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municipalities with populations in the hundreds, a Borough Secretary may be the only

full- or part-time employee.

The nine (9) Boroughs in Venango County employed twenty-eight (28) persons

full-time and seventy-one (71) part-time people in 2001. Three (3) Boroughs had no full-

time staff, but at least nine (9) part-time employees, while one Borough, Cooperstown,

had only one (1) part-time employee. Sugarcreek Borough, with a population of 5,331

people in the year 2000, and a land area of over thirty-seven (37) square miles

employed twenty-seven (27) people, seventeen (17) of them full-time.

Home Rule Communities

In the 1970s both of Venango Countys most populous communities converted to

Home Rule which provided a flexibility that traditional third class city governments lack.

Oil City adopted an optional 3rd Class City Charter in 1972 and Franklin followed by

adopting its Home Rule Charter in 1976. According to the Pennsylvania Local

Government Commission home rule is like a local constitution for the municipality in that:

It is a body of law, a framework within which the local council can adopt, adapt

and administer legislation and regulations for the conduct of business and the

maintenance of order and progress.

Basically home rule means the shifting of responsibility for local government from

the State Legislature to the local community.

In the year 2000, Oil City employed ninety-two (92) full-time and twenty-one (21)

part-time employees. The City of Franklin employed seventy-one (71) full-time and

twenty-six (26) part-time employees. Public works departments in each community

employ most of these people, followed by public safety. With two hundred and ten (210)

full- and part-time workers, these two (2) communities employ forty-five percent (45%) of

all persons working in local government in Venango County.

Summary

There are three (3) types of local governments in the County, Townships of the

Second Class, Boroughs and Home Rule communities.

There are twenty (20) Townships of the Second Class out of thirty-one (31) local

governments Countywide.


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Township governments control ninety-one percent (91%) of the Countys land

area.

As of the 2000 Census, four hundred and sixty-four (464) persons in Venango

County were employed either full-time or part-time by local governments.

Sugarcreek Borough, at 37.4 square miles, is the third largest community, in landarea, in Venango, behind Cranberry and Rockland Township.

HOME RULE CITIES

MunicipalityCode

Municipality NameLand Area(Squaremiles)

Home RuleHomeRuleYear

Employees

Full-Time

Part-Time

610332 Franklin City 4.6 Home Rule 1976 71 26

610512 Oil City 4.5Opt. 3rd

Class CityCharter

1972 92 21

BOROUGHS610063 Barkeyville Borough 3.5 -- -- 0 14610183 Clintonville Borough 1.1 -- -- 1 1610213 Cooperstown Borough .6 -- -- 0 1610303 Emlenton Borough .8 -- -- 3 1610603 Pleasantville Borough 1.0 -- -- 3 18610663 Polk Borough 1.9 -- -- 1 15610783 Rouseville Borough .9 -- -- 3 2610873 Sugarcreek Borough 37.4 -- -- 17 10910903 Utica Borough 1.3 -- -- 0 9

2ND CLASS TOWNSHIPS610035 Allegheny Township 25.0 -- -- 0 8

610095 Canal Township 24.5 -- -- 9 1610125 Cherrytree Township 36.8 -- -- 3 5610155 Clinton Township 28.5 -- -- 0 11610245 Cornplanter Township 37.3 -- -- 7 1610275 Cranberry Township 70.4 -- -- 16 1610365 Frenchcreek Township 29.3 -- -- 4 3610395 Irwin Township 30.2 -- -- 2 8610425 Jackson Township 24.7 -- -- 1 6610455 Mineral Township 22.5 -- -- 0 4610485 Oakland Township 29.0 -- -- 2 3610545 Oilcreek Township 23.0 -- -- 1 2

610575 Pinegrove Township 37.0 -- -- 2 8610635 Plum Township 26.6 -- -- 0 12610695 President Township 37.4 -- -- 0 7610725 Richland Township 22.2 -- -- 1 3610755 Rockland Township 49.7 -- -- 4 0610815 Sandycreek Township 17.8 -- -- 5 2610845 Scrubgrass Township 25.7 -- -- 0 11910935 Victory Township 19.9 -- -- 2 0


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Community Facilities

Recreation OpportunitiesAccording to TopoZone (mapping website) there are at present twelve (12) parks located

in Venango County. A review of the inventory provided indicates that five (5) of the twelve (12) are

actually State Game Lands, which provide area residents with outdoor activities with the focus on

hunting, camping, hiking and fishing. A general inventory is as follows:

PLACE USGS QUAD

Bissel Park (Historical) Cranberry

Drake Well State Park Titusville South

Miller-Siblery Field Franklin

Oil Creek State Park Titusville South

Pithole City Historical Site Pleasantville

State Game Lands No. 253 President

State Game Lands No. 39 Polk

State Game Lands No. 45 Cranberry

State Game Lands No. 47 PresidentState Game Lands No. 96 Dempseytown

Two Mile Run County Park Franklin

Waltonian Park Cranberry

OIL HERITAGE REGION

Of particular interest in terms of significant historic resources and important, economically

in terms of tourism , the Oil Heritage Region is an aggregate of historic places and structures,

recreational trails, scenic river corridors, museums, parks and railroads in Crawford and Venango

Counties. In addition, projects underway include the restoration of the historic Barrow Civic

Theatre in Franklin, production of an educational video entitled Black Gold which will chronicle the

rich history of the formative years of the oil industry in Venango County, development of an

interpretive plan for Heritage Parks, improvements to the historic corridor between the Perry Street


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Railroad Station in Titusville and the

Drake Well Historic Site, acquisition of

land or a structure to house a visitors

welcome center and museum in

Franklin, interpretive signage at the

Drake Oil Well and a walking tour in

Emlenton Borough.

Implementation of the recently

adopted Management Action Plan is

underway with the following mission

statement as the benchmark for future

activities:

To establish a State Heritage

Park which encourages andpromotes economicdevelopment through thepreservation and interpretation of the cultural, historic, recreation and naturalresources of the Oil Region.

There is a potential for job-creation and revenue enhancement through tourist dollars as

the projects undertaken come on-line. The Oil Heritage Region Inc. purpose is linked to Venango

Countys socio-economic well-being and represents a significant conglomeration of natural and

historic resources. Effective marketing will continue to attract niche groups to many of the

destination sites identified within the region.

According to the Pennsylvania Dept. of Conservation and Natural Resources, the scope of the

story of oil and its origination in Venango County is nationally significant. With Oil Creek State Park

as the centerpiece of the Countys tourism program, money spent to get this story out is an

investment in the local tourism industry which potentially affects businesses county-wide. Motels,

restaurants, specialty retail stores and even theme museums provide visitors with both amenities

and necessities for a day trip or a weekend in Venango County. If indeed, the story of this

countrys first venture into the oil industry is of national importance, then networkworking these

opportunities through the appropriate agencies and to the appropriate audiences is not only logical,

but necessary

OIL CREEK STATE PARK


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Aside from the historically

significant events that took place in

the 1860s in and around this 7,096 acre State Park, there are enough recreational activities being

offered to attract a wide variety of

outdoor enthusiasts. The thirty-six

(36) mile long Cow Run and

Wolfkiel1 Run Gerard Hiking Trail

which has two (2) shelter areas for

overnight accommodations for

backpackers, makes a loop

around the perimeter of the park.

Each sheltered area contains four

tent sites, six adirondack type

shelters with fireplaces, restrooms

and a supply of running water. In

addition, there is a 9.5 mile paved asphalt bicycle trail between Titusville, with parking off of East

Bloss Street, and Petroleum Center which follows the Oil Creek Gorge within an old railroad right-

of-way. In winter months, the trail is used for cross-country skiing.

The bike trail winds through scenic valleys and permits the outdoor enthusiast to see three

historic iron truss bridges still in use in 2003, by the Oil Creek and the Titusville Railroad. Two (2) of

the truss bridges are near Petroleum Center and one is at the Miller Farm Road crossway. This all

season recreational facility is proposed to be extended from its Southern terminus at PetroleumCenter to the Justus Trail head south of Oil City, with parking off of West First Street. It will be

possible to bicycle from the top of Venango County to the bottom. (North/South) using the

Allegheny River Trail (some of which is under construction) all the way to River Street in Emlenton.

There are special interest trails with self-guiding trail markers to pique the interest of park

visitors also. The Delzell Trail focuses on changes to the national environment and is about .7

miles long. The 440 acre Blood Farm is the site of a half-mile long interpretive trail which

chronicles a fifteen (15) year long period of extraction during which time an intense period of drilling

and several local disasters relating to the oil industry also occurred. Another self-guided walking

tour starting at the Petroleum Center amphitheatre gives visitors a feel for the richest town east of

the Mississippi between 1863 and 1870.

Oil Creek State Park also offers canoeing on Oil Creek between March and June, and

1 Spelled Wolfkill in other sources.

Oil Creek Valley with Miller Farm Road Bridge Abutment

photo by Daniel Alward


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excellent bass and trout fishing on three (3) feeder streams, Broughton Run, Toy Run and Jones

Run. About 6,250 acres of the park are also open to hunting and trapping for both small and large

game. Picnic pavilions may be rented in two (2) picnic areas with tables, charcoal grills, restrooms

and running water in the Park. And finally, a series of ski trails between Petroleum center and

Plumer provide skiers with ten (10) miles of beginner and intermediate level facilities.

TWO MILE RUN COUNTY PARK

Located eight (8) miles North of Franklin and seven (7) miles west of Oil City, this 2,675

acre County Park was created in1968, and offers year round recreation. Justus Lake is the Parks

centerpiece, at 145 acres, and boating, swimming and fishing activities are enjoyed by thousands

of visitors every summer. There is a fifty-three (53) site family campground with available electricity

or there are perimeter camping sites for the purist. Twenty-six miles of trails are used by mountain

bikers, horseback riders, cross-country skiers and hikers, and there is a miniature golf course in the

park also.

According to Parks Unlimited, the master plan for the park was adopted in early 2002 by

the County Commissioners and has a ten (10) year planning horizon. Parks Unlimited is a non-

profit management company whose plans for the park include a lodge, conference facility and

restaurant, as well as a multi-use area called the cove located across the inlet from Crosly Beach.

The cove is seen by the drafter of the parks master plan as the nucleus of the parks

recreation area. Plans include an expanded beach, wave pool, renovated miniature golf facility,

putting greens, an open-air amphitheatre, handicap accessible fishing pier, multi-purpose field for

soccer, football and baseball (or softball), an environmental education center and bunkhouse style

lodging for small groups. A pedestrian bridge is proposed to link the beach area with the lodging

facilities and new trails are proposed around the perimeter of the lake.

The lodge is proposed with 125 rooms total, to be built in three (3) phases, starting with 75

rooms in the initial phase. In addition, the plan calls for the construction of fifteen (15) rustic cabins

and one or two super cabins for use by larger groups. The plan recognizes lodging as the

principle new investment in development which will make the park operation economically viable in

the future. The new lodging facilities and the establishment of a broader series of special eventsand programmed activities are considered to be the most effective way to increase the parks user

base.

A full service restaurant is viewed as an essential piece of the development plan. The

restaurant will provide meals to lodge guests, cabin guests and visitors to the hiking and camping

facilities. The plan is to include a banquet/meeting room in addition to the 200-seat restaurant


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capacity. With estimated costs at a little under twenty-five million dollars ($24,873,000.), the new

development will need to be completed in phases. The addition of 95 new full time jobs and

annual injected revenues of nearly $3.4 million dollars ($3,319,752.) will result in A Sustainable

Future for Two Mile Run according to the Parks Unlimited brochure.

The goal of self-sufficiency will depend on the public-private partnership approach

espoused by Parks Unlimited. The sale of natural gas and timber is expected to generatebetween $100,000 and $200,000 annually, which is deposited in a Park Management Account.

County government will commit a portion of those revenues to daily operation accounts to

augment the annual $60,000 in local tax revenues pledged. Annual operating and maintenance

expenses, projected at $250,000 to $300,000 will then be met through user fees, grants and

contributions.

Venango County, in the summer of 2003, created a state certified Venango Park and

Natural Resources Authority which will formally own the assets of the park and will be responsible

for all day to day operations and development activities. The new authority is also responsible for

county-wide solid waste management and recycling based on The Solid Waste Management

Plan Update for Clarion, Forest and Venango, which was adopted in July of 2003. The plan

certifies adequate landfill capacity for a period of ten (10) years.

SAMUEL JUSTUS AND ALLEGHENY RIVER TRAILS


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Built on a portion of the Pennsylvania Railroad that ran from Pittsburgh to Buffalo, these

are actually one continuous trail. The portion from Oil City to Franklin, about 5.3 miles long, is

maintained by Cranberry Township with a grant from the Samuel Justus Trust Fund. From South

of Franklin to Brandon, about 15.5 miles, the trail was built and maintained by the Allegheny Valley

Trails Association and is called the Allegheny River Trail. Three trail heads provide access:

Oil City, across from the VenangoCampus of Clarion University,

adjacent to the GPU Building

Franklin, PA Route 322, east end of

the 8th Street Bridge

Brandon, PA Route 322 to State

Route 257, to Rockland Road then

Coal city Road to the river, mileupriver.

There are picnic tables one-half mile

south of Oil City and four (4) miles South of Franklin and benches are located along the trail. In

1992 the Allegheny River from Franklin to Kennerdell was classified as of the National Wild and

Scenic Rivers system. East Sandy Creek, which enters the Allegheny at Belmar is listed on the

Pennsylvania Scenic Rivers Inventory. The Belmar Bridge over the Allegheny was built in 1907

and was used to transport coal from Clarion County to Ashtabula, Ohio. A reminder that Native

Americans used the Allegheny River long before the first settlers arrived, can be found at Indian

God Rock about nine (9) miles south of Franklin at the rivers edge. More than fifty (50)

petroglyphs dating from between 1200 and 1750 A.D. were carved into the rock, which was listed

on the National Register of Historic Places in 1984.

web site: http://eagle.clarion.edu/~grads/avta/ART.html


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FRENCH CREEK AND (SCRUBGRASS CREEK) AND CLEAR CREEK STATE FOREST

Few streams in Pennsylvania are more biologically diverse than French Creek. With its

source in Chautauqua County in Western New York, the Creek flows 117 miles through Erie,

Crawford, Mercer, and Venango Counties where it empties into the Allegheny River. French Creek

has nine (9) tributaries in a watershed covering 1,235 miles most of which is in the Allegheny River

watershed. It was named in 1753 by George Washington on his way to Fort LeBoef in Erie

County. French Creek is home to twenty-

five (25) species of freshwater mussels,

more than any other stream in

Pennsylvania. The Creek also hosts more

than eighty (80) species of fish, some very

rate. This recreational waterway is used for

boating, canoeing, fishing and wildlife

observation.

Scrubgrass Creek, a tributary of the Allegheny River, enters the main channel at

Kennerdell and was at one time a popular recreational destination. The watershed drains

approximately 2500 acres of uplands in Southern Venango and Northern Butler Counties. Today

an ambitious project, funded through a Rivers Planning Grant, is underway to evaluate and restore

the quality of the watershed. Coal mine discharges have severely affected the streams water

quality and biological diversity. A joint effort by Penn Soil Resource Conservation and

Development, the Natural Resource Conservation Service and the Venango County Conservation

District, includes the compilation of data utilizing a geographic information system. The

parameters being evaluated include, but are not limited to, water quality, biological integrity, cultural

resources, soils, vegetation, land use and community infrastructure.

More than 3,100 acres of the 9.089 acre Clear Creek State Forest are situated in Venango

County. Early in the history of this park, in 1883, sawmills were built in the Creek Valley and

processed mainly white pine and hemlock. In 1905, when nearly all of the virgin forest had been

harvested, a fire burned most of the remaining brush and saplings. Today the State Forest Lands

are managed under the Multiple Use Management system. The Commonwealths Bureau of

Forestry considers the priority of a variety of uses in given areas including recreation, timber, oil

and gas production and of course wildlife.

COMPARISON TO NATIONAL STANDARDS


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The National Recreation Parks Association has established a ration of ten (10) acres of

parks and open space per one thousand (1,000) residents. While this ratio has been revised,

supplemented and examined in light of constantly changing recreational trends, it is still recognized

as a credible standard. With a 2000 population of 57,565, Venango Countys recreational needs

can be met in park and open space facilities totaling about 580 acres. Much of that area should be

designed for active recreation as opposed to passive recreation.

In Venango County, the Two Mile Run County Park alone provides nearly 2,700 acres of

recreational opportunities, both passive and active, and is located in the North-central area of the

County, accessible, within a short drive, to over three quarters of the Countys population. Add to

the acreage available for public recreation, in Two Mile Run County Park, the two (2) State Parks,

Oil Creek and Clear Creek with a total of over ten- thousand (10,000) acres of scenic beauty and a

multitude of activities available for people of all ages, and the Countys recreation needs have

exceeded for their population.

What is significant is that the regional parks in operation have historical themes, good

access, public utilities to multi-use areas, and serve a variety of interests. Their potential value in

terms of the socio-economic fabric of the County is

also a major consideration. Sustainability is the

new watchword for recreation facilities at the scale

of the parks discussed, and each is being

managed in ways that will achieve that goal. The

Countys plan for Two Mile Run Park and the

Commonwealths Multi-Use Management system

all rely on revenue from natural resources within

the boundaries of these park facilities, in order to

support the costs of daily operation. On the other

hand, there are six (6) State Game Lands, which while providing recreation, also preserve

indigenous flora and fauna for future generations of outdoorsmen and women. These game lands

are located in every region of the County and are accessible to high volume roadways in most

cases. A comparison of State Game Lands by County totals from the Pennsylvania State Game

Commission website is as follows:

COUNT

Y

NO. OF

GAME

LANDS

TOTAL ACRES OF

GAME LANDS

Butler 4 10.261.69

Clarion 8 18,944.55

Crawford 14 25,592.55

Erie 17 15,769.42

Forest 1 6,176.90

Mercer 5 7,149.10

Venango 6 23,046.64Warren 10 37,334.03

Total 134,024.141

State Game Land No. 86

Photo by Daniel Alward


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Of the eight (8) counties reviewed, Venango County has the third (3 rd) largest total

acreage in Game Land behind Warren and Crawford Counties. Statistical data on Venango

Countys State Game Lands is as follows:

STATE GAME

LANDSID NUMBER

LOCATION SIZE IN ACRES

39 Mineral Township 10,673.2145 Cranberry Township 4,519.5347 President Township 2,215.9096 Plum Township 4,972.80253 Allegheny Township 665.20

Total 23,046.64HARVEST STATISTICS

YEAR

BEAR

ANTLERED

DEER

ANTLERLESS

DEER

1993 30 3,431 4,9401994 34 3,455 5,469

1995 62 3,366 5,795

1996 35 3,016 4,113

1997 66 3,254 5,497

1998 36 3,530 3,526

1999 31 4,129 3,618

2000 43 4,442 6,771

2001 42 4,332 5,592

2002 37 4,229 8,383

South Sandy Creek, State Game Land 39

Photo by Daniel Alward


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Pennsylvania Game Commission/USDA Offices

The Northwest Regional Office for the Pennsylvania Game Commission is located outside

of the City of Franklin on Route 8, and serves Butler, Clarion, Crawford, Erie, Forest, Jefferson,

Lawrence, Mercer, Venango and Warren Counties. The United States Department of Agriculture

(USDA) also has their Franklin Service Center office in Franklin to serve Venango County.

2003 DCNR Grants - VENANGO COUNTY

Barkeyville, $20,000, to renovate and further develop Barkeyville BoroughCommunity Park.

Clarion University of Pennsylvania, $25,000, to prepare a feasibility study andmaster site development plan for the West End Pond at Clarion University-Venango Campus in Oil City and Cranberry Township.

Community Facilities - Libraries

Venango County has three public library systems within its borders: the Cooperstown

Public Library, the Franklin Public Library and the Oil City Library.

Cooperstown Public Library

The Cooperstown Public Library, located on Main Street in Cooperstown, began as a public

reading room in 1908 in the house of Mrs. Lee Miller on Main Street. This remained the librarys

home until 1988 when the Library Association purchased and renovated the Cooperstown

Evangelistic Tabernacle building. The library became automated in 1996 with the purchase of

new computers and software, which enables the use of barcodes and scanners. The library also

has two public use computers to provide users with Internet access. The library is open five days

during the week, Monday, Tuesday and Thursday from 1-8 pm, Friday from 1-5 pm and on

Saturdays from 8 am until noon.

Franklin Public Library

The Franklin Public Library, located on Twelfth Street in Franklin, was founded in 1894 and has

been at the Twelfth Street location since 1921. It is open six days during the week, Monday

through Friday from 10 am-8 pm and on Saturdays from 10 am-5 pm. During June, July and

August, the library is open during the weekdays from 10 am-6 pm. The library provides free library

cards to the residents of fifteen municipalities in the County, and is also a participating site for the

Statewide Access PA card.


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One of the features of the library is the Pennsylvania Room, which houses the

Pennsylvania Collection that was established in 1968. The Pennsylvania Collection contains

historical books of the region, historical oil books and other Pennsylvania resource books. The

library also houses a Junior Room, which consists of books, magazines, videos and audiotapes in

a variety of subjects for children of all ages.

Oil City Public Library

The Oil City Public Library, also known as the Oil Creek District Library Center, is located on

Central Avenue in Oil City and will turn 100 years old in 2004. The library is open six days during

the week, Monday through Wednesday from 9 am-9 pm and Thursday through Saturday from 9

am-5 pm. Since 1995, the library has been designated by the State Library to be one of the

twenty-eight district library centers in the state. The library also serves as the district library for

fourteen public libraries in Venango, Clarion and Jefferson Counties, and is staffed by eleven full

and part-time employees. The library provides free library cards to residents of Oil City, Rouseville

Borough, Cornplanter and President Townships, and is also a participating site for the Statewide

Access PA card. Clarion University cards are also accepted at the library to provide students use

and access of the wealth of resources within the library.

The library contains over 94,000 volumes, including twelve newspapers and over 200

magazines, with a childrens collection that houses nearly 18,000 books for all age levels. In

addition, the childrens collection also features a Juvenile Professional Collection for the benefit of

parents and teachers. The special collection section of the library offers to the public phone

directories, large print books, Pennsylvania collection, books on compact discs and tapes and

instructional and entertainment videos and DVDs. The library also provides access to the

POWER (Pennsylvania Online World of Electronic Resources) Library, which enables online

graphical and full-text access to periodical and reference databases on a wide range of subjects.

The library also provides a number of general services to its users, such as copy

machines for color or standard copying, the ability to send and receive faxes, a microfilm

reader/printer, microfilm ofThe Derrickdating back to 1871 in addition to other early local papers,

access to typewriters and public access computers with word processing and resume creation

programs and GED software, public meeting rooms, interlibrary loan capabilities and public access

to the Internet. It should be noted that some of these services are offered for a fee to cover

expenses.

Suhr Library, Clarion University Venango campus

The Suhr library on the Clarion University campus in Oil City supports the Bachelor and Associate


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Degree programs and provides students, faculty and alumni with a collection that contains 29,000volumes, 175 periodical subscriptions and access to over 7,000 full-text journals via the Internet.The library also provides eight public access computer terminals to enable students to utilize theweb for electronic resource materials. During the academic year, the library is open Mondaythrough Thursday from 8 am- 9 pm, Fridays from 8 am- 4:30 pm and Saturdays from 9 am- 4 pm.In the summer months, the hours of operation are changed to Monday through Thursday from 8am- 5 pm and Fridays from 8 am- 4:30 pm.

Infrastructure

Water Systems in Venango County

The following is a listing of community water systems within Venango County.

Community water systems are systems which serve the same people year-round, with in

homes or businesses.

The safe-yield of a water system equates to the available water to that

system. Safe-yield is identified as the maximum quantity of water which can be drawn

from a source during a fifty (50) year or greater drought without causing source

depletion. Available water for a community system is defined as the quantity of water

with the largest source of water off line.

Municipal Authorities, Wastewater

Venango County has a number of municipal wastewater treatment facilities providing

sanitary sewer service to areas in the County.

Pleasantville Sewer System

* Serves Pleasantville Borough* Originally constructed in 1912* Current capacity 100,000 GPD

Rouseville Sewer System

* Built in 1964* Serves Rouseville Borough* Hydraulic capacity of 1 MGD

Oil City Sewer System

* Provides secondary treatment to flows from Oil City and parts ofCranberry and Cornplanter Townships


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* Designed to treat an average of 4 MGD and 4 MGD stormflow, withcapacity to handle up to 5 MGD

Emlenton Area Municipal Authority

* Provides service to Emlenton Borough and portions of RichlandTownship

* Capacity of 200,000 GPD* Facility constructed in mid-1980s

City of Franklin

* Provides service to the City and sections of Sugarcreek Borough* Capacity of 7 MGD* Constructed originally in 1939

Polk Sewer System

* Provides service to Polk Borough

Cranberry Township General Authority

* No sewage plant* Eight pump stations deliver sewage to Oil City for treatment* Future expansion to Victory Heights area would add 100 taps

Sewage Facilities Plans

A total of thirty (30) municipalities in Venango County have adopted an Act 537

Sewage facilities Plan, according to the Pennsylvania Department of Environmental

Protection (PaDEP) as of October 9, 2003. This facilities planning document dictates

the method or methods of effluent collection, treatment and discharge consistent withCommonwealth regulations for these activities. The following communities in Venango

County have done sewage facility planning:

PaDEP # Municipality Adoption Date Age of Plan

61904 Allegheny Township 1/1/70 20+ years

61804 Barkeyville Borough 1/1/70 20+ years

61905 Canal Township 1/1/70 20+ years

61906 Cherrytree Township 1/1/70 20+ years

61907 Clinton Township 1/1/70 20+ years

61908 Clintonville Borough 6/26/86 10-20 years


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PaDEP # Municipality Adoption Date Age of Plan

61909 Cooperstown Borough 1/1/70 20+ years

61910 Cornplanter Township 1/1/70 20+ years

61911 Cranberry Township 1/1/70 20+ years

61912 Emlenton Borough 5/26/82 20+ years

61802 Franklin City 1/1/70 20+ years

61913 Frenchcreek Township 12/24/02 < 5 years

61914 Irwin Township 1/1/70 20+ years

61915 Jackson Township 1/1/70 20+ years

61916 Mineral Township 1/1/70 20+ years

61917 Oakland Township 1/1/70 20+ years

61918 Oilcreek Township 1/1/70 20+ years

61919 Pinegrove Township 11/30/94 5-10 years

61920 Pleasantville Borough 3/24/88 10-20 years

61921 Plum Township 1/1/70 20+ years

61803 Polk Borough 1/1/70 20+ years

61922 President Township 1/1/70 20+ years

61923 Richland Township 4/1/00 5-10 years

61924 Rockland Township 1/1/70 20+ years

61925 Rouseville Borough 1/1/70 20+ years

61926 Sandycreek Township 12/8/93 5-10 years

61927 Scrubgrass Township 2/5/99 5-10 years

61928 Sugarcreek Borough 1/1/70 20+ years

61929 Utica Borough 1/1/70 20+ years

61930 Victory Township 1/1/70 20+ years


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Twenty-three (23) of the thirty (30) municipalities have been using the same Act

537 Plan for more than twenty (20) years, and another two (2) have an adopted plan

between ten (10) and twenty (20) years old.

This is not necessarily a bad statistic because the rate of new development has

not warranted a review of existing plans. However, in communities such as Cranberry

Township, experiencing new residential and commercial growth that have plans more

than twenty (20) years old, there may be a need to consider a needs study to evaluate

current systems.

Municipal Authorities

The following executive summary was provided as part of the Venango County Small

Water System Regionalization Study from June of 2001.

A. AUTHORITY The Barkeyville Municipal Authority lacks sufficient total available water

supply (with the main source off-line) and should provide additional finished water storage. A

new well and ground storage tank will be needed before the Barkeyville Industrial Park is

fully occupied.

The Authority is working with CDBG money to develop a new groundwater well source

treatment facility, if needed, and a standpipe that will provide fire protection at the industrial

park. The Venango Economic Development Corporation (VEDC) is overseeing the project

including the infrastructure improvements at the site of the new industrial park.

The newly formed class of industrial user will significantly add to the existing rate base,

allowing the system to generate additional revenues needed to build cash reserves and to

fund the replacement of facilities as they depreciate in value.

Enactment of a tapping fee would allow the system to recover equity among new users. As

an authority, Barkeyville could impose tapping or connection fees it if so desires.

A Cost of Service Allocation Study would detail future rates by customer class, including

residential and industrial, based upon budgeted revenue requirements. In this fashion, a fair

rate may be charged for each customer class to insure the users of the system are paying

their proportional share.

While the system is surviving in the short term, it should look into means to increase

revenues (such as new connections or increased user rates), decrease expenses, or a


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combination of the tow approaches to improve operating results and to build needed

reserves for future system replacement and improvement.

B. CLINTONVILLE AUTHORITY The Clintonville Water System has some system

deficiencies that will require construction permit approval by PADEP if they move forward

with the development of the interchange and maintain an adequate margin of safety in

supply. If additional sources are not developed, a well designedSource Water Protection

Plan and provision of emergency backup power at each well should be provided.

As an operating authority, Clintonville has authority to implement tapping and connection

fees and to charge future (industrial) customers to pay equity into the system. The Authority

should conduct a Capital Charges Study.

Act 203, an amendment to the Pennsylvania Municipal Authorities Act, sets for the

procedures to be used to calculate tapping and connection fees. The types of fees the

Authority could consider enacting, to offset the estimated impact on fates, may include

connection fees, customer facilities fees and tapping fees.

C. COOPERSTOWN WATER COMPANY -The Cooperstown Water Company water system

has some system deficiencies that include insufficient available finished water storage. The

system should also consider providing a secondary booster pump for redundancy.

Revenues are used to pay off operations and maintenance expenses, debt service, and

profit. Given the age of the systems existing assets (i.e. between 40 and 50 years) and the

expectation that there will be no significant number of new customers, persons residing in

the Borough of Cooperstown will face steadily rising water bills over the next ten years. The

average annual increase for the cost of water is estimated to be 6% per year

The system showed a loss in 1999 and a slight positive cash flow. The large negative

retained earnings result indicates that this poor operating result is not uncommon for the

company. The positive cash flow indicates that the company can survive on a short-term

basis, but the consistent losses indicate that that company cannot replace its infrastructure

as it wears out and cannot survive in the long term without outside support.

The small size, rate regulation, and poor financial condition of the system means that it has

limited access to capital for needed improvements. Additional support from the owner, and

possibly PENNVEST funding would be the only sources of capital..


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The system could consider physical regionalization via an interconnection with the D &S

Estates Mobile Home Park. An estimated 500 feet of PVC water main would be needed to

interconnect the two water systems, at an estimated project cost or $12,500 (assuming $25

per linear foot and the owner makes the connection). D & S Estates has approximately forty

(40) connections, with an average day demand of 8,000 gpd. At the present rate charged to

its customers, Cooperstown Water Company would stand to generate an additional $9,200

per year in revenues.

The intersection would qualify for a Small Water Systems Consolidation Construction Grant

Program, administered by the PADEP Technical Assistance Center for Small Water

Systems.

Under this program, grants an e made up to $150,000 or 75% of the construction project

cost, whichever is less. A minimum local share of 25% of total project cost in the form of in-

kind services or in matching funds is required. Grant money may also be used to make

repairs to existing small systems (D & S Estates) to meet the standards of acquiring the

system.

D. CORNPLANTER TOWNSHIP The Hasson Heights Water District has some system

deficiencies that include booster pumping station repairs and replacement of aged or

undersized transmission and distribution lines. The Cornplanter Township Authority should

install flow metering on the booster pump bypass line if it intends to operate the system in

this manner (i.e., bypass the booster pumps). At the time of our interview (December 2000),

the Authority was interested in telemetering pumping and storage tank facilities and

upgrading the water distribution system. These improvements would be designed to replace

the aged transite pipe, improve fire flow protection and eliminate dead ends.

The Authority should conduct a Comprehensive Master Study of the transmission and

distribution network, given the general lack of system documentation, the age and material

of construction of much of the system and the variability in unaccounted for water and its

associated expense. Specifically, this study should prioritize capital improvements and

schedule a Capital Improvements Plan, including piping replacements or new mains andrepairs, such as cleaning and lining existing lines. It should also include a Comprehensive

Leak Detection / Water Audit Study to evaluate the nature of the unaccounted for water and

the cause of the monthly variations. Typical components of a Comprehensive Water Audit /

LeakDetection Study might include.


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Review Distribution Mapping

Select Study Period (Normally 12 Months)

Conduct Comprehensive Leak Detection

Review Records and Procedures (Meter Readings and Sales)

Determine Metered Ration ( Percent of Total Water Produced)

Identify and Reduce Unaccounted-for Water

The study should develop an improvements schedule and budget, to be implemented to

make the necessary distribution improvements over a suitable time frame, driven in large part

by the existing condition of the mains.

The study should identify viable financial payback methodologies, such as user rate increases

per EDU, connection fees, and costs absorbed by revenue increase due to increased

connections. Unless outside financial support can be obtained, users are likely to face a

significant increase in user rates and/or special assessments to fund future water system

needs.

Regular, modest increases in user rates and/or decreases in expenses would help to improve

the systems operating ratio and allow the Township to begin generating a fund balance that

could help to meet future capital needs, as well as to serve as an emergency fund.

In summary, Cornplanter Township Water Fund has moderate short-term capacity and

questionable long term capacity. The Township has successfully planned for and operated a

water system that is performing well at the present. Continued good planning and

management will allow the Township to continue this good operation in the future.

E. CRANBERRY-VENANGO COUNTY GENERAL AUTHORITY - The majority of the

distribution system is less than 30 years old. The approximately 35,000 feet of PVC

distribution main installed the 1990s was funded under a PENNVEST loan.

The approximately 31,000 feet of cast iron and transite piping from the 1930s is reported to

be in good condition with no occurrence of breaks. However, the system should schedule

for periodic planned replacement of transite and cast iron pipe of this age. Replacement of


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this aged, unlined cast iron pipe should also have a substantial benefit upon improved

system fire-flow capacity.

The system should design for and then systematically replace the piping with either PVC or

ductile iron pipe, based upon site conditions. The system has no formal Capital

Replacement Plan. A formal CapitalReplacement Plan is therefore highly recommended.

The system should periodically inspect its welded steel water storage tanks, including the

Big Egypt Road, Allison Road and Cranberry Mall Ground Storage Tank.

The system has adequate available water for the next ten years, provided that it continues to

utilize the Oil City interconnection at Rich Hill. The groundwater treatment process appeared

to be operating effectively, meeting all drinking water MCLs. The treatment process pH

adjustment adequately controls lead and copper to below their respective MCLs, provided

that the finished water pH is maintained at or above approximately 8.5.

The system has a good Wellhead Protection Plan in place, which is on file at the PADEP.

The system may lack full compliance with several of the system management

responsibilities, including operations and maintenance, cross connection control, and

emergency response plans.

F. D & S ESTATES - D & S Estates is a mobile home park. Fees for water service are

included in the lot fee of the MHP and are not tracked separately. As an integral part of a

larger organization, the financial capacity of the water system is dependent of the financial

capacity of the overall business (the MHP). PADEP has no authority to review the financial

capacity of MHPs and has not guidance to assist in such a review.

G. EMLENTON WATER COMPANY - The Emlenton Water Company is a subsidiary of

Nidos, Ltd. Inc., which operates several PUC regulated gas utilities. While the financial

statements of Nidos were not reviewed as part of this study, the fact that there is a partner

company appears to add some financial and technical capacity to Emlenton. Whereby

stabilizing this system to a much greater extent than would have been available given the

limited resources of the previous owner.

First, Nidos has other revenue streams and assets to rely on in an emergency situation in

addition to those of Emlenton. Second, the parent company provides management that is

experienced in running a regulated utility. Third, the parent company provides a workforce

experienced in some of the same technical issues as relates to infrastructure improvements


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as the water company. Fourth, the parent company provides economies of scale, especially

as they relate to billing and collections, utility management, operators, shared equipment,

and purchasing. Finally, the recent influx of capital for improvements indicates that the

parent company has access to capital beyond that of the previous owner.

The Emlenton Water System has some identified system deficiencies that will require new

construction, operation permits and PADEP approvals. These include major treatment

improvements;, a new finished water storage tank, and an accelerated water main

replacement program. In addition, the system may lack full compliance with several of the

system management responsibilities.

The system should resolve the treatment issues as its first priority. PADEP engineers

identified these issues during the recent Filter Plant Performance Evaluation (FPPE). Future

regulations include the interim enhance surface water treatment rule that will mandate a 0.3

NDTU final water turbidity. The system has until January 2004 to meet these requirements,

as discussed in Section I. Then the system should concentrate on replacement of the aged

cast iron piping. They should plan to spend at least $2 million over the next ten years on

cast iron water main replacement. Finally, they should turn attention to replacement of the

aged brick reservoir.

Based on the number of connections, it will not be possible to pass along all of the capital

improvements costs directly to the customers. The water company will definitely need

financial support from the parent company as they service a limited rate base, and the rate

base ranks low in the county in median household income.

This water system will lose money for at least the next several years, pending the completion

of the treatment and distribution related capital improvements. However, the longer the

company waits to enact the necessary improvements, the more it faces in terms of future

costs.

It is recommended that a Cost of Service Allocation Study be conducted, specifically in order

to detail future rates by customer class (Residential vs. Commercial and Industrial), based

upon future perceived revenue requirements. The PUC will likely require Nidos to finish

such a study before they can apply for their next rate increase.

The financial statement of the system showed a positive operating result and a very strong

operating ration of 1.26. If the system can maintain this positive operating result, it should be

able to improve its solvency position over time and ultimately begin to build the cash


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reserves necessary to implement the capital improvements. As the new ownership continue

to make capital improvements, the system could receive future rate increases approved by

the PUC that will support continued good results.

Bright spots include excess capacity in plant and source allocation, largely as a result of the

ten year decline in rate base. The company has reportedly explored restructuring options,

including regionalization and selling bulk water to other systems, among these including the

Foxburg Water System in Clarion County. If these arrangements come to fruition, it would

greatly improve the operating position of the company, allow for additional access to capital,

and, in general, increase the systems financial capacity. Based on the support of the parent

company and the recent good operating results, Emlenton should be able to take on the role

of Regional Water Supplier but only after making the extensive capital improvements.

H. FRANKLIN GENERAL AUTHORITY The Franklin General Authority is the largest publicly

owned and operated water system in Venango County. The Authority directly serves one

hundred per cent (100%) of the City of Franklin (an estimated 8,500 persons) and serves

approximately 100+ customers in Frenchcreek Township (Union Heights Community

Association). The General Authority also serves (and charges at the standard industrial /

commercial rate) to the Sandycreek Township General Authority and to the Sugarcreek

Borough Municipal Water System.

The General Authority of Franklin Water System has some system deficiencies that will

require construction and operations permit approval by PADEP. These include: lack of

sufficient source available water to meet present and future (2010) maximum day demands;

lack of adequate backup or emergency poser at the treatment plant and booster pumping

stations; major rehabilitation work necessary within the distribution system, metering, and

leak detection to identify and remediate unaccounted for water; and major structural work at

the Ninth Street Plant Clearwell.

The system should first install meters at all of its domestic service connections to promote or

to enhance good water conservation practices while simultaneously enhancing the revenue

stream through consumption based rates. Larger commercial and industrial customers arepresently metered and billed according to usage at a declining block structure. The declining

block rate structure should be reconsidered in light of conservation and proper allocation of

costs to those customer classes that place the greatest stress upon the systems capacity.

The Authority can offset eliminating the inclining block by offering incentives to large users

that practice conservation.


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An Emergency Response Plan should be developed considering such things as

contamination, drought, public notification procedures, implementation and enforcement of

temporary water use restrictions.

The present average residential customer pays an average $336 per year for water. The

annual cost of water charged could conceivably double over the next ten years. The

Authority may offset some of the debt service through revenue enhancements, primarily due

to expansion of the Sandycreek Township and Sugarcreek Borough water system, the

Authoritys two bulk sale customers.

The Authority is embarked upon a New Source Development Program, currently exploring

within the stratified drift glacial outwash deposits located along French Creek, north of the

Barretts Flats (Ninth Street) wells. The Sugar Creek Station owns two grave deposit wells

located along Sugar Creek, approximately one mile north of the confluence with French

Creek. Based on pump tests conducted in 1998, the safe-yield of the wells has been

estimated to be 500,000 gpd. The source capacity is believed to be sufficient to meet

Franklins maximum day demand needs for at least the next ten years. The Sugar Creek

Station requires only 35,000 gpd on average.

The length of 12-to 16-inch water main required to interconnect the Sugar Creek Station

sources with the western extreme of the Franklin service area is estimated to be 3.1 miles

within the US route 322 right-of way. The water main would begin approximately at

elevation 1049 feet, then encounter a high point elevation a slight distance east of the Village

of Sugarcreek of 1130 feet, then gradually fall and rise again before reaching a low point

elevation of 1012 feet at Patchel Run, finally ending at elevation 1040 feet.

The average grade along the route is estimated to be 3%. The range of costs could be

somewhere between $1,650,000 and $2,450,000, depending upon whether one uses $100

or $150 as the average cost per linear foot.

I. KENNERDELL NORTH AND SOUTH The Kennerdell Community Water System has

some serious system deficiencies that will require construction permit approval by PADEP.

These include lack of a viable source, sufficient total available water, and lack of finished

water storage.

On March 19, 2001, the system submitted a Small Water Systems Consolidation Grant

Application to the PADEP Bureau of Water Supply Management Technical Assistance

Center for Small Water Systems.


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The total project cost estimated is $121,660. The local share $31,291 (25%) and the state

grant requested is $90,369. The local share is for $18,100 of cash contribution to pay for the

hydrology/engineering studies and $13,191 of in-kind services, including labor and materials

for the test well and site preparation and installation of interconnect water main. The

application has neither been approved nor denied.

The following preliminary construction costs have been provided by the Engineer (Northwest

Engineering, Inc.):

Well Drilling and Permitting $30,000

Electric Power to Site $15,000

Mechanical $20,000

Disinfection System in Building $20,000

Pump Controls $ 4,000

Total $89,000

Total project costs are estimated in the grant application


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Component Cost

Administration $ 2,000

Legal $ 1,000

Financing $ 500

Engineering $ 18,100

Construction $ 89,000

Contingency $ 11,060

Estimated Total Project Cost $121,660

J. OIL CITY WATER WORKS - The City of Oil City is the largest municipally owned and

operated water system in Venango County. Oil City directly serves one hundred (100%)

percent of the population of Oil City, an estimated 11,949 persons and indirectly serves

approximately 1,800 persons in Cornplanter Township and 600 persons in Cranberry

Township. The city serves an estimated 14, 365 persons.

The PADEP has issued Oil City Water Works an allocation permit in the amount of 4.5 mgd,

of which 1.0 mgd is subsidiary to Cornplanter and Cranberry Townships, leaving 3.50 mgd

for Oil City. Oil Citys estimated average daily demand for the year 2010, including water

sold in bulk, is 1,720,000 gpd, leaving surplus available water of 1,780,000 gpd. On this

basis, Oil City is an excellent candidate for a Regional Bulk Water Supplier.

According to the City Engineer, there is no formal Capital Improvements Plan in place. The

system does not appear to be building cash reserves for future replacement of used physical

plant to reflect what would be a depreciation expense, nor are there ongoing capital

investments that would offset depreciation expense. Large infrastructure projects are

bonded or PENNVEST funding is used to capitalize the costs. While some sections of the

distribution system are repaired, replaced or upgraded periodically, there is no regular Line

Replacement Program.

The six-, eight-, and ten-inch cast iron piping installed prior to the 1930s has probably

reached the end of its useful life expectancy. The City should immediately put into place a

Capital Improvements Plan to replace approximately 190,000 feet (approx. 35 miles per


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year), depending upon system revenues, availability of low interest funding, and the

allowable debt service that may be incurred.

The piping replacement cost is estimated at approximately $14,000,000. At the PENNVEST

borrowing rate for Venango County, the amortized annual debt service payment would be

$837,000. The city is currently paying approximately $35,000 per year to pay off a

PENNVEST LOAN issued in 1991, so its total debt service would approach an annualized

payment of $875,000, or 60% of its annual water revenue. The city should plan to spend an

estimated $850,000 over the next ten years.

The current rates are quite modest, and moderate regular increases should not pose a

burden to the ratepayers. If, however, needed capital improvements are further deferred, in

the future the city may be facing the need to greatly increase the water funds revenue

stream. If the current rates are still in place, many customers will face rate shock and

difficulty in adjusting their budgets. A modest regular rate in crease initiated as soon as

possible will help to generate funds for needed improvements and will reduce the hardship

of future more dramatic increases.

Within one year (2002) the city should develop an Infrastructure Replacement Plan. The

plan should prioritize a 20-year Water Main Replacement Program (2002-2022), broken

down into multiple construction phases and include a financing payback methodology.

Within one year (2002) the system should determine whether it would meet the Stage 1

D/DBPR 80/60 requirement. Within three years (2004) it should determine whether it would

meet the Stage 2 D/DBPR requirement, including the locational running annual average

requirement. Within three years (2004) the system should inspect and evaluate the

condition of the eight (8) steel water tanks. The city should look towards reducing

unaccounted for water through supply management techniques (i.e., the Infrastructure

Replacement Program would eliminate leaks).

Within three years (2004) the system should have fully developed Operations and

Maintenance Plan, Emergency Response Plan, Cross Connection Control Plan, and Source

Protection Plans, which should be submitted to PADEP. Within the next four years (2005)the system should complete a study to determine if it will comply with the log inactivation and

other requirements of the GWDR.

K. PLEASANTVILLE BOROUGH MUNICIPAL WATER WORKS - The Pleasantville

Borough Municipal Waterworks System has some minor system deficiencies that may

require construction and operations permit approval from the PADEP.


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The system does not currently have a Capital Improvement Plan, but the Operator

expressed an interest in developing such a plan. This would provide the borough with good

information on upcoming capital needs and allow them to assess the adequacy of revenues

to assess the adequacy of revenues to build needed reserve funds or support debt service.

The system should first develop and implement a Capital Improvements Distribution

Replacement Plan. They should seek to replace, on the average, between, 1,500 and

2,000 feet of aged transite and cast iron piping each year. They should address if they wish

to increase average line sizes, from the existing four- and six- inch diameters to eight- or

twelve- inch pipe sizes to improve upon their available fire-flow rating and to increase their

ISO insurance rating to a higher class. They may wish to develop a hydraulic model of their

distribution system as a planning tool. They might wish to commission an ISO study of the

system.

The system should begin to replace the worst sections of the 50-year transmission main

from East Titusville, rather than wait another 20 to 30 years and then trying to replace all

three miles at once. This policy will result in improved reliability of the transmission/delivery

system. There is adequate storage in the system to allow temporary outages of the

transmission main, such as might be necessary to make a dry tap or connection to new

ductile iron water main.

The system should also implement an Active Meter Inspection/Testing And Replacement

Program. It is recommended they budget for replacement of approximately 50 meters each

year.

The system shows a marginal short-term financial capacity. Lack of capital funds and the

positive cash flow needed to develop such funds indicates long-term financial capacity

concerns as well. The Borough may want to consider a modest user rate increase to allow

for sufficient cash flow to build greater cash reserves. The current user rates are not high;

and modest, regular increase should not be a burden on a majority of the ratepayers.

Deferring rate increases and reinvestments in the system until a crisis develops, however,

might lead to a more dramatic rate increase. This more dramatic increase could raiseconcerns about rate shock and affordability. By acting in the near term, the Borough can

reduce the likelihood of more significant rate increase and problems in the future.

L. PLUMER WATER COMPANY The financial statements of the Plumer Water Company

reflect a very small, regulated utility with minimal financial capacity . The system shows

significant negative equity, probably resulting from consecutive years of negative net


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;income compounded by the high percentage of customers who do not pay their water bills

on time. The calculated average annual water bill for residential customers is the highest in

Venango County, followed next by Sandycreek Township Municipal Authority, and then the

Rouseville Municipal Water Works. The Plumer Water Company purchases one hundred

percent of its water from the Rouseville System.

Given the lack of ability to pay current rates and the fact that growth is not to be expected in

the service area, it is very important for the company to continue to search for ways to

reduce the cost of water. However, as a non-producing system, the majority or its operating

expenses is the purchase of water from Rouseville and, therefore, depends upon the bulk

sales rate set by Rouseville.

The large negative retained earnings indicates that the company cannot replace its

infrastructure as it wears out and cannot survive in the long term without additional outside

support. This outside support presumably comes from the owners other business ventures.

The small size, rate regulation, and poor financial condition of the system means that it has

limited access to capital for needed improvements. Additional support from the owner and

possibly PENNVEST funding would be the only source of capital.

M. POLK CENTER The water system is part of a facility owned and operated by the

Commonwealth of Pennsylvania. It does not have any outside customers and does not

generate any revenue. The water system has no financial capacity independent of the

Commonwealth.

This appears to be an aging system; most of the components were constructed prior to

1930. The system appears to be getting by in terms of procurement of the most basic

commodities, including chemicals, electricity and eight-hour per day operation supervision by

a Certified Operator. It would appear that bare minimum Commonwealth money is spent to

maintain the existing plant facility.

On the positive side, the surface source water quality is very good and the plant is meeting

the present drinking water requirements for turbidity and disinfection. The plant did pass the

PADEPs Filter Plant Performance Evaluation (FPPE), indicating that it complies with water

quality and disinfection standards promulgated under the Surface Water Treatment Rule.

Polk Borough will begin to send its wastewater to the facility in the near future. The Borough

may buy the facility wastewater plant over the next few years. If the water treatment facility is


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upgraded to meet current state and / or Federal standards, then Polk Borough might

conceivably be interested in taking the facility out of the hands of the Commonwealth and

operating it themselves, perhaps under the Commonwealth of Pennsylvania Authorities Act.

All things considered, this route would probably represent one of the most cost effective

means of developing a Public Water Supply System to serve the long-term needs of Polk

Borough.

If the Borough is interested in owning and operating the water (and wastewater)

infrastructure for the betterment of its citizens, it is first recommended that a detailed Water

System Evaluation Conditions Survey be undertaken to more accurately determine the

capital costs that could be anticipated in order to upgrade the aging conventional subsurface

water filtration plant. The basic unit processes are properly sized to treat up one million

gallons per day, which is more ;water than Polk Borough, and the facility would likely ever

need.

N. ROUSEVILLE MUNICIPAL WATER WORKS The Rouseville Municipal Water Works

needs to explore ways to lower its production expenses, which may not be easy given the

substantial PENNVEST debt, incurred and the resulting limited ability to access additional

capital for needed improvements. Lowering expenses would potentially also benefit the

Plumer Water Company.

In Section II we have calculated Rousevilles average expense to produce water to be $2.63

per 1,000 gallons and Oil Citys average expense to be $1.49 per 1,000 gallons. Simply put,

the annual cost savings, which could be realized by purchasing water from Oil City at cost

and based upon the Rouseville 1999 sales volume, amounts to %52,465 per year.

Again, based on the Rouseville 1999 sales volume, Oil City would stand to generate an

additional $69,000 per year in revenues at a selling price of $1.50 per 1000 gallons. This

revenue stream could sustain a capital improvement project valued at up to $1,150,000

assuming the Countys PENNVEST rate.

Any agreement between Rouseville and Oil City would need to provide resolution to the

matter of ownership of the approximate 6,000 feet of aged cast iron pipeline in the State

Route 8 Corridor. To our knowledge, there have been numerous breaks in the line with a

general lack of maintenance or repair, as there appears to be question of ownership. Oil City

reports that the maintenance costs of this line outweigh any revenues generated from the

few remaining customers. One small Homeowners Association served by this line has been


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vocal in seeking relief from Cornplanter Township. Oil City would welcome Cornplanter

Township to take over the entire cast iron water main.

The Route 8 Corridor are is currently under study jointly by Rouseville and Cornplanter in an

Act 537 grant application process. There are no sewers in this area at this time. Rouseville

owns and operates a 40-year old extended aeration sewage treatment plant that services

only Rouseville Borough before discharging into Oil Creek. The plant was designed to treat

an average flow up to 0.2 mgd and may have already exceeded this volume. Therefore, the

Act 537 Study will likely address other regional options.

If Oil City were guaranteed sufficient revenues from Rouseville, and if terms to a long term

agreement could be negotiated with Oil City replacing the entire length of water main, the

cost for replacement could be paid for from the additional generated revenues. At $100 per

foot, the cost to replace the entire pipeline would be approximately $600,000, or an annual

payment of $36,000 with a PENNVEST loan. This would still leave Oil City a modest net

revenue of $33,000 per year.

To go one step further, if the results of the Act 537 Study advise a regional solution to the

wastewater issues, a sanitary main could potentially be constructed at the same time with

the same labor as the water main replacement, resulting in significant savings. Cornplanter

Township and Rouseville would, of course, assist in the cost of the sewer portion of work.

O. SANDYCREEK TOWNSHIP MUNICIPAL AUTHORITY This relatively new system is

owned and operated by Sandycreek Township. The system has significant current assets.The current assets provide the system with a cushion in case of emergency or interruption

of cash flow, provide a level of assurance to the systems lender (Rural Utilities Services),

and serve as a base for developing funding for future capital needs.

Some of these assets are targeted for capital improvement project (storage tank) that is

expected to be implemented within the next year. The tank is necessary due to rapid growth

outside of the existing system service area .

No capital improvements or major system deficiencies were noted in this study.

The system has the second highest calculated average annual water bill in the County (the

highest is the Plumer Water Company). However, the system does not trigger any warning

flags for either demographic or financial variables; in fact, the municipality has a history of


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significant growth. If the water system can continue to expand its base, this will help to build

future long-term financial capacity.

P. SUGARCREEK WATER COMPANY The financial statements of the Sugarcreek Water

Company reflect a very small, regulated utility with minimal financial capacity. The system

has negative equity, showing an insolvent financial position. Much of the current liabilities are

owed to the owner and affiliated companies; so as long as the overall financial condition of

the owner remains stable, the system will be able to operate. However, without the support

of the owner, the system would not be solvent. If the current liabilities were called, the

system would not be able to meet its current obligations.

The relatively small size, rate regulation, and poor financial condition of the system means

that it has limited access to capital for needed improvements. Additional support from the

owner and possibly PENNVEST funding would be the only sources of capital.

Our analysis indicates raising rates to improve financial conditions and fund needed

improvements could cause financial hardship and result in collectability issues.

Q. SUGARCREEK BOROUGH This system is owned and operated by Sugarcreek

Borough. No capital improvements of major system deficiencies were noted in this study.

The system serves commercial and industrial clients almost exclusively, providing water to

one private home and one small apartment building.

The system seems to have reasonable short-term financial capacity due to its positive

operating results. Given the projected growth in rate base, the system may have

substantial long-term financial capacity and could be a good partner in a number of

regional approaches.

R. VENANGO WATER COMPANY The financial statements of the Venango Water

Company reflect a small regulated utility with minimal financial capacity. The system has

significant negative equity, showing an insolvent financial position. The consistent losses indicate

that the company cannot replace its infrastructure as it wears out and cannot survive on the long

term without outside support.

Much of the current liabilities are owed to the owner and affiliated companies, so as long

as the overall financial condition of the owner remains stable, the system will be able to

operate. However, without the support of the owner, the system would not be solvent. If


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the current liabilities were called, the system would not be able to meet its current

obligations. The assets cannot help to support any capital improvement needs.

The relatively small size, rate regulation, and poor financial condition of the system means

that it has limited access to capital for needed improvements. Additional support from the

owner and possibly PENNVEST funding would be the only sources of capital.

The low income per connection and operating ration reflects the poor operating

performance. If an operating ratio of less than one is maintained over a period of time, it

indicates that the system is consuming its assets and will eventually lose the ability to

finance operations and replacement of capital. The revenue per connect

Volume IX Community Facilities & Services

Documents

Transcript of Volume IX Community Facilities & Services