ACCOMPLISHMENTS

THE ISSUES WE CARE ABOUT

shutterstock_1724178103_sm.jpg
 
  • Generated funds for roads through a new developer traffic-impact fee. This means developers will pay to improve roads when they add traffic.

  • Secured state funding ($2 million RACP grant) for new UPT fire and EMS services facility. Working together to solve problems for our residents is good government in action.

  • Achieved AAA bond rating for UPT in 2020, despite the potential of revenue instability during COVID 19.

  • Implemented third-party audits of all township departments to ensure cost efficiencies.

  • UPT townships millage is in the bottom 10% of all Montgomery county municipalities despite vast services provided such as well-maintained streets/roads, 24/7 police protection, new, centrally located fire and emergency services facility, enviable trails and waterway access for year-round outdoor enjoyment.

shutterstock_1501457822.jpg
 
  • Expanded and updated 8,080 feet of township trails and connections. Collaborated with county to offset project and ongoing maintenance costs. 

  • Voted to Permanently Preserve the 43-Acre Duhovis Farm.

  • Supported police department accreditation at both the State and Federal level.

  • Reduced Community Center costs by close to $100,000 per year, while updating adult and children’s programming. Community Center Information.

  • Opposed zoning change for Parkhouse property.

    • Upper Providence Township FAQ document here.

    • Please reach out to the township for information on this private property 610.933.9179. Staff is there for your questions!

  • Supports affordable expansion of parks, recreation and quality-of-life amenities.

    • 2021 PA Counsel of the Arts grant awarded $100,000 over four years for UPT Parks and Recreation.

Office Conversation
 
  • Implemented Pay-to-Play ordinance ccapping township contractor support of a supervisor candidate to $300.00 per election cycle.

  • In 2018 and 2021 Helene, and now Rajan, have not taken any developer contributions.

  • We rely on third-party analysis of services and amenities and use feasibility studies to ensure any plans are affordable in the long term.

IMG_4511_waterways.JPG

Montgomery County, with the assistance of Upper Providence Township, is working on an exciting new project to restore the historic Schuylkill Canal Towpath in Port Providence and Mont Clare, Montgomery County. Once the restoration is complete, the towpath will serve as a part of the Schuylkill River Trail for walking and off-road bicycling.*

Quote from Montgomery County website

Schuylkill Canal Towpath

 

One of the major quality-of-life features in Upper Providence Township is access to trails and the waterways. In UPT we have 8,080 feet of trails. 

While serving as Supervisor, Helene Calci supported the development of new trail connectors:

  • Trail from Troutman Road to Black Rock Park  (UPT administrative campus)

    • Received a $250,000 Greenways Trails and Recreation Program grant (GTRP)

  • Rivercrest Trail Connector (UPT municipal campus to the Lock 60 trail)

    • Received a $100,000 Montco 2040 Grant

  • Lock 60 - Upper Schuylkill Valley Park Trail

    • Received a $195,000 Greenways Trails and Recreation Program grant (GTRP)

UPT_WalkingTrails.jpg
IMG_4502_rivercrest.JPG
IMG_4494_Canal Trail.JPG
shutterstock_1883973565.jpg

While it is always vital to support our emergency responders the construction of this facility is especially critical to the surrounding townships in ensuring adequate fire and emergency services within the area. As our region grows, we must ensure that our emergency responders have access to up-to-date resources in order to respond and assist those in need.  The construction of this new facility will go a long way to support our first responders who put their lives on the line to protect us during crisis situations.

State Senator Katie Muth, 44th senatorial district

The new fire facility will also house a third-party EMS/ambulance service, which will be centrally located in UTP township, cutting down on response time of medical professionals who respond to 911 calls.

FirefighterChart1.png

The volunteer model is fading away with demographic changes in the area.

  • Statewide, fire service volunteer ranks have shrunk from over 300,000 in the 1970s to 38,000 now.  The UPT community is not immune to this crisis.

  • In order to continue to meet our public safety obligation to the residents of UPT, we must move towards a hybrid paid/volunteer model.

The foundation of our new model is the new fire station. 

  • Our township’s homes and businesses have developed in what was once the areas agricultural center. However, the only township fire house, Oakes Fire Department, is on the peripheral of the area. The center of the township needs better fire protection.

  • Centrally located and built for now and the future, the new UTP fire house is the first step in a strategic plan that also includes the systematic reduction in:

    • Fleet assets (fire trucks),

    • Potential cooperative agreements with other municipalities,

    • A reinvented volunteer model that is based upon in-station staffing rather than the respond-from home model. 


Although the budgeted cost of the new facility is $12.5 million, we have worked hard to secure grants to offset the costs.  

  • So far, we have already received $2 million in redevelopment grant money from the Commonwealth, and we continue to pursue additional grant funding to further offset the total cost of construction. 

  • The responsibility to provide public safety services comes at a cost.  It is critical to do all we can to support the remaining volunteers who supplement our career firefighters.

FirefighterChart4.png

To implement a sustainable combination model, we need:

  1.  The facilities to house both our equipment and our personnel on a 24-hour basis.
    2.  Commitment and a reason to want to volunteer from those volunteers that remain (hence the stipend and other retention tools that must be created along with the prospect of responding to more calls Township-wide and less focus on administrative duties that bog the volunteer system down).  
    3.  The new station brings us closer to achieving these goals (we will still need to maintain satellite stations). It also gives us additional options for how we distribute fire apparatus, likely reducing the need to maintain such a large fleet (major reductions in future capital expenditures in favor of reliable staffing along with strong mutual aid partnerships from other fire departments).

 

In short, the new station and increased staffing is one significant step in a comprehensive strategic plan to establish a system that we can eventually maintain rather than continue to grow.