Evesham Township

The Township of Evesham operates under the Council-Manager form of local government as established by NJSA 40:69A-81.  The Council-Manager concept places the responsibility for policy development in the hands of an elected governing body, while the Manager is responsible for day-to-day operations and policy implementation. 

The Township Council consists of five members, elected in at-large elections, including a directly elected Mayor.  The Council's function is similar to that of a corporate board of directors.  The Council hires the Manager on the basis of executive training and experience.  As envisoned by the municipal reform movement that established this form of government nationally, the Manger is a non-partisan professional ready to serve and carry out the policies established through the democratic-representative process.

The Manager's duties include: Serving as the chief executive and administrative official of the municipal organization; Implementing the odinances of the municipality; Appointment and removal of department heads and other officials authorized by the Council; Negotiation of contracts subject to Council approval and management of same; Development of reports, plans and recommendations concerning the nature and location of municipal improvements for Council's consideration and such other measures deemed neccessary for the efficient delivery of municipal services.

In addition, the Manager prepares the Municipal Budget, which is approved by Council; works closely with state, county and other municipal officials; attends all meetings of the Council; and acts as the Director of Health.  Finally, most public complaints, questions and concerns are directed to and handled by the Manager's Office.

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EVESHAM 2020 VISION PLAN INCORPORTATED INTO MASTER PLAN

June 2010

Dear Residents and Community Stakeholders:

Through the summer of 2009, the Township Council hosted a series of widely advertised community visioning workshops open to all residents and business owners.  The purpose of the workshops was to obtain focused input on the future development of the community with a particular focus on Main Street and our commercial zones.

We are pleased to present the results of the workshops, which reflect the input of over 200 participants.  The resulting document, the Evesham 2020 Vision Plan (PDF 18mb, see below for partial files), was incorporated into the municipal master plan by the Evesham Township Planning Board on June 17, 2010 and is now official policy. 

The planning principles advocated by the plan include:

1. Promoting the concept of a “Marlton Village” as a destination in the historic Main and Maple Street Streets vicinity characterized by civic gathering places and an inviting mix of shops, restaurants and services along a more pedestrian friendly streetscape. 
2. Establishing the concept of “Evesham Crossroads” at the intersection of Routes 70 and 73 as an iconic successor to the “Marlton Circle” characterized by properly scaled and distinctive architecture and civic art. 
3. “Retrofitting Outdated Commercial Properties” into mixed use places with buildings framing pedestrian streets and public spaces.
4. Creating a “Trail Network” to link residential neighborhoods with commercial areas, civic spaces and greenways. 
5. Enhancing the “Livability of All Neighborhoods” by upgrading parks and investing in pedestrian safety and traffic calming.

These principles will be utilized to help the Planning and Zoning Boards consider development applications and to assist the Township Council and staff in developing investment priorities.

Finally, the work of the Marlton Economic Development Advisory Committee in helping to select the consultants and facilitate the entire visioning process is greatly appreciated.

Sincerely,

Thomas J. Czerniecki
Township Manager

Full Vision Plan (PDF, 18MB)

Vision Plan pgs 1-10 (PDF, 1.7MB)
Vision Plan pgs 11-21 (PDF, 1.9MB)
Vision Plan pgs 22-31(PDF, 5.4MB)
Vision Plan pgs 32-41(PDF, 4.5MB)

June 23, 2010

Dear Residents and Community Stakeholders:

As part of the Township’s ongoing efforts to be responsible stewards of our nation’s natural resources and to structurally reduce municipal operating expenses, the Township Council has approved a $1.5 million contract for the installation of solar panels on the Evesham Township Municipal Building, Blue Barn Recreational facility, and Parks Maintenance garage.

The Township, through the guidance of its consulting engineer (and resident) Greg Sullivan, PE, of Remington and Vernick, Inc., along with the support of the Evesham Township Environmental Commission, was able to secure over one million dollars in grants from state and federal sources.  Consequently, this investment will yield immediate and significant budget savings once installed. 

The New Jersey Board of Public Utilities is providing rebates of $808,000 and the U.S. Department of Energy will contribute a $192,800 Energy Efficiency Block Grant (stimulus grant) for the project.  The solar panels will save 2.3 million dollars in avoided energy costs over the 25 year life span of the project.  Additionally, the Township will earn 2.7 million dollars in revenues through the sale of solar renewable energy certificates over 15 years. 

The Township Council awarded the construction contract to EMSA Construction of Parlin, NJ after an extensive competitive bidding process.  Construction is expected to begin in August.

Regards,

Thomas J. Czerniecki
Township Manager

Mission Statement

To provide the highest quality service to all residents equally in the most efficient and responsive manner possible with a skilled team of employees and volunteers dedicated to the needs of our residents and committed to excellence, fiscal responsibility and professional management.

Statement of Core Values

In order to advance the Evesham Township’s municipal mission statement, Team Evesham members will be guided by the following principles:

1. REVERENCE FOR INTEGRITY & HONESTY:  Be dedicated to the highest ideals of honor and integrity in all public and personal relationships, truthfulness in communications, and observance of ethical guidelines contained in State law, the municipal code and internal policies in order to merit the respect of the public for the Team.
2. PROFESSIONALISM IN PUBLIC SERVICE:  Honor our positions through civility and decorum in our interactions with fellow Team members, residents and officials.
3. COMMITMENT TO EXCELLENCE:  Make it a duty to continually improve one’s abilities and help develop the competence of associates on the Team.  Develop and communicate benchmarks for as many functions and tasks as possible to demonstrate the careful use of public resources.
4. RESPECT FOR THE DEMOCRATIC PROCESS & REPRESENTATIVE GOVERNMENT: Recognize that elected representatives of the people are entrusted with the establishment of local government policies and priorities while execution of said policies rests with the Team.   
5. OPERATIONAL EFFICIENCY:  Seek continuously to find ways to maximize the use of resources provided by the taxpayers and thoroughly clarify and communicate Team priorities.  
6. SENSE OF FAIRNESS:  Recognize the chief function of local government is to serve the best interest of all the people.  As a professional organization, we guard our reputation for the impartial delivery of public services.
7. PROBLEM SOLVING ATTITUDE: Maintain a constructive, cooperative, creative and practical attitude toward the affairs of the local government and challenges facing the Team.
8. HONOR FOR CHAIN OF COMMAND:  Recognize each Team member is entitled to a clear set of expectations and explanation of methods delivered by a properly qualified supervisor along the chain of command.  Team members honor the chain of command by respecting each other’s professional responsibilities.
9. DIGNIFIED CONDUCT: Recognize the personal conduct of Team members, both on and off the job, is inseparable from the Team’s professional and ethical reputation and has a direct relationship on the dignity and worth placed on public service and local government by the general public.
10. VALUE LOYALTY: Prize loyalty to the Team’s mission and believe this requires: (1) a duty to look out for the welfare of Team members and resources; (2) a responsibility to communicate effectively in order to identify better ways to meet the mission; and (3) carry a deep sense of respect for the private resources provided by residents to achieve the mission.

Revised: 4/3/09