network with peers, and enjoy social activities. On the youth side, the township partners with the school district to solve practical issues, such as providing additional gym space for middle school sports teams. “We’ve partnered with them to rent basketball and volleyball courts,” Boyle notes, highlighting the township’s collaborative approach to maximizing resources and ensuring the needs of all residents are met. STRATEGIC LEADERSHIP AND COMMUNITY COLLABORATION Perkins Township’s leadership places a strong emphasis on practicality and forward-thinking. Trustee Coleman notes that the key to sound management lies in common sense. “Sometimes people get wild ideas, but common sense is where we start,” he explains. For him, understanding the township’s strengths and weaknesses through SWOT analysis helps guide short- and long-term planning. Collaborating with state and local governments, including the Metropolitan Planning Organization (MPO), the township seeks grants and other resources to minimize costs for taxpayers while continuing to enhance the area’s appeal. “We’re trying to make Perkins Township a place to live, work, and play,” he adds. Boyle supports this perspective, emphasizing that collaboration and strategic planning are foundational. “We recently updated our comprehensive plan, which involved significant community input,” he says. This plan outlines how and where development should occur, ensuring that public and private investments align with community goals. In addition to the comprehensive plan, Boyle points to a strategic plan completed two years ago, which gathered extensive feedback from residents and businesses. “Overwhelmingly, people were happy with the services we provide,” Boyle notes, though he acknowledges the challenge of continuing to fund these services in the face of reduced state funding. As a township reliant on property taxes rather than income taxes, the community’s support through levies has been critical. 9 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 11 PERKINS TOWNSHIP, OH
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