HomeMy WebLinkAbout15 - Chapter 15 - Implementation & Action AgendaPlan Rye Brook
Chapter 15: Implementation and Action Agenda 199
15. IMPLEMENTATION AND ACTION AGENDA
15.1 Implementation Tools
This section summarizes the implementation measures recommended throughout the Plan.
Having an adopted Comprehensive Plan is a critical public policy tool, but it is not sufficient alone
to make change or preservation happen – the plan must be realized. There are four critical
methods that Rye Brook will follow to ensure that this Plan, through its recommended actions, is
implemented. It is recognized that, given financial constraints that may affect the Village as well
as many other municipalities, implementation of this Plan is dependent on availability of funding
and other economic factors.
Legislation: Zoning and subdivision regulations are the two most familiar tools used to
implement a plan. The Village Board may need to amend the zoning and subdivision
chapters of the Village Code.
Capital Programming: The second key tool is incorporation of the objectives into the
Village’s capital improvement program (the CIP). The ways that Rye Brook spends public
revenue for public improvements – on water and sewer utilities, road construction, major
equipment purchase, the community center, government buildings and new or renovated
parks and recreational facilities – and the standards to which they are built have a major
effect on the Village’s image and function. Once the comprehensive plan is adopted, Rye
Brook should evaluated and choose capital projects based on Plan recommendations.
Rye Brook’s CIP is a management and fiscal planning tool. The capital budget
systematically assigns priorities to the Village’s capital needs and schedules their
accomplishment through the expenditures of public funds from Village revenues and
bonding capacity. Projects are scheduled on a multi-year basis, with each succeeding year
seeing the completion of a project, or a phase of a long-range project, and a future year
is added. New projects come on line as others earlier in the cycle reach completion. The
rolling approach enables municipal government to pan for and remain current with
necessary infrastructure improvements and other large, non-operational needs. Capital
needs remain in balance with available financing; the Village achieves aspects of its long-
range plan with steady, predictable steps over time.
The process of preparing the capital budget, the resulting document (capital program)
and, of course, the improvements themselves, are important tools in implementing the
comprehensive plan. Such a program is indispensable for a sustained capital
improvement effort. It allows for a continuous update on municipal needs without
allowing the revision process to stall the planning and scheduling, and without being
sidetracked into unnecessary and poorly planned projects. The Village knows its capital
commitments for at least five years into the future. Thus, it can plan financing in an
orderly way and stabilize the tax rate structure by spreading improvement costs
Plan Rye Brook
Chapter 15: Implementation and Action Agenda 200
systematically over a period of years. In this way, the CIP provides the infrastructure and
facilities required by the Comprehensive Plan’s goals. Further, public input into the
planning process continues, long past the Plan’s adoption, as capital budgets are heard
publicly. The orderly public expenditures on needed improvements send a positive signal
to private businesses and property owners: the CIP enables them to plan their investment
knowing that the Village is also responsibly planning.
Future Studies and Ad-Hoc Committees: Certain Plan recommendations will require
more analysis. Detailed implementation measures can only be crafted through this
additional study. For example, the Plan recommends that Rye Brook consider a range of
zoning code revisions, including expanding the allowance of multifamily residential uses.
Implementation of such revisions would require a future, separate study. In addition, the
Plan recommends that the Village establish a sustainability committee to educate the
public and oversee sustainability initiatives.
Continuing Planning: There are two key aspects to continuing planning. The first is the
Village government’s sustained work with regional agencies, authorities and other
municipalities on issues that extend across borders. These include (and are not limited to)
County Airport oversight, NYS DOT and Westchester County Planning. As these entities
plan, Rye Brook makes clear its concerns and preferences. With an adopted
comprehensive plan, the Village’s position is in effect on record and must be taken into
consideration.
The second aspect concerns development applications before the Planning Board and the
Village Board. In all likelihood, most site plan and subdivision applications conform to
existing land development regulations. For these either the Planning Board or Village
Board exercises careful oversight to get the best possible outcome for the Village, but are
not required to make a policy decision. In other cases, a requested zone change may
necessitate just such a policy choice. The boards look to the adopted Comprehensive Plan
for guidance: does the Plan anticipate a zoning change, or open space preservation, or
the creation of a new municipal facility? The Plan can also aid business recruitment and
commercial building renovations, through its discussion of the Village Center and other
office/commercial recommendations.
15.2 Action Agenda
In order to implement the various recommendations contained in this Comprehensive Plan, the
following Action Agenda is proposed, which identifies key actions, the lead agencies proposed for
implementation and the priority for implementation.
The lead agency is the entity, which by the nature of its mission and authority, is the logical party
to spearhead the implementation of a particular proposal. Many proposals may involve multiple
agencies, including State agencies. The nature of activity required of a lead agency will vary
Plan Rye Brook
Chapter 15: Implementation and Action Agenda 201
depending on the type of recommendation. Some activities involve budget commitments and
capital expenses, while some require advocacy and promotion and others call for administration
action.
Priorities are classified as immediate (1-2 years), mid-term (3-6 years) and long-term (7-10
years). The immediate actions generally entail changes to local laws or regulations, or may be
activities or policies in place that need to be continued.
Mid-term actions likely involve the Village’s CIP. Some of these items may already be identified,
or may be recommendations that have arisen as part of this planning process and need to be
inserted into the CIP.
Long-term priorities are those activities which are considered important, but are placed “down the
road” in recognition of the fact that limited resources are available both in terms of time and
money to implement the Plan. These recommendations may also require further study or
planning and design activity before project implementation can take place.
The implementation schedule is presented in the form of a “To Do” list, to make it simple for the
Village to review implementation progress on a regular basis. It also allows for convenient
updating of the list as items are completed, priorities change or new items are proposed to be
added. Click on the topic areas for action items to access the discussion from the corresponding
chapter.
Plan Rye Brook
Chapter 15: Implementation and Action Agenda 202
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m
m
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t
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r
,
t
o
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t
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r
m
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:
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e
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d
f
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t
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v
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;
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e
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Br
o
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c
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m
m
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p
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;
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t
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m
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a
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d
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p
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c
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;
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d
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f
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.
Vi
l
l
a
g
e
B
o
a
r
d
,
Pa
r
k
s
&
R
e
c
6.
2
In
f
u
t
u
r
e
d
e
v
e
l
o
p
m
e
n
t
o
r
r
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d
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p
m
en
t
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f
k
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v
a
c
a
n
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d
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r
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l
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d
si
t
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s
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k
t
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s
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g
p
a
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k
s
an
d
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s
p
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h
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Vi
l
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B
o
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r
d
,
Pl
a
n
n
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g
B
o
a
r
d
6.
3
Co
n
t
i
n
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e
t
o
f
o
c
u
s
i
n
s
t
a
l
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n
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w
s
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n
ar
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a
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d
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k
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d
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b
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En
g
i
n
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r
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g
/
Pu
b
l
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c
W
o
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k
s
7.
T
r
a
n
s
p
o
r
t
a
t
i
o
n
7.
1
Mo
n
i
t
o
r
o
p
p
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t
u
n
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t
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s
t
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f
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r
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s
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r
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f
f
i
c
c
o
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g
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t
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o
n
(
i
n
c
l
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d
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n
g
th
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v
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r
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)
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g
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b
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l
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p
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m
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W es
t
c
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u
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T
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NY
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D
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T
Ch
a
p
t
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r
1
5
:
I
m
p
l
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m
e
n
t
a
t
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o
n
a
n
d
A
c
t
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o
n
A
g
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n
d
a
20
6
7.
2
Re
v
i
s
i
t
p
r
i
o
r
p
r
o
p
o
s
a
l
s
f
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p
l
a
c
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g
t
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K
i
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S
t
r
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et
/
H
u
t
c
h
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s
o
n
R
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v
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r
P
a
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k
w
a
y
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t
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th
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w
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o
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l
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r
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g
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r
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/
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b
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c
W
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k
s
To
w
n
o
f
Gr
e
e
n
w
i
c
h
,
NY
S
D
O
T
7.
3
In
i
t
i
a
t
e
d
i
s
c
u
s
s
i
o
n
s
w
i
t
h
t
h
e
C
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n
t
y
o
n
p
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n
t
i
a
l
n
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w
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x
p
a
n
d
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d
b
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s
r
o
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t
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s
a
l
o
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g
K
i
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g
S
t
r
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t
(
a
n
d
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t
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n
t
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a
l
l
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h
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c
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d
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)
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b
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NY
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D
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T
7.
4
Co
n
t
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n
u
e
t
o
w
o
r
k
c
l
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s
e
l
y
w
i
t
h
t
h
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C
o
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t
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p
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t
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m
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t
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g
a
t
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o
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s
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,
a
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q
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a
l
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a
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d
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h
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im
p
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W
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Vi
l
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g
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o
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r
d
We
s
t
c
h
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s
t
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r
Co
u
n
t
y
D
O
T
8.
I
n
f
r
a
s
t
r
u
c
t
u
r
e
a
n
d
U
t
i
l
i
t
i
e
s
8.
1
Pr
o
m
o
t
e
w
a
t
e
r
c
o
n
s
e
r
v
a
t
i
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n
t
h
r
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u
g
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p
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b
l
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d
u
c
a
t
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on
,
p
o
t
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n
t
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a
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p
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a
n
n
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g
g
u
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d
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p
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c
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ma
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d
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w
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c
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v
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d
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di
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t
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w
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p
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En
g
i
n
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r
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n
g
/
Pu
b
l
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c
W
o
r
k
s
8.
2
Fa
c
i
l
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t
a
t
e
t
h
e
u
s
e
o
f
g
r
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n
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n
f
r
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s
tr
u
c
t
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r
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t
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c
h
n
i
q
u
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s
a
s
p
r
e
s
e
n
te
d
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n
t
h
e
N
Y
S
D
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C
S
t
o
r
m
w
a
t
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r
Ma
n
a
g
e
m
e
n
t
D
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s
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g
n
M
a
n
u
a
l
.
Pl
a
n
n
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n
g
B
o
a
r
d
,
Bu
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l
d
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n
g
8.
3
Ed
u
c
a
t
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t
h
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p
u
b
l
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c
a
b
o
u
t
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c
t
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o
n
s
.
En
g
i
n
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r
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n
g
/
P
u
b
l
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c
Wo
r
k
s
8.
4
W or
k
w
i
t
h
u
t
i
l
i
t
y
c
o
m
p
a
n
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e
s
a
n
d
a
p
p
r
o
p
r
i
a
t
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g
o
v
e
r
n
m
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nt
a
l
a
g
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n
c
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s
t
o
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d
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n
t
i
f
y
,
m
o
n
i
t
o
r
a
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d
t
r
a
c
k
re
p
a
v
i
n
g
a
n
d
r
o
a
d
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m
p
r
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v
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m
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t
p
r
o
j
ec
t
s
w
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t
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u
t
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l
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f
r
a
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pr
o
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t
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d
u
c
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c
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f
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s
.
C
o
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d
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d
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p
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f
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b
l
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d
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m
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g
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/
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b
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s
We
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c
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Co
u
n
t
y
D
O
T
,
NY
S
D
O
T
9.
H
o
u
s
i
n
g
9.
1
Ma
i
n
t
a
i
n
g
o
o
d
c
o
m
m
u
n
i
c
a
t
i
o
n
s
w
i
t
h
H
O
A
s
,
ma
j
o
r
p
r
o
p
e
r
t
y
o
w
n
e
r
s
a
n
d
l
a
n
d
l
o
r
d
s
.
Ad
m
i
n
i
s
t
r
a
t
i
o
n
Ch
a
p
t
e
r
1
5
:
I
m
p
l
e
m
e
n
t
a
t
i
o
n
a
n
d
A
c
t
i
o
n
A
g
e
n
d
a
20
7
9.
2
Co
n
t
i
n
u
e
s
t
r
o
n
g
e
n
f
o
r
c
e
m
e
n
t
o
f
l
a
n
d
u
s
e
r
e
g
u
l
a
t
i
o
n
s
a
n
d
t
h
e
c
o
n
d
i
t
i
o
n
s
o
f
s
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t
e
p
l
a
n
,
s
u
b
d
i
v
i
s
i
o
n
o
r
ot
h
e
r
l
a
n
d
-
u
s
e
a
p
p
r
o
v
a
l
s
.
Bu
i
l
d
i
n
g
9.
3
In
t
h
e
e
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