From The Master Plan - Old Brooklyn Community Development Corporation
A successful planning effort is one that achieves general consensus, is practicable and is actually used as a functioning guide plan for development. A viable implementation program, one that sets forth specific action items, is a valuable tool to ensure that the recommendations are acted upon. This chapter includes an Implementation Table that sets forth a number of Action Steps that illustrate how specific actions can be taken to attain the stated goals and strategies identified in Chapters 5 and 6. Each Action Step statement identifies whether it is a current effort that should be continued, a current effort that should be expanded or a new initiative that should be created; whether is it to be implemented on a short, medium, or long-term timeframe; who the potential lead organizations are; and who the potential partners might be.
Adoption of the Master Plan by action of the Cleveland City Planning Commission is a critical objective to be achieved once the Plan is finalized. Adoption institutionalizes the Master Plan so that future elected officials, OBCDC staff, board members, residents, and other stakeholders will have a guide to direct their decisions. By referencing this Plan, their decisions will be in response to thoughtful consideration of issues related to the development and redevelopment of the community in order to achieve the shared “vision” of the future of Old Brooklyn and Brooklyn Centre.
The ultimate success of the Plan, however, will be measured by the community’s implementation of the recommended strategies and action steps summarized in this Chapter. Strategies to help ensure that identified action steps are implemented include:
- Create public awareness of the Plan’s goals, recommendations, and other findings to foster understanding of and build support for its implementation;
- Identify a “coordinator” within the OBCDC who will be charged with the ongoing management of the Plan; and
- Review the Plan periodically.
The action steps in the Implementation Table are grouped according to their corresponding goals, and take the a variety of forms. The types of action steps identified include recommendations for adopting Regulatory Measures such as amending the City’s zoning ordinance; enacting new or expanded City Administrative Actions; and creating new Public/Quasi-Public Services, undertaken by either the OBCDC or another non-profit organizations.
During the course of this Master Plan process, a number of zoning and regulatory items were discussed. Zoning is the fundamental tool through which land use goals and policies can be implemented. Adopting regulatory changes likewise represents new laws and standards that require compliance on the part of the private sector. Land use regulations are direct and clear cut, the basis for enforcement is well established, and approval is mandatory before construction can begin. One example of a recommended regulatory measure is the the adoption of a Hillside Overlay Ordinance. The suggested regulatory amendments listed in the Implementation Table below are intended to serve as guides. Further evaluation will be required by the Cleveland City Planning Commission, in consultation with the Ward Council Members and the OBCDC.
Administrative Actions include recommendations for revising, expanding, promoting or creating new programs or services conducted by the City, OBCDC administration, or other local nonprofit organization. Some of these items recommend improvements, such as installing banners along major streets, that will require spending public money and will require further efforts to secure funding. Some items such as traffic recommendations will require additional studies that are more appropriately conducted by the experts in each particular field and therefore are beyond the scope of this project. These studies are identified for future consideration.
Such administrative actions recommended in the Plan include: continuing to manage the database of landlords and rental properties in the neighbohoods; and promoting the home ownership and assistance programs.
Private Sector Actions
The combined force of the private sector—neighborhood businesses, institutions, industry and the workforce they bring into the area—can have a huge impact on an area. Some of the action steps outlined in the table below are expected to be carried out, at least in part, by the private sector, in terms of individual initiative, forming partnerships, or sponsoring larger-scale community improvements. Such action include: landscaping improvements within private parking lots to create an inviting pedestrian experience; partnering with other private enterprises to achieve mutual goals such as community health, buying local goods, or marketing initiatives.
Residents are the cornerstone of any community. Without buy-in and concerted effort to build or enhance a community on the part of the citizens, some of these actions will not be achieved. Action Steps for the residential sector include participating in home renovation programs, block club activities such as crime watch or national night out; and implementing environmentally-friendly practices at home such as installing rain gardens and tending to street trees.
Plan Adoption, Implementation and Review
Completion of the Master Plan process is only the beginning of the journey to achieving the community’s goals. Additional steps include:
Adopt the Master Plan
The timely formal adoption of the Master Plan by the Cleveland City Planning Commission is a critical initial step to the successful implementation of its policies and recommendations. Changes to the zoning code, and other implementation strategies will not occur without the endorsement of the City Administration and use of the Plan as a reference by the Cleveland City Planning Commission, Board of Zoning Appeals, Council, the Mayor and any other entity that makes decisions regarding land uses and development.
Adoption of the Old Brooklyn/Brooklyn Centre Neighborhood Master Plan will officially incorporate the Neighborhood Plan as part of the Connecting Cleveland, 2020 Citywide Plan.
Create Public Awareness and Conduct Local Review of the Master Plan
The Plan’s effectiveness depends upon the extent to which it is seen, read, understood, embraced, and respected. Continue to create public awareness by:
- Circulating and Promoting the Master Plan. Enable residents and businesses to have easy access to the Plan by making it available for public review at the Old Brooklyn Community Development Corporation and on the OBCDC’s website, as well as at other area locations including the two library branches.
- Publish articles about the Plan’s contents in the OBCDC Newsletter that inform and update all stakeholders regarding any upcoming activities and events associated with implementation of the Plan’s policies.
- Issue Press Releases. Newspaper notices and articles offer yet another means of raising public awareness of the Master Plan and public meetings where residents’ input is encouraged.
Commit to Accomplishing the Policies in the Plan
- Establish a Master Plan Implementation Committee or assign a “coordinator” within the OBCDC. Such a committee or coordinator would ensure Plan implementation of those strategies and actions for which OBCDC is the lead organization:
- Prioritize and further define action steps as part of OBCDC’s strategic planning process.
- Recommend the assignment of implementation responsibilities.
- Identify needed resources and funding mechanisms.
- Develop a more detailed implementation schedule.
- Develop “benchmarks” with which to measure progress and community impacts.
- Commit Financial Resources. The City and OBCDC must designate and commit resources to ensure the successful implementation of the Master Plan.
Review the Master Plan Periodically
The Master Plan is part of a continuous and dynamic comprehensive planning process that must be continually responsive to the neighborhood’s changing circumstances and needs. The Plan is not a static document, and is not exempt from future change. A comprehensive review of the Master Plan should be conducted at least every five years and should consider input of all stakeholders, conducted in a public fashion.
Table of Action Steps
On the following pages is a table that lists the Action Steps that can be taken to attain the stated goals and strategies identified in Chapters 5 and 6. Each Action Step statement identifies whether it is a current effort that should be continued (C), a current effort that should be expanded (E) or a new initiative that should be created (N); whether is it to be implemented on a short (one to two years), medium (three to five years), or long-term (more than five years) timeframe; who the potential lead organizations are; and who the potential partners might be. A list of the various organizations is included on the page 143 at the end of this Chapter.