Implementation

The key to the success of a master planning effort is to prepare a viable implementation program that sets forth specific action items with a timetable and identification of a responsible party to ensure that the recommendations are acted upon. Two of the most direct ways the Town can affect its physical development is through regulation and the expenditure of public money. Examples of these techniques are zoning bylaw changes and the appropriation of funds to improve a facility, such as the Town Hall. Littleton has been working toward achieving its goals using both of these actions, and this Chapter should assist in providing a rational strategy for the Town to achieve the goals and objectives set forth in this Master Plan.

Zoning is the most important tool a town has to implement its Master Plan and policies. Regulation is direct, the basis for enforcement is well established, and approval is mandatory before construction can begin. Several proposed actions are changes to the zoning bylaw that are expected to result in different outcomes than current provisions. Subdivision regulations, health regulations and general town bylaws are other important regulatory tools.

The Master Plan calls for some improvements in public facilities, particularly with respect to public safety. These actions require the expenditure of public money raised by taxes. Some of these improvements are accomplished through bonding by the town, where the debt incurred is retired through revenue raised by taxes over the period of the bonds. Other smaller capital improvements such as minor repair of public facilities or the construction of ball fields are done by annual capital expenditures. These are usually part of the town’s Capital Improvement Program (CIP) determined through a formal administrative process within the Town and approved at the Annual Town Meeting.

A good CIP process is key for a town in order to establish priorities for achieving its Master Plan goals and thus realize the Town’s vision. Sometimes, usually more frequent than people hope, emergencies arise that need immediate attention and therefore an adjustment in priorities. When this happens too frequently, or continually, it is likely that the level of capital funding over a period of years has been too low for the size of the infrastructure or service needs in the town. Many of these occurrences are the result of deferred maintenance that now requires more costly replacement.

Review of Littleton’s financial process finds that the town has a CIP based on a rigorous evaluation of Town needs, both immediate and what can be envisioned for the next few years. The existence of a Master Plan that is periodically updated should foster planning further ahead and therefore enable long-term strategies. To be sure there are constraints due to fiscal realities, but these too can be addressed over time by planning ahead.

After the Annual Town Meeting it is suggested that the CIP Committee assess what the actions of the Annual Town Meeting mean both for the administrative operation of departments in the coming year and the work ahead for the next budget cycle. Was a project disapproved for lack of merit, a different sense of priority, need for a different approach, or was there a lack of understanding by the public? This group assessment can help departments and the town administration prepare for next year.

The Planning Board can help implement the Master Plan any time it is required or asked to give advise. One of the first evaluative comments should be on the relationship of the proposed actions to the goals, policies and proposals of the Master Plan. The real test of a town’s commitment to planning and proactively working towards its vision is when other boards, commissions, and the general public question whether a proposed action is consistent with the Master Plan and fosters town goals. If not, then what alternative action is appropriate? The Master Plan is a ‘living’ document. When conditions or attitudes change, a new consensus should be formulated on that aspect and the Master Plan adjusted as necessary.

Finally, an important part of implementation is persuading and promoting private action. There are many examples where this type of action can be very productive and cost effective such as an Industrial Development Commission program for the retention and attraction of business and industry. The Conservation Commission uses persuasion when talking with landowners about gifts of land or sale of certain bundles of property rights. Whenever the Planning Board has a discussion with a property owner certain private actions are being promoted to be consistent with the Master Plan and supportive of the public interest.

The Implementation Table, on the following pages, includes suggested actions, a relative priority of the action, and the lead group(s) with responsibility, and potential funding sources to complete the action. These lead groups include, Board of Selectmen, School Committee, Planning Board, Conservation Commission, Parks and Recreation Commission, Housing Authority, Department of Public Works, Historical Commission, and Finance Committee. Where more than one group is indicated for responsibility, the first listed is intended to have primary responsibility. It is up to those responsible to involve other necessary participants. The chapter where the proposal or recommendation is discussed and its number appear in the first column.

The Implementation Table should be reviewed and revised periodically to reflect new proposals, to delete those completed or abandoned, or to modify actions as they become more fully developed. An annual assessment is suggested. When a chapter is revised is also an appropriate time to assess how changes impact other chapters and their actions. Adherence to keeping the Master Plan updated will help keep the Master Plan a relevant document for the Town in its quest to realize its aspirations.