Village of Port Chester

Stuart Rabin has served as Village Manager of Port Chester since November 2020, advancing initiatives that improve residents' quality of life, support economic development and strengthen community partnerships.

Building Consensus around a Shared Vision

One of the greatest challenges we face as local government leaders, village managers, and professional staff is building consensus around a common purpose. This requires more than simply securing agreement; it demands a collaborative relationship between elected officials and professional staff, grounded in a shared vision, clearly defined priorities, and a mutual understanding of how to achieve them.

In Port Chester, this means establishing the policies, mechanisms, and administrative framework necessary to protect the interests of residents and taxpayers while advancing the Village’s long-term goals. Navigating this process is rarely simple, particularly when balancing competing priorities, fiscal responsibilities, and community expectations. That is why a consistent vision, a clearly articulated path forward, and measurable benchmarks for success are essential to transforming collective aspirations into meaningful, lasting progress.

Shaping Development around Community Life

Economic development for me starts with a committed vision.

In Port Chester, nearly 6,000 housing units have been conditionally approved since the village adopted its form-based zoning code. To actually guide that development strategically, however, new development requires public-space activation, infrastructure revitalization and community programming. These investments help create a community where people want to live, work, and raise a family.

Adapting Plans According to Shifting Priorities

With Port Chester’s Form-Based Code firmly established and the first wave of new housing developments beginning to take shape, we have laid the foundation for our community’s long-term buildout. Now, our focus must shift to what comes next: leveraging this initial growth to create more diverse housing opportunities, encourage homeownership, revitalize surrounding neighborhoods, and strengthen the infrastructure and public services that support our growing population.

Economic development for me starts with a vision, a plan and an understanding of where residents see the community heading.

Our new Comprehensive Plan must build upon this momentum, serving as a framework that responds to changing community needs, evolving technology, and economic conditions. The next chapter of Port Chester’s revitalization cannot be measured solely by the number of housing units constructed, but by how effectively we translate that growth into stronger neighborhoods, more efficient service delivery, sustainable municipal finances, and an improved quality of life for both existing and future residents.

Building Capacity through Municipal Partnerships

When local governments are asked to do more with less, they must look to one another for partnerships. Port Chester is party to an IMA with the Village of Rye Brook through which our volunteer fire department provides firematic support and leadership. The Port Chester Fire Department responds to more than 1,500 per year and has nearly 90 trained interior firefighters.

Port Chester also works with Rye Brook and the City of Rye through an IMA supporting the operation of the Port Chester Rye Rye Brook EMS. These relationships demonstrate how municipalities can expand capacity through collaboration.

Building Resident Support for Community Changes

Finding buy-in is central to my management style. Whether we are adopting a new policy, pursuing a capital project or revising departmental workflows, I look for ways to cultivate buy-in from those involved. The same approach aids in assisting residents to better understand our vision and direction, therefore facilitating their investment into what we are trying to accomplish.

Achieving meaningful buy-in requires more than simply securing support. It demands collaboration among staff whose responsibilities span technology, service delivery, and infrastructure. Engaging staff responsible for delivering services helps determine whether new tools and technologies can improve operational efficiency, strengthen service delivery, and ultimately enhance the experience of the residents we serve.