This is the fourth of a new series of interviews with Belmont leaders about their vision for Belmont’s future. Jeffrey North conducted this interview. It has been edited for length and clarity. – Ed.
Chris Ryan has served as Belmont’s town planner and director of planning and building (OPB) since September 2023. With more than 30 years of experience in city planning and economic development, Chris has worked at the town, city, county, regional, and state levels in the public sector in at least 10 communities and the New Jersey Meadowlands Commission; the Metropolitan Area Planning Council; and the Central Massachusetts Regional Planning Commission. Chris was an adjunct professor of planning at Worcester Polytechnic Institute, Antioch University, and Clark University. His areas of expertise include zoning and land use regulations, master planning, community resilience and relocalization, urban design, public participation, sustainability, water resource protection, free expression, self-censorship, and energy and environmental planning.
Chris Ryan. Photo courtesy of Chris Ryan
BCF
Please describe your vision for the Office of Planning and Building’s strategic role in fostering Belmont’s growth and development.
Belmont is a unique community located within Boston’s inner-ring suburbs with a mix of urban and what I would call streetcar-era suburban development. It has largely maintained this character and scale for over a half-century. The challenge is to try to preserve the quality and character of Belmont while recognizing that it cannot be preserved in amber as a museum piece and needs to evolve strategically to achieve fiscal health and community vitality.
The OPB has the opportunity to develop the capacity and knowledge to provide the technical expertise needed to face this challenge by:
Conducting the research necessary to identify the strengths, weaknesses, opportunities, and threats that will lead to an informed vision and allow policies to be developed that position Belmont strategically within a reasonable planning time horizon.
Using existing capacity, identifying needed additional capacity, and leveraging volunteer and external resources to continue to plan for the future and identify projects and programs that align with the established policies.
Thinking creatively to keep up with trends and best practices that fit with Belmont’s vision for the future and planning goals and strategies.
We are fortunate to be supported by a strong administration that recognizes these challenges and encourages continued departmental progress and organizational development.
BCF
In thinking about Belmont’s residential and economic character, how is the OPB working to enhance these elements for the town’s overall benefit?
Belmont possesses strong elements that position the town well compared to other communities in the region. Belmont has been quite conservative related to change historically, and while this may have prevented some needed evolution, it has also prevented some of the significant mistakes that other cities and towns have made that will be difficult to pivot from. Essentially, Belmont still has an opportunity to “get it right” regarding the sensitive and thoughtful development that will be necessary to compete economically in the region and offer the range of housing needed by underserved markets such as seniors, the workforce, and others.
A key precursor to doing meaningful economic development is to gather the requisite data. I have proposed conducting a comprehensive market analysis for Belmont that would estimate development potential in all desirable market sectors and follow this up by applying a fiscal impact analysis to these sectors. This should provide a strong estimate of potential revenue that could be received through economic development activity. Such analysis could be conducted using multiple scenarios, and one such scenario could be of a proposed MBTA Communities zoning proposal.
BCF
Can you provide examples of the OPB’s collaborations with other town departments and committees? How will these collaborations contribute to tangible improvements in Belmont’s community life?
OPB is a new department, still making the adjustments as we work to reinvent ourselves after the restructuring of the Community Development department. We are a mix of experienced and knowledgeable staffers who know Belmont well and new staffers who bring a lot of fresh new ideas but lack the historical knowledge of the community. We hope to blend these sets of staff capital into an effective and efficient mechanism.
At this early stage, OPB has collaborated with a range of town departments and committees such as the Economic Development Committee, Vision 21 Committee, the Council on Aging, the Housing Trust, the Town Administrator’s Office, and the MBTA Communities Advisory Committee, among others, to carry on existing projects and programs. In time, we envision continuing to work with these groups and others to initiate new projects which could include a new comprehensive or master plan, engage in zoning reform, improve and make more efficient the development review process, and engage in meaningful economic development activities. By working collaboratively, we can maximize the potential to leverage our collective capacities and knowledge for the benefit of Belmont.
BCF
What initiatives are being considered to enhance accessibility and connectivity within Belmont, particularly in terms of public transportation and bicycle- and pedestrian-friendly infrastructure?
OPB does not currently engage in transportation and mobility planning but stands ready to collaborate with the entities that currently are charged with those responsibilities. We understand that comprehensive planning requires consideration of the public realm and addressing economic development and zoning reform will need to consider how changes relate to the public right-of-way such as streets, sidewalks, multiuse paths, etc.
There is no question that making Belmont more pedestrian and bicycle friendly is a critical element in the pursuit of community sustainability. But a walkable Belmont will also need things to walk to and from, [and] will need an active street realm so that people can feel safe and have destinations to reach, and this requires engaging in the type of planning that considers all elements collectively.
BCF
Given the increasing concerns about climate change, how is the OPB integrating principles of environmental sustainability and resilience into future development projects?
It is encouraging to see that Belmont has municipal and non-municipal groups active in elements of sustainability planning such as the Energy Committee and Sustainable Belmont. Others such as the Vision 21 Committee and the Community Preservation Committee could embrace sustainability principles and be critical players in working toward a sustainable future.
But genuine sustainability is far more encompassing than just energy, waste reduction, and environmental preservation. It involves a balanced consideration of the three “E’s” or Environment, Economy, and Equity, which can be more challenging to integrate into policy and practice. It would benefit from more of a systems thinking perspective to maximize the prospect to achieve this. OPB is a logical facilitator for this kind of integration and stands ready for the opportunity to join in the discussion.
BCF
In what ways are emerging technologies, such as smart city solutions and digital infrastructure, being incorporated into long-term planning efforts?
Technology could and should have a significant role in not only assisting in our consideration of creative and innovative solutions to the vexing, intractable, and challenging planning problems we face, but also in the more mundane administrative tasks we engage in every day. Employing artificial intelligence might soon offer ideas and solutions that have been challenging us for decades. Current tools such as GIS, digital design modeling, smart mobility and parking, interactive public participation, and smart sensors can be embraced to aid in analysis. We also need to be prepared for autonomous vehicles and other technologies that might be thrust upon us.
But we also have the opportunity to consider more robust tools to assist in permits and development review administration. All of this has a cost, and this, plus a resistance to change, is the biggest barrier. My hope is we can pursue these opportunities to provide the best customer service possible, to be as efficient as we can given our limited resources, and to solve our challenges innovatively.
BCF
How does the OPB envision addressing affordable housing challenges in Belmont ensuring inclusivity, socioeconomic diversity, and compliance with new state law?
I would be glad to answer both this and the following housing-related question, as they are both important. Affordable housing is not just a Belmont problem, it is a national problem that just happens to be a bit more acute in Belmont. First, a bit of clarity to set the table. It is regrettable that the term “affordable” has become such a pejorative. In Massachusetts, the formal definition of affordable is a housing unit priced within reach of an individual or family earning 80% or the Area Median Income or AMI. As of 2023, the 80% income threshold was $86,050 for an individual and $110,650 for a family of three. So, in reality, this eligibility level isn’t that helpful for people earning less than 80% of the median.
OPB is pleased for the opportunity to be working with the [Belmont] Housing Trust to encourage not only the development of affordable units in Belmont as per the definition, but also more deeply affordable units so that a wide range of hard-working people can afford to live respectably and comfortably in Belmont, people who teach our children, plow our driveways, bag our groceries, and work in the OPB. MBTA Communities zoning is not an affordable housing law, and the affordable units that could come from that program would be based on Belmont’s existing inclusionary zoning bylaw. Other initiatives would need to be pursued to make a meaningful dent in our housing affordability crisis.
BCF
Can you provide insights into upcoming changes in zoning regulations or land use policies aimed at balancing the MBTA Communities initiative with the preservation of Belmont’s historical character?
MBTA Communities zoning is based on state legislation requiring all 177 MBTA communities to establish a viable multifamily zoning district with a density of at least 15 units per acre. Each MBTA community has a unique application of the requirement based on area, developable land, MBTA status, and other criteria. Belmont will need to zone at least 28 acres for a minimum of 1,632 units in capacity. Belmont established an MBTA Communities Advisory Committee more than a year ago to help develop a workable program for Belmont, and OPB has been working with the committee and the Metropolitan Area Planning Council, Belmont’s technical consultant, and now also the firm Utile, to assist in this endeavor.
Given the fairly strict requirements and variety of technical criteria,the Committee and its partners have been challenged to develop a draft plan of a district that not only meets all of these requirements, but also meets the sometimes conflicting needs of the community. The work continues and will likely result in a plan being turned over to the Planning Board in April to continue refining until Town Meeting in the fall. [Note: This work has been turned over to the Planning Board – Ed.] It is important to understand that noncompliance would result in catastrophic loss of most grant funding from the state and likely litigation that would probably be more punitive than actual compliance.
Work on crafting the zoning language will be equally if not even more challenging than developing a map of the district. Ideally, a solid bylaw and complementary design guidelines should insure compatibility with Belmont’s existing character. A form-based code zoning solution similar to Brookline’s MBTA zoning would have been a good model to follow, but at this late stage, MBTA zoning for Belmont at least needs to have some graphical foundation, and that is what we hope to provide with the assistance of Utile.
Form Based Codes
From the Form Based Codes Institute:
A form-based code is a land development regulation that fosters predictable built results and a high-quality public realm by using physical form (rather than separation of uses) as the organizing principle for the code. A form-based code is a regulation, not a mere guideline, adopted into city, town, or county law. A form-based code offers a powerful alternative to conventional zoning regulation.
For more information, see formbasedcodes.org.
BCF
Given your extensive experience and knowledge of how things work in other communities, what exemplary practices have you observed in well-run towns and communities that could be adopted in Belmont?
There is no way I could answer this as comprehensively as I’d want to so let me boil it down to a few key areas.
First, I would recommend a robust economic development function to not only consider sensitive opportunities for growth and development but to also provide the necessary support to Belmont’s existing businesses. Economic development does not mean mindless pursuit of expansive growth but rather a careful and selective quest for those types of businesses that would complement the quality of life of Belmont residents, ensure that economic leakage is reduced—keeping more dollars circulating in Belmont, providing new jobs for residents, and strategically adding to the tax base. Such efforts should be informed by hard data that once obtained, can inform appropriate economic development policies and actions.
Second, I would recommend pursuing a new comprehensive plan that would serve as a blueprint for programs and policies that would lead to achieving the citizens’ vision for Belmont. Such a plan would be inclusive of areas such as land use and zoning, environmental and natural resources protection, transportation, facilities and services, economic development, historic and cultural resources, and other areas deemed important by residents. It should be a dynamic plan overseen by a permanent master plan committee and not a static, sit-on-the-shelf plan that would need to be redeveloped every 10 years at a high cost and no real opportunity for implementation. This plan should integrate three “S” characteristics: a systems analysis framework, scenario planning, and focus on sustainability.
Third and lastly for now, I would recommend meaningful zoning reform. As an experienced zoning professional who has seen many codes, ordinances, and bylaws, I can confidently assert that Belmont’s zoning bylaw needs urgent attention. In short, Belmont needs a new zoning map, a new zoning bylaw, and new procedures to carry them out. As others have recently advocated for, there are areas of Belmont where a form-based code would be highly appropriate. If the town is willing to invest in this, I believe it could pay significant dividends in several different ways including simplifying the review processes and providing clarity regarding likely results on the- ground.
BCF
What steps do you believe are necessary in the short-, medium-, and long-term to enhance the quality of life in Belmont and achieve a sound fiscal future that includes vibrant neighborhoods, excellent municipal services, and world-class schools?
From a planning perspective, quality of life and fiscal soundness are derivative of charting a direction based on a clear vision, developing and maintaining the capacity to implement the vision, sticking to the program but making needed adjustments, and engaging with constructive citizens in a positive and respectful manner. Sound fiscal policy requires revenue and careful spending; vibrant neighborhoods require maintenance and high standards; excellent services require sufficient municipal capacity and a quality workforce; and great schools require a commitment to this sector that understands that it is interconnected to all of the other criteria noted above.
Chris Ryan is the town planner and director of the Office of Planning and Building.
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