Vision for a Better Belmont: Paul Joy

This article is the sixth installment in a 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.

Belmont’s Economic Development Committee (EDC) was formed in 2020 by the Select Board following the completion of the Belmont Business Strategy. Its role is to develop, implement, and update the recommendations in the Belmont Business Strategy, in conjunction with town staff and departments.   

BCF

Let’s start with how you see the Economic Development Committee’s (EDC’s) vision and strategic role in fostering Belmont’s growth and development. As the chair, what is your vision for economic development in Belmont, and how does it align with the town’s overall growth and prosperity? How does the EDC’s strategy under your leadership support this vision?

Joy

When I joined the EDC three years ago, I really didn’t know quite what to expect. At the time, we had a six-person committee working through the Rapid Recovery grant work and recommendations (bit.ly/BCF-RRPlan). Frankly, I had no idea what a Select Board was and only a vague understanding of Town Meeting. I grew up in California with city councils where the municipal government is independent of the schools.

Given that background, plus the fact that the EDC was a newly formed business-focused committee, I think we have been remarkably successful. As I speak today, we have business representation from Waverley, Cushing, the Center, East Concord Ave, and now all the way out next to Route 2. Plus, we have solid input from professionals like me, having switched from working independently to joining a larger firm. We’ve expanded to nine members, and for the past two years, have had more applicants wishing to join than we have committee seats.

So, what is my vision for economic development as chair? I see Belmont at an important juncture in its 150+ year history, with both significant challenges and potential for change. Let’s face it, change is never easy. Our town is facing the squeeze of fiscal challenges, and the successful passage of the largest ($8.4 million) override in our history is a pivotal moment that residents cannot ignore.

It’s not to say it’s going to be easy. When you look at the original zoning maps for Belmont from 100 years ago, there were a lot more commercial areas than we have today. We need to revisit these zoning strategies to accommodate new types of development that can boost our economy and complement what’s happening around us in our neighboring cities of Cambridge, Watertown, and Waltham, and neighboring towns of Lexington and Arlington.

For 2024 and beyond, our focus includes fostering restaurant developments, exploring opportunities for hotels, and attracting innovative industries and participants. We’ve seen significant interest in these areas, and we aim to capitalize on this momentum. By aligning our zoning and infrastructure with modern needs, we can create vibrant commercial districts that support both new and existing businesses.

Belmont has to change. Our fiscal challenges are simply too great for business as usual to prevail. I am tired of seeing school programs cut, like music and foreign languages, just as I don’t like seeing hard-working public servants overworked and underappreciated. However, we must also realistically assess the impact of our initiatives. While projects like wayfinding signage and modest zoning reforms are steps in the right direction, they alone cannot solve our fiscal challenges.

BCF

In thinking about Belmont’s economic character and EDC’s role, what are the defining elements of Belmont’s commerce and business environment? How is the EDC working to enhance these elements for the town’s overall benefit?

Joy

When I think about Belmont’s economic character, it has traditionally been focused on preserving the charm and integrity of our town squares. This approach is proving inadequate in today’s changing economic landscape. We’re seeing an increase in vacant storefronts and business closures, which is concurrently escalating the tax burden on our residents. It is profoundly disappointing to see the Craft Beer Cellar and Trinktisch close, to pass by the former CVS building on Leonard Street, and to see Bradford retail spaces continue to be empty and unleased. To meet our current and future economic needs, we desperately need a new strategy—one that embraces sustainable growth and diversity.

It’s important to note that vibrant and in-demand commercial spaces are what truly drive development and economic growth, coupled with good planning. I would love to see Belmont attract and grow a mix of innovative and sustainable businesses—both startups and established companies and investors. We should find ways to adapt our centers of commerce to modern needs and trends. This includes relaxing or eliminating parking requirements for businesses.  And, not to be too audacious, Jeff, what about a bylaw that proactively regulates drone deliveries before they start—not retroactively after the fact?

We’ve also got to be mindful of aligning growth with sustainability. I believe fervently that clean technology, renewable energy and storage, and smart infrastructure solutions for parking, sidewalks, and roads are critical to enhancing Belmont’s competitiveness. By attracting businesses in these sectors to set up in Belmont, we can alleviate the fiscal pressures on our residents and begin to shift the balance away from heavy dependence on traditional residential tax revenue.

It’s important to note that we are starting to see empty storefronts get filled. I’m very excited about the new nail and hair salon on Leonard Street, Butternut, and Hanami’s success this past year, and the new mixed-use development going up on Belmont Street next to the Cambridge and Watertown lines. These developments are encouraging signs of progress and a testament to the potential for revitalizing our commercial areas.

This year, in the FY26 budget, I’m very hopeful that we will fund a full-time economic development coordinator position within the building and planning department. The EDC has made this a key recommendation to the Select Board, and we recently voted once again to support its creation. Having a dedicated coordinator will provide the consistent effort and professional expertise needed to implement our strategic initiatives effectively.

So if we choose to strategically enhance our commercial areas and align our growth with sustainability and good planning, we can create a more vibrant and resilient economic environment in Belmont. This will not only improve the quality of life for our residents but also ensure a more stable and prosperous future for our town.

BCF

Can you provide examples of the EDC’s collaborations with other town departments and committees? How have these collaborations contributed to tangible improvements in Belmont’s community life?

Joy

As chair, I’ve prioritized fostering a culture of open collaboration in the EDC, emphasizing accessibility and engagement with all community stakeholders. We’re committed to transparent dialogue across town, from soccer fields and PTO meetings to town hall discussions. This includes Belmont Media interviews, interviews with the Belmont Voice, and others that seek to engage. This approach is centered on connecting with people, setting aside personal biases, and focusing on collective well-being.

Our collaboration extends across committees as well. Notably, our work with Vision 21 exemplifies this. These partnerships aren’t just about policymaking but about creating a sustainable, multifaceted development framework in Belmont. Our aim is to invigorate neighborhoods, fill vacant storefronts, and welcome a diverse range of businesses and services.

Collaboration and community matter. Buy-in matters. The democratic process that allows Belmont’s boards, committees, and Town Meeting to actually get things done requires trust and progress. We cannot tackle the deep and systemic problems impacting our town in this moment of urgency by just falling back on tax increases and service cuts. And that is exactly what I hope the EDC will continue to deliver—tangible improvements to our community life through active, inclusive, and transparent collaboration.

I hope that proposals coming from the EDC are judged based on their merit and impact.  It is critical for the health and well-being of our community that we focus on the substance of ideas and initiatives rather than personal or political biases.

By fostering such an environment of integrity, accountability, and collaboration, we can ensure that Belmont continues to grow and thrive, meeting the needs of all its residents and maintaining the quality of life we all value.

BCF

Let’s talk about enhancing quality of life in Belmont while minding the store for fiscal stability. 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? How do these steps integrate with the EDC’s initiatives and planning?

Joy

As I’ve said, I strongly believe Belmont has the potential to make key investments and bylaw changes that not only enhance our community but also boost our economic competitiveness. Here are some examples I believe are necessary to enhance Belmont’s quality of life and achieve a sound fiscal future.

First, the EDC, in collaboration with the Planning Board, Vision 21, and the Select Board, is nearly done overseeing a new Belmont market analysis. Guided by a professional consultant RKG and insights from our new senior planner, Chris Ryan, this is absolutely critical at this juncture. It will inform our new master plan and help kick-start the zoning bylaw rewrite, replacing our current 1988 version. It’s my hope that this market analysis will help us make informed, strategic decisions for Belmont’s future. I’ve seen parts of their preliminary conclusions, and I can’t wait to review the full report with our committee members. A huge shout-out to EDC members Wendy Etkind and Armine Humphrey for representing us on the working group.

Second, Belmont needs to bring more focus and initiatives to sustainability. Solar and energy storage are more than tools to reduce carbon emissions. They’re frankly economically savvy choices as well. The cost curves for both solar and storage technologies are declining at 8% to 10% per year, making their growth not just feasible but frankly inevitable.

Think about it this way—is there any Greater Boston town or city that wouldn’t want more renewable energy for its consumption? Just look at what is happening to the California or the Texas grid with their abundant build-up for these technologies. Belmont has a real opportunity here to leverage Belmont Light to make ongoing investments in solar and storage capacity—reducing our electricity costs for residents and businesses AND selling excess electricity to our neighbors.

Third and finally, the zoning bylaw rewrite. This is definitely a long-term project, but it’s crucial for fostering higher-density commercial and even industrial business development, mixed-use development, enhancing neighborhood vibrancy, and supporting local businesses. It’s my hope that this new zoning bylaw will truly be a generational document for sustainable growth, vibrant communities, excellent schools, and building a stronger Belmont. It’s about building on roughly 2.5% of the total area currently zoned commercial and expanding it.

Together with the other two initiatives, this is about making Belmont a more attractive, sustainable, and economically vibrant community.

And the EDC’s role? We will absolutely be at the table, representing Belmont’s business community and listening, responding to, and ultimately incorporating their critical input to see this through.

Paul Joy is chair of the Economic Development Committee.