In October, Mayor Martin Walsh swore in Kathleen Joyce as the new chairwoman of the Boston Licensing Board. A lifelong Dorchester resident , she most recently worked as senior counsel at the Boston Planning & Development Agency (BPDA) where she provided legal support and advice on real estate, government, and policy matters. 

Her new duties as the chair of the Licensing Board puts her in a powerful position to regulate various types of food and alcohol licenses for restaurants and other establishments in Boston— and to enforce city ordinances when businesses run afoul of the strict rules governing them.

A graduate of Mount Alvernia High School, the College of the Holy Cross, and Suffolk University Law School, Joyce is also a past member of the editorial board of Massachusetts Lawyers Weekly and serves as a committee member of The Friends of the Mass General Cancer Center.
The Reporter caught up with Joyce last week for a brief interview about her new role:

Q. You are a Dorchester resident. Can you tell us more about your roots in the neighborhood?

A. My grandparents were both from Ireland and moved to Dorchester in 1939.  My grandfather owned a grocery store on Savin Hill Ave. for many years and the family moved to North Monroe Terrace in 1941 where my grandparents raised their seven kids.  When my grandmother passed away I had the opportunity to purchase the family home and I’m proud to say I’m the third generation of Joyces that has lived in the same house on North Monroe.

Q. Dorchester, which is Boston’s largest neighborhood, has a growing number of licensed establishments. There will likely be more to come. How do you see the neighborhood absorbing the proliferation of new licenses?

A. It’s exciting to see the growing number of licensed establishments in Dorchester. I believe our neighborhood is well positioned to absorb additional licenses, especially as development continues to take shape.  Walking around my own neighborhood, I see that the restaurants are packed! While some might think that the increase in the number of licenses dilutes and decreases the value of their licenses (which can cost hundreds of thousands of dollars), we saw no evidence of that dilution with the most recent legislation that was passed in 2014.  

I’m especially looking forward to seeing the new licenses get issued in South Bay. South Bay was the beneficiary of legislation that resulted in 15 non-transferable licenses specific to that development. We’ve already issued four of those licenses, and in the few weeks that I’ve been here, the board granted a license to a new and unique restaurant concept that should be opening soon.

It’s important to consider that additional licenses are being issued for neighborhoods all across the city - not just Dorchester. With the legislation enacted in 2014, the city of Boston was granted 25 additional liquor licenses per year for 3 years, for a total of 75 new liquor licenses. Of the 75, 60 liquor licenses were designated for traditionally underserved communities. Mayor Walsh is continuing to advocate for additional liquor licenses with the goal of bringing additional wealth-building tools to neighborhoods across the city, particularly in areas that need greater commercial activity and investment.

Q. Is the Licensing Board as it is currently constituted equipped to handle the growth of the city’s licensed infrastructure? How might the board and city government adapt, if necessary?

A. I believe we are.  The mayor has asked me to take some time to assess what is working and areas where we can improve.  He has encouraged me to think of ways to make the public’s experience with the office more efficient.  We have three experienced police officers that work in the licensed premise unit that focuses on public safety first and foremost, and they do an outstanding job working with our licensed establishments and responding to public complaints.

Q. A common issue in the neighborhood has to do with hour restrictions for specific businesses. How do you view that situation?

A. You have to look at the specific businesses on a case-by-case basis, taking into consideration the nature of what’s being proposed, as well as feedback from the neighborhood.  Helping commerce go forward is important. At the same time, there are rules that must be followed and enforced consistently, and the community needs an opportunity to voice their opinions.

Q. What should the public expect in the coming months in terms of the volume of new licenses or transfers— do you expect a busy winter season for the board?

A. It is a busy season for the board and the staff and in the Mayor’s Office of Consumer Affairs and Licensing, which oversees all entertainment licenses.  We are in the middle of renewal season and each licensee must complete an annual renewal for the board to obtain their 2019 license. This requires submission of their applications and supporting documentation.  Each renewal package needs to be approved and processed by the staff on the licensing side or the entertainment side before final approval by the board, or by me.

Q. Do you find yourself checking in on establishments yourself in this new role?

A. The three Boston Police officers from the Licensed Premise Unit respond to specific complaints and they focus on ensuring the public is safe. They also spend time with business owners, educating them on how to best comply with the terms of their license, and any additional rules and regulations. Personally, I’m very active in my community and I enjoy going to the local restaurants in my neighborhood.

Q. How have you enjoyed the role to date?

A. The staff works very hard and has been extremely supportive of me.  The Licenses Premise Unit is top notch and does a great job in ensuring public safety and the community’s quality of life.  What we do on a daily basis promotes Boston’s economic growth, new jobs, and the development of small businesses in Boston.

Q. What do you feel prepared you for the duties? Any surprises?

A. I feel I was ready for this role.  I spent several years working in the General Counsel’s Office at the BPDA where I drafted the Article 80 legal documents that memorialized public benefits and mitigation commitments developers were giving the community.  These final agreements came after lots of communication with the project management staff whose job it is to help developers navigate the process while making sure that the community’s voice was heard.

It’s gratifying for me to see how much of what we do affects the quality of life in Boston’s neighborhoods. You walk down the street and you see many more options than you saw five years ago.