Kerry Lamson Matthews Commissioner

Author: kerrylamson

  • Walking the Line: Staying Independent in a Partisan World

    By Kerry Lamson, Candidate for Town of Matthews Board of Commissioners

    I was encouraged to run for a position on the Matthews Town Board by incumbents from both major parties—and that support has made it both rewarding and challenging to maintain relationships throughout this campaign.

    Running for local office as an independent candidate isn’t just a personal choice—it’s a commitment to putting residents first. In a political landscape defined by party labels, staying unaffiliated can feel like walking a tightrope. You want to collaborate and find common ground, but you also have to stay true to your independence and keep the focus where it belongs: serving the people of Matthews.

    Many of the issues I care about—responsible growth, housing affordability, safer streets, and support for families and local businesses—are shared priorities across party lines. The two major parties often see things differently, and that’s fine, but too often the labels come before the solutions. Being independent allows me to focus on what unites us: public safety, fiscal responsibility, infrastructure, and a family-friendly community.

    These last few weeks have tested that approach. Early voting has begun, and I recently learned that some campaign materials by a major party and others using my name and likeness were created without my review—and without noting that I’m independent.

    I also discovered that what I believed was a personal show of support from several former town mayors was, in fact, funded through the Matthews First PAC. After reviewing the PAC’s filings, I learned that significant developer interests have contributed to its efforts. While these contributions are legal, the situation was misleading, and I returned the donation in full to avoid any appearance of influence or conflict.

    That’s not how I believe Matthews should work. I’m running to represent residents — not developers, not PACs, and not anyone seeking special treatment. I am publicly distancing myself from the Matthews First PAC and from any individuals who knowingly facilitated developer influence in this election.

    I want to make this clear: no endorsement, contribution, or campaign material from that PAC reflects my values or my campaign’s direction. My focus remains on responsible growth, housing affordability, and transparent, resident-driven leadership that puts Matthews first.

    I’ve said all along that I’m not a politician—I’m a problem solver—and that mindset has guided me through these challenges. At the end of the day, my focus is simple: listen to residents, tackle real issues, and make decisions based on facts and common sense—not politics. The issues I’ve just mentioned arose not from a lack of principle, but from my inexperience navigating a political climate—something I’ve learned from and will carry forward in service to the community.

    Independence isn’t a burden—it’s a responsibility. And as we head into the final days before the election, that responsibility is clearer than ever: public service is about people, not politics.

    I’ve learned one thing for certain—when you’re an independent candidate “walking that line”, you need to be careful where you step! But staying true to that balance is worth it, because it keeps the focus where it belongs: on the residents of Matthews and the community we’re all working to strengthen.

    Thank you for your trust, your questions, your encouragement, and your belief that local government should work for everyone.

    — Kerry Lamson
    Candidate for Matthews Town Board

  • Have You Ever Wondered Where All the Traffic Comes From — and Why Matthews Doesn’t Fix It?

    By Kerry Lamson, Candidate for Town of Matthews Board of Commissioners

    If you’ve ever sat through three light cycles at Independence, waited forever to turn left off Pleasant Plains and Potter Rd, or wondered why the Town hasn’t “just fixed” John Street, you’re not alone.

    The truth is, most of the roads where we experience the worst congestion and highest crash rates aren’t even owned or controlled by the Town of Matthews. They belong to the State of North Carolina (NCDOT) or, in the case of I-485 and U.S. 74, the federal/state highway system.

    The Numbers Tell the Story

    • 49% of all roads in Matthews are maintained by NCDOT — not the Town.1
    • 83% of car crashes in Matthews occur on those state/federal roads.1
    • Most fatal and serious crashes also occur on state facilities.1

    This means the roads residents complain about most are often the very ones the Town has the least direct control over.

    Who Actually Owns the Roads?

    Major State/Federal Arterials

    • I-485 (Interstate)
    • U.S. 74 / Independence Boulevard
    • NC-51 / Matthews Township Parkway / Pineville-Matthews-Mint Hill Road
    • Matthews-Mint Hill Road (SR 1009, portions)
    • Idlewild Road (SR 3174, portions)
    • Margaret-Wallace Road (SR 3173)
    • Sam Newell Road (SR 3448, portions)
    • South Trade Street (SR 3447, portions)
    • Weddington Road (NC 16, portions)
    • McKee Road (SR 3449, portions)
    • East John Street corridor (SR 1009)

    Secondary State-Maintained Roads

    • Amesbury Drive (SR 3470, portion)
    • Chesney Glen Drive (SR 3473, portion)
    • Crestdale Road (SR 3472)
    • Fullwood Lane (SR 3475, portion)
    • Greylock Ridge Road (SR 3476, portion)
    • Monroe Road (SR 1009 continuation)
    • Phillips Road (SR 3471)
    • Pleasant Plains Road (SR 3446)
    • Sardis Road (SR 3445)
    • Sardis Road North (SR 3444)
    • Sardis Road Extension (SR 3443)
    • Stallings Road (SR 3474, on town edge)
    • Stevens Mill Road (SR 3175, portion)
    • Thompson Street (SR 3442, portion)
    • Windsor Square Drive (SR 3450, portion)

    Even smaller “local” roads can be state-controlled, meaning the Town can’t make changes unilaterally.

    Why This Causes Problems for Matthews

    ProblemWhy It Happens
    Slow fixesNCDOT controls design, signal timing, and improvements; the Town can only request changes.
    Limited sayProjects like U.S. 74 or John Street are designed at the state level, with only partial Town input.
    High crash burdenSince 83% of crashes are on state roads, the most dangerous areas are the ones the Town doesn’t control.
    Traffic spilloverCongestion on state arterials pushes cut-through traffic onto smaller Town streets.
    Maintenance delaysPotholes, signals, and striping on state roads must go through NCDOT, not Town crews.
    Matthews commutingApproximately 13,000 residents leave Matthews for work daily, 71% driving alone. Meanwhile, 17,000 commute into Matthews for work, many of whom cannot afford to live here. This daily flow adds congestion during peak hours.1
    Regional commutingUnion County contributes significant traffic: about 37,442 workers commute into Charlotte daily (2020 data), many passing through Matthews on U.S. 74, I-485, and NC-51. Average one-way commutes ~30 minutes, adding heavy pressure on corridors the Town doesn’t control.2

    Matthews Traffic: Doing Better Traffic Planning

    I could easily write an entire blog on the need for better traffic planning and analysis, but I’ll focus here on one key problem: the reliance on outdated data and short-sighted, project-by-project review rather than corridor- and region-level analysis. With that in mind, I offer the following recommendations for Matthews:

    1. Require Traffic Impact Analyses (TIAs) for All Projects that affect a Road

    • Ensure every development above a certain threshold conducts a TIA.
    • TIAs should consider both local and regional impacts, not just the project site itself.

    2. Use Current Data

    • Require trip generation, origin-destination, and routing data from the last 12–24 months.
    • Avoid reliance on outdated NCDOT data or ITE manuals from 2018–2022.
    • Include Union County commuters passing through Matthews.

    3. Account for Cumulative and Corridor Impacts

    • TIAs and corridor-level reviews must include all approved but unbuilt projects, proposed projects, and recently constructed developments.
    • Use corridor-level modeling rather than just intersection-level analysis.
    • Consider regional flows and commuter patterns.

    4. Partner with NCDOT & CRTPO

    • Coordinate on signal timing, safety improvements, and corridor studies.
    • Participate in regional planning studies to ensure Matthews’ traffic challenges are reflected in long-range plans.

    5. Incorporate Multimodal Solutions

    • Analyze pedestrian, bike, and transit impacts.
    • Include trip reduction strategies in TIAs, such as carpooling, telework, or transit incentives.

    6. Maintain a Live Traffic Database

    • Track road segments, corridors, and project impacts in a centralized, updated database.
    • Refresh traffic data annually, including approved but unbuilt and proposed projects, to ensure decisions are based on current and realistic conditions.

    What Matthews Can Do

    Even though the Town doesn’t own these roads, there are important steps it must continue to take:

    1. Advocate Relentlessly – Keep pressure on NCDOT and CRTPO to prioritize Matthews projects in the state’s long-range funding plan (STIP).
    2. Partnerships – Work with Charlotte, Mint Hill, Stallings, and Union County to build regional support.
    3. Push for Safety Upgrades – Request crosswalks, signal adjustments, and speed studies on state roads with high crash rates.
    4. Plan Smarter Growth – Use zoning and development review to reduce pressure on already-clogged corridors.
    5. Invest in Alternatives – Support sidewalks, bikeways, and greenway connections to reduce dependency on state roads.
    6. Leverage Transit – Advocate for inclusion in future light rail or express bus expansion with first and last mile connections.

    Takeaway

    When residents ask, “Why doesn’t Matthews fix these roads?” the answer is simple: they’re not ours to fix. Nearly half of Matthews’ roads, including most of the busiest corridors, are state- or federally controlled.

    However, by requiring modern TIAs, using current data, analyzing all approved/unbuilt/proposed projects, and considering regional flows, Matthews can still make roads safer, reduce congestion, and plan for smart growth.

    Footnotes

    1. Town of Matthews, Vision Zero Safety Action Plan (2023). ↩ ↩2 ↩3 ↩4
    2. Charlotte State of Mobility Report, 2022 Update. charlottenc.gov ↩

  • Matthews Chamber of Commerce Candidate Forum

    By Kerry Lamson, Candidate for Town of Matthews Board of Commissioners

  • Matthews Woman’s Club Service League Candidate Forum

    By Kerry Lamson, Candidate for Town of Matthews Board of Commissioners

  • Mecklenburg County Democrats: 5 Short Questions

    By Kerry Lamson, Candidate for Town of Matthews Board of Commissioners

    One of the things I’ve committed to during this campaign is transparency—when I receive questions from voters or groups, I share both the request and my responses here on the blog. The latest came in the form of five short but weighty questions, sent out to every candidate running for the Matthews Board of Commissioners.

    The process was straightforward: voters submitted the questions, and a panel narrowed them down to the final set. Every candidate receives the same list, and the answers will be shared with the public so that Matthews residents can make informed choices at the ballot box this fall.

    The catch? Each response had to be between 1,000 and 1,500 characters. That may sound like a lot until you try to explain complex issues like housing, transportation, or town finances in less than half a page. Honestly, it felt a bit like being on a candidate forum panel where you get asked a tough policy question and then handed a stopwatch with 60 seconds to sum it all up. Brevity may be the soul of wit, but in campaigns, it’s also the test of discipline.

    With that said, below are the five questions I received, along with my responses. I hope they give you a clearer picture of my vision for Matthews and how I’d approach serving as your Commissioner. If you find them helpful, please share with your neighbors and start a conversation—we’ll make better decisions as a community when we talk through the issues together.

    1.  What are the 3 principal issues facing our town, and what specifically could you propose to address them?

    Matthews is at a crossroads, facing challenges that are both opportunities and risks for our future. Growth, housing affordability, and fiscal stability dominate the concerns I hear from neighbors, and they are clearly reflected in the FY26 Approved Town Budget, Envision Matthews Strategic Plan, and our most recent Housing Needs Assessment.

    First, growth and development must be carefully managed. Our residents want progress, but they don’t want to lose the charm that defines Matthews. The Envision Matthews plan makes this clear—walkable neighborhoods, preservation of character, and targeted redevelopment are priorities. That means updating the Unified Development Ordinance (UDO), strengthening design standards, and focusing redevelopment in key corridors rather than unchecked sprawl. And while Matthews was excluded from PAVE Act funding for the Silver Line East extension, I believe we must keep pushing for inclusion so transit can be part of a balanced growth strategy.

    Second, housing affordability is no longer just a future concern—it’s here now. A recent study found:

    • 2,932 households (24%) are cost-burdened
    • 1,252 households (13%) are severely cost-burdened
    • Median home price: $505,000; average rent: $1,582
    • No subsidized housing in Matthews until Mt. Moriah Church project

    We must partner with nonprofits, incentivize developers to include affordable units, and redevelop aging commercial centers into mixed-use housing that serves seniors, families, and workers.

    Finally, fiscal responsibility is essential. The FY26 Budget grew 8.5% to $41.3M, driven by rising personnel costs ($22.2M), debt service, and stormwater fees (up 60%). Residents deserve transparency. We should publish a clear 10-year capital improvement plan, aggressively expand grant-seeking, and implement energy savings performance contracts to modernize facilities and reduce long-term costs.

    2. What is your approach or vision for growth and development in Matthews?

    My vision for Matthews is growth that enhances, not erodes, the qualities that make us proud to call this town home. Growth should not mean unchecked sprawl or traffic gridlock; it should mean vibrant corridors, a walkable downtown, and neighborhoods that reflect our small-town character.

    Envision Matthews provides a roadmap: redeveloping underused commercial corridors into mixed-use activity centers, expanding bike and pedestrian connectivity, and preserving existing neighborhoods. As land becomes scarce, we need to focus on infill and adaptive reuse, making sure new projects fit within the scale and design that residents expect.

    Transportation is central to this vision. Nearly 13,000 residents commute out of town each day, and 71% drive alone. Expanding greenways, sidewalks, and bike lanes must go hand-in-hand with advocating for Matthews’ eventual inclusion in the Silver Line East extension. Transit is not just about mobility—it’s about attracting employers, reducing congestion, and giving families more choices.

    Residents told us through the community survey that walkability, safety, and character matter most. That means bringing people into the process early. Public input must guide growth decisions, not come as an afterthought.

    If we approach growth with this mindset—redevelopment first, neighborhood protection, connectivity, and transparency—we can welcome new families and businesses while keeping Matthews the place we love.

    3. What is your position and your reasoning on the possible implementation of a one cent transportation tax in Mecklenburg County? 

    Transportation is one of Matthews’ most pressing issues. Congestion on John Street, the need for safer intersections, and the lack of transit options affect us daily. The proposed one-percent countywide sales tax could help, but only if Matthews receives its fair share of benefits.

    Too often, regional dollars flow toward Charlotte’s core, while towns like ours are left behind. If Matthews’ residents are asked to pay more, they deserve guarantees in return:

    • Investment in congestion relief and road safety on key corridors.
    • Expansion of sidewalks, greenways, and bike facilities called for in Envision Matthews.
    • Advocacy to secure Matthews’ inclusion in the Silver Line East extension, so our residents and businesses aren’t excluded from regional transit.

    Accountability is non-negotiable. We need project lists upfront, oversight that includes Matthews, and clear reporting on where every tax dollar is spent.

    I approach this issue with caution. I will support transportation investment only if Matthews’ families see tangible improvements—not just promises. Transit, road safety, and everyday infrastructure must all be part of the equation.

    While Matthews has long planned for the Silver Line East, the current PAVE Act excludes our town. If the referendum passes, I will work with our Mecklenburg delegation and the new Transit Authority to amend the law and secure Matthews’ share of transit revenue. We will also push for a completed value-engineering study and a realistic funding roadmap—so Matthews is not left behind in our region’s future.

    4. What are the most important efforts that Matthews is now making and should be making to protect the environment? 

    Matthews has taken important steps to safeguard its environment—preserving tree canopy, expanding greenways, investing in stormwater management, and adopting a Vision Zero safety plan. The FY26 budget builds on this, funding a tree assessment, heritage tree protections, and invasive plant removal. But we can and must go further.

    Too often we’re shocked to see sites cleared with little regard for tree save or preservation—either because penalties are weak or oversight was left to “someone else” like the County. That can’t continue. We can’t replace 100-year-old trees. Matthews must stay directly involved, carefully vetting every project to understand its true impact on the land.

    Our next phase of leadership should include:

    • Stronger sustainability and stormwater standards in new development.
    • Expanding green infrastructure like rain gardens, permeable pavement, and stormwater credits tied to actual cost savings.
    • Electrifying the town’s vehicle fleet where practical, cutting fuel costs while reducing emissions.
    • Continuing to expand parks and greenways that serve both recreation and transportation, linking neighborhoods to schools and jobs.
    • Partnering regionally to advance air quality, renewable energy, and conservation goals.

    The Resident Survey told us clearly: people value open space, safety, and walkability. Protecting these assets isn’t just about the environment—it’s about protecting Matthews’ character and long-term affordability.

    5. How do you think Matthews can improve and increase the availability of affordable housing?

    Affordable housing is one of the most difficult challenges facing Matthews. Rising home prices and rents are pushing out seniors, young families, and essential workers. Our Housing Needs Assessment paints a stark picture: nearly a third of households are cost-burdened, with median home prices over $500,000 and rents averaging more than $1,500 a month for a one bedroom apartment.

    We can’t solve the housing challenge alone, but Matthews can lead locally by:

    • Building Partnerships: Work with nonprofits and developers on workforce and senior housing, using tools like Low Income Housing Tax Credit (LIHTC), HOME, Community Development Block Grants (CDBG) and bond funds. Our first LIHTC subsidized housing project in Matthews is Mt. Moriah Church’s 72 units
    • Smart Incentives: Offer density bonuses, faster permitting, or reduced fees for projects that include affordable units.
    • Reimagining Spaces: Redevelop aging commercial properties into mixed-use communities with affordable options.
    • Employer Collaboration: Partner with major employers—Novant Health, CCPC, Hendrix, and others—to create workforce housing close to jobs.
    • Investing in Livability: Expand greenways, parks, and walkability, while implementing “Complete Streets” for safer biking and walking.
    • Preserving What We Have: Support home repair programs to help seniors age in place, expand disability housing options, and renew vacant homes for new families.
    • Protecting Renters: Strengthen rental standards with inspections and a clear process for addressing unresolved issues.
    • Linking Housing to Mobility: Ensure affordable housing connects to sidewalks, greenways, and future transit like the Silver Line.

    If Matthews wants to stay a diverse, welcoming town, we must make sure people who work here can afford to live here. Housing isn’t just about roofs and walls—it’s about community.

  • Come Meet the Candidates

    By Kerry Lamson, Candidate for Town of Matthews Board of Commissioners

  • Rethinking Our Commercial Spaces: A Smarter Path for Matthews

    By Kerry Lamson, Candidate for Town of Matthews Board of Commissioners

    As Matthews grows and evolves, we face a choice: allow aging commercial areas to sit idle or proactively redevelop them into vibrant, people-focused places. From outdated strip malls to tired office parks, smart commercial redevelopment offers a way forward—reenergizing underused sites with small businesses, housing, green space, and walkable design.

    Redevelopment is not about unchecked growth. It’s about thoughtful reinvestment that builds on what makes Matthews special. With the right tools and leadership, we can reshape key corridors while protecting our town’s charm, character, and economic vitality.

    Where Matthews Stands Today

    While Matthews does not currently operate formal redevelopment zones or commercial tax abatement districts, the town already uses several tools that could serve as a foundation for a stronger strategy:

    Business Investment Program (BIP) Incentive Grants

    Performance-based grants that return a portion of new tax revenue to businesses creating jobs and investing in Matthews. These could be expanded to reward projects that include redevelopment, housing, green infrastructure, or small business incubation.

    Facade Improvement Grants

    Currently limited to Downtown, these grants help property owners enhance building exteriors and restore historic elements. Expanding this program to key corridors like Monroe Road or Hwy 51 could incentivize private investment in tired retail strips.

    Tourism Grants

    Used to support events and marketing that drive foot traffic to Downtown. These could be paired with small business incentives to activate storefronts and adjacent areas.

    Infrastructure Investment

    Recent voter-approved bonds support greenways, transportation upgrades, and improved streetscapes—all of which make nearby commercial areas more attractive for reinvestment.

    Tools Matthews Should Be Using

    Many towns across North Carolina are revitalizing commercial corridors through a broader set of tools. Matthews should consider the following proven strategies:

    Redevelopment Overlay Districts

    Designate key corridors—such as Independence Blvd, Monroe Rd, and Hwy 51—for overlay zoning that allows more flexible uses, walkability, and mixed-use development. Streamline approvals and offer bonus incentives for projects meeting public goals.

    Example: Mooresville uses overlays to speed up redevelopment in targeted areas. Gastonia applies overlay zoning to encourage walkable infill projects.

    Targeted Tax Abatement

    Offer temporary, performance-based property tax rebates for redevelopment projects that meet community goals like affordable housing, energy efficiency, or reuse of obsolete commercial properties.

    Example: Apex and Gastonia use tax rebates to attract high-impact mixed-use and housing projects while tying incentives to public benefit.

    LIHTC and Workforce Housing Partnerships

    Partner with developers pursuing Low-Income Housing Tax Credits (LIHTC) to transform aging commercial parcels into affordable or senior housing. Matthews can support these efforts with zoning flexibility, infrastructure upgrades, or site preparation.

    Example: Gastonia successfully converted aging retail sites into housing with LIHTC-backed developments, helping essential workers live closer to jobs.

    Aggressive Grant Seeking

    Matthews should aggressively pursue state and federal grants to fund planning, remediation, and infrastructure for redevelopment:

    • EPA Brownfield Grants: Environmental cleanup for reuse of old commercial sites
    • Community Development Block Grants: Small business support and corridor revitalization
    • US DOT RAISE or TOD Planning Grants: Support for transit-connected redevelopment
    • NC Rural Infrastructure Grants: Fund public improvements that catalyze private investment

    Real Opportunities in Our Corridors

    Independence Blvd Corridor

    • Challenge: Underused big-box stores, auto-centric layout
    • Opportunity: Redevelopment Overlay + EPA cleanup grants + BIP incentives for mixed-use housing and retail

    Matthews Township Pkwy (Hwy 51)

    • Challenge: Strip centers with excessive parking
    • Opportunity: Façade and retrofit grants + zoning updates to support smaller commercial footprints or housing conversion

    Monroe Road (Silver Line Transit Area)

    • Challenge: Fragmented uses, aging light industrial
    • Opportunity: TOD Overlay + LIHTC-supported housing + RAISE planning grants for transit-ready neighborhoods

    East John St / Charles St Fringe

    • Challenge: Small lots near Downtown without recent investment
    • Opportunity: Expanded façade and tourism grants to support café, retail, and services that activate pedestrian traffic

    Best Practices from NC Towns

    Davidson

    Uses small-area plans and strict design standards to replace strip malls with walkable, community-scaled development.

    Mooresville

    Employs revitalization overlays and incentive zones to turn outdated sites into mixed-use, high-value districts.

    Concord

    Runs a matching grant program for downtown property improvements that has attracted both small businesses and new residents.

    Fuquay-Varina

    Offers targeted redevelopment grants to business owners, successfully stimulating reinvestment in older commercial areas.

    Gastonia

    The city’s housing authority has focused on revitalizing historic areas, encouraging homeownership, and increasing public and private investment in neighborhoods. 

    A Smart Redevelopment Agenda for Matthews

    With vision and commitment, Matthews can:

    • Identify key corridors ready for transformation
    • Expand and adapt existing incentive programs
    • Create redevelopment overlays with flexible zoning
    • Pilot targeted tax abatements tied to community benefit
    • Actively pursue state and federal grant funding
    • Partner on LIHTC housing, adaptive reuse, and energy retrofits
    • Focus on walkability, sustainability, and inclusive growth

    Let’s not wait for decline. Let’s lead—by reimagining aging commercial sites as thriving, people-focused places that reflect the Matthews we believe in.

    Because smart redevelopment isn’t just about buildings—it’s about the people who live, work, and build their futures here.

  • Should I Vote For The Mecklenburg County 1% Sales Tax Referendum?

    By Kerry Lamson, Candidate for Town of Matthews Board of Commissioners

    Listen to an Overview on the Vote for a 1% Sales Tax Increase

    This is the last of a series of blog posts I created as a result of a request I received asking for my response to several questions regarding my thoughts or positions on some key topics for the upcoming election. This question has been asked before and seems to be top of mind within Mecklenburg County and that is:

    How are you voting on the sales tax increase referendum for transit and why(assuming it passes the County Commissioners vote and gets placed on the November ballot)?

    I debated posting this now given it’s not yet approved for the ballot. That decision is still pending an August 6th public hearing and vote by the Mecklenburg County commissioners. (See my update below. It passed) Posting now helps inform residents about the potential tax should they want to take action at or before the public hearing. I have already posted on the details of what is in the Act so let’s get to the key points.

    Whether you should vote for the sales tax referendum under the P.A.V.E. Act as a Matthews resident depends on how you weigh certain trade-offs: direct benefits to our town versus regional needs, your household’s financial impact, and your views on long-term infrastructure planning.

    Reasons to Vote Yes as a Matthews Resident:

    1. $5–6 million/year in road funding for Matthews
      Over 30 years, Matthews could receive around $150 million (unadjusted for inflation) specifically for road, sidewalk, lighting, and bike lane improvements—without needing to raise local property taxes by 25% to generate the same amount of annual revenue.
    2. Regional growth pressures
      With Matthews growing rapidly and over 90% of residents commuting outside the town daily, the added funding could relieve congestion on key corridors like NC-51, US-74, and John Street.
    3. Transit authority structure may improve delivery
      The creation of a 27-member regional authority could streamline and professionalize regional transit planning—potentially more effective than the current CATS setup.
    4. Indirect benefits from broader regional investment
      While Matthews isn’t slated for light rail, the wider network—including improved buses and the Red/Blue lines—may ease traffic region-wide and support economic mobility, especially for low-income and transit-dependent residents.
    5. Federal funding leverage
      Local investment through the tax could unlock federal grants and matching funds for regional projects—without it, those dollars likely won’t come.

    Reasons to Vote No as a Matthews Resident:

    1. No light rail to Matthews
      The Silver Line East extension to downtown Matthews was dropped in favor of bus rapid transit, which many see as an inadequate substitute. So, Matthews residents would help pay for rail expansions they don’t directly benefit from.
    2. Regressive tax impact
      A 1% sales tax disproportionately affects lower-income families, with Matthews’s estimate at around $370 – $500/year per household—a significant cost alongside recent property tax increases.
    3. Questionable return on investment for some
      If you rarely use public transit, and the road projects funded don’t significantly affect your daily commute, the personal benefit may feel limited.
    4. Concern over spending equity and project execution
      Critics point out that the 60/40 funding split is rigid, and there are no guarantees Matthews-specific priorities will be met by the regional authority.

    Summary of What Matthews Gets:

    • ✅ About $5.4M/year for local infrastructure
    • ❌ No new rail service
    • ✅ Modest bus and transit improvements
    • ❌ Regressive tax burden on lower-income households

    Bottom Line: Should You Vote Yes?

    Ask yourself:

    • Do you value a guaranteed $5M/year investment in Matthews’ roads and infrastructure enough to accept the additional tax burden—even without light rail? Keep in mind, that today’s construction cost for a sidewalk of several blocks is $2M.
    • Do you want to help fund a regional transit system that could relieve long-term traffic and improve mobility—even if you won’t directly benefit in the short term?

    If you prioritize local road fixes, congestion relief, and future-proofing infrastructure, a Yes vote may make sense.

    If you feel the return to Matthews is too small, or you’re concerned about affordability and tax equity, then a No vote might align more with your household’s needs.

    There is no one-size-fits-all answer—only an informed one.

    There is not much time to influence the County Commissioners on their vote and we lost the battle at the state level with the P.A.V.E. Act legislature having been signed on July 1st by Governor Stein. My guess is the county will approve placing it on the November ballot giving us a few more months of “heated” discussion before November 4th.

    And No, I did not offer them my personal decision regarding how I will vote. As always, let me know your position although in this case, we each only have one vote!

    Update: Well I was right! Last night the Mecklenburg County Commissioners voted 8 to 1 in favor of placing the 1% sales tax increase referendum on the November ballot. So now is the time to understand exactly what this means for you and the community to make an informed decision in November and to register to vote if you haven’t already so you can have a voice.

    There is information on how and when to register to vote and a link to everything you will need to register on this website.

    Frequently Asked Questions (FAQ) About the 1% Sales Tax Referendum (P.A.V.E. Act)

    1. What is the Mecklenburg County 1% Sales Tax Referendum (P.A.V.E. Act) and what are its main objectives?

    The Mecklenburg County 1% Sales Tax Referendum, authorized by the Projects for Advancing Vehicle-Infrastructure Enhancements (P.A.V.E.) Act (House Bill 948), is a proposed one-cent per dollar sales tax increase in Mecklenburg County. Its primary objective is to generate substantial funding—projected to be between $19.4 billion and $25 billion over 30 years—for comprehensive regional transportation improvements.

    These improvements encompass expanding existing transit systems, such as the Red Line commuter rail and the Gold Line streetcar, building parts of the east-west Silver Line, and investing significantly in buses, micro-transit, and road projects across all Mecklenburg County municipalities. The aim is to address crumbling infrastructure, reduce congestion, foster economic growth, and improve equitable access to transportation for residents.

    2. How will the funds generated by the sales tax be allocated and managed?

    If approved by voters, the generated funds will be split according to a strict 60/40 formula. Sixty percent of the new tax proceeds will go to a newly created, independent 27-member Metropolitan Public Transportation Authority. This authority will be responsible for financing, acquiring, constructing, operating, and maintaining mass transit projects, including trains and buses, with assets from the existing Charlotte Area Transit System (CATS) transferring to it.

    The remaining 40% will be distributed monthly among “eligible municipalities” within Mecklenburg County, including Charlotte, Cornelius, Davidson, Huntersville, Matthews, Mint Hill, and Pineville. These municipalities will use their allocated funds for local road projects, sidewalks, bike lanes, lighting, and bridge improvements, according to their specific local priorities.

    3. What are the main arguments in favor of the transit tax referendum?

    Proponents of the sales tax referendum highlight several key benefits. Firstly, it addresses significant infrastructure deficiencies by providing much-needed revenue for multimodal transportation options, which the NCDOT has been unable to adequately fund.

    Secondly, a modern, connected transportation system is seen as essential for supporting the Charlotte region’s rapid growth, attracting talent, and fostering economic development.

    Thirdly, expanded transit options and improved roads are expected to reduce traffic congestion, leading to shorter commutes and an improved quality of life, including potentially lower car insurance premiums.

    Fourthly, increased transit access is anticipated to particularly benefit low-income workers by expanding employment opportunities and reducing commute times.

    Lastly, the substantial local investment generated by the sales tax would position Mecklenburg County to leverage and secure additional crucial federal grants and matching funds for major transportation projects that would otherwise be unattainable.

    4. What are the main arguments against the transit tax referendum?

    Critics of the referendum raise several concerns. A primary argument is the regressive nature of a sales tax, which disproportionately affects lower-income households as they spend a larger percentage of their income on essential goods subject to sales tax, potentially costing them hundreds of dollars annually in addition to other tax increases.

    There are also concerns about the plan’s scope and equity, particularly regarding the omission of Matthews from the Silver Line light rail extension, with many feeling that bus rapid transit is an inadequate substitute for rail.

    Some question the efficiency and cost-effectiveness of specific programs, such as micro-transit. Small businesses worry that a 1% sales tax increase, raising the county rate to 8.25%, could negatively impact their competitiveness compared to businesses in neighboring counties.

    Finally, there are uncertainties about the slow pace of implementation and the lack of a backup plan if the referendum fails.

    5. How will the P.A.V.E. Act specifically impact the Town of Matthews residents?

    For Matthews residents, the P.A.V.E. Act presents a mixed bag of trade-offs. On one hand, Matthews is projected to receive a significant benefit of approximately $5 million to $6 million annually from the 40% road funding portion of the tax proceeds. Over 30 years, this could amount to around $150 million (unadjusted for inflation) specifically for local road, sidewalk, lighting, and bike lane improvements, without requiring a substantial increase in local property taxes. This is crucial for a town experiencing rapid growth and significant traffic congestion on key corridors.

    On the other hand, a major point of contention for Matthews is the exclusion of the Silver Line East light rail extension to downtown Matthews, which was replaced with bus rapid transit in the current plan. This means Matthews residents would contribute to a regional rail system from which they do not directly benefit, leading to concerns about the return on investment and equitable distribution of funds.

    6. What are the financial implications of the sales tax increase for average households?

    The financial impact varies depending on household income and spending habits. Estimates suggest that the 1% sales tax increase could cost an average income-earning household in Mecklenburg County around $240 per year, while lower-income households might face an annual cost of approximately $132 in Charlotte or up to $370 in Matthews, given their median income. For example, a family spending $50,000 annually on taxable goods would pay an extra $500 per year in sales tax. While a portion of the revenue is expected to come from visitors and out-of-county commuters, the burden on local residents, especially those with lower incomes, is a significant concern for critics. This increase would also come on top of other projected property tax and fee increases.

    7. What considerations should voters weigh when deciding on the referendum?

    Voters are encouraged to consider several factors to make an informed decision. They should assess the direct economic impact on their household, calculating the estimated additional sales tax they would pay versus potential savings from reduced commute times or improved transit options.

    Voters should also evaluate their personal reliance on public transit versus car commuting and how the 60% transit funding and 40% road funding would benefit their daily travel.

    Broader community impacts, such as addressing rapid regional growth, improving safety, and fostering economic vitality, should also be considered.

    Finally, voters must reflect on issues of equity, including how the plan serves all communities and addresses concerns about potential gentrification, and their level of trust in local government and the new transit authority to effectively allocate and implement the funds.

    The referendum is an all-or-nothing vote, meaning rejection would leave many large-scale transportation projects without a guaranteed funding source.

    8. What is the current status of the referendum and what are the next steps?

    The P.A.V.E. Act (HB 948) was signed into law by North Carolina Governor Josh Stein on July 1, 2025. Following this, the Mecklenburg County Commissioners voted 8 to 1 in favor of placing the 1% sales tax increase referendum on the November ballot. This means that voters in Mecklenburg County will have the final say on the sales tax increase in the upcoming November election. Residents are urged to understand what the referendum entails, its potential impacts on their households and communities, and to register to vote to ensure their voice is heard.

    Kerry

  • How Can Matthews Attract And Retain more Police Officers?

    By Kerry Lamson, Candidate for Town of Matthews Board of Commissioners

    Here is the second in the series of blogs in response to a recent candidate background request I received with a few provocative questions we were asked to answer.

    This questions was: How Can Matthews Attract and Retain More Police Officers?

    Across the country, towns like ours are facing a growing challenge: recruiting and retaining qualified law enforcement professionals. The Town of Matthews has made real strides—offering competitive pay, solid benefits, and thoughtful training programs—but if we want to stay ahead, we need to do more.

    As our population grows and community expectations evolve, public safety must remain a core priority. Here’s how Matthews can build on its strengths to ensure a fully staffed, well-supported, and community-connected police department.

    Where We Stand Today

    Matthews is doing many things right. In 2025, the Town achieved 77% of its target staffing for telecommunicators and implemented a new supervisor training program to support professional growth. With a compensation package that includes annual benchmarking, cost-of-living adjustments, merit increases, and incentives like certification bonuses, bilingual pay, hiring bonuses, and take-home vehicles, the foundation is solid.

    Currently, there are 87 full and part-time police department employees, supported by 15 dedicated citizen volunteers. For 2026, the Town has set bold goals—85% staffing for officers and 90% for telecommunicators.

    That said, recruitment and retention remain persistent challenges, and Matthews has the opportunity to lead with bold, practical solutions.

    1. Help Officers Live Where They Serve

    One of the biggest barriers facing new recruits is the rising cost of housing in Matthews. Entry-level officers and telecommunicators—despite strong pay and bonuses—often struggle to afford to live in the very town they protect.

    Let’s change that. A Town-sponsored Essential Worker Homebuyer Assistance Program could be a game-changer. By offering down payment support or favorable loan terms to police officers, firefighters, EMTs, nurses, and teachers, we create a compelling incentive to join—and stay—in our community. This wouldn’t just help recruitment; it would improve morale, foster community roots, and reduce commute-related burnout.

    2. Lighten the Load by Rebalancing Work

    Workload imbalance is a key driver of burnout in law enforcement. By strategically reallocating tasks and expanding support staff, we can help officers focus on what they’re trained to do—protect and serve.

    Some ideas worth pursuing:

    • Hire more civilian staff for administrative duties, evidence tech work, and non-emergency report-taking.
    • Use community service officers to handle non-criminal or non-urgent calls like minor accidents and noise complaints.
    • Offer flexible scheduling such as 4/10s or split shifts to reduce fatigue and improve work-life balance.

    These steps free up sworn officers for core duties and make the job more sustainable.

    3. Build a Stronger Recruitment Pipeline

    Recruitment today means more than job postings—it means creating pathways and partnerships.

    Here’s how we can do that:

    • Partner with local schools and colleges like CPCC and UNCC to develop cadet programs and continue to sponsor Basic Law Enforcement Training (BLET).
    • Recruit from underrepresented communities with messaging that reflects Matthews’ values of inclusion, professionalism, and respect.
    • Introduce referral bonuses if not already in place, so current employees are rewarded for helping find the next generation of officers.

    4. Prioritize Mental and Physical Wellness

    Retention starts with respect for the whole person behind the badge. That means investing in programs that support both mental and physical health.

    Ideas include:

    • Confidential mental health resources and peer support groups to help manage the unique stresses of law enforcement.
    • Subsidized gym memberships or in-house fitness programs, along with injury prevention training.
    • Encouraging use of vacation time and offering mental health days to help officers recharge and avoid burnout.

    5. Strengthen Community Connection and Recognition

    Officers stay longer in places where they feel connected and respected. Matthews should continue and expand its commitment to community policing and officer recognition.

    That means:

    • Continuing proactive outreach like “Coffee with a Cop,” school visits, and neighborhood walks.
    • Celebrating officer achievements publicly—not just at annual ceremonies or Town Hall meetings, but through social media, newsletters, and peer-nominated awards.
    • Making community trust a cornerstone of our policing philosophy.

    6. Be Resourceful—Look Beyond the Town Budget

    Funding these initiatives doesn’t have to fall solely on local taxpayers. Matthews should continue to pursue a budget neutral impact of these types of initiatives through:

    • State and federal grants like the DOJ COPS program to fund new hires, equipment, or retention programs.
    • Regional partnerships for shared training and mutual aid, easing the load on our local department.

    Final Thoughts: A Department Rooted in Purpose

    Matthews is a special place—and we deserve a police force that reflects the best of our community. That starts with investing in our people: the officers who keep us safe, the dispatchers who answer our calls, and the support staff who keep things running behind the scenes.

    By addressing housing, workload, recruitment, wellness, and community connection, we can ensure that Matthews remains a town where public safety professionals want to serve—and where they’re proud to stay.

    Let’s give them every reason to make Matthews home.

    Want to see this vision become a reality? Let’s talk about it. Reach out with your ideas, share this blog, or get involved in shaping the future of public safety in Matthews.

  • Zoning for the Future: How I Evaluate Rezoning Petitions in Matthews

    By Kerry Lamson, Candidate for Town of Matthews Board of Commissioners

    As a first time candidate for any type of government office I am learning you need to be quick of your feet especially when you get a somewhat late start in the process of “campaigning”.

    Fortunately the local press is quick to help voters find the basic information they should have about their candidate choices. One request I have is from a local TV channel that is assembling their local Political Candidate Guide and I am sure more requests are coming.

    The challenge they have is assembling a brief overview on every candidate and they emphasize the word brief when they ask you their set of questions. And for those who know me “brief” is NOT my middle name particularly when it comes to addressing Matthews and the issues we all face. Still a few of their questions were stimulating so I thought I would take a moment and post a few of them as blog subjects so we can all discuss them.

    The first in this series is : What will you consider when deciding whether to support a rezoning petition?

    Growth is coming to Matthews. That’s not just a prediction—it’s our present reality. As more families, businesses, and developers look to call our town home, we find ourselves at a critical decision point: How do we grow without losing what makes Matthews special?

    One of the most powerful tools we have is rezoning. Every rezoning petition—whether for housing, commercial space, or mixed-use development—represents a chance to shape our community’s future. But with that opportunity comes responsibility.

    If I’m elected to the Board of Commissioners, I will approach every rezoning petition with a commitment to transparency, community input, and long-term planning. Here’s how I plan to do that

    1. Start with the Big Picture

    I’ll begin by asking: Does this proposal align with the Town’s Comprehensive Land Use Plan and Unified Development Ordinance (UDO)?
    Good zoning decisions should reinforce the community’s vision—not contradict it. That means thinking ahead 10–20 years, not just reacting to short-term trends or developer pressure.

    2. Understand Infrastructure Impact

    Matthews has some of the busiest roads in the region—including NC-51, John Street, and US-74. These are already under pressure, and many are managed by the state, not the town.

    So when a rezoning adds more people, more cars, or more demand for services, I’ll be asking:

    • Can our roads, schools, and utilities handle it?
    • Are traffic improvements part of the deal?
    • Is the development helping or hurting long-standing bottlenecks?

    3. Demand Housing That Meets Real Needs

    We need to support housing that works for Matthews residents—not just investors. I’ll look for:

    • Workforce and senior housing
    • Mixed-income options
    • Projects that offer real affordability—not just density

    We know that over 40% of renters and 25% of homeowners in Matthews are cost-burdened. Zoning must be part of the solution.

    4. Listen to the People Who Live Here

    Community engagement is not a checkbox. It’s the core of good governance. I’ll give real weight to:

    • Feedback from nearby residents
    • Neighborhood meetings and advisory board input
    • Whether the developer made meaningful outreach before filing

    If a proposal surprises or alienates the community, it’s probably not the right fit.

    5. Focus on Design, Green Space & Livability

    Growth shouldn’t mean less beauty or less breathing room. I’ll look for:

    • Quality design and materials
    • Tree preservation and stormwater management
    • Walkable layouts and safe pedestrian access

    Matthews deserves development that enhances—not erases—our small-town character.

    6. Check the Fiscal Math

    Growth must be financially responsible. Some rezonings bring major tax base benefits. Others may strain police, fire, parks, or roads without covering those costs. I’ll ask:

    • What’s the long-term impact on the town budget?
    • Will this help diversify our economy—or just add costs?

    7. Consider Timing & Cumulative Effects

    It’s not just about the project—it’s about the timing. Sometimes a good idea arrives too soon for the surrounding infrastructure. Or it’s one of too many dense projects in the same area.

    I’ll evaluate recent rezonings nearby, infrastructure plans already underway, and whether the proposal helps us balance housing, commerce, and community services.

    Bottom Line: Thoughtful Growth, Not Reactive Decisions

    Rezoning isn’t glamorous. But it’s one of the most powerful levers a Commissioner has. And it’s one I will treat with care, curiosity, and responsibility.

    Because growth will come either way. What matters is how we grow—and whether that growth protects the heart and soul of Matthews.

    Want to share your thoughts on a rezoning petition? I’d love to hear from you.
    Email me [email protected]
    Post a comment or question
    Or stop me at a community event—I’m always listening.

    Let’s grow smart, stay grounded, and protect the Matthews we all love.

    Next up in the series: How can Matthews attract and retain more police officers?

    Kerry