Kerry Lamson Matthews Commissioner

Tag: growth

  • 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.