Who is Renee Garner, candidate for Matthews Board of Commissioners?
Name: Renee Garner
Age as of Nov. 7, 2023: 46
Campaign website or social media page: reneeformatthews.com
Occupation: Artist
Education
Masters in Public Administration, UNC School of Government, 2023-present
Urban Policy and Management Certificate, UNCC. 2022-present
Inclusive and Ethical Leadership Certificate, University of South Florida Muma College of Business 2022
Diversity, Equity and Inclusion in the Workplace Certificate, University of South Florida Muma College of Business 2021
Advance Leadership Corps, UNC Chapel Hill School of Government. 2021
Bachelor of Arts, Fibers concentration, UNCC. 1997-2003
Have you run for elected office before?
Yes, I am running for my third two-year term on the Board of Commissioners
Please list your highlights of civic involvement
Municipal Education Advisory Board for Charlotte Mecklenburg Schools, Matthews representative, 2022-present
Advance Leadership Corps, UNC Chapel Hill School of Government. 2021
Mental Health First Aid, National Council for Mental Wellbeing, 2021
Arts and Science Council of Charlotte-Mecklenburg Board of Directors, 2020-present; Southeast Advisory Board, 2018-present
Charlotte Regional Transportation Planning Organization, Matthews rep. 2020-present
Metrolina Transit Commission, Matthews alternate, 2020-present
Youth Mental Health First Aid, National Council for Mental Wellbeing, 2019
NC Herb Association, Board of Directors 2017-present (President 2019-present)
Preserve Matthews, Community-built movement to influence major road design of East John St through the town of Matthews, 2016-present
Matthews Community Farmers Market, volunteer, 2012-present
Grow Share Charlotte. Creation, growth and administration of a Facebook group centered around over 1,500 Charlotte-area gardeners, 2010-present
Master composter for Mecklenburg County, 2010-present
Little Sugar Creek Community Garden, volunteer and garden manager, 2013-2016
How should Matthews handle residential, commercial and industrial development? Should the town change any ordinances or rules to alter how development occurs? If so, what?
This year, UNCC Urban Institute provided the town with a housing study. We need to address the inadequacies they found and adapt our housing policies to reflect current patterns and needs. One sticking point is the number of low-paying jobs compared to the higher-than-average housing prices. If we do not address this disparity, we will never make headway on the growing traffic issues we face.
There is a lot of pressure on the town to develop out, but we’re running out of land. Our job is to make sure the development proposed through rezoning fits our needs and is sensitive to the context of what makes Matthews charming. Our ordinances could be tightened to reflect the lack of available properties, and we should encourage redevelopment of outdated large, big box developments, especially as some of the larger retail shops shutter.
What’s the best feature of the town of Matthews and what’s the most important thing it needs to improve?
If we are talking about the visible and tangible “best of Matthews,” the answer must be our downtown area — it’s walkable, food and beverage options, interesting historical features and an excellent library. However, what makes Matthews stand out is our tight-knit community. It is a good-sized town, but it’s hard to go somewhere and not see a familiar face. That friendliness is extraordinary.
We need to improve transportation issues and affordability simultaneously. Both are significant issues, but addressing one without the other would be a stop-gap solution and an incomplete policy. We need better transit and safe, affordable ways to get to work, especially for the low-wage earners who fill most jobs here in Matthews.
An internal investigation found that Matthews Police misrepresented how successful they were at clearing crimes. What can you do, if anything, as a member of the town board to ensure police are accurately reporting internally and to the public what crime looks like in Matthews?
For peace of mind, we should each want the police department to have some level of autonomy in reporting for the sake of investigation and personal privacy. However, recognizing how the department misrepresented its closure numbers made me cognizant that we cannot be naive and believe everything at face value. We need to hear from constituents whether they are satisfied with the department’s response and solution to their cases.
The board must be willing to ask bold questions and require greater transparency and accountability. Both interim chiefs have done an excellent job with open and steady communication with the board; the department culture has shifted for the better under new leadership. Kudos to the town manager for digging into the issue, getting results, and addressing them swiftly; this could have been swept under the rug, but she ensured the community knew there was an issue and that the town was addressing it directly. We must have this level of partnership between staff, police, and town leadership to prevent future failures.
What sets you apart from other candidates on the ballot and makes you the best choice?
Beyond who I am as a commissioner, I am a third-generation Matthews resident, raising a fourth-generation in the home my grandparents built. As a mom of two school-aged children, I am aware of what is going on with our local schools. We are a low-income family, so we know firsthand the need for affordability in Matthews.
As a commissioner, I am responsive and willing to find accurate answers. I look at all of the information at hand, I ask questions, and demand accountability. I am a voracious learner, which leads me to understand the ins and outs of policy. I have also learned the importance of bridge-building and consensus leadership--the partisan divide that marks our nation has no place on a nonpartisan municipal board.
I value equity, community-building, and advocacy, which feeds my passion to lead.
