Wake County Board of Commissioners District 2
Matt Calabria
1. Do you support the City of Raleigh’s $275 million parks bond on the ballot this November?
Yes
2. Do you support the $353.2 million Wake Tech bond on the ballot this November?
Yes
3. Do you support the $530.7 million Wake County schools bond on the ballot this November?
Yes
4. How do you intend to collaborate with your partners in the municipalities, county school board, and General Assembly to create a better environment for the county’s citizens?
In the 8 years I have served as a county commissioner, I believe I have developed strong relationships with my elected official colleagues, and those relationships have helped us accomplish great things for our community. It starts with communication. I try to check in with my counterparts and stakeholders on a regular basis so that I can learn what challenges they are facing, think about possible solutions, and determine how the county can better support them in their roles. As the county provides nearly 100% of the school system’s construction funds and about a third of its operating budget, it is particularly important to see things through school board members’ eyes because that helps me make more informed budgeting decisions.
In addition, governing calls us to think about policy, not politics. By focusing not on parties—or even on people—but on results, we can find more common ground. I also try to focus not on what I might be able to do over the objections of others, but instead on what I can accomplish while incorporating others’ legitimate points and interests.
Lastly, in addition to being an attorney, I am a mediator certified by the NC Dispute Resolution Commission to mediate NC Superior Court cases. That mediator training and skillset comes in handy in helping people find common ground on complex issues.
5. As economic development and job creation expands beyond our county borders, how do you intend to work with surrounding areas to promote economic prosperity?
Increasingly, Wake County’s economic interests are intertwined with those of surrounding communities. We must therefore continue to set up cross-county structures through Wake County Economic Development (a partnership with the Raleigh Chamber), the Capital Area Workforce Development Board, and other entities to ensure that we are working on economic development projects collaboratively. In addition, we have opportunities to collaborate on worker training programs through Wake Tech and other institutions, which will help us be more adaptive and find economies of scale. Lastly, it is important to maintain good working relationships with leaders in surrounding counties so that we can better understand their interests and how we can grow together.
6. The Wake County Transit plan will expand bus service countywide, implement four bus rapid transit lines, and initiate a regional commuter rail system. What would you like to see the City of Raleigh do to complement or modify this enhanced transit service?
As a county official, I must provide a significant degree of deference to City officials to determine what their needs are and how to implement transit in their area. Notwithstanding, my priorities include ensuring that we work together to promote density and walkability in the right places (particularly near transit stops); that we design a multi-modal system that connects those who might rely on public transit to get to work, grocery stores, and medical centers; and to match transit to projected growth patterns to ensure that residents have viable commute options. The City can be a partner in all of those endeavors. I would also work with the City to continue to enhance transit not just quantitatively but qualitatively, further exploring options such as clean energy buses, better bus stops, and Wi-Fi enabled transit.
Transportation/Transit – Continue to promote and implement an effective transit plan to optimize service delivery and position the county for ongoing growth.
I was proud to have been one of the elected officials who spearheaded the passage of the 2016 Wake County Transit Plan, and I hope to work to implement and update that plan in future years. As we grow, building sensible public transportation options will be essential for managing traffic and enabling residents to commute and get to important destinations. It is therefore an important component of our quality of life in the years ahead.
We have already done much to expand bus transportation in the county, and we are continuing to work with the state, federal government, and our peer counties in the Triangle to develop and implement a plan for rail service. To meet growing demand, I will work to further expand the reach, frequency, and quality of bus service, bus rapid transit, and commuter rail transportation so that we can create a reliable, convenient transit network that connects residents to jobs as well as recreational and retail opportunities. I will also advocate for smart development along transportation lines so that we can promote the kind of density and walkability that will enable us to make the most of our transit network.
In addition, I hope to continue to advocate for additional federal and state funds to defray the cost of public transportation and to accelerate construction so that we can get more services online sooner. Lastly, I will continue to engage collaboratively with our counterparts in Durham to develop an enhanced plan for commuter rail that serves our individual and collective needs.
Economic Strength - Create a business-friendly environment to attract, retain and grow business, diversify the economic base, and create job opportunities for all citizens.
Wake County has done very well for itself in recent years. When I chaired the Commission in 2021, we created more jobs and stimulated more corporate investment than in any previous year—and by far. Nonetheless, Wake County should continue to address economic development and economic mobility issues. We will continue to need programs that give workers opportunities for economic advancement while also helping companies fill critical gaps in our labor force. That is why I spearheaded several efforts aimed at improving the economy, including greater incentive opportunities for small businesses as well as companies who commit to paying a living wage; support for numerous entrepreneurship efforts; and the creation of a Wake Tech program that provides paid apprenticeships and scholarships to students enrolling in “critical need” professions such as HVAC maintenance, electrician, plumbing, and cybersecurity. WakeWorks proved so successful that Wake Tech saw fit to build its brand new WakeWorks Center in 2021.
Also, because access to talent is the top priority for most companies looking to locate or expand here, and because attracting great workers means having a high quality of life, it will continue to be important for us to grow in a way that prioritizes transportation, preserves open space, supports public education, explores worker training opportunities, and develops vibrant downtowns.
Affordable Housing – Develop an effective affordable housing plan through collaboration with the government, the private sector, the community, and individuals.
Housing affordability is perhaps Wake County’s most acute challenge right now. Homes and housing in Wake County continue to be too scarce, especially low- and mid-priced homes. To address that dynamic, we must continue to build out our housing stock and make forward-thinking development decisions. It is partly for this reason that I am excited to have been chosen by the President of the National Association of Counties to serve alongside about 30 county commissioners from across the country on its Housing Task Force, an opportunity that will allow me to bring home experiences and lessons from across the United States.
In recent years, Wake County has made strides in expanding our affordable housing stock. In the last few years, our affordable housing work has developed a program that identifies and preserves naturally occurring affordable housing, built record numbers of affordable housing units, and created rental and utility assistance programs, among other things. In 2021, we hit our five-year goal of creating 2,500 affordable housing units–and it was only year three.
However, it is important to acknowledge that a systemic shortage of supply is greatly influencing the market, and people across the economic spectrum are negatively affected by it. Given that municipalities contain more than 80% of residents and an even greater percentage of current growth, my hope in the next year is to convene municipal leaders in order to have critical conversations about density, development, zoning, and other policy areas that affect housing dynamics. Better policies across Wake County will mean a stronger housing ecosystem overall.
Lastly, we know that many people are forced from their homes by rising housing costs and other financial pressures. To address that challenge, we must redouble our housing affordability efforts, make more development transit-accessible, and gather input from existing residents before making major planning decisions. While state law all but prohibits counties from adjusting property tax bills for those in acute need, we can implement programs that help low-income populations with other things that affect their cost of living. As transportation is the second-largest cost for most families, providing additional public transit options will help as well. Lastly, we can better assist already-struggling families when they encounter one-time costs that might otherwise be crippling. One example is to create a low- or no-interest loan fund that enables property owners to take care of needed home repairs so that they can maintain adequate shelter, heating, and other essentials.
Great Government - Promote a vision of a city government that partners with all levels of government to empower, protect and serve its citizens through a culture of respect, collaboration, and innovation
I would highlight a few priorities here. First, Wake County should continue to pursue opportunities to expand broadband access to those remaining in Wake County without it.
Second, the County Commission has embarked on more systematic ways of gathering public input, including surveys and more listening sessions geared to specific topics. I think we should continue on that trend to make sure people have a greater voice in government.
Lastly, amid a very tight labor market, it’s essential that we keep government services strong and responsive by maintaining a culture that values our employees and assiduously recruits great folks from across the country.
1. Do you support the City of Raleigh’s $275 million parks bond on the ballot this November?
Yes
2. Do you support the $353.2 million Wake Tech bond on the ballot this November?
Yes
3. Do you support the $530.7 million Wake County schools bond on the ballot this November?
Yes
4. How do you intend to collaborate with your partners in the municipalities, county school board, and General Assembly to create a better environment for the county’s citizens?
In the 8 years I have served as a county commissioner, I believe I have developed strong relationships with my elected official colleagues, and those relationships have helped us accomplish great things for our community. It starts with communication. I try to check in with my counterparts and stakeholders on a regular basis so that I can learn what challenges they are facing, think about possible solutions, and determine how the county can better support them in their roles. As the county provides nearly 100% of the school system’s construction funds and about a third of its operating budget, it is particularly important to see things through school board members’ eyes because that helps me make more informed budgeting decisions.
In addition, governing calls us to think about policy, not politics. By focusing not on parties—or even on people—but on results, we can find more common ground. I also try to focus not on what I might be able to do over the objections of others, but instead on what I can accomplish while incorporating others’ legitimate points and interests.
Lastly, in addition to being an attorney, I am a mediator certified by the NC Dispute Resolution Commission to mediate NC Superior Court cases. That mediator training and skillset comes in handy in helping people find common ground on complex issues.
5. As economic development and job creation expands beyond our county borders, how do you intend to work with surrounding areas to promote economic prosperity?
Increasingly, Wake County’s economic interests are intertwined with those of surrounding communities. We must therefore continue to set up cross-county structures through Wake County Economic Development (a partnership with the Raleigh Chamber), the Capital Area Workforce Development Board, and other entities to ensure that we are working on economic development projects collaboratively. In addition, we have opportunities to collaborate on worker training programs through Wake Tech and other institutions, which will help us be more adaptive and find economies of scale. Lastly, it is important to maintain good working relationships with leaders in surrounding counties so that we can better understand their interests and how we can grow together.
6. The Wake County Transit plan will expand bus service countywide, implement four bus rapid transit lines, and initiate a regional commuter rail system. What would you like to see the City of Raleigh do to complement or modify this enhanced transit service?
As a county official, I must provide a significant degree of deference to City officials to determine what their needs are and how to implement transit in their area. Notwithstanding, my priorities include ensuring that we work together to promote density and walkability in the right places (particularly near transit stops); that we design a multi-modal system that connects those who might rely on public transit to get to work, grocery stores, and medical centers; and to match transit to projected growth patterns to ensure that residents have viable commute options. The City can be a partner in all of those endeavors. I would also work with the City to continue to enhance transit not just quantitatively but qualitatively, further exploring options such as clean energy buses, better bus stops, and Wi-Fi enabled transit.
Transportation/Transit – Continue to promote and implement an effective transit plan to optimize service delivery and position the county for ongoing growth.
I was proud to have been one of the elected officials who spearheaded the passage of the 2016 Wake County Transit Plan, and I hope to work to implement and update that plan in future years. As we grow, building sensible public transportation options will be essential for managing traffic and enabling residents to commute and get to important destinations. It is therefore an important component of our quality of life in the years ahead.
We have already done much to expand bus transportation in the county, and we are continuing to work with the state, federal government, and our peer counties in the Triangle to develop and implement a plan for rail service. To meet growing demand, I will work to further expand the reach, frequency, and quality of bus service, bus rapid transit, and commuter rail transportation so that we can create a reliable, convenient transit network that connects residents to jobs as well as recreational and retail opportunities. I will also advocate for smart development along transportation lines so that we can promote the kind of density and walkability that will enable us to make the most of our transit network.
In addition, I hope to continue to advocate for additional federal and state funds to defray the cost of public transportation and to accelerate construction so that we can get more services online sooner. Lastly, I will continue to engage collaboratively with our counterparts in Durham to develop an enhanced plan for commuter rail that serves our individual and collective needs.
Economic Strength - Create a business-friendly environment to attract, retain and grow business, diversify the economic base, and create job opportunities for all citizens.
Wake County has done very well for itself in recent years. When I chaired the Commission in 2021, we created more jobs and stimulated more corporate investment than in any previous year—and by far. Nonetheless, Wake County should continue to address economic development and economic mobility issues. We will continue to need programs that give workers opportunities for economic advancement while also helping companies fill critical gaps in our labor force. That is why I spearheaded several efforts aimed at improving the economy, including greater incentive opportunities for small businesses as well as companies who commit to paying a living wage; support for numerous entrepreneurship efforts; and the creation of a Wake Tech program that provides paid apprenticeships and scholarships to students enrolling in “critical need” professions such as HVAC maintenance, electrician, plumbing, and cybersecurity. WakeWorks proved so successful that Wake Tech saw fit to build its brand new WakeWorks Center in 2021.
Also, because access to talent is the top priority for most companies looking to locate or expand here, and because attracting great workers means having a high quality of life, it will continue to be important for us to grow in a way that prioritizes transportation, preserves open space, supports public education, explores worker training opportunities, and develops vibrant downtowns.
Affordable Housing – Develop an effective affordable housing plan through collaboration with the government, the private sector, the community, and individuals.
Housing affordability is perhaps Wake County’s most acute challenge right now. Homes and housing in Wake County continue to be too scarce, especially low- and mid-priced homes. To address that dynamic, we must continue to build out our housing stock and make forward-thinking development decisions. It is partly for this reason that I am excited to have been chosen by the President of the National Association of Counties to serve alongside about 30 county commissioners from across the country on its Housing Task Force, an opportunity that will allow me to bring home experiences and lessons from across the United States.
In recent years, Wake County has made strides in expanding our affordable housing stock. In the last few years, our affordable housing work has developed a program that identifies and preserves naturally occurring affordable housing, built record numbers of affordable housing units, and created rental and utility assistance programs, among other things. In 2021, we hit our five-year goal of creating 2,500 affordable housing units–and it was only year three.
However, it is important to acknowledge that a systemic shortage of supply is greatly influencing the market, and people across the economic spectrum are negatively affected by it. Given that municipalities contain more than 80% of residents and an even greater percentage of current growth, my hope in the next year is to convene municipal leaders in order to have critical conversations about density, development, zoning, and other policy areas that affect housing dynamics. Better policies across Wake County will mean a stronger housing ecosystem overall.
Lastly, we know that many people are forced from their homes by rising housing costs and other financial pressures. To address that challenge, we must redouble our housing affordability efforts, make more development transit-accessible, and gather input from existing residents before making major planning decisions. While state law all but prohibits counties from adjusting property tax bills for those in acute need, we can implement programs that help low-income populations with other things that affect their cost of living. As transportation is the second-largest cost for most families, providing additional public transit options will help as well. Lastly, we can better assist already-struggling families when they encounter one-time costs that might otherwise be crippling. One example is to create a low- or no-interest loan fund that enables property owners to take care of needed home repairs so that they can maintain adequate shelter, heating, and other essentials.
Great Government - Promote a vision of a city government that partners with all levels of government to empower, protect and serve its citizens through a culture of respect, collaboration, and innovation
I would highlight a few priorities here. First, Wake County should continue to pursue opportunities to expand broadband access to those remaining in Wake County without it.
Second, the County Commission has embarked on more systematic ways of gathering public input, including surveys and more listening sessions geared to specific topics. I think we should continue on that trend to make sure people have a greater voice in government.
Lastly, amid a very tight labor market, it’s essential that we keep government services strong and responsive by maintaining a culture that values our employees and assiduously recruits great folks from across the country.
