Corey King, Director – Parks, Recreation, & Cultural Resources, Town of Matthews

Invest: sat down with Corey King, director of Parks, Recreation, and Cultural Resources for the Town of Matthews, to discuss how the town is expanding cultural programming, accelerating park investment, and using resident feedback to guide long-term planning. King shared how Matthews is leaning into partnerships to deliver new festivals and events while keeping investments focused on walkability, parks, and community gathering spaces. “We’ve made this recommitment to adding cultural events,” King said.

Looking over the past year, what changes would you say have most impacted recreational and cultural activities in the Town of Matthews?

We’ve made this recommitment to adding cultural events. We’ve successfully delivered some of the traditional events we’ve always offered, but we’ve expanded them and taken a different approach.

A big part of that shift has been partnering more intentionally with private organizations that want to deliver events. Instead of our department trying to do everything ourselves, we’ve started working with groups that already have the capacity and interest to bring cultural events to Matthews. That makes it easier on our team, but it also allows residents to experience more diverse programming.

The Regional Festival of India is a good example. We’ve worked with the India Association of Charlotte for several years now, and that partnership has continued to grow. More recently, we were approached by a Romanian group, which resulted in us hosting a Romanian festival. Those kinds of partnerships allow us to expand cultural offerings while still keeping Matthews at the center of the experience.

Another major change has been the bond package voters approved in 2022. It included funding for transportation and park projects. In March of 2025, our elected officials released those bond dollars, and now we’re actively moving forward. We have several projects in the pipeline, with one already in the design phase. Over the next five years, those investments are going to significantly reshape our park system.

What new initiatives or programs are you most excited to roll out next year?

Continuing to build partnerships around cultural programming is a big focus. We’re actively looking for organizations that want to collaborate on themed events that reflect the diversity of Matthews and reduce the strain on staff by sharing responsibility.

On the capital side, the park projects tied to the bond funding are what excite me most. The largest project currently in design will become the largest park in Matthews at 93 acres. It will include a splash pad, which consistently came up as a priority during our master planning process. Residents want water features, and while a swimming pool isn’t financially feasible for the town, splash pads are a great alternative.

That park will also feature major playgrounds and open gathering space. Beyond that, we’re investing in improvements across the system. Squirrel Lake Park, one of our most popular parks, will receive new playground equipment and site enhancements. We’re also replacing playgrounds in other parks and adding trail connections. These are the kinds of improvements residents notice and use every day.

For residents considering Matthews as a place to live, what defines the community’s character and its long-term potential?

Being welcoming and inclusive is central to Matthews’ identity. That’s embedded in our strategic plan, and each year our initiatives reflect what the Town Board believes is most important for the community.

One of those priorities is positioning Matthews as a destination for arts and culture. That’s why you continue to see expanded cultural events and programming designed to appeal to a wide range of residents.

Public art plays a role in that as well. We have an outdoor sculpture gallery with several pieces concentrated around downtown, and we’re actively looking for new locations to add public art. Those installations help create a sense of place and reinforce downtown as a gathering point.

Music is another important piece. We host smaller events focused on music that also create opportunities for families and neighbors to come together. Our Fourth Friday events, held monthly from March through October, have become a consistent community touchpoint.

From an infrastructure standpoint, walking remains the most popular activity in Matthews. We’re continuing to add trails, improve sidewalks, and enhance connectivity so people can move safely throughout town. That focus on walkability supports both quality of life and long-term growth.

You’re launching two new indoor entertainment series in 2026. What prompted that shift, and what impact do you expect?

The Matthews Community Center includes the Fullwood Theater, which was built during renovations in 2000. Even in recent years, we’ve found that many residents didn’t realize the theater was there.

While a local theater group uses the space regularly, our department saw an opportunity to do more. These two new indoor series represent a refocus on using the theater as a cultural anchor. The goal is to showcase the space while bringing a wider range of music and performances to Matthews.

We previously hosted a jazz-focused series for several years, but we felt it had run its course. The new programming is designed to be more varied and dynamic, encouraging residents to experience the theater in new ways. It also gives us an indoor option when outdoor programming isn’t ideal.

How does the town gather resident feedback and use data to guide parks and recreation decisions?

The most comprehensive effort was our Parks and Recreation Department Master Plan, completed in February of 2025. Most of 2024 was spent gathering public input through meetings, online engagement, and direct outreach.

We met residents at events, visited HOAs, and took advantage of moments when people were already engaged, such as facility openings. Public engagement is ongoing for us, not limited to a single planning cycle.

Beyond our department’s work, the town conducts an annual community survey covering all town services. That broader feedback helps provide context and reinforces patterns we see specific to parks and recreation.

We’re also evaluating new public engagement software that would allow for more consistent, real-time feedback. The goal is to make it easier for residents to share input and for us to respond more effectively.

What opportunities exist to collaborate with local businesses and organizations?

We’re always looking for ways to partner with the business community. Our events offer businesses opportunities to connect with residents, and sponsorships help expand programming capacity.

We prioritize Matthews-based businesses but also engage companies across the region, particularly for large events like Matthews Alive, which draws significant attendance and regional attention.

Some partnerships are more informal. We’ve hosted events in business parking lots, where we provide the music and the business provides the space. Those collaborations create mutual exposure and strengthen ties between downtown programming and local commerce.

What are your top priorities for the next few years to support tourism, culture, and quality of life?

The priorities over the next three to five years are clear. First, continuing to expand trails and greenways to support walking and running. Second, creating and improving gathering spaces where the community can come together. Third, delivering programs and events that reinforce Matthews as a destination for arts and culture.

If we stay focused on those areas, I believe we’ll continue to enhance the quality of life while supporting sustainable growth.