Matthew Rhoten, County Manager, Gaston County

In an interview with Invest:, Matthew Rhoten, county manager of Gaston County, discussed being intentional with growth and opportunities in the county, which includes listening to public feedback yet staying flexible in how to achieve their vision. “That does result in us saying no to some things, but it can result in a positive impact for the future,” Rhoten said.

How do you build sustainable development amid recent changes in the county?

We want to be responsive to growth and development, not only in meeting the needs of immediate development, but also in meeting the needs in the aftermath. As we are having population growth, we need to focus on how they are looking to be served. That is the evolving challenge of every local government. How we’ve served people in the past isn’t always the best way to serve people in the future. So, we’re always looking to better our process and service delivery for our residents. We need to show the return on investment we can give those choosing to live here, so they can see that there’s tangible evidence of that investment in the community.

What makes Gaston County an ideal location to grow and invest?

Gaston County has a good mix of offerings for everyone. The eastern portion of the county is denser than the others, with more recreational and commercial opportunities, and it is only 15 minutes away from Charlotte Douglas International Airport. The center portion offers a mix of urban and rural atmospheres, while the western portion feels more rural and spacious. From any point within the county, we can get to Charlotte Douglas International Airport in 45 minutes, which is faster compared to a lot of areas within Charlotte. 

How do you balance growth and preserving the county’s character?

We have to be intentional and selective with new developments, especially regarding housing developments being proposed in the county. We have limited control in the municipalities, but the county has been intentional about choosing high-end quality products for its development. That does result in us saying no to some things, but it can result in a positive impact for the future, since we’re not settling or sacrificing our vision for immediate gratification. We have a saying, “Be stubborn on vision, but flexible on journey.” We don’t change what we want to become, but we are willing for that path to be different than what we thought it might be.

How has the county’s diversification strategy evolved today?

We are seeing a significant influx of commercial and industrial development. There was an announcement about a $300 million facility development from Walmart, and we continue to see similar projects. Our industrial park, Apple Creek, is nearly full at this point, and we’re at the inflection point to decide where the next investment is going to be. The strategy will consider how to partner with the municipalities, as well as how to be intentional about the utilities in areas with opportunities for future development. 

How would these projects better position the county in competing for more industrial businesses?

It’s been a priority of our elected officials to create a product no one else has, which, in turn, has created a certain demand. The county’s risk tolerance level has allowed us to invest and develop the land, even when we had no guarantee of incoming tenants. We now offer pad-ready sites, alongside an attractive vision to show future companies what they will look like. This happens because everyone’s in harmony, from the municipalities, the county, the building inspection team, the economic development team, to the state. There’s a unified commitment to getting it done. The rural character here also allows us the ability to be intentional in developing large areas of the land. We just finished a strategic plan for economic development, which includes working with the municipalities on identifying potentially high-value sites and preventing premature rezoning. Part of being intentional means figuring out the best use of those areas for not only the county, but also the municipalities, because we all work together to achieve what is good for everyone. 

How are you supporting the county’s workforce pipeline?

We handle workforce development internally with Gaston College. When we have consultants and corporations here, the college will be at the table discussing tailoring workforce development programs for specific employers’ needs. The school system is also involved, and everyone is committed to the collaboration. The programs being funded locally also set us apart. It’s not part of a regional approach. We’re competing with ourselves to make our programs better than before. It also assures potential employers that we can train the individuals appropriately, and they will have a sustainable workforce for the future. 

How do you balance aesthetic-related input and administrative priorities?

First impression, and how a place makes us feel, are critically important. We are being intentional about how the built environment looks and feels. Especially with our business parks, we figure out how the elements can be visually appealing, including the trees, landscaping, and signage. There’s also a big push in encouraging art and cultural endeavors, especially in some of the downtown areas. There are a lot of players in the community who are interested in continuing to invest in those, especially from the private sector. Over time, there will be a real sense of place built from the people’s input, which we can incorporate into our policies and procedures. The built environment will eventually be what the people want it to be.

What are your top strategic initiatives for the county?

Over the next three to five years, we have to be intentional in water and sewer extensions, collaborate with the municipalities to get the right sites, ensure the existing systems are up to date, as well as identify future electricity needs. The state is investing heavily in Gaston County for road expansions and bridge replacements, so we’re making sure to leverage those investments. We’re also investing heavily in some large-scale renovations, including for our health department to serve the citizens’ needs in 2025 and beyond. COVID taught us a lot about how we serve people and meet them where they are. We are in the process of designing a public safety campus that will encompass our EMS, county police, telecommunications, fire services, and other operational centers. That’s probably the single biggest project from the dollar amount of investment, simply because it costs a whole lot more to build things now than it ever has. 

It is exciting to be in Gaston County right now and be a part of these historical changes. While being respectful of our culture and history, we recognize the opportunities that we have. We are being intentional about those and will not be taking them for granted. We are committed to building this vision for the long haul.