Wake County Board of County Commissioners, At-Large: Kimberly McGhee

Name: Kimberly McGhee

Age: 56

Party affiliation: Democrat

Campaign website: www.kmcgheeforwake.com

Occupation and employer: Owner of The Management Firm 

1. In your view, what are the three most pressing issues facing Wake County? If elected, what will you do to address these issues?

Three most pressing issues facing Wake County are housing affordability, access to comprehensive healthcare and mental health services, and equitable workforce development.

If elected, I will address housing affordability by supporting long-range planning, responsible land-use policies, and investments that expand affordable, sustainable housing options while preventing displacement of established neighborhoods.

I will address healthcare and mental health access by insisting that the County budget prioritize preventive care, substance use treatment, and programs that reduce health disparities so that families and caregivers receive the support they need before crises occur.

Finally, I will strengthen workforce development by promoting systems that lower real barriers such as childcare, transportation, and broadband access, and by expanding digital skills initiatives—including the thoughtful integration of AI tools—to prepare residents for emerging careers and economic mobility.

My approach will remain grounded in transparency, measurable outcomes, and collaboration with community stakeholders so that government works for everyone in Wake County.

2. How would your experience―in politics or otherwise in your career―make you an asset to the county’s decision-making process? 

My experience in logistics organizing and working with people from different backgrounds would make me an asset to Wake County’s decision-making process in several concrete ways.

Throughout my career, I have planned complex projects, managed budgets, and coordinated teams to deliver measurable results. That background prepares me to evaluate county contracts, timelines, and outcomes with discipline rather than emotion.

I have spent decades bringing diverse stakeholders to the table—listening to single parents, caregivers, seniors, artists, immigrants, and working families. This has strengthened my ability to consider multiple perspectives while staying focused on practical solutions that serve the entire Wake County community.

As the owner of a management and logistics firm, I understand that effective systems drive effective policy. If elected, I will apply that same approach—clear goals, accountability, and collaboration—to ensure that decisions made by Wake County Commissioners reflect equity, transparency, and responsible long-range planning.

In short, my career has trained me to stay on message, keep projects organized, and keep people at the center of every decision. That is exactly how I will serve Wake County.

3. If you are a candidate for a district seat, please identify your priorities for your district. If you are an at-large candidate, please explain how you would approach decision-making with the entire county in mind.

As an at-large candidate, my priorities focus on the needs of residents across the entire county: affordable housing and community stability, strong nonprofit partnerships, quality-of-life resources for families and seniors, and equitable access to healthcare and mental health services.

My approach to decision-making would begin with listening. I would actively engage and listen to the direct needs of our residents to fully understand how budget and policy choices affect working parents, single-income households, caregivers, immigrants, rural communities, and underserved neighborhoods.

I would work with existing boards, commissions, and community coalitions to study data, review long-range plans, and understand the specific challenges facing each municipality and region of Wake County. That collaboration ensures decisions are grounded in facts to make a real impact.

If elected, I will work alongside my Commissioner colleagues with the entire county in mind—supporting growth that strengthens neighborhoods, prevents displacement, expands opportunity, and helps build a thriving Wake County where all people can live, work, learn, and prosper together.

My commitment is to serve, remain open to ideas, and keep people at the center of every county decision.

4. With Wake County’s rapid growth come challenges related to suburban sprawl, transportation, and affordable housing. What have been the county’s successes in managing this growth in recent years? What about its failures? What would you do differently?

With that growth come hurdles, and I believe we learn from them. Wake County has had real successes in managing rapid growth—and also important lessons.

On the progress side, the County helped launch the Wake Transit Plan. That plan created a dedicated, voter-approved funding stream for expanded bus service and new Bus Rapid Transit corridors. It demonstrated that regional collaboration can improve mobility and help address congestion.

Wake County has also updated zoning regulations to encourage more diverse housing types, invested in long-range infrastructure planning, and worked with municipalities to preserve green spaces and community resources. Those are meaningful steps toward smarter growth.

But there are also shortcomings we must acknowledge. Affordable housing supply has not kept pace with demand. Transportation improvements have not reached enough residents across the county. And many rural and underserved communities continue to feel the impact of sprawl without the full benefit of connectivity and services.

If elected, I will do three things differently.

First, I will listen directly to residents in every municipality before approving major land-use changes.

Second, I will link housing strategy to workforce and transit planning so that growth expands opportunity instead of displacing families.

Third, I will promote measurable timelines and transparent reporting—including AI-enhanced tools—to strengthen education access, digital skills, and workforce development.

Growth in Wake County should mean safer neighborhoods, smarter transportation, and housing that all families can afford. That will be my focus as a Commissioner.

5. What should be the county’s role in addressing issues of economic inequality, such as gentrification, affordable housing, and homelessness? Do you believe the board is doing enough to help its municipalities manage Wake County’s growth in order to prevent current residents from being priced out? 

Wake County has a central role in addressing economic inequality because Commissioners control budgets, policies, and partnerships that directly affect gentrification, affordable housing, and homelessness.

The County’s responsibility is to treat housing as infrastructure—expanding affordable housing options, preserving existing neighborhoods, and fully funding human services programs that keep families from falling into homelessness.

This issue is very personal for me because I live in Southeast Raleigh. I have seen the hurdles created by rapid gentrification, but I believe longtime residents and new residents can coexist when growth is thoughtful, fair, and inclusive.

We also must do more for seniors who are being priced out of their homes. I will support reforms that review how taxes and fees impact low-income and fixed-income households and strengthen performance-based assistance so that senior support is tied to income and delivered through an easy, transparent pathway.

The Board has made progress with regional transit planning and zoning updates, but the County can do better by listening directly to residents in every municipality and rural area and by linking housing strategy to transportation and workforce development.

Economic growth in Wake County should expand opportunity for all people, not just a few. As a Commissioner, I will insist on decisions that prevent displacement, reduce homelessness, and keep working families and seniors rooted and thriving in the communities they helped build.

6. Property valuations have risen significantly in recent years and many Wake County residents are worried about their ability to continue to afford to pay taxes on their homes. What do you believe the county commission should do to make living here more affordable? Should the county consider lowering taxes or creating new tax assistance programs? If you support cutting taxes, where would you reduce government spending?

I approach leadership as a learn-it-all advocate, not a know-it-all politician.

Residents are right to worry. Property valuations have risen significantly, and many families—especially seniors on fixed incomes—are feeling real hurdles in their ability to afford taxes on their homes.

The first responsibility of the Commission is to review direct spending in the budget. I will examine where county dollars are going, evaluate program performance, and reduce or slow spending in areas that are already well served so that new costs do not automatically become new taxes.

To ease tax affordability, I will support a prevention-based approach rather than workforce cuts. The Commission can reduce spending through efficiencies such as consolidating overlapping administrative functions, limiting the growth of consultant contracts, improving technology systems that lower operating costs, and redirecting vacant or unfilled positions instead of eliminating filled jobs. Those steps allow the County to control expenses without residents losing their livelihoods or county employees losing their jobs.

One concrete solution is to expand and simplify Wake County property tax assistance programs. It is important to note that I do not support tax relief that is deferred or recorded as a lien. Assistance should ease current affordability hurdles without creating long-range financial penalties. These programs must be structured to help residents now—particularly seniors on fixed incomes, veterans, and residents with disabilities—through clear eligibility standards and accessible, transparent application processes.

I will also work with my Commissioner colleagues and existing boards and commissions to align housing, healthcare, mental health, and workforce investments so that affordability and community stability remain at the center of every county decision.

My focus will be on listening and delivering practical solutions that help all Wake County residents remain safe, supported, and rooted in Wake County.

7. The county board of commissioners voted this year to increase the Wake County Public School System budget by $40 million, which fell short of the school system’s stated need by about $20 million. Was this the right move? What is the county’s responsibility to public schools in an increasingly tight budget environment? 

Yes, I believe increasing the Wake County Public School System budget by $40 million was the right move.

In an increasingly tight budget environment, Commissioners must balance many priorities, but education cannot be treated as optional. Rapid population growth requires continued investment in teachers, classrooms, and student support. Even though the increase fell short of the school system’s stated need by about $20 million, it demonstrated collaboration with educators and fiscal responsibility within existing constraints.

The County’s responsibility to public schools is both legal and moral.

Commissioners are responsible for funding school operations, planning for capital facilities, and coordinating with municipalities so that education access keeps pace with growth. A tight budget environment demands careful review of spending, but it also requires protecting what matters most. School funding is directly connected to workforce readiness, economic mobility, and long-range community stability.

As a former early childhood educator and Head Start professional, I understand personally how budget decisions affect teachers, food programs, and the daily services children rely on.

If elected, I will strengthen school support by working with my colleagues to align budgets with measurable outcomes. I will advocate for competitive teacher pay, responsible budgets that cut waste, and investments that ensure functional, high-quality public schools and accessible higher education pathways.

A straightforward solution I support is to leverage AI-enhanced educational resources to expand tutoring, improve access to learning, and assist schools with coordination and reporting—adding tools that support teachers without replacing jobs.

Thoughtful growth in Wake County requires thoughtful investment in public education. That will remain my focus as a Commissioner.

8. At 41¢ per capita arts funding, Wake County spends much less than peer counties in North Carolina and regionally. A new arts spending plan lays out some ways to bridge those funding gaps, but many arts leaders believe the county should spend more. Do you agree Wake County should spend more on the arts? If so, what are some ways you think the county could finance that spending?

Yes, I do agree Wake County should invest more in the arts.

As a dance teacher for over 40 years who has taught and performed in Wake County, I understand personally how arts programs contribute to the culture, growth, and identity of our community. The current level of 41 cents per capita in arts funding is lower than many peer counties, and that gap affects access and opportunity for local artists and organizations.

In terms of increasing arts investment, I center my leadership tone on myself. I strive to be a learn-it-all advocate, not a know-it-all politician.

Before expanding any new spending, I would review direct administrative and consultant costs to identify waste at the county and citywide level. Spending can be reduced through efficiencies and overlapping functions without eliminating filled positions or causing job loss.

I believe the strongest way to finance additional arts support is to increase community buy-in. Commissioners can promote public-private solutions by encouraging corporate donors, sponsorships, and institutional partners to invest in local arts organizations. Dedicated taxes can continue to fund arts facilities and programs, as permitted. At the same time, corporate partnerships help strengthen programming, performances, and youth access—ensuring a vibrant arts community without overburdening our residents.

Affordability and inclusion must guide county decisions. The arts deserve more investment, and I will work to achieve that through responsible, collaborative financing models.

9. North Carolina is a “Dillon Rule” state, meaning that the only powers municipal and county governments have are the ones granted to them by the legislature. Would you like to see this changed? How would you work with state legislators from Wake County, as well as mayors and council members from the city’s municipalities, to ensure that Wake County, its municipalities, and the state are on the same page regarding policies that affect residents of Wake?

I would like to see the Dillon Rule reformed.

I believe unity in providing services is essential to the enrichment of our county. At the same time, I recognize that each town in Wake County has distinct needs based on its population, workforce, and resources. The current Dillon Rule structure often limits the ability of smaller and rural areas to design solutions that fit their local realities.

For that reason, I support reform that grants counties and municipalities more flexibility—especially in underserved and rural communities that do not yet have full access to transportation, healthcare, broadband, and mental health services. Those areas should be able to craft their own resolutions with proper oversight review and with support from the County and the state.

If elected, I will work collaboratively with state legislators from Wake County, along with mayors and council members, to ensure we are on the same page regarding policies that directly affect residents. I will approach that work by using AI resources to help overcome hurdles—sharing data dashboards, mapping community needs, identifying funding opportunities, and improving coordination between departments and municipalities. AI-enhanced tools can help Commissioners align land-use planning, school funding, public safety, housing, and human services with measurable timelines and transparent outcomes.

10. Is the county doing enough to protect, preserve, and maintain its natural resources, including parks, waterways, and green spaces?

I agree with the direction Wake County has taken to maintain parks, waterways, and green spaces, but I would like to see stronger and more evenly distributed protection.

I believe the County’s responsibility is to preserve natural resources throughout Wake County, not concentrate investment in only one area. These assets are essential to environmental health, recreation, and community stability, especially for underserved neighborhoods.

My approach will be to review the budget in practical terms—examining how much money is allocated, spent, and maintained for parks and conservation. Countywide efficiencies can be found in administrative overhead without reducing park services or eliminating jobs.

If elected, I will advocate for allowing access to parks, walkable green spaces, and waterways for all residents, supported by reliable public transportation to those facilities. Commissioners can promote collaboration with municipalities and the Wake Transit system so that families, seniors, veterans, and people with disabilities can reach these resources easily.

Natural resource preservation should be part of thoughtful growth. My focus will be to protect the environment while expanding equitable access and connectivity for the entire Wake County community.

I am running for office because I believe everyone in Wake County should thrive, no matter their zip code. My life, community work, and experience as a business owner have shown me how families, seniors, and working people are impacted when systems fall short. I bring proven management and logistics skills to help ensure Wake County’s budget is used responsibly and serves the entire community.

11. Give an example of an opinion, policy, vote, or action you changed based on constituent feedback. If you have not yet held elected office, describe a time when you changed your position on an issue after listening to those affected by it.

Although I have not held public office before, I have been on the front lines of advocacy with constituents who vote, believe, and think differently from me. Being a biracial, Black-Irish woman in an interracial family, I learned early that listening is essential to real change.

A concrete example occurred while I was managing community programs for single mothers. I originally believed assistance should be tied mainly to short-term emergency grants. After listening directly to mothers affected by housing instability, I changed that position. Constituent feedback showed that families needed longer-range supports—financial literacy, transportation access, and preventive mental health resources—more than one-time aid. As a result, I reformed my approach to prioritize coaching programs with measurable goals and accessible pathways that help families remain rooted without creating liens or deferred hardship.

In my personal life, I have also worked within an intercultural women’s group that brings together Jewish, Muslim, Catholic, Christian, Hindu, and other faith traditions. Listening to people from different backgrounds has opened my eyes to the distinct needs of families of faith, particularly when it comes to healthcare and community services. These conversations helped me understand how public safety, mental health, and assistance programs are experienced differently depending on belief systems, culture, and trust in government. That personal experience has shaped my awareness that healthcare, mental health, and public engagement must be delivered in ways that honor inclusion, respect, and accessibility.

That experience guides how I will serve Wake County. When I listen to those affected, I am willing to review my position so that decisions strengthen the entire community.

Although I have not yet held elected office, I have served on several boards and community groups where listening to those most affected directly shaped my decisions. In one instance, community members raised concerns that a proposed program structure did not fully account for access barriers faced by families and seniors. After listening, we adjusted the approach—changing timelines, outreach methods, and resource allocation—which led to greater participation and stronger outcomes. That experience reinforced my belief that effective leadership requires listening first and being willing to adapt to serve the community better.

12. If there is anything else you would like to address, please do so here.

I am a new voice with deep-rooted connections to the Wake County community. I approach public service as a learn-it-all advocate, not a know-it-all, and I am not afraid of hard work. For close to 20 years, I have successfully operated a small business, which has strengthened my understanding of budgets, accountability, and effective systems. I have also served as a military and law enforcement wife, giving me personal respect for public safety and the families who sacrifice for this county.

For more than three decades, I have organized community events and worked alongside residents of different backgrounds and faith traditions to fight for inclusion, opportunity, and thoughtful growth. I do not have extensive political influence, and I am not motivated by elite interests. I am motivated by purpose and by the real needs of everyday families.

I am also a caregiver and understand firsthand the challenges facing seniors and people with disabilities. As a former Head Start teacher and nonprofit professional, I have worked from the ground up within community organizations. I know what service looks like at the practical level—supporting children, teachers, and families through programs that require discipline and collaboration.

If elected, I will continue to serve Wake County with the same commitment that has guided my career. My goal is simple: to work hard, listen well, and lead fairly so that all residents benefit from growth and shared prosperity.

I am ready to serve the people of Wake County. 

I want to emphasize that my campaign is rooted in service, accountability, and practical leadership. I bring decades of experience managing people, budgets, and complex operations, and I believe Wake County works best when decisions are transparent, inclusive, and grounded in real community needs. I am committed to listening to residents, protecting our most vulnerable neighbors, stewarding public resources responsibly, and ensuring every community has the opportunity to thrive—no matter their zip code.