Name as it appears on the ballot: Grilley Mitchell
Previous elected offices held: Commissioner of Hope Mills, 2021-23
Age as of Election Day: 69
Occupation (employer, where you work, what you do): Retired (a volunteer 15 years at the ALMS House)
Best phone number and email for voters to reach you. Website and campaign social media:
- 910-476-3719
1. Give us your elevator pitch in 200 words or less. Why are you running for this office? What makes you the most qualified candidate?
I am only one vote. I will listen, address the needs and deliver for all citizens of Hope Mills. One of my first priority, is a commitment to transparency and effective communication. To achieve this, I will recommend we host regular town meetings, use the town managers reports, create newsletters that details decisions, and ensure everyone knows how and why board actions are decided. Create systems for citizens to share concerns and ideas, whether online, or at community meetings inviting feedback, to hold us accountable for our decisions. Develop plans to help reduce the property tax burden. Repair and improve roads, expanding local businesses (smart growth, keeping the small town look and feel), and, above all, affordable housing for citizens struggling with rising costs. I will champion decision-making so that every citizen, seniors, youth, people with disabilities, and hardworking families are recognized as Shareholders, Stakeholders, and Champions of our community. Together we will build a future where everyone has a voice. My 15 plus years of community service is a testament of my dedication, and commitment to ensure that Hope Mills becomes safer, healthier, and all-encompassing community for all. The board needs to work in harmony with everyone.
2. What do you view as the three most pressing issues facing Hope Mills? How will you address them as a commissioner?
Roads and Infrastructure issues/problems: Work with the Public Works Department, review relevant plans. Review, information such as traffic volume, frequency of service disruptions, and input from citizens to prioritize repairs and upgrades. Focus on areas experiencing high traffic congestion or repeated maintenance issues.
Reduced tax burden/Affordable housing: Partnerships to build Affordable Housing; Seek grant funding programs supporting affordable housing construction and assistance.
Effective Communication for all citizens: To ensure that all citizens, regardless of age, ability, or access to technology can stay informed and engaged is a priority for me. It is important that all citizens, especially those who do not use computers or social media, have access to information and events about Hope Mills. Most seniors over age 65 do not regularly use the internet, many prefer some type of publication or printed newsletters emphasizing the need for non-digital communication. Convert the Town Manager reports into a newsletter with events and activities calendar. Ensure copies are available to all citizens at key locations; Town Hall, Chamber of Commerce, Parks and Recreation and local businesses to reach those without digital access. To help them stay informed about important town updates and notices.
3. What’s the best or most important thing the Hope Mills Board of Commissioners has done in the past year? Additionally, name a decision you believe the board should have handled differently. Please explain your answers.
The Economic Development Committee (EDC) was established to drive capital investment and job creation within Hope Mills. The committee’s responsibilities include proposing strategies such as offering incentives for technology startups, supporting local entrepreneurs, and engaging with prospective businesses and industries to foster sustainable economic growth. By promoting these initiatives, the EDC aims to improve the community and encourage lasting prosperity. The creation of 50 new jobs will result in local tax revenue. Such achievements highlight the committee’s practical impact and lead to greater commercial activity, more retail dollars circulating in the community, and a reduction in the tax burden for residents.
Without having all the facts and details of why a sitting board makes decisions, I will not comment on decisions made by a sitting BOC’s. While I respect the choices made by previous boards, I feel that with more transparent communication and broader community input, outcomes could better serve our residents and maintain financial stability. I believe every board decision should be grounded in verifiable facts and accompanied by clear communication to the community about why actions are taken. Any decision made should be based on what is in the best interest of the community and citizens.
4. With the recent county tax revaluation, property taxes have gone up for many people. If elected, what would you do to address concerns from Hope Mills residents about higher tax bills while maintaining town services?
To meaningfully address the rising property tax burden and the need for affordable housing in Hope Mills, I propose a multi-faceted approach with clear steps, and measurable outcomes.
First, affordable housing, develop mixed-income neighborhoods through public-private partnerships and targeted incentives. We could implement rent-to-own initiatives for first-time buyers. Establish a municipal Affordable Housing Trust Fund supported by a combination of grant funding, modest development fees, and state allocations would help finance new construction and renovation of existing units. The goal is to increase affordable housing units focusing on working families, seniors, and people with disabilities.
Provide property tax relief, with Homestead tax exemptions, introduce grants for seniors and families on fixed incomes. Collaborate with county and state officials to help secure funding streams and legislative support. The objective is to reduce the average property tax burden for everyone.
Lowering the tax burden not only increases disposable income for residents but also stabilizes neighborhoods and encourages local spending. These steps will boost revenue for local businesses and the municipality itself and increase tax dollars for the town. Which in return ensures that Hope Mills will be able to provide quality services to the community.
5. The town board recently voted to establish four-year terms for the mayor and commissioners. Do you agree or disagree with this decision to move away from two-year terms, and why? If you disagree, what do you intend to do about it, if elected?
First, my position on the four-year terms is straightforward: I believe this decision should ultimately rest with the residents who vote for those who serve in office. There are compelling reasons to consider longer terms. Switching from two-year to four-year terms could potentially save the town about $130,000 per election cycle—a total of approximately $260,000 over two cycles.
Statewide data shows that 148 municipalities in North Carolina use two-year terms, 42 use four-year terms, and 351 have adopted staggered four-year terms. Most towns that have transitioned to four-year or staggered terms cite continuity in government as a key benefit.
For example, the Hope Mills Lake Committee submitted a three-phase plan that was approved by the board. However, after the new board was elected, the plan was changed, resulting in an unexpected expenditure from reserve funds. Many important projects remain incomplete because each new board often pursues its own agenda, disrupting long-term planning and progress.
While longer terms can promote continuity, some argue they may reduce accountability. However, the cost savings and enhanced stability provided by four-year terms could outweigh these concerns. All decision must consider what is in the best interest of the town.
6. How will you work to attract and retain new businesses and other development to Hope Mills? Name another municipality you believe has made smart decisions about sustainable growth and development, and describe what it has done that could be implemented in Hope Mills.
To attract and retain new businesses and promote smart, sustainable development in Hope Mills, my strategy will center on actionable steps, collaborative partnerships, and lessons learned from successful municipalities.
I will work closely with the Hope Mills Economic Development Committee (EDC) to review and implement development plans that prioritize both community needs and quality of life. This includes preserving open spaces, creating a comprehensive beautification plan, maintaining green areas, and building walkable neighborhoods, all of which foster local pride and help businesses thrive.
A project like “The Hive of Hope Mills” (coming soon) is an outdoor food court area featuring local vendors, intended to encourage residents to shop at nearby small businesses and support a walkable community. The Hive will create a dynamic, family-friendly gathering place. By clustering local food options and seating in a vibrant, accessible space, this initiative aims to boost foot traffic, support entrepreneurship, and contribute to a lively community atmosphere.
For example, Cary, North Carolina, has demonstrated the economic and social impact of walkable neighborhoods. By adopting similar mixed-use projects and greenway improvements, Hope Mills can achieve greater economic vitality, healthier lifestyles for residents, and a stronger sense of community connection.
7. Nonprofits are seeing homeless encampments popping up in Hope Mills. What is needed to tackle homelessness in town, and how would you work to implement these solutions?
I have served the Hope Mills community for over 15 years; I volunteer at the ALMS House. We provide assistance to families and individuals in need.
My experience is, Hope Mills does not have a homeless problem. Many struggle with food insecurity and utility payments, but I have only seen two new cases of homelessness in the last 6 months. Most people seeking our aid are housed but face daily struggles to keep food on the table and their utilities running.
Hope Mills and ALMS House already have a partnership with the Fayetteville Cumberland County Continuum of Care (CDC), a vital connection for those in need of housing resources and coordinated support. One of the two homeless individuals I encountered identified as a veteran, we referred him directly to the VA, while the other received assistance through the CDC.
The Town of Hope Mills and ALMS House will meet with the CDC, and other relevant stakeholders to assess our current strategies and identify opportunities for improvement.
The ALMS House is currently the only nonprofit in Hope Mills dedicated to serving the homeless and families in crisis. I am committed to continuing this work and inviting others to join us.