A white woman wearing a black blazer smiles
Hope Mills Commissioner Joanne Scarola Credit: Town of Hope Mills

Name as it appears on the ballot: Joanne Scarola

Previous elected offices held: Town of Hope Mills Commissioner, December 2021 to present

Age as of Election Day: 45

Occupation (employer, where you work, what you do): Hope Mills Commissioner; Retired US Army Staff Sergeant

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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?

Over the past four years as Commissioner, I’ve had the privilege of helping move Hope Mills forward. From advancing Heritage Park, with Phase 2 already funded, to launching our strategic plan and working towards updating the Hope Mills Area Land Use Plan, we’ve laid a strong foundation for the future. What drives me to continue serving is not just completing these projects, but making sure they deliver real benefits for our community. I hear from residents who want more than just housing—they want sit-down restaurants, retail options, and balanced development that increases the tax base yet reflects the needs of the whole town. My commitment is to responsible growth that supports our citizens, strengthens our economy, and creates lasting opportunities for Hope Mills.

2. What do you view as the three most pressing issues facing Hope Mills? How will you address them as mayor or as a commissioner?

Like many communities, our town faces challenges that require thoughtful solutions and steady leadership. Three of the most pressing issues include infrastructure, economic growth, and transportation.

Infrastructure Maintenance and Upgrades: Our roads, sidewalks, water, and stormwater systems are aging, and repairs often struggle to keep up with the need. Delays in addressing these problems not only frustrate residents but also put us at risk for greater costs in the future. We must prioritize smart investments that deliver visible improvements and strengthen the town’s foundation.

Economic Development and Balanced Growth: Too often, housing development has outpaced the arrival of businesses, restaurants, and retail spaces that provide jobs and services. Residents want more options to shop and dine locally, and a stronger business presence would expand our tax base and relieve the burden on homeowners. By attracting diverse businesses while encouraging responsible development, we can create a more balanced and sustainable economy.

Lack of Public Transportation Options: Reliable, affordable transportation is vital for seniors, veterans, students, and anyone without access to a car. Yet, many towns like ours lack adequate public transit. Without it, too many residents face barriers in reaching grocery stores, medical appointments, schools, and jobs. Exploring partnerships for regional transit and creative local solutions can help close this gap and expand opportunity for all.

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.

Within the last year, Hope Mills demonstrated strong leadership and swift action by taking charge of the School Resource Officer (SRO) program for our local schools. When the responsibility unexpectedly shifted from the Cumberland County Sheriff’s Department, our town stepped in on short notice to ensure that students, teachers, and families experienced no interruption in safety and support. The decision required quick coordination between the Hope Mills Police Department, town officials, and school administrators, but it was guided by a shared priority: protecting our children and maintaining a secure learning environment.

By assuming control of the program, Hope Mills reaffirmed its commitment to community-based policing and to fostering relationships of trust between students and officers. Our SROs do more than provide security—they serve as mentors, role models, and first responders in times of need. The town’s ability to adapt so quickly within the past year shows both resilience and dedication to our schools. While the transition was unexpected, Hope Mills proved that when called upon, we are ready to meet challenges head-on. This effort highlights our proactive spirit and our determination to put the well-being of families and children first.

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?

Over the past year, many Hope Mills homeowners have seen higher property tax bills following Cumberland County’s property revaluations. These revaluations, required by state law, adjust property values to reflect current market conditions. Because home values have risen sharply, assessments climbed across the town. Even though Hope Mills leaders reduced the property tax rate from $.51 to $.48 per $100 of valuation, the increase in values still pushed bills upward for most families.

For instance, a home previously valued at $150,000 might now be reassessed at $240,000. At the old $.51 rate, the tax bill would have been $765, but at the new $.48 rate it climbs to $1,152. On average, many homeowners experienced increases of roughly 60 percent, creating significant financial strain, particularly for seniors and those on fixed incomes.

It’s also important to note that $.10 of the current tax rate is dedicated to offsetting the $2 million loss in sales tax revenue that Hope Mills faced. While this was necessary to maintain essential services, it further limited the relief residents could feel from the lower rate. Looking forward, expanding commercial growth and economic development will be key to broadening the tax base, easing pressure on homeowners, and securing a more balanced future for the town.

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?

Moving from two-year terms to four-year terms for mayors and commissioners is about giving Hope Mills the strong, consistent leadership it deserves. Two-year terms force elected officials to spend too much time campaigning and not enough time governing. With four-year terms, leaders can focus on doing the job—delivering results instead of constantly preparing for the next election.

Hope Mills has already laid the groundwork for its future with a comprehensive strategic plan and updates to the Hope Mills Area Land Use Plan. These are long-range efforts that require steady leadership over several years to see through. Four-year terms would give your elected officials the ability to carry out these projects from start to finish—whether it’s strengthening infrastructure, attracting new businesses, or ensuring balanced and responsible growth.

Longer terms foster continuity in leadership, reducing disruptions from frequent turnover and ensuring that Hope Mills remains on track to achieve its vision for responsible growth and community development.

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.

Hope Mills deserves smart economic growth that strengthens our community and lightens the load on homeowners. By following the town’s strategic plan and an updated Hope Mills Area Land Use Plan, we can pursue growth that attracts new businesses while supporting the ones we already have. These plans give us a long-term vision for balanced development—making room for retail, restaurants, medical services, and light industry that create jobs and expand our tax base.

To attract businesses, we must highlight our strengths: a central location near Fayetteville and Fort Bragg, access to major highways, and a growing population eager for more local options. By offering shovel-ready sites, improving infrastructure, and streamlining permitting, Hope Mills becomes a place where businesses want to invest.

Our focus should be on industries that serve the community and bring stability: sit-down restaurants and retail, medical facilities, light manufacturing, family entertainment, and professional services. Supporting these sectors will create jobs, keep more dollars local, and ease the tax burden on homeowners by broadening our revenue base.

Knightdale, a town with nearly the same population as Hope Mills, offers valuable lessons on sustainable growth. Through its KnightdaleNext 2035 plan, it set a long-term vision for balanced development, showing residents and investors a clear path forward.

By rezoning 90 acres into a walkable town center with retail, housing, and a park, Knightdale created a destination that attracts businesses and keeps dollars local. It also tied development to connectivity with a River District plan and a Safety Action Plan that improved walkability, bike routes, and safe corridors—investments that support both quality of life and economic growth.

Knightdale diversified its tax base by planning for commercial growth alongside housing, ensuring homeowners weren’t carrying the full burden.

Finally, the town engaged its residents by publishing project maps and updates, building trust while giving developers confidence in a stable environment. Hope Mills can adopt these same strategies to guide growth, attract businesses, and protect taxpayers.

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?

After speaking with representatives from the ALMS House, the Hope Mills Police Department and members of the Hope Mills Homeless Advisory Committee, it is clear that this partnership has produced real results. Through constant policing combined with outreach and resource referrals, the number of encampments in Hope Mills has declined. Officers are often the first point of contact, but by coordinating with nonprofits, faith groups, and social services, they can guide people toward more stable housing and support rather than simply moving them from place to place.

This collaborative approach—steady police presence paired with strong community partnerships—shows how Hope Mills is tackling homelessness with both accountability and compassion, protecting public safety while treating those in crisis with dignity.