A white man wearing a blue suit stands outdoors
Credit: Contributed by Todd Henderson

Name as it appears on the ballot: Todd Henderson

Previous elected offices held: N/A

Age as of Election Day: 45

Occupation (employer, where you work, what you do): TEKSystems, FBNC. Information Technology – Storage and Backup Engineer

Best phone number and email for voters to reach you. Website and campaign social media:

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 few years, I’ve seen a troubling void in our town’s leadership: official statements and countless conversations reveal self-promotion and a lack of real accountability. Our community deserves public servants who put Hope Mills first, yet too often personal agendas prevail.

If I’ve misread the situation, I welcome respectful corrections. Instead, I’ve heard long, condescending lectures to “do your research.” We’re engaged, educated citizens, not passive spectators. That arrogance erodes trust so completely that even clear facts land on deaf ears. It’s time for Hope Mills to take a hard look at the skills and approach of some in our local government—and the town attorney needs to be held accountable as well.

I believe I can bridge this divide. I will champion open, empathetic dialogue, implement a mandatory reporting matrix for town issues, and commit to publishing information online as promptly as possible. I’ll also require the town attorney—who serves the town, not the town manager—to publicly explain any withheld details, citing the relevant case law and statutes. Transparency isn’t optional—it’s everyone’s duty.

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

1. Lack of Accountability

Accountability must be the foundation of everything we do. I’ve spent years locating information through work and education, but basic updates—like board schedules, committee agendas, and reports—should be accessible to every resident within minutes, not buried behind public records requests. When routine data isn’t kept current, it raises serious concerns: if the basics are neglected, what else is being withheld?

As mayor, I will push for a mandatory reporting process within town operations. Any employee who identifies an issue should notify their supervisor immediately. This ensures problems are addressed early, acknowledged publicly, and resolved with follow-through. I will also hold the town manager fully accountable for ensuring staff comply with directives and maintain professional standards. That’s not micromanagement—it’s responsible oversight.

Before any budget amendment reaches the board for a vote, I will require the following be presented to both the board and the public:

1. The exact dollar amount of the proposed amendment
2. A clear explanation of why the expense was omitted from the original budget
3. A plan to prevent similar oversights in the future
4. The corrective action proposed for the individual responsible (if done out negligence)

This isn’t about punishment—it’s about restoring trust.

2. Fiscal Transparency and Responsibility

Residents deserve full clarity on how their tax dollars are spent. Concerns about town spending have grown, and rightly so. After recent natural disasters, we can’t assume state or federal aid will always be available. While the town’s tax rate may have dropped, rising property valuations have driven up actual tax bills—mine increased by roughly $1,000. I can absorb that, but many residents on fixed incomes cannot. Some are now considering leaving Hope Mills altogether.

We must prioritize fiscal discipline and transparency to protect vulnerable households and preserve our community. That means scrutinizing every expense, avoiding unnecessary costs, and ensuring that budget decisions are made with long-term sustainability in mind.

3. Professionalism in Public Service

I’m deeply concerned about the conduct of some individuals currently serving on the board and working in town hall. Everyone is entitled to their personal views, but when you hold public office, your words carry weight—even on social media. Elected officials represent the town at all times. That requires restraint, professionalism, and respect for the people we serve.

I’m not suggesting we avoid social media. In fact, it’s a powerful tool for transparency and engagement. But it must be used responsibly. We should not be bickering with fellow elected officials, calling out residents, or preaching about how others should behave online. We are not here to parent anyone—we are here to lead. That means enduring criticism, listening with humility, and responding with integrity.

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.

I believe the most significant event last year was the move from two-year to four-year terms—a change I strongly oppose because the process was the most troubling governance event we’ve seen in a generation. In under four weeks, the proposal was introduced, rushed through a public hearing at which not a single resident spoke in favor, and then rubber-stamped by a slim majority. That empty hearing on July 22 felt like a charade: town hall leaders assumed they could muscle this through right before the general election and simply ride out any backlash.

The single biggest misstep was holding that hearing immediately before the vote, giving citizens no real chance to organize or voice support. By effectively sidelining community input and compressing deliberation into a few hastily arranged meetings, the board showed a profound lack of respect for Hope Mills residents. Transparency and trust were sacrificed on the altar of expediency.

If elected, here’s what I will do:

1. Urge the Board of Commissioners to put term lengths to a public vote in the next town election.

2. Establish a minimum 60-day public notice and genuine deliberation period for any future charter amendments.

3. Establish time based mandatory reporting requirements from the city manager on any incidents that that within the town and within Town Hall.

4. Rebuild trust through forums that are open in person and online, enhanced live-streaming of council meetings, digital and legacy media updates while looking into other meaningful avenues of approach to help with transparency — because in Hope Mills, community isn’t a checkbox, it’s our guiding principle.

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?

Those feeling the financial squeeze, are not alone. Your situation is no different than any other household living within its means. The truth is, since the collapse of the gold standard, the value of the dollar is no longer grounded in anything tangible. It’s based on trust—on what we collectively agree it’s worth. That’s why it’s essential that government, at every level, protects everyone, especially those living on fixed incomes from being overwhelmed by rising taxes and unpredictable costs. I my-self had my property taxes go up about $1000. I have both empathy and sympathy for individuals who have lived here for many years and now can no longer afford to live within the town because town hall’s appetite to spend is too great. I don’t understand what money that government spends is not tax that comes from citizens at some point.

I won’t stand here and make empty promises. But I will commit to this: I will do everything I can to ensure everyone, including our seniors—and everyone on a fixed income—have clarity and warning before decisions are made that affect their lives. You deserve transparency, not surprises. Not political double speak, just because the town lowers taxes do not mean taxes in total goes down. Imagine how high our taxes would be if the county kept its tax rate 7.9% and did not drop the rate to 4.9%. We must have a long hard look at what we are spending the taxpayer’s money on. Town Hall when doing it’s yearly budget needs to first figure out what it must pay for. Then it must list what it would like to get and lastly what would be a good idea if it can be paid for. At each of the stages we need to know how much we would require in taxes for everyone next year before looking at the next level of spending to understand what we will be looking at when setting the tax rates.

How can the town afford a matching grant for another park or exorbitant amount money on the town managers salary when one, he doesn’t live in Hope Mills and two the town doesn’t even know what his qualifications are but we can’t get a log boom for the dam or get ropes to block off the swimming area in the lake? And yes, they both existed in the past! I will call for a forensic audit of the town’s spending from 2020 onward. Once the results are compiled, I will publish all legally accessible reports and brief the community in person as well as through legacy and digital media. Recognizing the impact of finances on families, I will also invite the State of North Carolina to perform both annual and random financial audits, ensuring accountability not only to local taxpayers but also to independent state officials. Every time the town builds a new structure, we don’t just pay for the structure, we still have to account for funding, utilities, staffing and other future costs.

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?

Even though two truths can coexist, when I discussed this with fellow residents—even those firmly against staggered terms—we all agreed any change deserved a town-wide vote, just as the 2018 referendum did. That’s why I will support putting term lengths on the ballot for a popular vote for next election.

Instead, the proposal was introduced and approved in under a month, and not a single resident spoke in favor at the public hearing. Those hearings felt like little more than a formality, giving proponents the appearance of public input while relying on town hall allies to weather any backlash right before a general election.

Rushing the vote and doubting the community’s judgment shows how little respect town hall has for Hope Mills citizens. And why tie the mayor’s initial four-year term to a general election? That decision should have landed in 2028 to ensure maximum turnout. The entire process was both poorly planned and poorly executed.

The town should hold a public vote at the next election about adopting four-year staggered terms for the Board of Commissioners, letting residents decide whether they trust the board enough to earn those longer tenures.

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.

The Chamber of Commerce should set the agenda for business‐town collaboration—bringing recommendations to Town Hall, rather than waiting for directives from the town. Town Hall’s responsibility it to govern and ensure the trash for everyone is picked up on a daily basis. The Chamber’s job is to be the go between the town and businesses. The town should work to understand local businesses needs that are delivered to town hall from the Chamber and pass ordinances, tax rates and laws to help promote local business in Hope Mills from the guidance of the Chamber, sharing the positions they need to fill and the services they require. This would be a great opportunity for businesses to hire people from within our own town. Town Hall will look to recruit for all future town hall positions from within the Town of Hope Mills for qualified candidates first, then will look for hiring citizens of other towns\cities. The town then can step up those efforts by resharing Chamber posts about job openings, vendor alerts, and community events.

Moving forward, the town should recruit top talent for municipal roles and rely on local firms to deliver professional services at competitive rates within the town. By trusting the Chamber as the expert voice for business, the mayor and town manager can focus on ensuring daily operations like trash pickup along the streets and anti-Semitic graffiti is taken care of in a timely manner the other responsibilities are run smoothly, and responsibilities are met.

I drive through the heart Hope Mills every day. I personally feel the pain of the growth. Hope Mills was chartered in 1839 as a milling town (village before that). The only person I know who wants the town of Hope Mills to become a city is the town manager and he lives in Fayetteville actual, not by mailing address.

With all, I have no issue with the town growing, however I have experienced what happens when uncontrolled growth happens. As I have said many times before, I came from a town that was about the same population as Hope Mills is now but with twice the land area. After 20+ plus years, the town has become a city and is miserable to go back to because of how compacted it is. Hope Mills can fight back against uncontrolled expansionism while still growing in a way that the town would like to give to younger generations.

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?

Many nonprofits operate with substantial budgets and far-reaching impact, even though their missions are charitable. The Wounded Warrior Project, for example, shows how a well-funded organization can deliver real benefits. That’s why I support town officials publicly endorsing nonprofits that have been thoroughly vetted and clearly serve our community’s needs.

I’d like Hope Mills to adopt year-round charitable initiatives: a continuous food drive sending donations to local food banks and soup kitchens; seasonal clothing collections—jackets, shoes, and essentials during the colder months; and an ongoing school-supply drive to relieve teachers who often cover classroom costs out of pocket. These are simple, tangible ways to strengthen our community.

When it comes to homelessness—especially for individuals facing mental-health challenges—we must think beyond municipal borders. I propose building temporary tiny-home villages to offer stable shelter while residents secure employment and permanent housing. Too many job applicants lack a mailing address, clean clothes, or a place to shower—barriers we can remove with coordinated support.

Our homeless veterans deserve special attention. They qualify for federal, state, and nonprofit resources, and we should actively connect them to these programs rather than pass the buck to other counties. By partnering with regional and state organizations, we can provide true wraparound services. Small towns can be bold and resourceful; Hope Mills should lead with compassion and collaboration.

The Homeless Advisory Committee that Commissioner Craver formed has made real progress, and I encourage them to keep innovating. I will work to amplify their efforts year-round—establishing drop-off sites at Parks & Recreation Department but other locations—so Hope Mills can do everything within its power to help every resident in need.