Name as it appears on the ballot: Robyn Chadwick
Previous elected offices held: Spring Lake Mayor Pro Tem- 2021; Spring Lake Commissioner- 2023
Age as of Election Day: 49
Occupation (employer, where you work, what you do): Educator, counselor
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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?
As a lifelong citizen of Spring Lake, seasoned educator, and dedicated community leader, I’m running for office to deliver the bold, accountable leadership our town deserves. I bring decades of hands-on experience solving real problems—from mentoring youth to mobilizing grassroots initiatives—and I’m ready to tackle our most urgent challenges head-on. I will fight to stabilize property tax rates that are burdening families and driving away growth, while advocating for smart fiscal policies that protect homeowners and attract new investment. I will prioritize fixing our failing water infrastructure with long-term solutions that ensure clean, reliable access for every resident. I’m committed to expanding transportation options that connect our community and fuel economic mobility. And I will work tirelessly to rebuild our local economy by partnering with chambers of commerce, universities, and state leaders to bring jobs, opportunity, and innovation to Spring Lake. Most importantly, I will strengthen our schools by building dynamic relationships that support students, educators, and families. I’m not just running—I’m ready to lead, listen, and deliver. Let’s build a stronger Spring Lake, together.
2. What do you view as the three most pressing issues facing Spring Lake? How will you address them as a commissioner?
Spring Lake is facing real challenges—but with the right leadership, we can turn them into opportunities for growth. My top priorities are stabilizing property taxes, repairing our failing water infrastructure, and revitalizing economic development. Families are struggling under rising tax burdens that threaten housing affordability and drive away potential businesses. I will push for smarter budgeting, transparent financial audits, and partnerships that ease this strain while protecting essential services. Our aging water system is more than an inconvenience—it’s a public health risk. I will fight for state and federal infrastructure funding to modernize our system and restore trust in our town’s ability to meet basic needs. Economic growth starts with bold collaboration. I will work closely with the Spring Lake and Fayetteville Chambers of Commerce, the Fayetteville Cumberland County Economic Development Corporation, and local colleges to attract new industries, create jobs, and support working families. I’ll also build dynamic relationships with our schools to ensure our youth are prepared to lead. As a lifelong citizen, educator, and proven leader, I bring the experience, vision, and heart to move Spring Lake forward—together.
3. What’s the best or most important thing the Spring Lake 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.
One of the most important accomplishments by the Spring Lake Board of Commissioners this past year was the approval of a balanced budget for the 2025–2026 fiscal year, following the town’s release from state oversight by the Local Government Commission in August 2024. This milestone reflects a major turning point in Spring Lake’s financial recovery, made possible by the leadership of a new town manager and finance director, the implementation of sound fiscal policies, and the completion of long-overdue audits. It signals restored accountability, transparency, and a renewed commitment to responsible governance. However, one decision that should have been handled differently was the use of funds from the county’s tax revaluation. While Cumberland County lowered its property tax rate to 49.9 per $100 of assessed value to ease the burden on residents, the increased revenue was used to pay off old town debt. This move, though fiscally necessary, missed an opportunity to provide direct relief to families and small businesses struggling with rising costs. As leaders, we must balance financial responsibility with compassion and foresight.
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 Spring Lake residents about higher tax bills while maintaining town services?
The recent county tax revaluation has placed a heavy financial strain on Spring Lake families, especially seniors and those on fixed incomes. If elected, I will continue to fight to bring relief without compromising the essential services our community depends on. We’ve already initiated a full audit of town spending to identify inefficiencies and eliminate waste, and we’re implementing smarter budgeting practices to ensure every dollar is used wisely. Transparency is at the heart of our financial recovery, and we’re committed to exploring alternative revenue sources that don’t fall on the backs of homeowners. I’ll work closely with county officials and state legislators to ensure Spring Lake’s unique needs are heard and addressed. Stabilizing our tax base is not just about numbers—it’s about protecting our residents, attracting new investment, and restoring confidence in our town’s future. I will also prioritize economic development to grow our local economy, increase commercial revenue, and reduce the pressure on residential taxpayers.
5. Spring Lake’s aging water and sewer systems have been a recurring issue for the town for quite some time. What is the best way to generate the revenue needed to provide residents with reliable water and sewer services?
The most effective way to generate revenue for repairing and upgrading Spring Lake’s aging water and sewer systems is through a strategic blend of external funding, sound budgeting, and regional collaboration.
First, we must aggressively pursue state and federal infrastructure grants, including those available through the North Carolina Department of Environmental Quality and federal programs like the EPA’s Clean Water State Revolving Fund. These resources are designed to help towns like ours modernize essential systems without overburdening taxpayers.
Second, we must partner with county and regional bodies, including the Fayetteville Public Works Commission and Cumberland County, to explore shared service agreements or regional infrastructure solutions that reduce costs and improve service delivery.
Finally, we should consider modest, phased utility rate adjustments—only after securing external funding and demonstrating fiscal responsibility—to ensure sustainability without shocking residents financially. Reliable water isn’t optional—it’s foundational. With smart leadership and aggressive action, we can restore trust, protect public health, and build a system that serves Spring Lake for generations.
6. How will you work to attract and retain new businesses and other development to Spring Lake? 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 Spring Lake.
To attract and retain new businesses in Spring Lake, I will lead with collaboration, vision, and action. That means working closely with the Spring Lake and Fayetteville Chambers of Commerce, the Fayetteville Cumberland County Economic Development Corporation, and local colleges to create a unified strategy for growth. I will advocate for streamlined permitting, small business incentives, and infrastructure improvements that make Spring Lake a competitive and welcoming place to invest. We must also prioritize workforce development by partnering with universities and community colleges to train residents for high-demand careers. A model for success is Hope Mills, which has made smart, sustainable decisions by revitalizing its downtown, investing in green spaces, and creating mixed-use developments that attract both families and entrepreneurs. Hope Mills has shown that when a town invests in its identity and infrastructure, businesses follow. Spring Lake can do the same by leveraging its location, military ties, and community spirit to build a vibrant local economy. I will also work with state legislators and regional leaders to secure funding and ensure Spring Lake has a seat at the table in shaping North Carolina’s economic future. With bold leadership and strategic partnerships, we can transform Spring Lake into a destination for opportunity.
7. Nonprofits are seeing homeless encampments popping up in Spring Lake. What is needed to tackle homelessness in town, and how would you work to implement these solutions?
Addressing homelessness in Spring Lake requires more than temporary shelter—it demands a comprehensive, compassionate strategy rooted in collaboration and action. I will work closely with organizations like the Fayetteville/Cumberland County Continuum of Care and become an active partner with the NC Coalition to End Homelessness to ensure our town is aligned with proven, statewide solutions. Tackling homelessness means expanding access to affordable housing, connecting individuals to essential services, and helping them build sustainable incomes. We must also confront the root causes—especially substance abuse and mental health challenges—by supporting recovery programs and ensuring wraparound care is available. For our veterans, I will work directly with the VA to provide targeted support, housing assistance, and reintegration services that honor their service and restore their stability. By strengthening partnerships with shelters like the Kinsey House and Cornerstone Christian Empowerment Center, which runs the White Flag Shelter, we can expand outreach, improve coordination, and ensure no one falls through the cracks. Homelessness is not a reflection of failure—it’s a call to lead with empathy and resolve. As a lifelong advocate and servant leader, I will ensure Spring Lake responds with urgency, dignity, and solutions that uplift every resident.