With Alderman Al Bell not seeking a fourth term, Cody Childress, Willis S. DeClue and Tammy Sneed are competing for the open Position 2 seat in the Nov. 3 Millington city elections.
A native of Memphis, Childress is a 1974 graduate of Frayser High School. He is a former resident of the Raleigh area in north Memphis and has lived in the Lucy area since 1985.
In 2012, Childress retired from the Memphis Fire Department after more than 28 years. From 1987 until May 2018, he was the owner of Splash Plumbing in Millington.
He is currently employed as a plumbing inspector for the Shelby County Construction Code Enforcement Office.
Childress is a past president of the Memphis Area Plumbing Association, a current board member of the William R. Moore Plumbing School in Memphis and a member of the First Baptist Church in Millington.
He and his wife Mary have two sons and five grandchildren.
In the November 2013 elections for Millington's first municipal school board, Childress was unopposed for an initial one-year term in Position 4.
The following year, in the city's only contested school board race, he defeated Emile G. Sigee as one of three members elected to four-year terms.
Childress was unopposed for re-election to a third term in 2018 and a fourth one in 2022.
A native of St. Louis, DeClue is a 1982 graduate of Potosi R-3 School in Potosi, Mo.
He enlisted in the Navy in August 1982 and was stationed "for school" at the Naval Air Technical Training Center in Millington from March 1983 to April 1984.
After returning in August 1987, he was an instructor at the AOA1 school until April 1991.
In July 2002, DeClue and his family returned to Naval Support Activity Mid-South, where he was assigned to the Naval Manpower Analysis Center until his retirement in September 2006 as a Senior Chief Petty Officer.
He earned an Associate of Science Degree in human resource management from Ashworth College in September 2010.
After his retirement, he went to work for the Navy Recruiting Command in the Navy Reserve section as a Human Resource assistant, where he coordinated active-duty sailors to Navy Reserves until he retired permanently in November 2024.
DeClue and his wife Paula have two children and three grandchildren.
He enjoys hunting, fishing, riding his UTV around his farm in Missouri and spending time with his family.
A native of Memphis, Sneed graduated from Covington High School in 1980.
She earned a Bachelor of Arts Degree in economics at Smith College in 1984 and a Master of Business Administration Degree in finance at The University of California – Berkeley in 1986.
She is currently employed as the manager of Aircraft Material – Technical Operations at Federal Express and is a licensed realtor with Crye-Leike.
Sneed is a graduate of the Leadership Millington Class, treasurer for the "Lone Sailor" monument project, a member of the Millington Airport Authority, Women in Aviation, the Women's Foundation of a Greater Memphis, the Millington Area Chamber of Commerce and Delta Sigma Theta Sorority.
She and her husband James have three children.
All three candidates recently responded to the following questions prepared and distributed by The Millington Star:
1.What suggestions will you make to the mayor regarding ordinances or resolutions to be passed or amended?
Childress said his first proposed resolution would be to update the city's "nepotism policy."
He also believes the ordinance requiring dogs and cats to be spayed or neutered and microchipped should be amended.
He opposes spaying and neutering animals against the "personal wishes" of their owners, which he considers an "overreach" of government. But he believes "responsible" pet owners could "fix" their pets if they choose.
"Mine are spayed and chipped," he noted. "It was our choice to do so."
DeClue said that, before passing any new ordinances or resolutions, the board should review all existing ones for "validity and accuracy," while determining how they affect residents and businesses "physically and financially."
He would ask the mayor why each one is needed, who it will affect, what it will mean for the city's future and what its cost is.
Then, amend or remove any if necessary.
Sneed said the board should continue to refine and evaluate the city's evolving "business engagement processes" to boost its ability to effectively execute the "onboarding" process for new businesses.
She thinks it should also explore "options and methods" to inform business applicants about the process with "documented steps" required.
Sneed also said the board should earmark capital improvement funds for the unforeseen "ramifications" of growth and environmental impacts.
She noted that, as Millington transitions into a "more robust" community, more services and infrastructure will be needed to accommodate the population "explosion," utility requirements, increased traffic and street maintenance.
As part of the development of the city's long-range plan, Sneed will recommend that a "citizens council/board" be established.
It would be composed of residents willing to "partner" with city leaders and government to ensure that Millington's "vision" and planning have "input" from across the population regarding "impact areas" related to education, housing, economic development, tax structure and budgeting.
2. List three significant issues in this election.
Childress cited (a) transparency to the public, (b) construction of "cookie-cutter" homes and (c) support for the city's public schools.
DeClue listed (a) trust, (b) transparency and (c) "building vs. infrastructure."
Sneed said (a) transparent government leadership, (b) responsible growth and development and (c) public safety.
3. Specifically, how do you plan to deal with each of these issues if you are elected?
Childress quoted an old saying that, "If you aren't transparent, someone else will create the narrative for you, and it may not be the truth."
Because elected officials are "public servants," he said they should never "mislead" the public with untruths or "vague directions."
He also said no board should have a closed work session, meeting or discussion unless there is "pending litigation," or the members are receiving legal advice on a subject.
Childress noted that the Millington Planning Commission
reviews subdivision proposals and development plans, then submits recommendations to the Board of Mayor and Aldermen, which has the "final authority" to approve or reject them.
He believes the city deserves "well-thought-out" subdivisions that are "appealing" to families and young professionals.
Childress recalled that, while Millington was establishing its municipal school system in August 2012, the city conducted a referendum on increasing its local sales tax rate by half a cent, from 2.25 to 2.75 percent.
He also noted that the annual Maintenance of Effort for the school system was set at $500,000, and it has never been increased.
He said the sales tax generated $2.4 million in Fiscal Year 2025, and the amount is estimated to be $2.5 million in FY26.
"This stand-alone sales tax should be proportionately distributed to the school system," Childress declared. "I believe the city should take another step and at least increase the MOE."
DeClue said that, during the past few months, the residents and local businesses have "lost trust" in the Board of Mayor and Aldermen.
He believes all aldermen "must" spend at least eight "documented" hours each month 'visiting" and talking to the community.
If elected, he would invite the other aldermen and the mayor to join him in conducting a "quarterly town hall" meeting.
"This will allow the residents to know who their leaders are in a non-formal setting," DeClue noted. "Hopefully, we can gain back their trust and respect, see how things are going and get some new ideas and constructive feedback."
Because he believes some of the city's leaders have been in office "way too long" and are "out of touch" with what is needed, he favors term limits.
"In today's ever-changing world," DeClue noted, "the need for instant information means leadership has to be constantly transparent. Leaders must be able to communicate with all generations."
Until a "complete review" of the city's infrastructure is completed, he will request a halt to any further construction that is not already scheduled to start in the next six months. Then, he will examine what growth is "best" for the residents and the community.
"I want to know if we have the school space, teachers and staff to support the best education we can provide for our students," he said. "Most active-duty military I talk with choose to live outside of Millington because of what the other schools have to offer and their ratings."
Sneed said that, after "four decades" of people management and "corporate procurement expertise," she can use her finance and accounting background to "dissect" complex city budgets, objectively evaluate spending to eliminate waste and "optimize" departmental funding.
"More importantly," she noted, "I can protect the city's long-term financial health, while avoiding unnecessary tax burdens on residents."
Sneed said her "long-term engagement" in real estate and her previous service as a vice chairman of the Planning Commission helps her understand how to balance the city's rapid development with proactive infrastructure "scaling," to preserve landscape through the new construction.
She will focus on "downstream, transparent" tax implications and sustainability, so residents are not "blindsided" by cost expansion.
"I will also continue to foster and promote business-friendly processes that equally support major commercial deals and home-grown local shops," she noted.
As Millington prepares for the retirement of Police Chief Chris Stokes, Sneed said public safety risks and concerns are a "priority" while executing a "smooth transition" of leadership with increasing business and higher traffic.
She acknowledged that the city leadership has made a "concerted effort" to ensure the safety of residents with increased law enforcement personnel.
Sneed agrees with "scaling" public safety resources to match increased vehicle traffic, while keeping the residents safe with "stable, trained and data-driven" policing.
4. What do you think is the biggest concern facing the city at this time?
Childress cited how Millington can grow its commercial and industrial tax base sufficiently to finance the services and infrastructure its residents expect, without putting more pressure on existing taxpayers.
"Growth is great," he acknowledged. "But we must be able to accommodate the issues that come with it."
Because many concerns have "equal value," DeClue did not think he could "just name one." But he reiterated that trust, transparency and building vs. infrastructure are at the "top of the list."
Sneed said the long-term implications of the school system's educational quality and excellence are "foundational" to the city's economic and sustainability "targets."
By working with the Millington School Board, she said strategic academic recovery plans can be further developed to prioritize resource reallocation for early intervention, curriculum standardization and elevating overall graduate "metrics."
5. What will you do to help recruit more businesses and industries to locate in Millington as a way to increase economic development?
"First and foremost," Childress said, the city's Department of Planning and Economic Development must "approach and/or receive" potential new business "partners" with "respect and enthusiasm."
He also noted that Veterans Parkway will be a "vital part" of the city's future growth.
While acknowledging that the Millington-Memphis Airport is doing a "good job attracting newcomers," Childress believes it is not reaching its "potential target," which would be a facility approved by the U.S. Transportation Safety Administration.
"This would provide us commercial airlines," he said, "and a whole new avenue of trade and commerce."
Although Millington has "unlimited potential," DeClue said its residents must "get out there" and "sell" the town.
He noted that, along with "so much unused space," the city has one of the "longest" airport runways in Tennessee, which he called a "great asset."
If elected, he plans to "immediately" meet with all the directors of the city's boards and the Airport Authority to see what ideas they have for growth.
He will talk with the other aldermen about what "tax breaks" can be offered for small businesses to locate here.
He also plans to meet with all the local doctors and other medical personnel to determine if the city can get a 24-hour urgent care clinic and a women's healthcare clinic.
To attract "high-value" industries to Millington that "complement and align" with the city's strategic plan, Sneed said she will continue the collaboration with the Chamber of Commerce and Industrial Development Board to "leverage" public-private partnerships, specialized professional expertise and educational "pipelines."
She will also evaluate corporate and small business recruitment materials, analyze mergers, acquisitions and business development deals and structure Payment In Lieu of Taxes agreements.
Sneed cited the Tennessee College of Applied Technology investment as an example of a potential economic "engine."
Because she recognizes that a qualified local workforce is a "mandatory prerequisite" for corporate attraction, she considers it "critical" to invest heavily in K-12 education and supporting local teachers.
She also said the local schools must produce a "steady stream" of technically proficient and qualified graduates.
6. What will you do to ensure that Millington is a safe community with enhanced amenities that inspire individuals and families to make it their permanent home?
Childress acknowledged that "quality homes" are essential.
While calling Navy Road "a major disappointment" from an aesthetic standpoint, he said Millington needs new investors with a "vision" for this "historic" section of the city.
He also said rental property owners and landlords who "neglect" their properties and tenants should be held accountable for "safe, well-maintained" housing.
While acknowledging that "growth attracts crime," Childress said the city's police officers are "on top of their game."
He also believes the fire department "has never been in better hands," because it provides residents with EMS care, first-line equipment, top-tier firefighters, and a new fire station is "in the planning stage."
Childress said the city's public schools are "excelling" in their state scores. While acknowledging that they are not "where they want to be," he noted that they "strive hard every year" to reach those goals.
DeClue said Millington loses "so much" to Arlington, Bartlett, Lakeland and Tipton County because of what they have to offer for the "whole package."
"I am currently working on a sales tax sheet that will give an estimate, based on 1,000 families, of how much we lose to other towns in sales tax dollars," he noted. "I will provide a copy once it is complete."
DeClue said he will work with the school system and local businesses to establish "work-along" programs for high school juniors and seniors after school and during the summers.
He will also work to bring back Neighborhood Watch programs and try to get local businesses to sponsor and fund monthly neighborhood "block parties."
Sneed said she will work directly with various "entities" to enhance the quality of life for Millington residents.
She will evaluate "flexible" housing options and inventory, while supporting residents throughout different stages of life across demographic segments and income levels.
To promote healthy options and active lifestyles for all residents, she will continue to push for increased investment in green spaces/recreational areas in existing and developing neighborhoods.
To elevate the overall Millington "experience" for younger adults, she will foster inclusive family-oriented community events and increase age-appropriate projects to create activities and recreation.
"Lastly," she noted, "I will sup port prioritizing funding and advanced training/ professional development to match compensation of first responders to deliver high-caliber community services and protection."