Candidates in the Natchez mayoral race say they’ll lead by example, seek to empower others and gather input from all sectors of the community.

Three men, Tony Fields, Darryl Grennell and Eric Junkin, are in the race for the Natchez mayor’s seat.

Leadership style

Fields said his leadership style was “one that empowers and motivates others.”

“Per the city’s charter, the mayor has the responsibility for the day-to-day operations of city government,” Fields said. “As mayor, it is important that I develop and maintain an open and collaborative relationship with the Board of Aldermen. Through this collaborative and open relationship, I will seek their input — and the community’s — to create a shared vision.

“My responsibility is to execute this vision through the various city departments and employees. Effectively communicating this vision daily through my actions and decisions will display my leadership style ‘by example.’ As a leader I possess strong communication skills, and I have had employment successes improving morale, communicating with all stakeholders, empowering others to lead and implementing a plan.”

Grennell said he chooses to lead by example.

“I’m a workhorse, not a show pony,” he said.

“Anybody who served with me on the Board of Supervisors can tell you that.

“We’ve had a chaotic situation in City Hall for too long now, and the stakes are too high to let that continue. I will bring the steady hands and consensus style I used at the county level into city government, with one overarching goal: more jobs for Natchez. If I could start tomorrow, it wouldn’t be soon enough.”

Junkin, meanwhile, characterized his leadership style as “democratic walking around,” saying his leadership included “making sure to gather input on issues and solutions from citizens, businesses, alderpersons, department heads and employees will provide the best solutions available with the most opportunity for implementation success” and “observing the actual processes and situations that our employees face will provide invaluable insight into the tools and procedures required to improve.”

“Making democratic decisions based on agreed upon requirements and facts will lead to ownership and empowerment by everyone involved,” Junkin said.

Working with aldermen

Fields said it is important in city government for the mayor to allow other elected officials to have ownership in projects, programs and planning.

“The city is not designed to be operated by a dictator — I would support open work and planning sessions that allow members of the Board of Aldermen to share their individual plans for their representative areas,” Fields said.

“This will provide a broad foundation upon which we collectively develop a program of work each year. We must work together in order to get beyond a day-by-day approach to providing city services.

“As mayor, I have to be transparent with the board of aldermen and build a level of trust that is beneficial to all parties interested in the success of our community. I must create a culture that demands mutual professional courtesy, moral and ethical behavior, honesty, integrity and trust. I believe that this approach will yield unparalleled successes that will be enjoyed for many generations.”

Grennell said he would work to find common ground with the board.

“To be frank, some mayors in the past ignored the weak-mayor system and used bullying tactics to dominate the board,” Grennell said. “That’s a non-productive strategy. I have a long record of building consensus and inspiring people to meet problems head-on, to work together for economic growth.”

Junkin said that the board functions to approve all taxpayer expenditures, while the mayor serves as the chief administrator of the city’s employees.

“My goal as mayor will be to execute the vision of the board as allocated through their approved budget with the most effective and economical methods possible,” Junkin said. “Performing the mayor’s job professionally and with excellence through employee empowerment will naturally build a good relationship with the board. As needed, I will bring issues to the board with facts about the issue, solution options, impact of the issue and cost of the solutions for their agreement and funding approval.”

Changes to departments

Fields said that while changes to city departments needed to be made, “it is critically important to fully assess all city departments before making immediate changes.”

“I propose to conduct a thorough assessment of all city departments within the first 60 days of taking office. This assessment would include personnel, goals, accomplishments, barriers and past performances,” Fields said.

“There have been many changes in some city departments of which I am aware due to my involvement as a current member of the Board of Aldermen. These are positive changes that strengthen the city’s finances. In collaboration with the Board of Aldermen, I would seek to have changes made that are fully vetted by them as elected officials to whom citizens are looking for leadership.

“We must embrace change, and I want to ensure that we do it in a manner that keeps Natchez’s progress as our priority.”

Grennell said he didn’t feel it was appropriate to comment about changes to departments at this time.

“But I’m an analytical person, and I can assure everyone I won’t be making rash decisions,” he said. “I will make a strong case for everything I do, and I will be very open about doing it.”

Junkin said that in his experience, new managers who change things quickly seldom get the desired results of those changes.

“I will meet with department heads to begin organizing a city-wide to-do list that is accessible to everyone, including citizens,” Junkin said. “I will begin assisting the department heads in the budgeting process for the 2016-2017 fiscal year and a five-year forecast budget. I will communicate to everyone the actual revenues versus estimated revenues so that department heads understand the actual money available for their tasks.

“Working through these projects with the department heads will also result in tasks added to the to-do list affecting the operations and the needs of the departments, which will then result in plans to address those departmental issues.”

The role of race

Fields said his campaign is built on the vision and belief of one community.

“Natchez is a very diverse community with the ability to increase its national recognition as a remarkable small city,” Fields said. “We must recognize first and foremost that we do have racial issues in our community that continue to cause divisiveness. Most, if not all, racial problems can be addressed and resolved through communication, respect and a commitment to work together honorably.

“I think that this challenge can be best facilitated through open dialogue. I would introduce ‘Community Conversations’ as a method to beginning to address issues on race in Natchez. There are many moments in the city’s history that can be used as topics to begin theses conversations. There are also documented success stories across our country that are replicable. If other communities have done it, why can’t we?”

Fields said he would also explore the development of a small group of diverse citizens whose primary existence would be to strategically assist this administration in creating “one Natchez.”

Grennell said he believes the voters of Natchez “have realized we’re at a stage where the only color that matters is green.”

“The primary goal of my administration will be to create jobs and opportunity for all our citizens,” he said. “If you share that view, I’m ready to work with you. If you don’t, you’re living in the past.”

Junkin said he makes decisions based on facts, data models and examples and that “race is not a factor in city government decision.”

“I will encourage the right decision based on the desired results and the constraints. I believe that we can all agree on a solution to any issue,” he said.

“The key to agreement is to define the issue clearly, define the exact results desired and list all of the constraints that must be applied to the solution. If you and I don’t agree on a solution, then we must define the problem, results and constraints more clearly, until we do agree.”

Hard choices

Fields said an obvious example of making a decision based on what is right instead of what is popular was the recent removal of the Natchez Convention Promotion Commission and the director of the Convention and Visitor’s Bureau.

“I reviewed and gave considerable thought to all of the information that was provided and listened to presentations from all parties. All factors considered, it had become a hostile and volatile situation that was not yielding the results that were desired or intended as outlined in the organization’s creation,” he said.

“Promoting the city and strengthening tourism was no longer the primary purpose. I made a commitment eight years ago to represent the City of Natchez in the best manner possible. My decision was not based on making anyone or any side happy or sad. It was based ultimately on doing the right thing to move us forward, all factors considered.”

Grennell said in his case, it was when Natchez Inc. approached him about having the county government involved in the purchase of the former International Paper property to serve as the core of a future industrial park.

“Despite being on the river, Natchez has a limited amount of industrial land contiguous to the river and not in the floodplain,” Grennell said.

“There were loud voices raised against purchasing that property, but I persuaded the board to go forward with a bond issue, and I stand by my decision. Today, Delta Energy has invested 11 million dollars out there and has 37 employees. That deal also included a wastewater treatment facility, which is a multi-million-dollar asset. If we didn’t have that property to market to prospects, we could pretty much shut the doors on future industrial growth.”

Junkin said his moment was in his first engineering job at IBM, where he was to increase the power of a motor in a printer model that was failing to advance paper.

“After several weeks of education and research, I returned to my senior engineers and advised them that the motor needed to be weaker. I proceeded to design a flywheel for the current system, effectively weakening the motor,” he said.

“The senior engineers continued to consider the idea from the rookie engineer absurd, until the day a change to a part in the system make the system lighter. The new lighter part effectively made the current motor stronger and the problem went from 3 percent to 95 percent of the machines failing. Needless to say, we implemented my heavier part solution overnight, which solved the problem and I have been known for that flywheel solution ever since. That educate, research and model approach to problem solving is a daily part of my life.”

The state flag

The issue of the state flag continuing to contain Confederate imagery has been an issue in recent months, with many advocating for its change.

Fields said he believes the flag should be changed and that the issue shouldn’t have to be settled at the ballot box.

“We need a state flag that every Mississippian can look at, salute and be proud of,” he said.

“Our current flag is clearly divisive and offensive to many, including me. We cannot continue to have a symbol that divides all of us and symbolizes racism, hatred and bigotry. We need statewide leadership that is representative of progress, respect and trust.”

Grennell said that as an African American, “it goes without saying that I’d prefer to see the flag changed to a more unifying symbol.

“The job of the mayor is to bring the greatest prosperity to the greatest number of citizens, and the evidence is clear that Fortune 500 companies and today’s tourists would prefer Mississippi to remove the Confederate panel from the flag,” he said. “The mayor of Natchez obviously doesn’t have the power to do that, but there will eventually be a second statewide referendum, and I expect the outcome to be different at that time.”

Junkin said the matter is a state issue and should be settled by a state referendum.

“Based on the controversy, I believe the state should call for another referendum. I also believe that the limited options available on the last referendum may have been a reason that more state citizens did not vote to change the flag in 2001,” he said. “I believe the privacy of the voting booth is a primary right of the U.S. system, therefore I will avoid telling you how I voted. I do understand that some people are upset by our state flag.”