Benton County Sheriff is an elected, nonpartisan public office. Two candidates — James “Jay” Dingmann and Joel M. Schmidt — are vying for the position that carries a four-year term. One of them will replace Sheriff Troy Heck, who has served in the position since 2014.
To ensure fairness, all candidates were given the same word limit per question and the same submission deadline. Responses that exceeded the length constraint were cut off at the limit using ellipses.
James “Jay” Dingmann
Briefly summarize your personal background and qualifications. I have served with the Benton County Sheriff’s Office since 1996 and have been senior patrol sergeant for the last 14 years. I have spent 25 years on the Stearns-Benton SWAT Team, including eight as team leader, and I currently serve as commander. Previous experience includes 20 years on the Stearns-Benton Dive Team; 10 years with the Foley Fire Department, retiring as lieutenant; and 12 years as a firefighter with the Minnesota DNR.
Explain your leadership style. How do you plan to lead your department if elected? I would describe myself as a situational leader. When time permits, I gather information and input from people with knowledge and experience before making decisions. When circumstances require immediate action, I am comfortable making difficult decisions and taking responsibility for them. My 14 years as a patrol sergeant and eight years as SWAT commander have given me extensive experience doing both, including making critical decisions in rapidly evolving, high-risk situations. As sheriff, I will set clear expectations, listen to the people doing the work, give employees the opportunity to contribute their expertise and make the decisions necessary to move the department forward. I believe good leadership means knowing when to listen, when to act and being accountable for both.
It is becoming harder to recruit and maintain law enforcement personnel. What are your ideas to navigate or overcome staffing and hiring concerns? As the pool of law enforcement applicants becomes smaller, we cannot address staffing shortages by lowering our standards. Benton County has worked to increase recruitment efforts and keep wages competitive with surrounding agencies, and those efforts must continue. We need to actively recruit qualified candidates while making Benton County a place good employees want to stay. That means competitive compensation, strong leadership, quality training, opportunities for professional growth, and working alongside well-trained, professional colleagues. As sheriff, I will listen to our employees about what they need to succeed and continue building a workplace where people feel valued and supported. Recruitment gets people through the door. Good leadership gives them reasons to stay.
What are your plans to minimize the financial loss to taxpayers in regard to jail operations? Jail operations have become a significant financial challenge for counties across Minnesota. I have discussed this issue with county commissioners, jail administrators and our current administration. Simply housing Benton County inmates elsewhere would not eliminate many costs and could create additional transportation and staffing expenses. I believe the most viable option is to better utilize available capacity by housing inmates for other counties and the Minnesota Department of Corrections, generating revenue to offset operating costs. I would also review and update jail fees to reflect current costs. While the sheriff does not determine sentencing, the sheriff can ensure the jail operates efficiently and available capacity is used in ways that help offset costs to Benton County taxpayers.
What is one technical or training innovation you’d like to bring to the sheriff’s office? Explain. Throughout my career, I have brought new technology, including drones, robots, armored vehicles and advanced medical supplies to the sheriff’s office. As sheriff, I would expand interagency training with area law enforcement and first responders. Training together builds relationships, improves communication and strengthens coordination before facing a critical incident together.
Joel M. Schmidt
Briefly summarize your personal background and qualifications. My family and I live in Benton County, and a I’m a 20-plus year public safety professional. I’ve worn nearly every uniform in public safety and know it from the ground up. Some of my experience includes 911 dispatch, firefighting/EMS, the violent offender task force and criminal investigations. I’m also a husband, father and Sauk Rapids-Rice High School trapshooting coach. I’m running for Benton County Sheriff to bring experienced, accountable leadership to our community.
Explain your leadership style. How do you plan to lead your department if elected? My leadership style is hands-on, accessible and accountable. I believe a sheriff should lead from the front, set clear expectations, and hold themselves and their staff to the same standards. I’m not interested in doing something simply because “That’s the way we’ve always done it.” Having worked in nearly every area of public safety, I understand the challenges our deputies and employees face and the importance of listening to the people doing the work.
If elected, I will build a culture based on professionalism, integrity, teamwork and accountability. I’ll support our employees and give them the training and resources they need. My goal is to build a department where people are proud to serve and residents have confidence in their sheriff.
It is becoming harder to recruit and maintain law enforcement personnel. What are your ideas to navigate or overcome staffing and hiring concerns? People want to work where they are respected, supported and given the tools to succeed. Recruiting is important, but keeping people starts with leadership. As sheriff, I would ensure employees have the best possible training, opportunities to grow and a voice in how we improve the department. I’d make simple changes to our policy that would not only benefit recruitment but retention. We also need to be proactive about recruiting locally through intentional relationships. Just as important, new employees need good field training and experienced mentors who help them succeed. If we create a culture where people are held to high standards, supported by leadership and see a future for themselves in the department, Benton County will be better positioned to recruit and retain people.
What are your plans to minimize the financial loss to taxpayers in regard to jail operations? I’ve had good conversations with several of the Benton County commissioners regarding the jail costs and the impact it has on Benton County taxpayers, myself included. As sheriff, I would take a hands-on look at the financial numbers, jail staffing, overtime, scheduling, contracts and day-to-day operations rather than simply accepting that rising costs are unavoidable. I’m also aware of some of the safety issues in the current jail, not only to inmates but to staff. The financial loss to the taxpayers and the safety issues have gone unaddressed for years. As sheriff, I will take this head on. Taxpayers should expect their sheriff to challenge waste, demand accountability and make sure every dollar spent is producing value for Benton County.
What is one technical or training innovation you’d like to bring to the sheriff’s office? Explain. I would improve how information moves between dispatch, deputies, fire and EMS, and train together around real emergency scenarios. When seconds matter, deputies, EMS and fire need the best information possible before they arrive. Better communication means faster response, better decisions and safer outcomes for everyone.
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