By The People’s Paper MS
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As the race for Simpson County sheriff moves toward the 2027 election, voters have an opportunity to learn more about the candidates’ priorities, leadership approaches and plans for the office.
The People’s Paper MS asked the candidates the same five questions to give readers a consistent look at how each candidate would approach the responsibilities of the sheriff’s office.
Shane Fewell responded to questions about public safety priorities, transparency and accountability, recruiting and retaining personnel, jail operations and inmate safety, and leadership and fairness.
In his responses, Fewell emphasized accessibility, communication, cooperation among law enforcement agencies, responsible budgeting and consistent standards for employees and residents.
The following questions and answers are presented to help voters understand Fewell’s positions in his own words.
Public safety priorities
Question: What are your three most urgent public safety priorities, and what specific actions would you take during your first year in office and throughout your next term to address them?
I want people to feel like the sheriff’s office is accessible to them, wherever they live in Simpson County. When someone calls about a problem, they should get a response and know what happens next. A theft may be one of several reports we take that day, but to the person whose property was stolen, it matters.
My first year would start with looking at how we cover the county, when we’re busiest and where we need more attention. I would spend time with deputies, dispatchers, jail staff and residents before making changes. Drugs, theft and violence would be priorities, along with making sure investigations get followed through.
I also want the sheriff’s office, Magee, Mendenhall and agencies in surrounding cities and counties working together and training together. We shouldn’t wait until something bad happens to get familiar with each other. I don’t like division among agencies. Our residents need us helping each other and sharing information, because crime doesn’t stop at a city limit or county line. As Chief Borges always says, “One team, one goal!” That’s something I believe in and would carry into the sheriff’s office.
Transparency and accountability
Question: How would you ensure transparency and accountability in the sheriff’s office, including how complaints, use of force, arrests, staffing, overtime and spending are handled?
One thing I have learned while working in Magee is how important transparency is. People want to know what’s happening and why a decision was made. Even when they don’t agree with you, taking the time to explain it matters.
People should be able to ask a question or make a complaint without feeling like they’re causing trouble. I would make sure complaints are documented, reviewed and answered as fully as we’re allowed to answer them. When we can’t release certain information, we should explain why instead of leaving people guessing.
I want supervisors reviewing arrests, reports and use of force as part of their regular work. If something was handled correctly, we should be able to explain it. If something was handled wrong, we need to address it.
The same goes for money. I would review staffing, overtime and purchases and work with the board of supervisors on the budget. Before asking taxpayers for more, I need to know we’re using what we already have responsibly.
Recruiting, retention and training
Question: How would you recruit, retain, train and supervise deputies and detention officers? What approach would you take to hiring, discipline, body cameras, report review and continuing training?
You can hire a good deputy and still lose that deputy if the workplace is poorly managed. Pay is a big part of it, and I would work toward competitive pay. But people also want fair schedules, equipment they can depend on and supervisors who listen.
I would rather take the time to hire the right person than fill a position just to say it’s filled. New deputies need solid field training, and experienced deputies need opportunities to keep learning.
I want training that helps with the calls we actually handle: domestic disturbances, people in a mental health crisis, investigations and tense situations where a deputy has to make a quick decision. Deputies also need honest feedback. They shouldn’t have to guess whether they’re doing the job right, and they need someone they can turn to when the job starts weighing on them.
Jail operations and inmate safety
Question: How would you address jail staffing, medical and mental health care, suicide prevention, inmate programs and communication with inmates’ families?
Running the jail is a major responsibility of the sheriff, and I would give it regular attention. I would review staffing, medical care, security procedures and how we identify someone who may hurt themselves.
A jailer needs to know what to do when an inmate says they’re sick, acts differently or talks about suicide. Those concerns need to be taken seriously, documented and passed to the right people. Medical and mental health decisions need qualified professionals involved, and staff need clear procedures for getting someone help.
I would look for programs we can realistically provide through local partnerships, whether that’s substance abuse help, education or help preparing for release. I would also make sure families know who to contact and how to raise a concern. They may not be entitled to every detail, but they shouldn’t be left calling around trying to find someone who will listen.
Leadership, fairness and avoiding favoritism
Question: Describe a difficult leadership decision involving someone you know personally, politically or professionally. How would you avoid favoritism and ensure policies are applied fairly?
I know people in this county, and I know there will be times when doing my job upsets someone I know. I have to be willing to accept that.
A friend’s case should be handled by the same standards as anyone else’s. That includes people who support me, people who don’t and employees of the department. If I have a personal connection that could compromise an investigation, I would seek outside assistance when appropriate.
I also wouldn’t promise somebody an outcome before the facts are in. Being fair means listening, checking the evidence and making the decision the job requires.
The People’s Paper MS invited the candidates to respond to the same five questions to provide readers with a consistent format for examining their positions. The responses reflect the candidates’ own statements and are presented to inform the public.
We asked one additional question.
What is it like working under Chief Denis J. Borges?
Chief Borges knows the job. He’s worked in various roles in law enforcement before becoming chief. He brings that experience with him, along with skills that aren’t really teachable. Like size, you either have it or you don’t. When we’re discussing a call or working through a problem, he has experience to draw from and can explain his reasoning.
He’s hands on, too. He stays late, answers calls and helps officers when they need another person on the street. He expects us to work, but he puts in the work himself. If he is there, you won’t fight alone.
One thing I’ve learned from him is not to let what people say or think about me control my decisions. You have to listen to people and be willing to learn, but you also have to make decisions based on the facts and what the job requires. You can’t make everybody happy.
I also respect the way he publicly stands up for his officers when false accusations are made against them. He expects accountability, but he won’t leave an officer out there alone when the facts show that officer did their job. Not every chief is willing to speak up like that.
He’s determined, and he doesn’t get caught up in somebody’s title, money or connections. He treats people the same regardless of their status. Working under him has taught me a lot about standing by a fair decision, supporting your people and being present when they need you, aswell as holding them accountable.
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