March 26, 2026
See below questions asked by the Chamber, and the following "responses" from the listed candidate.
Candidate: Gregory Banchy
Running for: Candidate for District 4, Eau Claire County Board of Supervisors
Collaboration and Regional Leadership: Many issues—from economic growth to environmental protection — require collaboration beyond the county’s borders. How would you work with other governments and stakeholders (the City of Eau Claire, City of Altoona, surrounding counties, the state government, and local tribes) to advance common goals? Please give specific examples, such as partnering with cities on shared services or infrastructure projects, collaborating with school districts on youth programs, or advocating at the state level for legislation that benefits Eau Claire County. Additionally, how will you engage with constituents and the business community to ensure the County’s policies reflect the needs of Eau Claire County?
Response: "Many of the issues we face—economic growth, transportation, housing, and environmental protection—cross municipal boundaries, so the County needs to be an active and reliable partner with other local governments and regional organizations. I would support using formal intergovernmental agreements and regular joint meetings to coordinate on shared services and infrastructure, and to sit down with stakeholders early in the process to define and prioritize the problems, develop effective solutions based on best practices, and set clear benchmarks for measuring success. To make sure County policies accurately reflect real world needs, I would propose holding listening sessions where possible, using surveys and online tools, and working through organizations like the Chamber to gather input from residents, employers, and nonprofits before major decisions are made. By planning collaboratively and listening carefully, we can align County policies with the long-term interests of Eau Claire County’s communities, businesses, and environment."
Workforce and Economic Development: What steps do you think Eau Claire County should take to alleviate the worker shortage impacting our region’s economy? In your answer, consider both the County’s role as an employer (how to fill critical positions like in public safety or human services) and its role in the broader economy (supporting job training programs, childcare access, or transportation for workers). How would you, as a County Board member, work with the business community and educational institutions to grow and retain a skilled workforce in Eau Claire County?
Response: "Like many parts of Wisconsin, Eau Claire County faces a tight labor market driven by multiple factors, so we need to focus both on growing our local talent pipeline and on removing unnecessary barriers that keep people from becoming gainfully employed. As an employer, the County should make sure that critical positions in areas like public safety and human services are competitive on wages and benefits, offer good training and career paths, and provide reasonable workloads so we can recruit and retain qualified staff. In the broader economy, I believe the County should partner with the business community, UWEC, Chippewa Valley Technical College, and our K-12 schools to support job-training and apprenticeship programs, and to strengthen access to childcare and transportation—such as supporting local childcare initiatives and transit options that connect workers to major employment centers—so more people can take and keep good jobs here. As a County Board member, I would work closely with employers, educators, and workforce organizations through regular dialogue and joint initiatives to ensure our policies help attract, develop, and retain the skilled workforce our region needs."
Housing Availability: Housing affordability and availability are vital for our workforce and community stability. What actions can the County Board take to support the development of more affordable and workforce housing in Eau Claire County? Would you advocate for County policies that incentivize housing development (for example, utilizing idle county-owned land, adjusting zoning in rural areas for housing, or collaborating with cities on housing projects)? Please share your approach to addressing housing needs across the county, including smaller communities and rural areas.
Response: "Much of the available evidence suggests that home prices and rents in Eau Claire County are rising faster than incomes, creating a shortage of homes that are affordable for many working families and seniors. I believe the County Board should focus on policies that help increase the overall supply and diversity of housing—such as supporting reasonable zoning and land-use updates and collaborating with cities and villages on mixed-income housing—while at the same time respecting the values and wishes of those people living in many of our local communities, such as their desire to preserve and maintain open space. I would look for targeted, appropriate housing opportunities near existing roads, schools, and services, rather than widespread high-density development that changes the feel of long-established neighborhoods and valuable farmland. As a County Board member, I would listen carefully to residents, local governments, and the business and nonprofit communities, and look for practical ways the County can remove unnecessary barriers and be a constructive partner in efforts to expand affordable and workforce housing options across the county."
Fiscal Responsibility: Eau Claire County has encountered budget deficits in recent years. How would you approach the county budget to ensure fiscal responsibility and taxpayer value? Discuss your stance on spending priorities and potential cost-saving reforms – for instance, are there services that could be delivered more efficiently, or areas where you see potential revenue growth (through grants, partnerships, or economic growth) to avoid placing the burden on property taxpayers? If state funding remains flat, what tough choices would you consider to keep the budget balanced?
Response: "Eau Claire County, like many local governments in Wisconsin, is facing structural budgetary pressures as costs continue to rise faster than revenues, leading to recent deficits and difficult reductions in some services. My approach to the budget would be to identify and prioritize core services that protect health, safety, and vulnerable residents, while continually looking for efficiencies through careful management, technology improvements, and collaboration or shared services with other jurisdictions and community partners before turning to taxpayers for more. I would also support efforts to grow and diversify revenues responsibly—such as pursuing grants, leveraging partnerships in economic and tourism development, and encouraging growth that broadens the tax base—rather than simply relying solely on higher property taxes. If state funding remains flat, I believe we must be transparent with the public about the trade-offs, engage residents and stakeholders in setting priorities, and be prepared to defer or scale back lower-priority initiatives so that the budget remains balanced without undermining the County’s long-term financial health."
Business Climate and Infrastructure: In what ways can the County Board foster a healthy business climate and support economic development? Please address county services or policies that impact local businesses – such as maintaining and improving county highways and infrastructure, supporting broadband expansion, ensuring timely zoning and permitting processes, and any economic development programs the county should pursue. How will you ensure that Eau Claire County is seen as a partner to businesses and not an obstacle?
Response: "The County Board can foster a healthy business climate first by taking care of the basics: maintaining safe, dependable county highways and other infrastructure, and supporting the continued expansion of reliable broadband, especially in rural areas where access is still limited. I believe the County should work with economic development partners and internet providers to leverage state and federal grants for broadband and infrastructure projects, and ensure that zoning and permitting processes are timely, clear, and consistent so that businesses and developers know what to expect. I would also support thoughtful economic development efforts—such as collaborating with local cities, the Eau Claire Area EDC, and the Chamber to attract and grow businesses in properly planned business parks and commercial areas (similar to what Altoona did in developing the Altoona Business Park in River Prairie)—while listening to nearby residents about traffic, land use, and quality-of-life impacts. As a County Board member, my goal would be for Eau Claire County to be seen as a constructive partner that is able to effectively solve problems, while balancing the needs of employers, workers, and neighborhoods."
Health and Human Services/Public Health: What are your priorities for the County’s health and human services programs? With health and human services comprising the largest share of the budget, how will you ensure we effectively address issues like mental health care, the opioid/fentanyl crisis, care for seniors and veterans, and public health preparedness? Do you support current initiatives (such as expanding crisis mental health training or treatment programs) and what new initiatives, if any, would you champion to improve community health outcomes?
Response: "Health and human services make up the largest share of the county budget, so my priority would be to use those resources wisely to protect vulnerable children and families, support seniors and veterans, and ensure people can get timely help for mental health and substance-use issues. I support continuing and strengthening evidence-based initiatives such as crisis response and mental health services, 24/7 crisis lines, and harm-reduction and treatment efforts to address the opioid and fentanyl crisis, including the careful use of available opioid settlement funds. I also believe we should maintain strong public-health preparedness and prevention—working with local health providers, schools, and community partners—because preventing crises is both better for people and more cost-effective than trying to fix the problem after the fact. As a County Board member, I would look for ways to coordinate services, leverage state and federal funding, and regularly review outcomes so that our health and human services programs deliver real results for residents while remaining fiscally responsible."
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