March 26, 2026
See below questions asked by the Chamber, and the following "responses" from the listed candidate.
Candidate: Stella Pagonis
Running for: Incumbent 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: "Wisconsin State statute created counties to be the service delivery arms of state and federal government. Unlike towns and villages which have complete home rule authority, counties may only exercise home rule authority for its administrative organization. Consequently, counties are mandated to provide those services defined by state law. One example is the sheriff’s office and county jail. They are required by both the state constitution and state statute. There is no choice. Similarly, the county is required to manage the court system, the register of deeds, and the county treasurer’s office. There are multiple ways in which the county currently works with other entities. The county treasurer collects tax payments for other taxing entities, including municipalities, school districts, and the technical college. In the Department of Human Services there is a program, System of Care, that collaborates with area high schools to provide preventative intervention for juvenile offenders who have engaged in behaviors that could be considered a “crime,” but the youth are considered low-risk. Rather than having the youth move through the juvenile justice system, System of Care works with the youth and their families with community-based services to address underlying issues and promote positive behavioral changes. The Eau Claire Meals on Wheels program collaborates with Chippewa County with the use of the Chippewa County nutritionist and by selling meals to Chippewa County. Chippewa County meal recipients who live close to the Eau Claire-Chippewa border may have their meal delivered by an Eau Claire driver. Within the county there are inter-departmental collaborations, for example with the Sheriff’s Office and the Department of Human Services: there may be a social worker riding along with patrol; a crisis worker in the jail who helps to deescalate new bookings; and a crisis team who act as a liaison with the sheriff’s office. As for engaging with my constituents, I maintain am active and visible presence in this community. My neighbors know me. The city administrator and city council members know me. I am on the Altoona Library Board and see many people at the library. Even though Altoona is growing, it maintains a “small town” feel and is very friendly."
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: "According to the Wisconsin Counties Association, Eau Claire County has maintained a steady, but relatively small, increase in employment over the last five years. As an employer, county government must project a positive work environment to attract qualified, efficient staff. The current director in Human Relations has done a good job over the last few years with retention, and the county in general is seeing less turn over than previously. A goal in the county strategic plan is for Eau Claire County to be identified as a positive and rewarding workplace. In general, the workforce in the county is stable, and the population is growing. Eau Claire is an attractive place to live and raise children. As well, the county maintains one of the lowest county property tax mill rates in Wisconsin, yet still provides essential mandated services. The county has grown steadily due to net new construction. The challenge is to find qualified staff. Eau Claire County collaborates with the Eau Claire Economic Development Corporation, and has recently created an Economic Development Committee to review progress of the economic development and to provide assistance. I am a member of the Economic Development Committee. The committee assesses county property that could be sold and used for development purposes."
Housing Availability: Housing affordability and availability are vital for our work force 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: "While there is an Eau Claire County Housing Authority, technically housing is not a function or a mandate of county government. Nonetheless, the county recognizes that the unhoused population applies additional pressure on human services programs, and the county encourages municipalities to expand affordable housing. For example, the City of Altoona extended its tax incremental district for a year to use the additional increment for affordable housing as permitted by statute. This will provide significant funding for housing development in Altoona. A study was done recently of county owned property that was not park or county forest. The primary intent was to locate any county property that could be developed for industrial use. The parcels were not reviewed for possible housing development. As a supervisor and a member of this community, I follow the Dairyland Housing Coalition as well as the Balance of State Continuum of Care. I attend many of the meetings and have been available to staff if they have questions. Regarding zoning, much of that property is privately owned and the zoning is based on whether it is suitable as farmland."
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: "Except for a two-year period, when I took a voluntary break, I have been Chair of Finance and Budget Committee for more than ten years. It is important to understand that the county has an operating levy of just over $40 million. Additional revenue is from outside sources, primarily state and federal funding and grants. The Sheriff’s Office, which includes operating the jail, makes up the largest percentage of operating levy, receiving about $16.5 million or about 40% of the total operating levy. The Sheriff has few other revenue options. The Department of Human Services, while it is a $45 million dollar operation, receives about $9.5 million, or about 12% of the county operating levy, and the remainder from primarily state and federal funding. Together the Sheriff’s Office and the Department of Human Services comprise close to 70% of the county’s total operating levy. The remaining $15 million has to be apportioned among the other departments, including the courts, highway, information services, facilities, and administration. Some departments are revenue generating such as Parks and Register of Deeds. When considering spending priorities the first consideration is whether or not a program is mandated. For example, the federal Older Americans Act (OAA) mandates counties to distribute nutrition (i.e. meals on wheels) to home bound individuals over the age of 60 in an effort to keep them in their homes. The OAA also has a requirement for elderly socialization, which is accomplished through congregate meal sites. Eau Claire County served 91,000 meals on wheels and 11,000 congregate meals in 2025. The county kitchen made over 100,000 meals, more than 450 each day for Eau Claire residents. Similarly, the Highway Department commits to resurfacing X miles of roads each year. There are multiple sources of funding, including state and federal funding. However, as the cost of petroleum rises, the cost of asphalt rises, precluding the Highway Department from meeting its objectives. Some designated roads may not get resurfaced due to increased cost of materials. Non-mandated programs must be carefully reviewed to determine if the program reduces pressure on mandated programs. For example, Criminal Justice Services offers alternatives to incarceration reducing the pressure on the county jail. While the cost to operate the jail is flat regardless of the number of inmates, if the number of inmates exceeds the capacity of the jail, then the Sheriff may have to send inmates to other counties, which is a direct cost. Clearly it is in the Sheriff’s interest to keep the number of inmates below the capacity of the jail. The Criminal Justice Services also maintains a dash board of the jail demographics. County tax levy, by state statute, is relegated to 0% increase, except for increase based on net new construction. Tax levy will remain flat, but as the cost of services increase, additional pressure is placed on departments to suggest ways to trim their budget. Departments will have to look for creative ways to increase revenue, for example the Juvenile Detention Center has a 180day program that is heavily utilized by other counties at a daily rate. As well, the Meals on Wheels program sells 130 meals per day to other counties."
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 Eau Claire County board is committed to a healthy and vibrant economic environment. To that end, the county started an Economic Development Committee, which I serve on. The committee seeks to attract new businesses and expanding existing businesses. Additionally, the county made a commitment to have broadband installed throughout the county. A broadband committee was created, and the project was awarded $2.8 million of American Rescue Plan funding as well as an additional $350,000 for digital inclusion. The intent was to have broadband installed in all regions of the county with a focus on the eastern segment of the county. As a supervisor and chair of finance, I continue to support all levels of economic expansion, especially in the rural areas."
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: "It is important to distinguish between county operating levy and revenue from outside sources. The Department of Human Services receives about $9.5 million in county operating levy or about 20% of its total budget of about $45 million. The remaining revenue in DHS is primarily from state and federal sources after services are delivered. With regard to addressing mental health and drug crises, including crisis in among the jail population, the opioid settlement funds are being used carefully and wisely to assist managing those programs. There has been some expansion of mental health crisis, including with additional staff. Comprehensive Community Services (CCS) is integral in treatment programs, although CCS must be voluntary and cannot be court ordered, so an individual will have to choose to obtain mental health services. As for the senior population, the county is committed to keeping seniors in their homes for as long as possible. Options counseling, fall prevention, strong bones classes are all implemented with the intent of keeping seniors healthy and independent for as long as possible. Veterans Services currently has three professional staff dedicated to providing benefit options and services to veterans. As well, the Veterans Services has mental health specialists who are trained and dedicated to therapy for veterans."
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