March 12, 2025
When: Tuesday, April 1st, 2025, polls open 7:00am - 8:00pm. Find your voting location at myvote.wi. There will also be in-person absentee voting in your municipal clerk’s office on weekdays, March 18 - March 30, 2025.
What It's About: There are seven candidates for five open At-Large Eau Claire City Council seats, including incumbents Charlie Johnson, Larry Mboga, and Joshua Miller; along with newcomers Nate Otto, Mary Catherine Partlow, Ethan Reed, and Philip Swanhorst. Incumbents Kate Felton and Roderick Jones are not seeking reelection.
The City Council also has five district seats, which will be up again in 2027, and the City Council President, which will be on the 2026 ballot.
Click here for information about other races on the Spring ballot
The Chamber's role: Although the Chamber is active in policy issues, it is non-partisan and does not endorse political candidates. We do provide information, in the candidates' own words, to help voters make informed decisions. For the competitive Eau Claire City Council race, we are providing two resources:
1) Candidate Sit-Down Video Interviews
All seven candidates sat down for five-minute interviews with Chamber VP Governmental Affairs Scott Rogers to tell us why they're running and what their priorities would be if elected.
Click here to view the videos (Eau Claire Chamber YouTube channel)
2) Good Government Council Questionnaire
The Chamber's Good Government Council (GGC) is a subcommittee of its Governmental Affairs Committee dedicated to encouraging voter participation and providing members of the business community with non-biased information about candidates’ positions on important local economic issues. Each answer was limited to 150 words.
Continue reading to see the candidates' responses...
Q1. What are your background and qualifications and, if elected, what will be your top three priorities during your term on the City Council?
Larry Mboga
As a community activist and current city council member, I possess a background in community organizing, with over 2 years of experience in local government. I have participated in various leadership programs focused on enhancing civic engagement. I have a proven track record of collaborating with diverse community groups to address local issues and advocate for effective policies that benefit our residents. I am committed to addressing Affordable Housing, Public Safety, Homelessness and suitable Development.
Mary Catherine Partlow
Community Advocate, Head Start Parent President in Wisconsin, Student Senate at CVTC, BS from UW Stout, HDFS Minor VocRehab and Currently Executive Director of a Non- Profit "The Garden Growing a Community"
Focus on community and state engagement , affordable housing and Fiscal responsibility
Charlie Johnson
I moved to Eau Claire in 2016 to attend UW-Eau Claire, where I served as Student Body President my senior year. I helped launch the Sonnentag Center student referendum, and lobbied for funding for the new science building. Since then, I’ve built strong relationships with community and business leaders. For the past three years on the City Council, I’ve supported initiatives addressing PFAS contamination, housing affordability, and responsible development. If re-elected, my top priorities will be:
1. Lobbying for increased Shared Revenue – Eau Claire deserves its fair share of state funding (our tax dollars) to support infrastructure, parks, public transit, and safety services.
2. Expanding housing supply and affordability – Smart growth can address both affordability and homelessness.
3. Promoting responsible economic development – Supporting businesses and attracting investment to strengthen our local economy.
Nate Otto
I am a public school teacher with a masters degree in public policy and two years of experience serving on the Eau Claire County Board. I was raised in Eau Claire, and have watched our community renaissance first-hand. If elected, my top priorities are sustainable growth, housing affordability and restoring industry and healthcare to our city.
Joshua Miller
I am a member of the Eau Claire City Council finishing my first term. Prior to that, I served for 6 years on the Waterways and Parks commission. One priority is to foster strong ties with our city partners. The process of DECI becoming separate from the city has had some bumps along the way as has the relationship with the BIDs. I have talked with members from both groups and will work to ensure we reach a common understanding. Another will be to continue to address the issue of unhoused residents. I am excited to see the Eau Claire community working together through the Eau Claire Homelessness Coalition, the soon-to-open Community Resource Center, and the new street ambassador program. A third priority will be the zoning overhaul. After ten Zoning Committee meetings, the code will be presented this summer for community feedback. Eau Claire will continue to be one of the fastest-growing area of the state. A modern, forward-looking zoning policy will help us maintain our growth.
Ethan Reed
I’ve spent my career solving problems, first in IT and later as a labor advocate, working to make systems fairer and more effective for working people. As a union steward, I fought for fair wages and workplace protections, and I’ve worked at the local, state, and national levels to hold decision-makers accountable. Now, I want to bring that experience to the City Council. My top priorities are housing, infrastructure, and the local economy. We need more affordable and accessible housing so working families, seniors, and young professionals can live here without being priced out. I want to make our streets safer and more connected, whether you're driving, biking, or walking. Finally, I’ll support policies that help small businesses thrive and keep our local economy strong.
Philip Swanhorst
A lifetime of working in and around government at all levels and a retired city of Eau Claire employee. My priority's are helping the unhoused off the streets, to provide for quality education and nutrition for all of our children.
Q2. How could the City improve its collaboration and partnership with other entities in the community, including civic organizations, other local governments, nonprofits, and private businesses?
Larry Mboga
The City could improve its collaboration and partnership with various community entities by Establishing Regular channels(creating formal pathways through regular, meetings , forums and workshops can foster culture of collaboration)
Encouraging Public -private sectors partnerships(actively seeking partnerships with private businesses can lead to innovation solutions for community issues job creation and infrastructure development
Mary Catherine Partlow
Take the time to listen with an open mind, and understand that all voices are important and life experience matter. Understanding that people don't always communicate in the same way.
Charlie Johnson
The city should serve as both a resource and a partner, empowering businesses, organizations, and other entities that drive community prosperity. I see the city’s role as a facilitator of success, ensuring businesses, entrepreneurs, and developers have the support they need. Collaboration starts with being a strong community partner. Eau Claire has innovative businesses and organizations that, when supported by local government, can be an engine for success. To strengthen partnerships, the city should:
• Host regular stakeholder meetings to foster open dialogue.
• Streamline processes like permitting and development to encourage growth.
• Leverage public-private partnerships to support housing, infrastructure, and economic development.
• Enhance communication so organizations can easily access city resources.
By improving engagement, reducing unnecessary hurdles, and fostering collaboration, Eau Claire can remain a place where businesses and organizations grow, invest, and succeed.
Nate Otto
Step One is recognizing that the City of Eau Claire is one component of a single community, the Chippewa Valley. We are the largest single voice, but we are not the only voice. Step Two is to highlight our mutual interests. Acknowledge that, for example, River Prairie benefits Eau Claire despite being in Altoona and that the Sonnentag Center benefits Lake Hallie despite being in Eau Claire. Step Three is to build informal personal connections with cross-agency leaders. “Water cooler talk” makes companies more collaborative and innovative. It has measurable value.
Joshua Miller
There are many facets to improving collaborative efforts: prioritizing clear communication, establishing shared goals, defining roles and responsibilities, fostering a culture of trust, and actively listening to understand different perspectives. Every person or group has its own goals, points of view, and inherent biases. Overcoming these differences is one important way to improve collaboration between any two parties. City Council needs to set the policy directive to ensure all stakeholders in the city are positively working towards the goal of meeting the needs of the city.
Ethan Reed
Eau Claire is at its best when we work together. The city should take a more active role in building relationships with local organizations, whether it’s working with nonprofits to address housing and social services or collaborating with businesses and schools to grow our workforce. I believe in making partnerships easier by cutting unnecessary red tape and improving communication. The city should be listening to businesses, community groups, and regional leaders to align goals and resources. We also need to ensure that small businesses and underrepresented communities have a seat at the table, not just large institutions.
Philip Swanhorst
Collaboration is at the core of my philosophy. As a member of many civic and community organizations in the Chippewa Valley I will bring the spirit of collaboration to the council.
Q3. What is the role of City Council in guaranteeing the proper administration and responsible fiscal management of the City?
Larry Mboga
The City Council plays a critical role in guaranteeing the proper administration and responsible fiscal management of the City through several key functions; Legislative Oversight, the legislative oversight ensures that policies align with the community's needs and priorities, promoting transparency and accountability in government Legislative Legislative Oversight
Budget Approval and Monitoring( One of the Council's primary responsibilities is to review, modify, and approve the City’s budget
Fiscal Policy Development(The City Council establishes fiscal policies that govern how the City manages its finances)
Public Engagement and Transparency( Engaging with the community is essential for responsible fiscal management. The City Council should promote transparency by providing accessible information about budget processes and financial decisions.
Mary Catherine Partlow
Independent budget audits. With this in place people are able to see where spending goes and what needs to change if necessary It also alleviates the chance of fraud and wasteful spending
Charlie Johnson
As a council, we play a key role in guiding Eau Claire’s future by making strategic decisions that impact everything from infrastructure and public safety to housing and economic development. Our job is to create policies, approve budgets, and provide oversight to ensure that Eau Claire remains financially stable and well-managed over the long term. We’re responsible for striking the right balance between meeting the city's immediate needs and ensuring its long-term financial health. This means using taxpayer dollars wisely to improve the quality of life for residents and create opportunities for economic growth. Through careful planning and responsible governance, we’re committed to making Eau Claire a great place to live, work, and invest in.
Nate Otto
The City Council being the representatives of the taxpayers. It's role is to set big-picture goals for the administration, to relay information from the administration to the public, and to keep the administration accountable. Eau Claire, like any city our size, is an interconnected web of stakeholders. Each group of stakeholders - be it the city government, the voters, the business community, law enforcement, etc. - has slightly different needs and a slightly different vision for the city. The City Council is at the center of this web, so it hast to seek the balances between these competing needs and visions.
Joshua Miller
The members of the City Council are stewards of the city; we manage the affairs on behalf of the resident. I must ensure that for my time in office, the financial affairs of the city are healthy and in order. The budget cycle is started on an annual basis by the Finance Director’s office with input from the City Manager. However, the City Council is kept abreast of the progress. We are given early and frequent updates on the budget. The professionals in the finance department do the daily work of budgeting, but having the City Council involved from the beginning is important. It’s easier to give policy directives during the planning stages than try to make major changes as we approach the end of the cycle. City Council has the responsibility to review, debate, and ultimately approve the city's annual budget, but we do so only after having many rounds of public hearings and comments to ensure that the wishes of the residents of Eau Claire are represented in the final budget.
Ethan Reed
City Council’s job is to ensure taxpayer dollars are being used efficiently and effectively. That means setting a clear vision for Eau Claire’s future, making smart investments in infrastructure and services, and holding the city accountable for results. I believe in a budget that prioritizes long-term growth. We need to fund essential services like public safety, transportation, and housing while being responsible with spending. Transparency is key, and the public should have a clear understanding of where their money is going. We also need to be proactive in finding funding sources, whether through state and federal grants or smart partnerships that bring in outside investment.
Philip Swanhorst
Provide the guidence for city staff to ensure that spending matches the desires of the voters.
Q4. What should the City’s relationship be with Visit Eau Claire? Do you prefer marketing tourism for the Eau Claire community through Visit Eau Claire or the newly proposed tourism commission? Please explain.
Larry Mboga
The City’s relationship with Visit Eau Claire should be one of collaboration and support, recognizing the organization’s vital role in promoting tourism and enhancing the local economy. Visit Eau Claire has established itself as a key player in marketing our community, attracting visitors, and showcasing the unique cultural, recreational, and historical offerings of Eau Claire.
Mary Catherine Partlow
I think there should be a working relationship with this department and also I believe at this point we start there and also looking for new ways.
Charlie Johnson
The City of Eau Claire benefits from a strong partnership with Visit Eau Claire. A well-supported VEC plays a crucial role in promoting our city as a vibrant place to visit, live, and invest. Tourism brings economic benefits to local businesses and the hospitality industry, making it essential to have a strong destination marketing organization. Their expertise helps ensure Eau Claire is positioned as a premier destination, attracting visitors and potential new residents alike. Because the City of Eau Claire provides the majority of Visit Eau Claire’s funding, we have a vested interest in its continued success. Rather than diverting resources toward a new tourism commission, we should focus on strengthening our collaboration with Visit Eau Claire. I do not support the creation of a tourism commission, and if re-elected, I will continue to advocate for a strong partnership as the best way to market our community.
Nate Otto
Visit Eau Claire has some organizational issues, I think creating a tourism commission is drastic. It is best to work with Visit Eau Claire to help them back toward their multi-decade path of success. It has been said that a tourism commission wouldn’t mean the end of Visit Eau Claire; but if that is the case, then our town would have two organizations with one overlapping role.
Joshua Miller
Visit Eau Claire has a long history of positive economic impact that benefits both tourism revenue and the larger local economy. The city should continue to utilize the expertise that Visit Eau Claire has as our Destination Marketing Organization. To this end, the city and Visit Eau Claire should work to reach a new long-term contract that will provide stability to this partnership. This will ensure that Eau Claire continues to be a tourism hub of western Wisconsin. I do not support the idea of a tourism commission being created. I cannot envision a scenario in which a tourism commission would help Eau Claire achieve better activism or reach than Visit Eau Claire currently provides.
Ethan Reed
Visit Eau Claire has played an important role in promoting our city, but there’s always room to make tourism efforts more effective. I’m open to new ideas, including a tourism commission, as long as it improves coordination and benefits both visitors and residents. Tourism should support our local businesses, arts, and cultural events while also ensuring that Eau Claire remains a great place to live. Whatever model we use, we need clear accountability and a strong focus on local input. The goal should be to grow Eau Claire’s visibility in a way that strengthens the economy and enhances the community for everyone.
Philip Swanhorst
Council should be a part of the conversation to determine how the city is marketed, and perceived by the Chippewa Valley and beyond.
Q5. What should be the City’s approach to addressing downtown issues such as parking, Business Improvement Districts, and the unhoused population?
Larry Mboga
Addressing downtown issues like parking, Business Improvement Districts (BIDs), and the unhoused population requires a comprehensive, collaborative approach. Here are some strategies (1) Shared Parking- Collaborate with businesses and residential areas to create shared parking agreements, maximizing usage during off-peak hours. (2) We should support BIDs -Community Engagement. Encourage local businesses and community members to participate in BID planning and decision-making to ensure needs are met. (3) Data-Driven Decisions-Collect and analyze data on parking usage, BID performance, and homelessness to inform policy and resource allocation. (4 )Education and Outreach, Public Awareness Campaigns, Educating the public about downtown resources, including parking options and services for the unhoused residents.
Mary Catherine Partlow
I believe that this will be a uphill battle due to the mismanagement to this point. Parking should of been dealt with before all of the building that has happen. Yet on that note when the bus station is finally finish, where the current area that is being used for the busses, I believe that should be a location for a parking ramp . Another Idea would be better signed for parking in the downtown. This would put parking on each end of the downtown and there is also one in the middle. Business improvement will be something I will discuss with them on how we could look into ways to help them become more successful. I am currently working on a solution to help with the homeless situation in our downtown with my non-profit . The main point is talking to the communities that are being effected like the homeless and the business community and bringing them in to the conversation and working together on finding a solution.
Charlie Johnson
The City’s approach to parking, Business Improvement Districts, and the unhoused population should focus on collaboration with local businesses, nonprofits, and community organizations.
1. For parking, the City should work with downtown businesses to explore solutions that meet both resident, business owner, employees, and visitor needs.
2. With BIDs, the City should support and strengthen collaboration between the BIDS and the City to ensure our districts thrive, addressing cleanliness, safety, and aesthetics through shared responsibility.
3. The city has allocated almost $2 million, but addressing homelessness long term will require a community-wide effort. This includes partnerships with the many organizations in our area to provide resources and housing, along with strategic planning to ensure that downtown remains accessible to everyone.
By working together, we can create sustainable solutions that meet the needs of all stakeholders and foster a vibrant and inclusive downtown.
Nate Otto
Let's first remember that parking is not just a downtown issue. Every ward has parking issues that need to be addressed. I think making Farwell Street more walkable, more crossable, is the best single action for improving downtown parking, as this removes a barrier to downtown pedestrian flow. For the BIDs, I see a level of distrust. The city government can be the first to offer an olive branch. It can show the BIDs in raw form what limitations the city government is facing when making policy choices. From there, we can reset the dialogue. The solution to the unhoused population begins with acknowledging their inherent worth and dignity as human beings. We can also understand that there are different types of unhoused people with different needs. By addressing affordable housing, we can reduce one type of homelessness; by addressing chemical dependency, we can reduce another type. While Housing First shows significant potential, we must consider scalability for a city our size.
Joshua Miller
It is essential that any decision that impacts downtown has input from businesses and community members who frequent the downtown area. Parking: The city has officially received the parking study. This will serve as a starting point for discussions on what direction. Around 10 community input sessions are planned to navigate this process. BIDs: City Council has passed a resolution in support of Eau Claire BIDs. It encourages collaboration in service of downtown businesses, patrons, and visitors of Eau Claire. This directive lays the framework for a shared vision as the BIDs work to update their operating plans. Unhoused Population: My comments in Q1 cover this but I will highlight the Eau Claire Homelessness Coalition here. Having the Chamber of Commerce as an integral member of this coalition is essential to its success. Local businesses working to address the unhoused problem will be a huge asset as they have more experience with the issue than most other people in the city.
Ethan Reed
Downtown is the economic and cultural center of Eau Claire, and we need to ensure it remains vibrant, accessible, and welcoming for everyone. Business Improvement Districts (BIDs) are essential for supporting local businesses. They fund events, beautification, and marketing that individual businesses couldn’t afford alone. The city should continue supporting BIDs while ensuring they remain responsive to business owners and the community. Parking solutions should be practical and balance the needs of visitors, businesses, and residents. We should maximize existing parking before investing in costly new structures. Addressing homelessness requires real, long-term solutions. Expanding access to housing, mental health services, and job programs is key. Simply pushing people out of sight doesn’t solve the problem—we need compassionate, effective strategies.
Philip Swanhorst
Parking is a collaboration between local business and the city to ensure that the public can easily access downtown and its businesses without losing the charm of downtown. Balancing the needs of local business and the community is the chief responsibility of local government.
Posted by Gigi Galdamez Governmental Affairs Intern
galdamez@eauclairechamber.org