March 19, 2026

The La Crosse County Board took significant action during its March meeting, approving salary increases for two key elected officials and adopting a sweeping new compensation system designed to bring county employee wages closer to market rates.

The decisions represent one of the most substantial updates to the county’s pay structure in recent years and will affect hundreds of county employees beginning this spring.

Salary Increases Approved for Elected Officials

The board unanimously approved salary adjustments for two constitutional offices — the Clerk of Courts and the Sheriff — for the 2027–2030 term.

For the Clerk of Courts, the salary will rise gradually over the four-year period:

• 2027: $100,469
• 2028: $103,483
• 2029: $106,588
• 2030: $109,821

The Sheriff’s salary will increase as follows:

• 2027: $142,642
• 2029: $147,951
• 2030: $152,389

The total projected cost for these adjustments in 2027 is relatively modest — $6,988 in salary increases and $1,346 in fringe benefits, which include Wisconsin Retirement System contributions, FICA, and Medicare.

County Adopts New Employee Compensation System

In a much larger move, the board voted 26–3 to approve a new countywide employee compensation plan, which will take effect April 13, 2026.

The updated system introduces an 11-step pay scale for county employees and includes one-time supplemental payments to ease the transition:

• $1,000 for full-time employees
• $800 for part-time employees
• $200 for employees working less than part-time

These supplements will apply to employees working as of April 26, 2026, though certain positions — including elected officials, the County Board Administrator, seasonal state employees, and the Drug Task Coordinator — are excluded.

The estimated cost for 2026 is $2,392,322 in salary and fringe expenses, which county officials say can be absorbed within the current budget.

A Market-Based Approach to Pay

County Administrator Jane Klekamp explained that the compensation plan was developed with the assistance of a consulting firm with two decades of experience in compensation analysis.

Each job classification underwent a detailed evaluation using a methodology that analyzed eight key factors, including:

• Education requirements
• Work experience
• Supervisory responsibilities
• Collaboration demands
• Decision-making authority
• Knowledge and skills
• Level of independence
• Working conditions

The county also conducted a custom survey of local public employers and reviewed national salary data from organizations such as the Economic Research Institute.

According to Klekamp, the goal was to build a compensation structure grounded in data.

“Every job was evaluated with the Segal evaluator,” Klekamp told the board, emphasizing the structured approach used to determine pay levels.

Employee Concerns Raised

Leading up to the vote, several county employees — particularly within the Aging and Disability Resource Center (ADRC) — emailed supervisors with concerns about how the changes might affect their positions.

Klekamp assured the board that no employee would see a reduction in pay under the new structure.

One supervisor reiterated that point during the meeting, explaining that even if job classifications were adjusted:

“Everybody who’s in current positions will not see any type of demotion or reduction in pay.”

Debate Over Merit Pay

One of the most spirited discussions during the meeting centered on the absence of merit-based raises within the new system.

Some supervisors argued the step structure rewards longevity rather than performance, meaning high-performing employees could receive the same increases as those doing the minimum required.

Others pointed out that earlier pay scales were technically merit-based but in practice advancements occurred almost entirely based on time in position.

Klekamp acknowledged that implementing a true merit-based system would require significant training and structural changes for supervisors and managers — something that was not part of the original directive given to staff when designing the new plan.

Still, she stressed that the system will continue to evolve.

“It is not set in stone,” she said, noting the board plans annual reviews to address inflation, pay compression, or other labor-market challenges.

Appeals Process Coming

To address classification concerns, the county will create a formal review process allowing employees to appeal their job classifications if they believe their roles were incorrectly evaluated.

Klekamp indicated that process could be available within the next six months.

Wages vs. Benefits

Another point raised during the meeting was that the compensation overhaul focuses only on wages, not benefits.

Currently, La Crosse County pays approximately 88% of employee health insurance premiums, with employees covering the remaining 12%.

Klekamp noted that benefits have traditionally been handled separately from wage adjustments, although a team is currently reviewing the county’s benefits structure.

Moving Forward

Despite some lingering concerns, most supervisors ultimately supported the plan.

Several pointed out that without adopting the new system, county employees would likely receive no raises in 2026.

Others noted that while merit-pay systems can sound appealing in theory, they often create workplace tension and dissatisfaction.

For now, county leaders say the new compensation framework is intended to help La Crosse County remain competitive in recruiting and retaining employees in a tight labor market.

The plan will take effect this spring, with its long-term impact likely to become clearer as the board reviews and refines the system in the years ahead.