Two candidates will appear on the Aug. 11 partisan primary ballot for Pierce County Sheriff: Incumbent Chad Koranda and current Pierce County Patrol Sgt. Mike McFadden, both of whom are running as Republicans.

While many people view the sheriff position as nonpartisan, the State Constitution requires sheriff candidates to register under a specified party affiliation because they share the ballot with other partisan candidates for federal races.

Koranda has been employed full-time with PCSO since April 2005. His entire law enforcement career has been spent with Pierce County. He started as a dispatcher and jailer and worked his way up to patrol sergeant during previous sheriff Nancy Hove’s tenure. He was also the department’s Use of Force Instructor, otherwise known as DAAT Instructor (Defense and Arrest Tactics).

His resume includes being a member of the county’s Emergency Response Unit and a search specialist with Project Lifesaver. He’s certified to instruct general patrol and jail curriculum and he served in the DARE Officer position for eight years. Pierce County citizens elected him sheriff in 2022, when he ran unopposed.

McFadden became a patrol deputy with the Pierce County Sheriff’s Office in January 2024. Since that time, he has been promoted to sergeant on the night patrol shift. He is also a member of the Emergency Response Unit team, a field training officer, a Taser instructor and one of the few law enforcement certified phlebotomists in the state.

The Journal sent the same questionnaire to each candidate, inspired by a Pierce County resident who sent questions to the newspaper and candidates that she wanted answered prior to voting.

Here are their responses, in alphabetical order.

Chad Koranda (i)

Residence: River Falls

What leadership experiences involving supervising employees, managing teams, or leading an organization have best prepared you to lead the Pierce County Sheriff's Office? How have those experiences shaped your leadership philosophy?

Leading this office means understanding that our employees are union members, parents, spouses and neighbors. It also means recognizing that every major initiative requires collaboration with the Pierce County Board. My leadership philosophy is simple: listen, build partnerships, make difficult decisions, and never stop learning or working to improve.

Over the past 24 years with the Pierce County Sheriff's Office, I have had the opportunity to lead at every level of the organization. As Sheriff, I oversee daily operations, manage personnel and budgets, and work closely with the Pierce County Board to provide effective public safety services.

One of my greatest leadership challenges has been addressing staffing and retention during one of the most difficult hiring environments law enforcement has faced. Working with employees, county leaders, and the Law Enforcement Committee, I have advocated for improved wages, additional staffing, and innovative solutions such as my Proposed Temporary Overhire Policy. These efforts required balancing the needs of employees, taxpayers, and the county budget.

I have been in the Sheriff's chair. I have the record to celebrate and the record to critique. I am proud of our successes, and I have learned from our setbacks.

Recruitment and retention continue to be challenges for many law enforcement agencies. What specific steps would you take to recruit qualified employees, retain experienced staff, and foster a positive workplace culture?

Recruitment and retention are not challenges I plan to address—they are challenges I have been addressing since my first day as Sheriff. I took office with multiple vacancies, including my two highest-ranking positions, both of which I filled by promoting talented employees from within. In fact, the national average of resignations rose 55.9% and retirements increased 33.5 %. This is not a problem unique to Pierce County.

Recruitment starts by building relationships. I partnered with Chippewa Valley Technical College's River Falls campus to connect directly with criminal justice students before they graduate. I have served on mock interview panels, participated in selecting the Criminal Justice Program Director, and worked with the University of Wisconsin–River Falls to establish an internship program. I have also encouraged members of my command staff to teach at CVTC and have never hesitated to loan our instructors to neighboring agencies because strengthening the profession benefits everyone.

Retention is far more difficult. Pay and benefits are consistently the biggest factors in retaining employees, but those decisions are ultimately made by the County Board through the budget process. While I don't control employee compensation, I have consistently fought to improve wages, job classifications, staffing levels, and working conditions, and I will continue to advocate for our employees whenever those decisions are made.

Beyond compensation, I have worked to strengthen our culture through initiatives like our peer support program, a Sheriff's Office family potluck, Thanksgiving meals that I personally purchase for staff working the holiday, and a Christmas tradition where I give every employee a leadership or professional development book with a handwritten inscription. I’ve said it in committee meeting minutes and to everyone that the door to my office is always open.

Not every initiative is embraced by everyone, and that's okay. For every five people who appreciate the attempt there will be five that don't. That is why I always have to remind myself to stay committed and keep trying. I will continue looking for new ways to recruit outstanding people, support those who serve here, and build an organization where employees can build rewarding careers.

Throughout your campaign, you emphasize integrity, trust and servant leadership. How would those values translate into measurable outcomes for employees and the citizens of Pierce County?

My emphasis has been on creating lasting relationships with all community partners. It is the foundation of the Sheriff’s Office. Whether it’s the Pierce County Tavern league, business owner or the UWRF Falcon football team the office of Sheriff is the communities’.

You have spoken about restoring public confidence in the Sheriff's Office. What specific initiatives or changes would you implement to strengthen trust and accountability if elected?

We have great people working here that are doing the job every day and night. A better question would be if there is a person who believes restoring is necessary, have they come into the office to speak with me. The office of Sheriff is the people’s and they are welcome here anytime. In addition, I answer to the Law Enforcement Committee and County Board and they have never mentioned any issues with public confidence.

What do you believe is the most significant public safety challenge currently facing Pierce County, and what strategies would you implement to address it?

The greatest public safety challenge facing Pierce County is ensuring we have the people, partnerships and resources necessary to meet the growing and changing demands of our communities. Public safety today is more complex than it was even a decade ago. We are responding to mental health crises, substance abuse, cybercrime, financial scams, increasing service calls and the expectations of a growing county—all while law enforcement agencies across the nation continue to face staffing challenges.

My approach has been to address these challenges through collaboration rather than working in isolation. I have strengthened partnerships with local police departments, fire and EMS agencies, schools, the District Attorney's Office, neighboring counties, and state and federal partners. I have also worked closely with the Pierce County Board to advocate for the staffing and resources our employees need to serve the public effectively. One recent example is a county wide school safety meeting I organized with Superintendents from each school district and local Police Chiefs.

Moving forward, I will continue investing in recruitment and retention, using technology to improve efficiency, supporting specialized training, and maintaining strong relationships with our community partners. No single agency can solve today's public safety challenges alone.

As Sheriff, my goal is to ensure the Pierce County Sheriff's Office remains professional, adaptable, and prepared to meet whatever challenges come next while continuing to provide the level of service our residents expect and deserve.

A number of veteran officers have left the PCSO, as they have stated on social media, citing disagreements with how things are run, drama and lack of accountability. What do you say about that? 

Again like I said before this is not an issue that is unique to Pierce County.

Law enforcement is a profession where people have strong opinions, and I respect that not everyone will agree with my leadership or every decision I have made. Some former employees have chosen to share their experiences publicly, and those were their experiences.

As for the accusation of "drama," I think it's important to recognize that airing disagreements on social media often creates more drama than it solves. Real issues are best addressed through honest conversations, constructive feedback, and a willingness to work together—not through Facebook posts. My door has always been open to employees, and I have welcomed constructive criticism because that's how organizations improve.

People also need to understand that decisions within a Sheriff's Office are rarely as simple as they appear from the outside. Many personnel decisions involve labor contracts, union representation, legal considerations, county policies, and operational needs. Every employee has the right to union representation, and those protections are an important part of the process. As Sheriff, I am responsible for considering all of those factors before making a decision. Employees only see the outcome, they are not privy to every discussion, legal consideration, or obligation that led to it.

Leadership requires accountability. I have made decisions that were unpopular, and I have learned from mistakes along the way. I have never claimed to be perfect. I have been in the Sheriff's chair, and I have the record to celebrate and the record to critique. Every decision I make is based on what I believe is in the best interest of the Sheriff's Office, our employees, and the residents we serve.

At the end of the day, my responsibility is not to win arguments on social media. It is to lead the Sheriff's Office with fairness and professionalism. I will continue listening, learning, and making decisions based on all of the facts—not just the ones that are visible to the public.

Building relationships with community partners is an important responsibility of the Sheriff's Office. How would you develop and maintain partnerships with local law enforcement agencies, county departments, schools, businesses, and community organizations, and how would those relationships benefit the Sheriff's Office and the citizens of Pierce County?

Strong partnerships are essential to effective law enforcement. No single agency can meet every public safety challenge alone, and the relationships we build directly benefit the citizens of Pierce County.

As Sheriff, I have made collaboration a priority by strengthening relationships with local law enforcement, fire and EMS agencies, schools, county departments, neighboring sheriff's offices, and state and federal partners. Those partnerships have improved communication, expanded training opportunities, and allowed us to share resources more efficiently.

One example is bringing the River Falls Police Department onto the countywide records management and mobile data systems. This was a project discussed since I joined the Sheriff's Office in 2005, but through persistence and collaboration we finally made it happen. Today, officers have better access to information, improving both officer safety and service to the public.

We also established a regional dive team partnership with Goodhue County, Minn., allowing both agencies to share personnel, equipment, and expertise while improving emergency response and reducing costs.

I am also proud of our new Sheriff's Office mobile app. Developed in partnership with multiple county departments, it provides residents with emergency alerts, road closures, public safety updates, and important county information in one convenient location.

Most recently, we partnered with Pierce County Human Services to prepare meals for the Meals on Wheels program in the jail kitchen. This collaboration uses existing county resources to better serve our seniors while providing meaningful work opportunities within the jail.

These partnerships demonstrate my leadership philosophy: work together, share resources, and find innovative solutions that improve public safety and provide better value to the taxpayers of Pierce County.

If elected, what specific accomplishments or measurable goals would you expect residents to be able to evaluate at the conclusion of your term?

At the end of my next term, I want the citizens of Pierce County to judge me by measurable results, not campaign promises.

First, I want the Sheriff's Office to be fully staffed and positioned for long-term success. Thanks to the support of the County Board, we were recently approved for two additional courthouse security positions, and with several part-time recruits currently attending the academy, we are approaching full staffing. My goal is not only to maintain those staffing levels but to continue improving recruitment, retention, and employee development.

Second, I want to ensure a successful transition into the new Pierce County Courthouse. Moving an entire Sheriff's Office operation into a new facility is a once-in-a-generation opportunity and challenge. I want residents to see a courthouse that is safe, efficient, and provides excellent service from day one.

Another priority is leadership development and succession planning. Chief Deputy Gilles, Patrol Lt. Thoms, and I have reached a point where we work exceptionally well together, and I believe we have built a strong leadership team. Over the next four years, I want to build on that momentum by preparing the next generation of leaders. That means mentoring employees, expanding leadership opportunities, and sending qualified staff to advanced programs such as the FBI National Academy and other executive-level training. My responsibility is not just to lead today, but to ensure the Sheriff's Office is stronger when the next Sheriff takes office.

Finally, I want to continue building partnerships and improving technology that directly benefit the public. Whether it is expanding regional partnerships, improving communication through our Sheriff's Office app, or finding innovative ways to better serve our community, I want the Sheriff's Office to continue moving forward.

Mike McFadden

Residence: Beldenville (Trimbelle Township)

Age: 49

Community/civic activities: Patrol Sergeant, Pastoral Staff member of Berean Bible Baptist Church, Member of WI Farm Bureau, Member of the American Legion, Board member of an International Internet Radio ministry (Final Fight Bible Radio)

What leadership experiences involving supervising employees, managing teams, or leading an organization have best prepared you to lead the Pierce County Sheriff's Office? How have those experiences shaped your leadership philosophy?

• A sergeant and Team Leader for a Personal Security Detail team during combat operations in Iraq. Responsible for the safety, equipping, training, mission planning, receiving and keeping Top Secret information, and morale, as that team dedicated their lives to protect key military personnel and visiting VIPs.
• Course director and lead instructor for Physical Education courses at the United States Air Force Academy. These were core curriculum classes that every cadet had to take.
• Strength and Conditioning Coach for several NCAA D1 teams at USAFA. Teams won multiple conference championships, dozens of All-American honors, drafted professional athletes, and Olympic trials competitors and 2 Olympic athletes.
• Approached by the US Air Force Special Operations Command to design, implement, and lead that group’s standards for fitness training and evaluation.
• State Director of the Wisconsin Fellowship of Christian Athletes. Responsible for overseeing all budgets, fundraising, hiring, training, and donor relations across the state. First state director Wisconsin had in 8+ years. All salaries and budgets were donor supported. The overall budget that I was responsible for and accountable to, for all staff and expenses was close to $1 million/year.

Leadership Philosophy: A good leader must first be a good follower. Watch and learn from leaders, both good and bad, and learn what to do, and what not to do. A leader must earn trust and respect, rather than expect or demand it. A leader must be willing to adapt to the environment first, and then by living the right example, set high standards and clearly defined expectations, in order to change the environment for the better. I take the stance of: Lead from the front, by positioning yourself in the middle, and standing at the back of the line. Simply put… serve those that serve others.

Recruitment and retention continue to be challenges for many law enforcement agencies. What specific steps would you take to recruit qualified employees, retain experienced staff, and foster a positive workplace culture?

• Empowering individuals to take on duties and responsibilities they are interested in. Delegating by the way of seeking employee input first, rather than dictating, is an essential aspect of building ownership and efficiency.
• Actively seeking lateral transfers, recruiting new staff that have a more established background and experience (LE, military, security). Higher standards and gate checks during the hiring process. Being more competitive in the job market compared to surrounding agencies.
• Encourage the experienced staff to find, mentor, and train their replacements. Always leave things better than you found it.
• Establish a well documented and systematic process for in-house and Field Training once new staff complete academy training.
• Minimum quarterly, preferably monthly, staff gatherings, that promote communication, ideas, ownership, and with clearly defined topics, expected outcomes, documentation and providing feedback.
• Public celebration and recognition of new hires, heroic efforts, monthly and yearly awards, work anniversary recognition.
• More participation in community events by staff - community 5Ks, fundraisers, friendly competitions.
• Requesting the public's appearance and engagement at staff and committee meetings, facility tours, and implementation of a Citizen’s Police Academy.
• Incentivize health and wellness (physical, mental, emotional) by granting time off in exchange for time invested in such activities.

Throughout your campaign, you emphasize integrity, trust, and servant leadership. How would those values translate into measurable outcomes for employees and the citizens of Pierce County?

The data entry system, utilized by LE agencies throughout Pierce County, has an incredible ability to track calls for service, proactive and reactive activity, traffic stops, arrests, etc. The professional sports world relies heavily on statistics for predictability, performance, and “payouts.” Law Enforcement would do well to follow a similar model. The citizens deserve to know what the statistics are. When they see their tax dollars are being put to good use, and delivering effective results, then they can feel the cost as more of an investment. Look at how sports teams will spend millions of dollars, for one single athlete, in “hopes” of turning the entire team around. Those teams then pass the money on to the fans through higher ticket prices, more expensive concessions, parking fees, etc., and yet it seems to be worth it if the team has a better chance of winning.

I am not proposing higher taxes passed on to the citizens. I believe our property taxes are high enough as they are. I am merely proposing a more transparent method of providing information to the citizens so they can have a better understanding of productivity and outcomes.

You have spoken about restoring public confidence in the Sheriff's Office. What specific initiatives or changes would you implement to strengthen trust and accountability if elected?

I want to take this opportunity to clarify some remarks that may have been misinterpreted. I made a statement that law enforcement must regain and re-earn the public’s trust and respect. That was never intended to be focused at local agencies, and certainly not PCSO. Therefore, I will apologize for any confusion. That statement was in regards to a national level. Look at what happened just across the river from us. Riots, burning of buildings and neighborhoods, defunding the police… and then that started a ripple effect across our country. The actions of a few, can turn the hearts and minds of the public, and apply those sentiments towards the entire group. It is OUR JOB as law enforcement - on every level (local, state, and national) to rebuild the trust and respect that the badge represents. We, as those serving in law enforcement, the military, fire and EMS, and other front-line workers ARE NOT better than anyone else. We are simply held to a higher standard in how we conduct ourselves, both off and on duty, in morals, ethics, and quality of life.

What do you believe is the most significant public safety challenge currently facing Pierce County, and what strategies would you implement to address it?

Staffing, overtime, officer safety and wellness, and thereby creating a dangerous cyclical pattern. For the last few years, there have only been 3 patrol deputies on the road at all times, with an occasional 4th. The deputies that staff the jail have been at the same level. Pierce County has a land mass of nearly 600 square miles, and with very few straight roads to get from one corner to the opposite. The majority of calls and traffic stops require a minimum of two deputies to respond… leaving one deputy to cover calls for service, accidents, and/or assisting other agencies. There have been countless occurrences of patrol and jail deputies that have worked up to 14 days straight without a day off. Peer reviewed research studies can verify the dangers of working 12-hour shifts (especially on nights), without adequate sleep, can be the equivalent of operating a motor vehicle while intoxicated. The physical dangers of not enough sleep and time off is alarming. The mental and emotional toll of that much time away from family, being denied vacation requests, and being called in for forced shifts, leads to anxiety, depression, animosity, and low morale. What are the risks and costs when a deputy, on his 12th day of 12-hour shifts, needs to respond emergent to a call at midnight, down County Road A, during early November (The Rut)? What are the risks and costs when a jail deputy has to deal with a combative inmate, on his 12th day of 12-hour shifts, and needs to be of sound mind, clear and level thinking, before utilizing a taser to stop the threat?

More deputies, more conducive scheduling to allow for proper rest and recovery and empowering first line supervisors to make calls and decisions when the situation dictates. This also requires leadership that will answer the call, and fill shifts as needed in alignment with the principle of “service before self.”

A number of veteran officers have left the PCSO, as they have stated on social media, citing, disagreeing with how things are run, drama and lack of accountability. What do you say about that?

I will defer to answer on behalf of others. I believe that holding people accountable, in any organization, but specifically in law enforcement, the military, and those that have taken an oath to protect and serve others, is vital for the overall trust, respect, and functioning of the team. Making difficult decisions and being able to compartmentalize differences in a role and personal relationships is a core concept of effective leadership. I’ve always said that the people I respect most in this life are the ones that told me the truth, held me accountable, helped me correct mistakes, rather than the ones that just told me what I wanted to hear, or tried to be a fair-weather friend.

Building relationships with community partners is an important responsibility of the Sheriff's Office. How would you develop and maintain partnerships with local law enforcement agencies, county departments, schools, businesses, and community organizations, and how would those relationships benefit the Sheriff's Office and the citizens of Pierce County?

• How can one effectively build relationships without first being present? Is one staff meeting every year and a half, an effective way of building quality relationships? How much of a quality relationship would you have with your spouse or children if you missed out on scheduled events and gatherings?
• Meetings are typically a group of people with little more to offer than a plethora of words, and with little movement towards problem solving and solutions. How many times does a meeting end with “we need to schedule another meeting to talk about that”?
• Gatherings that have clearly defined training sessions, exercises, small groups, and promotion of stakeholders having “equality” in their voices, ideas, and solutions, bring out the best in any organization.
• Attending village and township board meetings and asking deputies and staff to pick a village or township, so that each has their own representative, will prove to be an effective way to build more relationships across our county. I would coordinate with the villages and townships to set time aside in their monthly agenda for a law enforcement report and ask the board and citizens to submit questions and concerns. The deputy or staff member would be empowered to address items within their scope, or forward items up the chain of command.
• Ask what people they want (agencies, schools, businesses, and community organizations), and offer ways to bring them all together. Help each other understand the difference between wants and needs, and how to get everyone “rowing in the same direction.” You can’t push a rope up a hill.

If elected, what would be your highest budget priorities during your first term, and how would you balance fiscal responsibility with the operational needs of the Sheriff's Office?

Safety! First to the citizens of Pierce County. The way to provide that is ensuring the deputies and support staff are provided the time, training, and resources to keep them safe.

I’ve often heard there is a common practice, in many organizations, that it is cheaper to pay overtime, than to hire more people. Perhaps that is true in a factory, retail, or a company that provides for goods and services for profit. Can we afford to take that risk, with people that have to wear body armor and weapons (for protection so they can return to their families at the end of their shift)? Can we afford to take that risk when they have to drive a squad car at over 100mph, in the middle of the night, to get to someone in cardiac arrest, or someone at the end of an evil hand committing domestic violence?

How much do Americans spend to protect their homes and vehicles with alarm systems, doorbell and perimeter cameras, smart home devices, and all of the apps and subscriptions to go along with them? How much do they spend to move out to the country because of the crime in the city? They are paying for SAFETY. At the end of the day, safety and security is not cheap. But what provides more of that? Cameras and AI controlled devices, or someone with a dedication to service, that will show up in your time of need? However, when the person is overworked, underpaid, and has not had a full night’s rest in two weeks… we can only pray they are the ones that can overcome adversity and put others first.

A deep analysis of current spending must be completed first. Before adding budget items, let’s take a look to see what can be eliminated, reappropriated, or determined to be more cost effective.

If elected, what specific accomplishments or measurable goals would you expect residents to be able to evaluate at the conclusion of your term?

Fully staffed (patrol, investigations, jail, and assisting Emergency Management with their staffing), balanced budget, officer wellness, productivity, and high morale.

One of my graduate professors told me, “Science doesn’t prove anything… math does.” Numbers don’t lie. As aforementioned, we need more transparency, provided to the public, in terms of productivity. Let me be clear… I AM NOT talking about quotas! I will not place quotas on traffic stops, citations, arrests, etc. However, there is a requirement to be held accountable, to the citizens of Pierce County, of providing information on proactive and reactive work, and not abusing overtime. Overtime is unavoidable. It can certainly be beneficial in many ways to the public, and to those earning it.

I’ve heard the best advertising comes from a satisfied customer, or an employee that is proud of what they do and where they work. While numbers don’t lie… a good testimony is what makes a more direct and personal impact. As a leader, what do those that follow you say about you? The best way to be evaluated is to evaluate yourself first. The way to evaluate yourself is to invite and gather feedback from those that you are leading, and not just the fair-weather friends.

Law enforcement is not a world where everyone gets a trophy. You can’t tell the deputy he did a good job after losing a foot chase with a murder suspect. I have been “evaluated” over these past few months regarding my faith, experience, leadership abilities, and time here in Pierce County. I do not take it personally. As an elected official, I must continue to be evaluated and held accountable, questioned, scrutinized, and expected to deliver results. I have taken an oath, both as a member of the US Armed Forces, and as a law enforcement officer, to SUPPORT and DEFEND the Constitution of the United States, against all enemies, foreign and domestic. I will let the citizens choose what the measuring stick for that is.