Name: Eric Hinebauch

Age: 38

Occupation: insurance agent

Party affiliation: Republican

Experience relevant to position sought: city commission for two years; business owner for 13 years

Campaign website/social media accounts, if applicable: Facebook and Instagram, Hinebauch for Commission

Q: Why are you running for county commission?

A: In recent years, the county commission office has experienced significant dysfunction. We need new leadership that can collaborate with everyone and restore trust in our local government.

Q: What do you believe is the role of a county commissioner?

A: A county commissioner is responsible for ensuring public safety and maintaining critical infrastructure to help our county thrive. This must be done in a fiscally responsible manner that prioritizes the interests of taxpayers.

Q: What do you believe are the top three challenges facing Cascade County? How do you think you could address those as a commissioner?

A: Public safety, infrastructure, and taxes are all interconnected. Montana has seen significant increases in property taxes, and we must balance this with the needs arising from our growth. As our community expands, the demands on public safety and infrastructure will also rise. We need to adopt a conservative approach to addressing these demands while maintaining the services that taxpayers expect.

Q: If elected, what would be your initial priorities and how would you accomplish those goals?

A: Ensuring we are prepared for the influx of people associated with the Malmstrom Sentinel project is crucial. Although this is still a few years away, it will require extensive planning to ensure we don’t fall behind in the priority areas previously mentioned.

Q: If elected, how would you approach the decision-making process on items before the commission?

A: When making decisions for the county, we must focus on the future and ensure we consider all relevant information for long-term success. It is frustrating when local governments react to issues without considering their long-term impacts.

Q: How would you conduct public outreach on controversial matters before the county, or to promote a general understanding of the county’s public process?

A: commissioners, it is crucial for us to address controversial issues proactively by engaging with the public in advance, allowing them ample time to provide input. This can be achieved through various means, such as social media, town halls, and other forms of outreach. It’s about dedicating effort and making ourselves accessible to the community.

Q: How would you address the discord and distrust in and among county government that has developed over the last few years?

A: There are several reasons why this distrust has developed. The elections office has been at the center of a lot of these debates, we need to make sure this office has the resources it needs to ensure that we have a secure and efficient elections process. Beyond resources we need to continue to communicate with the public demonstrating to them that their vote is counted and is done in a transparent and efficient manner. In general, the county government needs to communicate better and educate the public on how they can be involved in their local government.

Q: Would you make changes to the current county processes for public meetings to determine what goes on commission agendas and to ensure public awareness and input?

A: I would like to review all our county public meeting processes to make sure that we are as transparent as possible. Being transparent is not enough we also need to revamp how county commission meetings are communicated, when big issues are coming to the commission the county needs make sure they are getting the message to the public on what is coming and how to weigh in. I would like to have a communications position established that handles getting the information out to the public. This position would have a great impact the public view of the commission.

Q: How would you approach working with the City of Great Falls staff and the City Commission to address broader community needs and goals?

A: Relationships. We must actively cultivate strong working relationships with city officials and staff. It’s as simple as that.

Q: What do you believe is the role of the county commission in economic development?

A: I believe the county should collaborate with the city, GF Chamber, and GFDA on economic development. Each entity plays a vital role in attracting business and fostering development in our area.

Q: What do you believe are the core services a county should provide to residents?

A: Public safety is a top priority; we must ensure our Sheriff’s Office and other local first responders have the resources they need to keep us safe. Next is infrastructure; we must maintain what we have and invest in future developments.

Q: How would you approach the budget process to ensure the county is making the best use of taxpayer dollars?

A: As previously stated, we need to be mindful of property taxes. It’s important to seek opportunities to enhance government efficiency and be responsible stewards of our tax dollars.

Q: What is your opinion of the tax cap on counties set by the Legislature?

A: This is the formula we’re currently bound by, and it’s essential to find ways to make it effective. I strongly believe in collaborating with our legislators to achieve comprehensive property tax reform in Montana, and I am fully committed to putting in the necessary effort to make that happen.

Q: How would you work with the sheriff’s office and other agencies to ensure public safety? Do you think current public safety funding is adequate?

A: The county commission ought to maintain a strong, collaborative relationship with the Sheriff’s Office, ensuring we understand and address the challenges they encounter. With the passage of a Safety levy, we’ve positioned ourselves well for the future. However, as demands continue to evolve, it’s crucial that we remain attentive to the needs of our public safety personnel.

Q: What do you envision your working relationship with county staff would look like?

A: It is the responsibility of the county commission to ensure accountability among our county staff. However, it’s equally important to grant staff autonomy to make sound decisions. I don’t believe micromanagement is an effective approach to governance.