Name: Rick Wolke

Age: 65

Occupation: Automotive service management

Party Affiliation: Republican

Experience relevant to position sought: I have over 35 years in business administration. My career has been in automotive service management in small business environments, national corporations, and even starting and operating my own private corporation. During my career, I have developed extensive skills in the budgeting processes, profit/loss statements, HR policies, acquisition and retention of employees, arbitration, policy-making and contract negotiations.

Campaign website/social media accounts: website, Facebook

Q: Why are you running for county commission?

A: Although I have been a lifelong student of politics and a critically concerned voter in every community that I have lived in, I never had the urge to throw myself into that arena. Having returned to my hometown about 5 years ago, I looked around this community and saw that it could use some improvement in the stewardship of the county, and given my skill set, I was just the guy that could help.

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

A: The county commission board acts both as the executive board of the county, passing ordinances and resolutions, guiding for the future, and the legislative branch, setting and collecting of taxes and determining where those taxes are spent.

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: Not only are there specific challenges facing the county, like solid waste, Gibson Flats water drainage, and Expo Park events, I also think the “process” of the county government needs improving. I would propose right away that the public meetings be changed to an evening schedule so that more of the constituents could give their input without leaving their jobs to attend (it seems to work well for the city!).

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

A: Let me first be clear about the fact that the commission is a group of three people who all have an equal vote, so no one person can just go in and make things happen, or at least it shouldn’t be that way. My goal would be to initiate some new ideas or attitudes toward the challenges, then attempt to persuade the other commissioners into a consensus.

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

A: I would first do my due diligence to know as many of the facts involving all sides of the issue at hand. Once I had that information, then I would explore what my fellow commissioner’s feelings were on it, then, if required, let the argument and persuasion session run its course.

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: BINGO! That’s my single biggest concern about the way this commission operates. My intention is to bring the process out into the light, not only with a more friendly schedule, but actual opportunities for conversation with the commissioners themselves. Transparency has become a trendy word now, but I truly believe that real transparency keeps everyone a little more conscientious of the people they serve.

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: I think that when two or three related entities, whether it’s in sports or government, the strength of teamwork is diminished greatly and each entity becomes exponentially more ineffective than the team as a whole. Sharing a common focus and goal, along with constant and open conversation is not only respectful, but critical to success.

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

A: Although the City Commission has the primary jurisdiction over its future, it cannot ignore the needs of the county, or minimize the assistance the County Commission could offer. The city’s plan may affect county traffic, strain on county resources, infrastructure, or be in direct conflict with the county’s future plans for the county.

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

A: Well, I think public safety is the most critical, but that doesn’t come without it’s own set of challenges too. Sure, the county law enforcement should provide the service when out in the county, but what about in the city, or even the smaller towns within the county? That is current issue facing us now. Solid waste is also a current challenge within the county. Infrastructure (roads/bridges) are also a given.

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

A: First, an annual detailed budget report should be posted on the county’s website, available to all constituents to see after the fiscal year is wrapped up. An independent third-party audit should be performed every 5 years, not just the yearly audit currently done, but a true forensic audit. I would also insist that the current practice of having huge “miscellaneous” amounts in many of the departments be pared down to more reasonable amounts.

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

A: I think it is good to have a cap and I think it’s better to have a lower cap! Government needs to quit seeing the taxpayers as an bottomless income stream, but the taxpayers needs to not see government as an ever-providing nanny.

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: Those two questions are current hot-button topics with the county in negotiations with some smaller towns for coverage, and impending infrastructure needs at the jail. I think those issues will be played out before I could be a part of those decisions.

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

A: I treat every member of the team with a consistent level of respect, from the fellow leaders to the newest employee. I consider concerns and input from every one affected by a specific decision, and they will know that they were heard! My years of business administration have showed me that no team can be successful unless all the members feel their efforts contribute directly to that success!