Meet Terry McGinn

RESIDENT OF INDIAN RIVER COUNTY - CITY OF SEBASTIAN

Retired executive manager and CEO with 40 years in technical business management, long range planning and advanced technologies. https://www.linkedin.com/in/terrance-mcginn-65075465/
Married for 60 years (to the same person)with 3 adult children, 5 grandchildren and 3 great grand children.
I have been homeowner, taxpayer and resident of Sebastian for 18 years. A snowbird until 2018 when we sold all our other homes.
I have been active in Sebastian governance, the county, especially the Mosquito Control District and all the environmental issues of development, water and land management.

EDUCATION AND TRAINING

Graduated LaSalle Academy High School, Graduated Massachusetts Maritime Academy (1964) with BS in Marine and Electrical Engineering, Rensselaer Polytechnic Institute (1971) with MS Engineering and Management, completed many post graduate programs in advanced science and technology and education workshops in community management (2010 -2018)
Completed 6 years (1964 -1970) US Navy commission as Lt Jg. (Reserves)
Formerly licensed USCG 3rd Engineering Officer (1964-1974)(any HP, any Ocean).
Have lived in 6 states and part time in the Bahamas (1989-2005) and I was community active in all.

WHAT ARE THE GREATEST CHALLENGES FOR INDIAN RIVER COUNTY AND SEBASTIAN IN THE NEXT 4 YEARS

These are some:

Conservation of land, water, development growth, our lagoon’s health and our communities reputation as the best on the Treasure Coast.
Continued improvement of financial performance, funds availability and the transparent publication to taxpayers about what why and how their money is spent.
Educate those in the public who do not understand, how and why they have such a great city and county.
Make it clear and simple why our financial needs are the same as theirs.
Continued improvement of internal operations through frequent communications, feedback and detailed monthly reporting.
Navigate the uncertainties of federal, state, county and district funding. Maintain the reserves to stay financially healthy.
Educate the public about the process of generating revenue to maintain the quality of life that they take for granted.
Educate the public residents, both taxpayers and others, about what the municipalities and districts goals and operations are and what the environment is as a science, a process and a service.
Demonstrate why these taxing districts are critical to quality of their personal family lives.
Continuous improvement of a better short and long-range plan by setting goals and actions whose details match the changing mission. Continue to produce actionable items that each staff, the managers and directors will meet and create measures on which each staff will be measured, in planning, operations, services, social outreach, infrastructure, and capital planning.
The City Council is the Board of Directors for a twenty million dollar municipal corporation.
The Mosquito Control District is a small business producing benefits through Science, technology and sound business practices. The Board of Commissioners is like the Board of Diectors of a ten million dollar technically driven company.

HOW SHOULD THOSE CHALLENGES BE ADDRESSED?

Follow each of the the charters, and enabling legislations to be sure to provide oversight and guidance by setting strict guidance, financial measurements and reporting requirements on a monthly and quarterly basis. .
Somehow create more public community teamwork in meetings and public workshops, since that is the only place where any discussion and planning can take place (Sunshine Laws). This seems to be the most difficult goal to achieve with the public.
Continue to require ethical conduct, respect, and courtesy to all staff, fellow board members and especially the public.
Comprehensive short and long-range planning is critical for future planned growth in geographical size of the area covered and the technology researched and implemented.
Continue to find ways to prevent encroachment on our municipal borders and shoreline by uncontrolled development by others.
Staffing positions, both current and planned, should be clearly defined and explained in detail, and new hires should be advertised, vetted, and chosen from inside or outside, for the best education, experience, and background. (every time, every position.) Reward the performers both new and tenured.
The enabling of continued transparency and accountability must be often (monthly) and in writing.
Continue to maintain social media presence using Zoom, Web TV and YouTube videos for all public meetings and continue to improve AV Equipment input/output. That access is critical for those who cannot attend in person.

WHY AM I A GOOD COMMUNITY CITIZEN?

I continuously attend all city council and budget advisory board meetings all year even if some are on zoom. I stay involved all the time. I have been literally embedded in the Mosquito Control District (IRCMCD) by direct attendance, public input, and meeting videos ( 90% since 2018).
I have the education/experience credentials to contribute to the guidance and oversight in order to achieve the mission and goals for the various challenges of municipal government and the Mosquito Control District which is critical to IRC.
I have been passionate and engaged in whatever I believe is important. It is more than political for me. I am always a team player.
I set and meet goals and deadlines, ALWAYS!
I understand that the requirements today to meet the various missions and that the goals are ever changing.
I subscribe to maintaining detailed financial plans and controls, and improved transparency/accountability to all taxpayers/all residents, by somehow getting the uninformed to be informed (sometimes in spite of themselves).
I have made a constant practice to discuss and learn the history, the problems, and the challenges of the county, the city and Mosquito Control by utilizing those who mentor me.
I am an advocate for public transparency and education. When residents don’t understand something, there is apathy and lack of support.