Meet Terry McGinn

RESIDENT OF INDIAN RIVER COUNTY - CITY OF SEBASTIAN

RETIRED EXECUTIVE MANAGER AND FORMALLY EDUCATED ENGINEERING CEO WITH FORTY YEARS EXPERIENCE IN ADVANCED TECHNOLOGIES. MARRIED (TO THE SAME PERSON) FOR 61 YEARS WITH THREE SUCCESSFUL ADULT CHILDREN, FIVE GRANDCHILDREN AND THREE GREAT GRANDCHILDREN. I HAVE BEEN A RESIDENT OF INDIAN RIVER COUNTY SINCE 2007. I HAVE BEEN VERY ACTIVE IN MUNICIPAL CITY AND COUNTY GOVERNMENT AND (SINCE THE RECALL) ESPECIALLY THE SEBASTIAN CITY COUNCIL AND STAFF,THE IRC MOSQUITO CONTROL DISTRICT AND THE INDIAN RIVER LAGOON.

 

EDUCATION AND TRAINING

  • Graduated LaSalle Academy High School, The 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. Education workshops in community management (2010 -2018)
  • Completed 6 years (1964 -1970) US Navy commission (reserve) as Lt Jg.
  • 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 SEBASTIAN IN THE NEXT 4 YEARS

These are some:

  • Continue implementing community transparency including internal to external data availability (through web access), social media implementation, live meeting remote access. (Find a way to convert voting residents from complainers to enablers by getting them educated beyond the headlines to the details.)
  • Continue improving scientific and technical proficiency. Increase the depth of staffing. This is a continuous improvement requirement as the city grows and technology improves. 
  • Continue to improve the strength of financial performance, its availability and its transparency. Educate those in the public who do not understand how and why they have such a great city. Make it clear and simple why our financial needs are the same as theirs.
  • Continue improving internal operations through frequent communications, employee feedback and  detailed monthly reporting.
  • 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 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 life.
  • Continuous improvement of a better short and long-range plan by setting goals and actions whose details match the changing mission. Produce actionable items that staff, managers and directors will meet and create measures on which staff will be measured, in planning, operations, services, social outreach, infrastructure, and capital planning.

 

HOW SHOULD THOSE CHALLENGES BE ADDRESSED?

  • 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.
  • Follow the charter, and be sure to provide oversight and guidance by setting strict guidance,  financial measurements and reporting requirements on a monthly and quarterly basis. In addition require approval of the short and long range planning actions and accountability with timeline dates for those actions. This is well under way.
  • Transparency and accountability must be often (monthly) and in writing.
  • Maintain Zoom, WebTV and YouTube videos for all public meetings and continue to improve AV Equipment input/output.
  • Somehow create more 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 borders and shoreline by uncontrolled development.

 

WHY AM I A GOOD COMMUNITY CITIZEN?

  • 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. 
  • I have been passionate and engaged in whatever I believe is important. It is more than a political job for me. I am always a team player and  I am running for the (1 year) open council seat to backstop the other four great incumbents whose  goals and values I share.
  • I set and meet goals and deadlines, ALWAYS!
  • I understand that the requirements today to meet the various missions and the goals are ever changing. They are direction,  supporting staff, flexibility to meet environmental challenges, to enhance short-range and long-range planning,  maintaining detailed financial plans and controls, and mostly  continuous focus and improvement of transparency/accountability to all taxpayers/all residents, by somehow getting the uniformed 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 city with the those who mentor me, and I am prepared to continue learning the needs of each part of the  organization by engaging their staff through the City Manager, where possible.
  • I am prepared to help share the burden.
  • I am an advocate for public transparency and education. When residents don’t understand something, there is apathy and lack of support.
  •  I am available for meetings either personally or occasionally by Zoom. 
  • I have the time, I am healthy and still of sound mind. I am retired and ready to do this!
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