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 60 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 GOVERNMENT AND ESPECIALLY THE IRC MOSQUITO CONTROL DISTRICT AND THE INDIAN RIVER LAGOON.

EDUCATION AND TRAINING

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

WHAT ARE THE GREATEST CHALLENGES FOR IN THE NEXT 4 YEARS

These are some by priority:

Drastically implementing community transparency including internal to external data availability (through web access), social media implementation, live meeting remote access.
Increasing and improving scientific and technical proficiency by increasing depth of staffing. This is a continuous improvement requirement as the county grows and technology improves.
Improving the balance of financial performance, its availability and its transparency.
Drastically improving the transparency of internal operations through frequent communications, employee feedback and more detailed monthly reporting in the Special Districts.
Educating the public about the process of generating revenue to maintain the quality of life that they take for granted
Educating 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 district is critical to quality of life.
Establishing a better short and long-range plan for the district by setting goals and actions whose details match the mission. Produce actionable items that the managers and directors will meet and those measures on which staff will be measured, in science, operations, social outreach, infrastructure, and capital planning.

HOW SHOULD THOSE CHALLENGES BE ADDRESSED?

Staffing positions, both current and planned, should be clearly defined 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.)For every agency.
Follow the agency’s charter, which is 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.
Transparency and accountability must be often (monthly) and in writing.
Reestablish Zoom and YouTube videos for all public meetings and continue to improve AV Equipment input/output where it is lacking, which is still incomplete in at least one Special District.
Revise/expand the content of the website, so data can be accessed directly. The county/city websites are good examples of transparent and complete access.
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). Continue to require ethics, respect, and courtesy to all staff, fellow board members and especially the public.
More comprehensive short and long-range planning is still lacking in all agencies and is critical for future planned growth in geographical size of the area covered and the technology researched and implemented.

WHY AM I A GOOD COMMUNITY CITIZEN?

I have the education/experience credentials to provide the guidance and oversight to achieve the mission and goals for the various groups.
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 to backstop the other incumbents in every agency who share my goals and values.
I set and meet goals and deadlines, ALWAYS!
I understand that the requirements today to meet the various agency mission and the goals which are direction, deep professional staff (needed in most agencies), flexibility to meet environmental challenges, short-range and long-range planning, detailed financial plans and controls, and mostly transparency/accountability of the district to all taxpayers/all residents.
I have made a constant practice to discuss and learn the history, the problems, and the challenges with the (those who mentor me, and I am prepared to continue learning the needs of each organization by engaging their staff through their director, where possible.
I am prepared to help bring more teamwork to the process.
I am an advocate for public transparency and education. When residents don’t understand something, there is apathy and lack of support.
I will be available for most meetings either personally or by Zoom.
I have the time. I am retired.