Mark Morrison 10/08/20
Why run for Town Council?
I have been a resident of Windham for over 30 years, my wife Candace and I are originally from Bangor. We settled and raised our two children Kristen and Greg here. I have been an active member in the community for several years with the Sebago Lake Chamber of Commerce, Sebago Lake Rotary Club and town athletic programs. I now want to play a larger role in our towns’ development. I am currently a member of the board of directors for the Windham Economic Development Corporation and have been involved with research projects that I believe will serve the town well, such as a sewer system in North Windham, traffic flow improvement and initiatives that will make our town more age friendly for our senior population. Additionally, we need to be supportive of our children and families and businesses and strive to make this a dynamic community with resources and programs designed to meet the needs of the very young to our seniors and everyone in-between. Last, we need to be good stewards of our natural resources – especially our lakes. To move forward on such projects the need has to be strong, the solution well researched and investment economically responsible. The projects that are compelling, economically sound, worthy, sustainable and valued by the community need investment and have appropriate implementation timelines planned. I hope to play a role in these decisions as a town counselor.
How do I help the town reach its goals per the master plan?
There are 4 “Big Things” that the Comprehensive Master plan refers to. I am very interested in focusing on the three growth areas, and community facilities and programs. I believe to achieve the vision detailed in the plan, we need to be good stewards of our natural resources as well as managing our capital investments and budget. I have a solid background in business, economics, planning and finance. Professionally, I am a Financial Advisor and have a BS Degree in Economics. I believe my experience and background will help me with the analysis of opportunities, while ensuring the economics of initiatives considered are sound, viable and fiscally responsible.
Is our Downtown Healthy and successful?
By definition of the town plan, our downtown is still a work in progress. To achieve health, there are a number of areas that need to be addressed to go to the next level and get closer to the 2030 vision. Two limiting factors come to mind quickly – sewer and traffic flow. New business and the expansion of existing business are restricted due to the current septic system network. In order to improve this area, a comprehensive sewer system needs to be implemented to address current need as well as designed for future ongoing growth. Additionally, traffic flow is becoming more congested which negatively impacts the experience when in downtown/ North Windham area. There are safety implications with the traffic flow as well. Residents and visitors need to see this area as welcoming, easy to navigate and with strong value. Until these two matters are addressed, 2030 vision here will be unrealized and potential unfulfilled.
3 areas to improve financial health
- Improve sewer to support growth and expansion of the area which will increase tax revenues from the business sector. Improved sewer means more new business
- Improve traffic flow in North Windham to encourage more transactions and longer, more frequent visits from town residents as well as folks from neighboring towns. During peak season, this area is often avoided or time spent is minimized because of congestion. If the experience can be improved, business sales increase which attracts more business which contributes to tax revenues and improved sustainability
- Focus on the three growth areas identified in the plan to attract new development. What are the hurdles that need to be overcome so this can occur. What are the limiting factors, issues, challenges and what are the possible solutions to move forward to serve the best interest of the community.
Support New Sewer System
Yes, with my involvement with the Windham Economic Development Corporation, I have seen the most recent study done earlier this year with the involvement of the Portland Water District. The solution being considered, is both efficient and economical. Implementing such a system will allow the town to address current need and future needs as well. The design is modular and can expand with growth. A new sewer system will allow us to attract new business and expand current and make the improvements necessary to make this area more valued and attractive to all. Having this infrastructure in place supports the 2030 vision and will allow us to get closer to achieving our goal for North Windham. New sewer has been identified as a strong need for over two decades. If it made sense to address this then, it surely makes even more sense now twenty years later. The solution needs to be economically sound. Once determined so, take action with a responsible implementation timeline.
How do we get more residents involved with decision making
Action. We need to take action and deliver on projects and initiatives that have been identified as a need for years. We have heard from multiple focus groups and resident forums over several years. Citizens raise issues and communicate need. We need to be responsive and demonstrate that if the need is strong, the solutions are viable and can be supported within the budget – we develop implementation time lines and invest in our community. Responsiveness and action will send the message that the council is listening to its citizens and is committed to serving the needs of the community responsibly. When this is evident, the communication and community involvement improves and builds on itself exponentially.
Council helping business and Covid 19
We need to be closely connected to our business community so the challenges they are facing are known and the degree understood. We must advocate for our businesses when merited. We also need to do all that we can to protect our most vulnerable. This is a delicate balance and sometimes the two are at odds. Communication, responsiveness and safety – all must work together so challenges can be identified, evaluated, prioritized and solutions delivered with careful consideration for public safety and business viability/ health.
What goals do I hope to accomplish
I believe the town manager, council and planners are becoming more proactive versus reactive.
Growth is inevitable. We need to stay ahead of this proactively, invest in ourselves and invest wisely in the infrastructure that will allow us to grow productively. We need to encourage and maintain a dialogue with our residents and businesses so projects, programs and decisions are aligned. We need to conduct ourselves professionally and respectfully. In my business, I am held to a standard of acting in the best interest of the client. I see the same standard applying to the council. We need to act in the best interest of our community. Personal agendas are inappropriate. We must weigh the pros and cons, do our due diligence and get our hands dirty with the research that’s needed so we can make good decisions. Then, when we find opportunities that will benefit the town, we need to be prepared to take action and see these projects through. Smart growth, with a positive net benefit to the community is what we should be focused on and I think we are already going in that direction and it needs to continue. I hope to play a part in that.