CCUA outlines decade-long strategic plan as Clay County utility prepares for rapid growth

Clay County utility leaders on May 14 presented a multi-year strategic plan that ties system modernization and workforce development to a forecasted doubling of customer accounts over the next two decades.

Jeremy, CCUA’s executive director, told commissioners the utility now serves roughly 55,000 customer accounts and is planning for growth that could push the total well over 100,000 within 20–25 years. Jeremy and Lisa Sterling, project manager with CDM Smith, said the plan centers on improved forecasting and capacity analysis, modern enterprise systems, and coordinated regional water-supply projects.

"We currently have about 55,000 customer accounts and our forecasting has for over the next 20 to 25 years, we will double in size," Jeremy said during the presentation. The plan, he said, follows EPA guidance on effective utility management and seeks to avoid stranded assets by aligning capital delivery with accurate growth forecasts.

Key priorities listed by presenters included completing the ERP rollout (now live for billing and customer accounts), evaluating and deploying a SCADA supervisory/control system, strengthening enterprise asset management tied to GIS, and formalizing capital-improvement processes. Presenters emphasized cybersecurity protections for customer and operational data as the organization digitizes more functions.

Speakers also described workforce initiatives. Jeremy noted a high-school internship program that has helped the utility retain trained operators; several former interns now serve as lead operators. Sterling said the strategic plan includes professional development and leadership training to build internal promotion pathways.

A major recurring issue in discussion was water supply. Commissioners questioned how CCUA will meet projected demand after the St. Johns River Water Management District reduced CCUA's consumptive use permit. Jeremy said CCUA agreed to a 24 million gallons per day allocation under the Black Creek participation framework and has coordinated a broader North Florida projects effort to develop large-scale infrastructure options and alternative water supplies.

Presenters said that modeling, including Monte Carlo simulations and multiple consultant reviews, supported the 24 MGD figure for a high-growth scenario and that the Black Creek agreement includes mechanisms to revisit and update allocations as conditions change. They also warned that building a standalone alternative water source could carry a conceptual price tag of roughly $1 billion for CCUA if pursued alone, making regional cooperation essential.

Commissioners commended the work but pressed on wage competition with larger utilities, affordability and implementation timing. Staff said the rate study is near completion and financial-management policies will accompany any future rate recommendations. The board heard no formal action; presenters said the strategic plan is a living document that will be tracked with KPIs and annual reporting.