Fort Pierce — The Fort Pierce Utilities Authority board on Oct. 7 approved the authority's final 2025 strategic plan, reaffirming the utility's existing mission, adopting new value statements and approving five goals and associated strategies intended to guide the authority’s work over the next several years.

The plan was presented by Mark McCain, strategic planning facilitator with Hometown Connections, after staff and the board worked through a four‑phase process this year that included brainstorming, ranking, shortlisting and a strategic workshop in August. McCain said the plan focuses the authority on a shared purpose and “unleash[ing] your team's talents on what matters most.”

The board approved the plan after brief discussion about implementation. Board members asked staff to translate the approved strategies into action plans, timelines, assigned responsibilities and budget implications for periodic reporting to the board. McCain and staff emphasized that action plans are typically management's role once the board sets strategic direction.

“After you approve the plan, we'll talk a little bit about preparing to support the implementation of your strategic plan,” McCain said in his presentation.

Nut graf: The plan sets five priority goal areas — modernization, workforce, customer relations, growth and organizational development — and identifies strategies such as infrastructure hardening, cybersecurity, AMI deployment, succession planning, improved customer communications, major capital projects including the relocation of the island wastewater treatment plant, and internal process improvements. The board approved the plan and asked staff to create action plans and periodic progress reports to monitor implementation.

Board discussion and next steps
Board members focused the discussion on implementation details rather than revisiting the mission or goals. Board member Miss Davis pressed for explicit action on workforce development, asking whether the plan would include “formal education and or creating a mentorship program within the organization.” McCain pointed out the workforce goal includes strategies for recruitment and retention, training and succession planning and said staff will develop specific action plans after the board's approval.

Staff said some workforce initiatives are already under way, including leadership training and a pay‑for‑performance program. Board members also asked staff to revise agenda materials so future items show which strategic goal(s) they support and to provide quarterly or periodic progress reports on plan implementation.

The board voted to adopt the plan by roll call: Miss Bennett — yes; Miss Davis — yes; Miss Gibbons — yes; Mayor Hudson — yes; Chairman Fee — yes. The board directed staff to return with action plans, budget implications and a report schedule.

Ending: With adoption complete, staff said implementation work will begin immediately: drafting action plans, identifying key performance indicators, adjusting budgets where necessary and preparing regular status reports for the board. McCain recommended annual check‑ins so the plan remains current and responsive to industry changes.