Coral Springs Improvement District Meeting Agenda
August 17, 2026

Board of Supervisors

Coral Springs Improvement District

Mark Ritter, President	David McIntosh, Executive Director
Ben Groenevelt, Vice President	Seth Behn, District Counsel
Travis McEwen, Secretary	Rick Olson, District Engineer
Michael Kraus, Assistant Secretary	Joe Stephens, Director of Utilities
Robert Rafaneli, Assistant Secretary
Meeting Agenda
Monday, August 17, 2026, at 3:00 p.m.

Call to Order
Audience Comments
Approval of the Minutes of July 20, 2026 Meeting
Financials for July 2026
Budget Public Hearing to Adopt the Fiscal Year 2027 General Fund Budget
Motion to Open Public Hearing
Public Comments
Motion to Close Public Hearing
Resolution 2026-05, Adopting the Fiscal Year 2027 General Fund Budget
Resolution 2026-06, Levying Non-Ad Valorem Assessments
Presentation by Mark Cutler of Edison Strategy Solutions on Strategic Roadmap for the District
Staff Requests Board Consideration to Enter into a Pricing Agreement with Coastal AG Supply, LLC for the Purchase of Herbicides, Piggybacking Off the SFWMD Contract Addition on July 20, 2026 (The District is currently piggybacking off SFWMD for herbicides. This agreement is effective July 1, 2026, and expires on June 30, 2027) – Danielle
Engineers’ Report
Globaltech
Kimley-Horn
Staff Reports
Executive Director- David McIntosh
Department Reports
Utilities Update – Joe Stephens
Utility Billing Customer Service Report – Brian Klien (Report Provided)
Water – Christian McShea (Report Provided)
Wastewater – Mike Hosein (Report Provided)
Stormwater – Shawn Frankenhauser (Report Provided)
Field – Kingston Maloi (Report Provided)
Maintenance Report – Jovan Selvon (Report Provided)
Procurement Report – Danielle Keira-Cancel (Report Provided)
Finance and Accounting – Sue Beyer

Human Resources – Jimmy Harness
Engineering – Glen Hanks
District Clerk – Sandra Demarco (Report Provided)
Motion to Accept Department Reports
Attorney
Supervisors’ Requests/Comments
Adjournment

*Next regular meeting scheduled for September 14, 2026, at 3:00 p.m.

THIRD ORDER OF BUSINESS

MINUTES OF MEETING CORAL SPRINGS
IMPROVEMENT DISTRICT

The regular meeting of the Board of Supervisors of the Coral Springs Improvement District was held Monday, July 20, 2026, at 3:00 p.m. at the District Offices, 10300 NW 11th Manor, Coral Springs, Florida.

Present and constituting a quorum were:

Mark Ritter	President	
Ben Groenevelt	Vice President (Via Teams)	
Travis McEwen	Secretary	
Michael Kraus	Assistant Secretary	
Robert Rafaneli	Assistant Secretary	

Also Present were:

David McIntosh	District Manager/Executive Director
Janice Rustin	District Attorney
Rick Olson	District Engineer
Joe Stephens	Director of Utilities
Sue Beyer	Director of Finance and Accounting
Glen Hanks	Director of Engineering
Jimmy Harness	Director of Human Resources
Danielle Keira-Cancel	Procurement Manager
Shawn Frankenhauser	Stormwater Department
Maurice Anderson	Field Department
Christian McShea	Water Department
Zablon Magollo	Wastewater Department
Brian Klein	Utility Billing and Customer Service
Jovan Selvon	Maintenance Department
Julie Beyer	IT Manager
Sandra Demarco	District Clerk
Kevin Gerszuny	Kimley-Horn and Associates (Via Teams)
Julio Tejeda	SFWMD
Jennifer Jurado	Broward County

The following is a summary of the discussions and actions taken.

FIRST ORDER OF BUSINESS	Call to Order
Mr. McIntosh called the meeting to order and called the roll. A quorum was established.

SECOND ORDER OF BUSINESS	Audience Comments
There being none, the next item followed.

THIRD ORDER OF BUSINESS	Approval of the Minutes of June 15,
2026 Meeting

On Motion by Mr. Ritter seconded by Mr. McEwen with all in favor the minutes of the June 15, 2026 meeting were approved as presented.

FOURTH ORDER OF BUSINESS	Financials for June 2026

On Motion by Mr. Ritter seconded by Mr. McEwen with all in favor the financials for June 2026 were accepted as presented.

FIFTH ORDER OF BUSINESS	Resilient	Broward	Grant	Program
Presentation
Dr. Jurado gave a presentation and answered questions from the Board and Staff.

SIXTH ORDER OF BUSINESS	Consideration of Resolution 2026-04,
Approving the Proposed Water and Sewer Budget for Fiscal Year 2027 and Setting the Public Hearing
Mr. Ritter read the resolution into the record.

On Motion by Mr. McEwen seconded by Mr. Ritter with all in favor Resolution 2026-04, approving the proposed water and sewer budget for Fiscal Year 2027 and setting the public hearing for September 14, 2026, was adopted.

SEVENTH ORDER OF BUSINESS	Staff Requests Board Consideration
of Agreement with Comanco Environmental Corporation for WWTP Pond Liner Replacement Project, Piggybacking Off of Pasco County Contract #25-113 and Polk County Contract #23-428 at a Total Cost of
$239,838.75 as well as Approval of Requested Increases up to 10%
Mr. Stephens stated the liner is due to be replaced. It was installed in 2015. The cost to install concrete is over $1 Million. This option is more cost effective and should last ten years.

On Motion by Mr. Ritter seconded by Mr. McEwen with all in favor, the agreement with Comanco Environmental Corporation for the WWTP pond line replacement project, piggybacking off Pasco County and Polk County, at a total cost of $239,838.75, was approved.

EIGHTH ORDER OF BUSINESS	Staff Requests Board Consideration
to Purchase One (1) Valve Exercise Trailer for $121,884.55 from Duval Ford, Piggybacking Off of the Florida Sherrif’s Association Heavy Trucks and Buses Contract FSA25-VEH23.0 (It is a two-year contract beginning October 1, 2025, until September 30, 2027, with no extensions)
Mr. Stephens reviewed what is included with the equipment, how it works, and provided pictures.

On Motion by Mr. Ritter seconded by Mr. McEwen with all in favor, the purchase of one valve exercise trailer, piggybacking off the Florida Sherrif’s Association contract, at a total cost of
$121,884.55, was approved

NINTH ORDER OF BUSINESS	Staff Requests Board Ratification for
Globaltech to Replace Leaking Valve at the RAS Pumping Facility at a Total Cost of $35,000
Mr. Stephens explained why this had to be replaced due to a small wastewater
leak.

On Motion by Mr. Kraus seconded by Mr. McEwan with all in favor the replacement of a leaking valve at the RAS pumping facility at a total cost of $35,000 was ratified.

TENTH ORDER OF BUSINESS	Staff Requests Board Consideration
to Enter into Pricing Agreements with Helena Agri-Enterprises, LLC, Nutrien Ag Solutions, Inc, and Orion Solutions, LLC for the Purchase of Herbicides, Piggybacking Off of SFWMD Until June 30, 2027

Mr. Frankenhauser reviewed the piggyback and pricing of herbicides used by the District. There was an approximate 3% reduction in cost.

On Motion by Mr. Ritter seconded by Mr. Kraus with all in favor pricing agreements with Helena Agri-Enterprises, LLC, Nutrien Ag Solutions, Inc, and Orion Solutions, LLC for the purchase of herbicides, piggybacking off SFWMD, was approved.

ELEVENTH ORDER OF BUSINESS	Consideration of Work Authorization
#255 for Design-Build Services Related to Sites 19, 20, and 20A Canal Bank Stabilization at a Total Cost of
$2,197,849
Mr. McIntosh stated there were discussions before bringing this to the Board. He noted the project is larger than usual; however, it makes sense to take care of all these areas at one time. They consulted Kimley-Horn for their professional opinion on the pricing.
Mr. Gerszuny stated the pricing is in line with industry standards. They estimated the range to be between $1.6 Million to $2.4 Million for construction and approximately $125,000 to $200,000 for design and permitting services. They feel it is a fair proposal.
Discussion ensued regarding competitive bidding, obtaining other quotes and options for design build services.

On Motion by Mr. Ritter seconded by Mr. Kraus with all in favor Work Authorization #255, at a total cost of $2,197,849, was approved.

TWELFTH ORDER OF BUSINESS	Engineer’s Report
Globaltech
Mr. Olson reviewed his report; a copy of which is attached hereto as part of the public record. He provided updates on the following:
WA #177 – They are close to getting the package ready for permitting.
WA #234 – They are doing the excavation July 21, 2026 and will coordinate with the Water Department staff.
Pictures were presented of the projects associated with WA #244 and WA #246.

WA #247 – On hold until cleaning is completed.
WA #249 – The ERP is complete.
Pictures were presented on the project associated with WA #252. The project is 40% complete.
Pictures were presented on the project associated with WA #254.
Kimley-Horn
Mr. Gerszuny reviewed his report; a copy of which is attached hereto as part of the public record. He provided updates on the following:
WA #241 – Pilot testing is ready.
WA #253 – Waiting on FDEP’s review.

THIRTEENTH ORDER OF BUSINESS	Staff Reports
Executive Director – David McIntosh
Mr. McIntosh reported the following:
The new meter installation project will begin in the next two to three weeks. They had a meeting with Cooper City to discuss their experiences with their meter replacement project. They received several calls from residents regarding their bills going up.
Bayside Improvement CDD and Bay Creek CDD have terminated their interlocal agreements with the District for utility billing services.
The Assessment Consultant found nine properties, which were not being billed for general fund assessments because of incorrect exemption codes applied to them. This has been rectified and they will be billed going forward.
The Strategy Planning workshops will be July 21 and July 22, 2026, at 7:30
a.m. at the Courtside Marriott located within the District.

Department Reports
Utilities Update – Joe Stephens
Mr. Stephens reported the following:
The District applied for a $50,000 grant with the Florida Department of Agriculture to remove invasive species from the property and replaced with

approved trees. They were awarded $25,000 in grant funds for pruning, planting and some removals on property.
They have been working on the water and sewer budget.
The bids were submitted for the hardening project. They are still waiting to hear back from the State regarding the grant.

Utility Billing Customer Service Report – Brian Klein (Report Provided)
Mr. Klein reviewed his report; a copy of which is attached hereto as part of the public record. He also reported they are working with Sensus on the rollout of the meter project. A meeting is scheduled with them for July 21, 2026.
Water – Christian McShea (Report Provided)
Mr. McShea reviewed his report; a copy of which is attached hereto as part of the public record. He also reported Well #3 flange was replaced. They sent the lab results today to the residents for lead and copper. This is done every three years. Well #9 rehabilitation is complete and the capacity has doubled.

Wastewater – Zablon Magollo (Report Provided)
Mr. Magollo reviewed his report; a copy of which is attached hereto as part of the public record.

Stormwater – Shawn Frankenhauser (Report Provided)
Mr. Frankenhauser reviewed his report; a copy of which is attached hereto as part of the public record. He also reported the culvert pipe cleaning went well. There were minor repairs on two of the locations. Still running a deficit on the water levels.
Field – Maurice Anderson (Report Provided)
Mr. Anderson reviewed his report; a copy of which is attached hereto as part of the public record. He also reported they had some issues with tree roots in the sewer lines. The trees have been removed and will be replaced.
Maintenance Report – Jovan Selvon (Report Provided)
Mr. Selvon reviewed his report; a copy of which is attached hereto as part of the public record. He also reported they are waiting for the City permits for the administration building roof and pool.

Procurement Report – Danielle Keira-Cancel (Report Provided)
Ms. Kiera-Cancel reviewed her report; a copy of which is attached hereto as part of the public record. She also reported Coastal AG was added to the SFWMD contract and the District will piggyback off. The E-Verify will be brought back for signature.
Finance and Accounting – Sue Beyer
Ms. Beyer reported both budgets are in process and she will start working with the auditors for the audit.

Human Resources – Jimmy Harness
Mr. Harness reported the following:
Open enrollment is almost complete. There was an increase in the PPO premiums, and they also have two HMO options. Dental and vision insurance was switched to Mutual of Omaha, which provide better benefits.
Pryor Learning will provide training to managers and supervisors on site on August 5, 2026.
Mr. Ritter asked if they could look into the allowance the District provides for insurance.
Engineering – Glen Hanks
Mr. Hanks reviewed his report, a copy of which is attached hereto, and made part of the public record.

District Clerk – Sandra Demarco
Ms. Demarco reviewed her report; a copy of which is attached hereto as part of the public record. She reported 8 additional work orders were issued since the report was sent out and she responded to one additional public records request.
Motion to Accept Department Reports

On Motion by Mr. Ritter seconded by Mr. McEwen with all in favor the department reports were accepted.

Attorney
Mr. Rustin reported the following:
On the procurement end, they are dealing with a contractor who is refusing to end the contract. Going forward with any piggybacks, she will provide language to include stating the District has the right to terminate without cause.
She had discussions with Mr. McIntosh about the Board’s concern regarding engineering costs. The Florida Legislature identifies engineering services on something that should be evaluated by qualifications instead of cost. The Florida Legislature also identifies design build services as being evaluated by qualifications and not price. She feels the District did the right thing by doing an independent cost estimate. They came in within 20%, which means they are competitive. Just because the District has a continuing service contract with an engineering firm that does design build, it does not mean they have to be used for design build. The District can go out for bids for design build services. The challenge is you do not know the price until they are 60% into the design. They then give you a maximum price, and the District can pull out at that time. She recommends independent cost estimates.
FOURTEENTH ORDER OF BUSINESS	Supervisors’ Requests/Comments
Mr. Ritter asked if there are any planned projects the District can apply for the Resilient Broward Grant Program.
Mr. McIntosh stated they will evaluate it.
Mr. Stephens noted they are covering 25%. There are two additional funding resources which provide more funding.
Mr. Ritters stated he wants a more robust accounting system to be prioritized for 2027.

FIFTEENTH ORDER OF BUSINESS	Adjournment
There being no further business,

On Motion by Mr. McEwen seconded by Mr. Ritter with all in favor the meeting adjourned at 4:54 p.m.

David McIntosh	Mark Ritter
Assistant Secretary	President

FOURTH ORDER OF BUSINESS

	

CORAL SPRINGS IMPROVEMENT DISTRICT
SUMMARY FINANCIAL REPORTING
BOARD MEETING AUGUST 17, 2026

CORAL SPRINGS IMPROVEMENT DISTRICT WATER & SEWER FUND
SUMMARY REPORT

For Period Ending 7/31/26

Actual ENDING 07/2026

BUDGET THRU 07/2026

VARIANCE
Actual to Budget (UNDERBUDGET)	ADOPTED
BUDGET FY 2025-2026	

$ 11,146,608

$ 14,775,595

TOTAL REVENUES	$ 20,595,934	
CARRY FORWARD	$	-	

$	5,820,339	$	17,730,714	
$	(11,146,608)	$	13,375,930	

REVENUES
*	*

TOTAL REVENUE WITH CARRY FORWARD	$ 20,595,934	

$ 25,922,203

$	(5,326,270)	$	31,106,644	

TOTAL ADMINISTRATIVE	$	2,101,534	
TOTAL PLANT	$	6,664,795	
TOTAL FIELD	$	2,426,953	

$	2,728,046	
$ 11,994,814	
$	8,613,980	
	
$ 23,336,840	

$	(626,512)	$	3,273,655	
$	(5,330,019)	$	14,393,777	
$	(6,187,028)	$	10,336,777	
		
$	(12,143,559)	$	28,004,209	

TOTAL EXPENDITURES	$ 11,193,282	

EXPENDITURES

AVAILABLE FOR DEBT SERVICE	$	9,402,652	

$	3,102,435

Total Debt Service	$	2,338,670	

$	2,818,390

Excess Revenues (Expenses) After Debt Service	$	7,063,982	

$	284,045

Debt Service Coverage - Current 4.02

Debt Service-Budget 1.10

Debt Service Requirement 1.10

* Year end adjustments to W&S Revenue
$1,006,579 accrued back to Sept 2025

Agenda Page 17
CORAL SPRINGS IMPROVEMENT DISTRICT
General Fund SUMMARY REPORT
For Period Ending 7/31/26

Actual		BUDGET		VARIANCE		ADOPTED	
ENDING
07/2026		THRU
07/2026		Actual to Budget
(UNDERBUDGET)		BUDGET
FY 2025-2026	

TOTAL REVENUE WITH CARRY FORWARD

$	(1,152,609)

$ 5,671,482

$ 4,518,872

EXPENDITURES & RESERVES

$ 6,805,778

$ 6,105,778

$	(2,382,040)

$ 5,087,315

$ 2,705,275

TOTAL EXPENDITURES

REVENUES
TOTAL REVENUES		$ 4,518,872		$ 3,414,997		$	1,103,876		$ 4,097,996	
CARRY FORWARD		$	-		$ 2,256,485		$	(2,256,485)		$ 2,707,782	

TOTAL ADMINISTRATIVE	
TOTAL STORMWATER	
TOTAL CAPITAL EXPENSES	

$	473,314	
$	563,131	
$ 1,668,830	

$	769,727	
$	999,255	
$ 3,318,333	

$	(296,412)	
$	(436,124)	
$	(1,649,504)	

$	924,672	
$ 1,199,106	
$ 3,982,000	

RESERVES
RESERVED FOR OPERATING		-		375,000		(375,000)		450,000	
RESERVED FOR PROJECTS AND EMERGENCIES		-		208,333		(208,333)		250,000	
									
TOTAL OPERATIONAL EXPENDITURES & RESERVES		$ 2,705,275		$ 5,670,648		(2,965,373)		$ 6,805,778	

0
0
0
-

COLLECTED

Agenda Page 18

$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,00
$1,000,00
$500,00
$

FY 21	

$3,103,251

-22	NON AD VALOREM ASSESSMENTS COLLECTED THROUGH JULY EACH YEAR

$3,261,815	$3,425,492	$3,598,458

FY 22-23
FY 23-24
FY 24-25	

FY	

$3,886,143

25-26	

FIFTH ORDER OF BUSINESS

5D

RESOLUTION 2026-05
A RESOLUTION OF THE BOARD OF SUPERVISORS OF THE CORAL SPRINGS IMPROVEMENT DISTRICT, ADOPTING THE FINAL GENERAL FUND BUDGET FOR FISCAL YEAR 2027

WHEREAS, pursuant to Section 12 of Chapter 2004-249, Laws of Florida, the Executive Director has heretofore prepared and submitted to the Board of Supervisors, for approval, the District's proposed General Fund Budget for the ensuing fiscal year, said proposed budget having been previously approved by the Board of Supervisors; and
WHEREAS, a public hearing was held on this 17th day of August, 2026, at which hearing members of the general public were given the opportunity to speak and the Board was able to hear any objections to the final budget prior to the adoption of the same; and
WHEREAS, notice of the public hearing on the adoption of the final budget was duly published as required by law; and
WHEREAS, the Board, having conducted said public hearing and having heard any objections and suggestions pertaining to the budget, has determined that it is in the best interests of the District and those residing within the District to adopt the Final General Fund Budget for Fiscal Year 2027.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE CORAL SPRINGS IMPROVEMENT DISTRICT, THAT:

Section 1. The recitals above are true and correct and are hereby made a part of this Resolution.
Section 2. The General Fund Budget heretofore submitted to and approved by the Board is hereby adopted as the final General Fund Budget of the District for Fiscal Year 2027.
Section 3. A verified copy of said final General Fund Budget shall be attached as an exhibit to this Resolution as Exhibit A and shall be included as part of the District's "Official Record of Proceedings."
Section 4. The Executive Director shall transmit a copy of this Resolution to the proper public officials so that its purpose and effect may be carried out in accordance with the law. Section 5. This Resolution shall become effective immediately upon adoption.

PASSED AND ADOPTED by the Board of Supervisors of the Coral Springs Improvement District, this 17th day of August, 2026.

Mark Ritter, President

David McIntosh, Executive Director

Exhibit A
Fiscal Year 2027 Final Budget

5E

RESOLUTION 2026-06
A RESOLUTION OF THE CORAL SPRINGS IMPROVEMENT DISTRICT, LEVYING AND IMPOSING A NON AD VALOREM MAINTENANCE	AND	OPERATIONS	SPECIAL ASSESSMENT FOR FISCAL YEAR 2027

WHEREAS, certain improvements existing within the Coral Springs Improvement District (the
“District”) and certain costs of operation, repairs and maintenance are being incurred by the District; and

WHEREAS, the District Board of Supervisors (the “Board”) finds and has determined that the District's total General Fund maintenance and operations budget, taking into consideration other revenue sources during Fiscal Year 2027, will amount to approximately $	; and
WHEREAS, the Board further finds and has determined that the District’s total maintenance and operations during Fiscal Year 2027 will amount to $	; and
WHEREAS, the Board further finds that the non-ad valorem special assessments it levies and imposes by this Resolution for maintenance and operations on the parcels of property involved will reimburse and fund the District for certain special and peculiar benefits received by the benefitted properties flowing from the maintenance, operation and repair of the systems, facilities and services apportioned in a manner that is fair and reasonable, in accordance with the applicable assessment methodology; and
WHEREAS, the Board understands that this Resolution levies only the maintenance and operations assessments for Fiscal Year 2027, and that the President of the District, the Executive Director or the designee of the Executive Director, shall certify a total non-ad valorem assessment roll in a timely manner to the Tax Collector in and for Broward County for collection to include all assessments levied and approved by the District on the property for maintenance and operation special assessments; and
WHEREAS, the Board finds that there are, as provided in Exhibit A, attached hereto and made a part hereof, assessable units which are responsible for the aforesaid costs of operation, repairs and maintenance as indicated therein.

NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE CORAL SPRINGS IMPROVEMENT DISTRICT OF BROWARD COUNTY, FLORIDA, THAT:
Section 1.	The recitals above are true and correct and are hereby made a part of this Resolution.

Section 2.  A special assessment for maintenance and operations as provided for in Chapter 2004-489, Laws of Florida is hereby levied upon the platted lots within the District, and each benefitted property shall pay its proportionate share of the maintenance and operations assessments so levied, as identified in Exhibit A.
Section 3.  That the collection and enforcement of the aforesaid maintenance and operations assessments on platted lots shall be by the County Tax Collector serving as agent of the State of Florida in Broward County (“Tax Collector”) and shall be at the same time and in like manner as ad valorem taxes and subject to all ad valorem tax collection and enforcement procedures which attend the use of the official annual tax notice. All assessments levied by the District shall be subject to the same discounts as Broward County taxes.
Section 4.   The levy and imposition of the maintenance and operations special assessments on platted lots included in the District, all of which shall be levied and certified as a total amount on the non-ad valorem assessment roll to the Broward County Property Appraiser and Tax Collector by the designee of the President of the Board on compatible medium no later than the 15th day of September 2026, which shall then be collected by the Tax Collector on the tax notice along with other non-ad valorem assessments from other local governments and with all applicable property taxes to each platted parcel of property.
Section 5.	The President of the Board of the Coral Springs Improvement District hereby designates the Executive Director to perform the certification duties with respect to the list of lands included in the District that must pay the maintenance and operations assessment levy. Said assessments shall be extended by the Broward County Property Appraiser on the Broward County tax roll and shall be collected by the Broward County Tax Collector in the same manner and time as the Broward County taxes. The proceeds therefrom shall be paid to the Coral Springs Improvement District.
Section 6.	The Executive Director shall transmit a copy of this Resolution to the proper public officials so that its purpose and effect may be carried out in accordance with law.
PASSED AND ADOPTED this 17h day of August 2026, by the Board of Supervisors of the Coral Springs Improvement District, Broward County, Florida.

David McIntosh	Mark Ritter
Executive Director	President

Exhibit A
(To be completed by Assessment Specialist)

SIXTH ORDER OF BUSINESS

Coral Springs Improvement District Strategic Roadmap, 2026-2029
August 10, 2026

Prepared by: Edison Strategy Solutions

Table of Contents
Executive Summary	1
Strategic Planning Process	2
Strategic Focus Areas	3
FA1: Strengthen Operational Resilience and Regulatory Readiness	4
FA2: Enhance Customer and Community Conﬁdence	5
FA3: Modernize Infrastructure and Prepare for the Future	6
FA4: Strengthen Organizational Efectiveness	7
FA5: Strengthen Workforce Capability & Continuity	8
Strategic Initiatives Roadmap	9
Recommended Next Steps	11
Launch Near-Term Initiatives	11
Establish an Ongoing Strategy Execution Process	11
Critical Success Factors	12
Appendix	13
Workshop participants	13
Prioritization methodology	14
Summary prioritization results	15

Executive Summary
The Coral Springs Improvement District (CSID) engaged Edison Strategy Solutions to develop a practical Strategic Roadmap to guide organizational priorities and investments over the next three to ﬁve years. The engagement focused on identifying the District's areas for strategic focus and the most important strategic initiatives, building organizational alignment around those priorities, and establishing a realistic plan for implementation.
The strategic planning process included document review, leadership interviews, a facilitated Strategy Workshop, and a structured initiative prioritization exercise. Through this process, ﬁve Strategic Focus Areas were established: (1) Strengthen Operational Resilience and Regulatory Readiness, (2) Enhance Customer and Community Conﬁdence,
(3) Modernize Infrastructure and Prepare for the Future, (4) Strengthen Organizational Efectiveness, and (5) Strengthen Workforce Capability & Continuity. Together, these Focus Areas deﬁne both the outcomes CSID seeks to achieve, and the organizational capabilities required to achieve them.
Sixteen strategic initiatives were identiﬁed and evaluated against ﬁve agreed-upon prioritization criteria: (1) strategic impact, (2) customer and community impact, (3) regulatory importance, (4) organizational readiness, and (5) urgency. Leadership also recommended implementation timeframes for each initiative. These results, combined with consideration of organizational dependencies, foundational capabilities, and opportunities for early operational improvements, informed development of the recommended Strategic Roadmap. An additional initiative, Succession Planning, was subsequently added as a recommended long-term initiative based on follow-up discussions with CSID leadership.
The roadmap sequences initiatives across Near-Term (0–18 months), Mid-Term (18–36 months), and Long-Term (3–5 years) horizons. Near-term priorities emphasize establishing an efective operating model, addressing critical operational needs, improving customer service, and enhancing ﬁnancial and asset management. Mid- and long-term initiatives build upon these foundations to further strengthen technology, workforce capabilities, organizational efectiveness, and long-term sustainability.
This Strategic Roadmap is intended to serve as a living management tool that helps CSID align priorities, focus resources, and establish a repeatable process for executing strategy. Successful implementation will require clear ownership and accountability, appropriate resources, regular progress reviews, and performance measures that enable leadership to assess results and adjust priorities as conditions evolve.

Strategic Planning Process
The strategic planning process was designed to build broad organizational alignment across CSID while ensuring recommendations were informed by both leadership perspectives and operational realities.
This engagement followed a process including document review, leadership interviews, a facilitated strategy workshop, and a structured initiative prioritization exercise to develop a practical roadmap for execution. The process engaged Board members, executive leadership, and managers from across the organization to ensure recommendations reﬂected multiple perspectives.

Document Review:
Understand

Leadership Interviews:
Identify

Strategy		Initiative		Strategic Workshop:	Prioritization:	Roadmap:
Build	Develop	Sequence

the District

Issues &

pportuniti

O	es

Alignment	Consensus	Execution

Rather than producing a traditional strategic plan, this engagement focused on identifying the initiatives that will have the greatest impact on CSID's Strategic Focus Areas and organizing those initiatives into a practical implementation roadmap. The recommended sequencing reﬂects leadership’s priorities, including strategic impact, urgency, regulatory importance, organizational readiness, and customer and community impact.

Strategic Focus Areas

A key output of the Strategy Workshop was the identiﬁcation of ﬁve Strategic Focus Areas for CSID. These represent the areas in which District leadership believes CSID must sustain strong performance or strengthen its capabilities to prepare for the future.
The Strategic Focus Areas are intentionally organized into “Strategic Outcomes” and “Organizational Capabilities.” The above illustration demonstrates the cause-and-efect relationships among the focus areas and is intended to be read from the bottom up, where “Strengthen workforce capability and continuity” lays the foundation for all that CSID aims to accomplish. Strengthening workforce capability and continuity enables CSID to “Modernize infrastructure and prepare for the future” and to “Strengthen organizational efectiveness.”
Together, these Organizational Capabilities enable CSID to achieve its two strategic outcomes: (1) strengthening operational resilience and regulatory readiness and (2) enhancing customer and community conﬁdence.

FA1: Strengthen Operational Resilience and Regulatory Readiness
Description: Strengthen CSID’s ability to anticipate regulatory change and maintain resilient, secure operations.
Desired Outcome: CSID proactively anticipates and prepares for regulatory changes, strengthens organizational resilience through emergency preparedness, and continuously improves operations by sharing and applying best practices and lessons learned from peer organizations.
Initiatives

	Initiative Title	Description	
FA1.1	Legislative & Regulatory Monitoring	Establish a repeatable process for monitoring,	
		evaluating, and communicating legislative and	
		regulatory changes that may afect CSID operations,	
		compliance obligations, and strategic priorities.	
FA1.2	Peer Engagement & Knowledge Sharing	Develop and implement a structured program for engaging with peer utilities and other relevant organizations to identify, exchange, and apply best practices and lessons learned to improve CSID's operations, services, and organizational
efectiveness.	
FA1.3	Emergency Needs Analysis	Develop and implement a comprehensive	
		emergency needs analysis process to identify critical	
		risks, resource requirements, response capabilities,	
		and operational priorities that strengthen CSID's	
		emergency preparedness and organizational	
		resilience.	

FA2: Enhance Customer and Community Conﬁdence
Description: Improve customer service, education, transparency, communication, and public trust.
Desired Outcome: Customers and the community experience knowledgeable, service-oriented interactions with CSID and receive clear, consistent, and transparent communication that strengthens trust and conﬁdence in the District.
Initiatives

	Initiative Title	Description	
FA2.1	External Communications	Develop and implement a comprehensive external	
	Plan	communications plan that strengthens customer	
		engagement, improves transparency, and enhances	
		public trust by incorporating customer surveys,	
		newsletters, and other communication channels.	
FA2.2	Customer Service Training	Develop and implement a customer service training program that equips both customer-facing and operational staf with the knowledge, skills, and service standards needed to deliver a consistently
positive customer experience.	

FA3: Modernize Infrastructure and Prepare for the Future
Description: Modernize CSID's infrastructure, asset management, security, technology, automation, and ﬁnancial planning capabilities to support reliable and sustainable long-term operations.
Desired Outcome: CSID maintains modern, reliable, and secure infrastructure and uses effective asset management, technology, and ﬁnancial planning to support long-term service delivery and sustainability.
Initiatives

	Initiative Title	Description	
FA3.1	Asset Management Plan	Develop and implement a comprehensive asset	
		management plan that establishes a systematic	
		approach to managing, maintaining, replacing, and	
		investing in CSID's infrastructure assets to improve	
		reliability, optimize lifecycle costs, and support long-	
		term service delivery.	
FA3.2	Security Modernization	Develop and implement a comprehensive security modernization program by evaluating and enhancing security protocols, procedures, technologies, and practices to protect CSID's people, facilities, assets,
and operations.	
FA3.3	Financial Analysis & Decision Support	Develop and implement a modern ﬁnancial	
		management capability, including a revenue	
		sufficiency model, to enhance ﬁnancial analysis,	
		support data-driven decision making, and	
		strengthen CSID's long-term ﬁnancial sustainability.	
FA3.4	IT & Automation Systems Modernization	Conduct a comprehensive assessment of CSID's information technology, automation, and cybersecurity capabilities and implement a modernization roadmap to improve operational efficiency, strengthen service delivery and cybersecurity, and ensure the organization remains
current with evolving technologies.	

FA4: Strengthen Organizational Efectiveness
Description: Strengthen organizational efectiveness through a clear operating model, cross-functional collaboration, improved information and decision support, better utilization of organizational capabilities, and access to external resources.
Desired Outcome: CSID makes timely, well-informed decisions through a clear operating rhythm, efective collaboration, strong use of data and technology, and a fuller understanding of organizational capabilities and available resources.
Initiatives

	Initiative Title	Description	
FA4.1	Operating Model	Develop and implement an internal operating model	
		that establishes clear decision-making	
		responsibilities, accountability, and a structured	
		operating cadence for executive, management, and	
		staf meetings to support efective operational	
		management and strategy execution.	
FA4.2	GIS Modernization	Develop and implement a GIS modernization roadmap to enhance mapping capabilities, improve data quality and accessibility, and strengthen operational planning, asset management, and
decision making.	
FA4.3	Grant Acquisition Program	Develop and implement a standardized, repeatable	
		process for identifying, evaluating, prioritizing, and	
		pursuing grant opportunities to secure external	
		funding for strategic initiatives, capital improvement	
		projects, and other organizational priorities.	

FA5: Strengthen Workforce Capability & Continuity
Description: Develop leaders, strengthen succession planning, retain talent, expand training, and preserve institutional knowledge.
Desired Outcome: CSID has a skilled, engaged, and high-performing workforce with the capabilities, development opportunities, and leadership pipeline needed to meet current and future organizational needs.
Initiatives

	Initiative Title	Description	
FA5.1	Employee Learning & Development Program	Develop and implement a comprehensive employee	
		learning and development program that provides	
		ongoing training, professional development, and	
		skill-building opportunities to strengthen workforce	
		capabilities, support career growth, and meet the	
		District's evolving operational needs.	
FA5.2	Performance Management Program	Develop and implement a comprehensive performance management program that establishes clear performance expectations, supports ongoing coaching and feedback, aligns individual goals with organizational priorities, and promotes employee
development and accountability.	
FA5.3	Organizational Skills Assessment	Conduct a comprehensive assessment of the	
		current organizational knowledge, skills,	
		competencies, and those required to support CSID's	
		future strategic and operational priorities, identify	
		capability gaps, and guide recruitment, training,	
		succession planning, and workforce development	
		decisions.	
FA5.4	Succession Planning	Develop and implement a comprehensive succession planning program to identify critical positions, prepare high-potential employees for future leadership and technical roles, preserve institutional knowledge, and ensure organizational
continuity.	

Strategic Initiatives Roadmap

CSID’s Strategic Initiatives Roadmap translates the District’s priorities into a practical sequence for implementation over the next three to ﬁve years. The order of the initiatives reﬂects the results of leadership’s prioritization exercise while also considering

dependencies, opportunities for early operational improvements, and the foundational capabilities needed to support future initiatives. As a result, this roadmap should not be viewed simply as a ranking of initiatives by composite score.
Near-term initiatives focus primarily on strengthening the organizational and operational foundations needed to support efective strategy execution. First, establishing an Operating Model provides greater clarity around decision making, accountability, and management cadence, while the Emergency Needs Analysis and Security Modernization address important resilience and preparedness needs. Next, GIS Modernization, Financial Analysis & Decision Support, and the Asset Management Plan strengthen the information, systems, and planning capabilities that support better operational and investment decisions. Finally, Customer Service Training provides an opportunity for a relatively immediate improvement in the customer experience.
Mid-term initiatives build on these foundations by strengthening the systems and workforce capabilities required for longer-term performance. IT & Automation Systems Modernization can build the understanding of operational, data, and technology needs developed through earlier initiatives. The Employee Learning & Development Program and Organizational Skills Assessment assess and establish the workforce capabilities CSID will require as its operations and technologies evolve. Legislative & Regulatory Monitoring creates a more systematic approach to anticipating and responding to changes in CSID’s operating environment.
The long-term initiatives further institutionalize these capabilities and support continuous organizational improvement. Succession Planning and Performance Management strengthen the systems needed to sustain and develop CSID’s workforce over time. Peer Engagement & Knowledge Sharing, the Grant Acquisition Program, and the External Communications Plan expand CSID’s ability to learn from external organizations, pursue additional resources, and strengthen its relationship with customers and the broader community.
The roadmap is intended to provide direction rather than establish a rigid implementation schedule. As initiatives are launched and conditions change, CSID should periodically reassess sequencing based on regulatory requirements, available resources, organizational capacity, emerging opportunities, and progress on prerequisite initiatives.

Recommended Next Steps
Completion of the Strategic Roadmap marks the transition from strategy development to strategy execution. CSID must now focus on establishing clear ownership for the Near-Term initiatives, translating those initiatives into practical implementation plans, and establishing a repeatable approach for monitoring progress and supporting ongoing leadership decision-making.

Launch Near-Term Initiatives
Establish initiative ownership and accountability. Assign an executive sponsor and initiative owner for each Near-Term initiative and clarify responsibility for implementation, cross-functional coordination, and escalation of issues.
Develop implementation plans. For each Near-Term initiative, deﬁne the objective, scope, expected outcomes, key activities and milestones, dependencies, resource requirements, and responsibilities needed to move from roadmap to execution.
Begin tracking initiative progress. Establish a simple approach for monitoring implementation so leadership has visibility into progress, emerging issues, dependencies, and decisions requiring attention.

Establish an Ongoing Strategy Execution Process
To ensure the Strategic Roadmap remains active and meaningful over time, CSID should establish a simple and sustainable process for tracking progress and incorporating strategy execution into its regular management practices.
Recommended next steps include:
Establish ownership and accountability for each Strategic Focus Area so that a designated leader is responsible for monitoring overall progress, coordinating related initiatives, and elevating issues that cut across individual initiatives.
Deﬁne a small set of indicators to provide visibility into progress across each Strategic Focus Area and its key initiatives.
Establish a regular monthly review cadence to track progress, surface key issues, address dependencies, and support leadership decision-making.
Develop a simple reporting format to support leadership and Board discussions.

Conduct initial review cycles to test and reﬁne the approach and ensure that it is practical and sustainable.
The resulting approach should provide CSID with a deﬁned method for tracking key initiatives, a structured review cadence and meeting process, a simple reporting framework for leadership and the Board, and practical experience using the process to manage strategy execution.
Over time, this process will help CSID treat the Strategic Roadmap as a living management tool, using it to monitor progress, address barriers, make informed decisions, and adjust priorities as organizational needs and external conditions change.

Critical Success Factors
Successful implementation of this roadmap will require:
Executive sponsorship
Clear ownership
Cross-department collaboration
Adequate resources
Regular performance reviews
Willingness to adjust priorities as conditions change

Appendix
Workshop participants
The following CSID leaders and managers participated in the Strategy Workshop:
Mark Ritter, Board President
Michael Kraus, Board Member
David McIntosh, Executive Director
Joe Stephens, Director of Utilities
Suzette Beyer, Director of Finance and Accounting
Glen Hanks, Director of Engineering
Jimmy Harness, Director of Human Resources
Julie Beyer, Information Technology Manager
Sandra Demarco, Utility Support Manager
Danielle Cancel, Procurement Manager
Shawn Frankenhauser, Aquatics Field Manager
Christian McShea, Chief Operations Water Manager
Mike Hosein, Chief Operations Waste Manager
Kingston Maloi, Field Operations Field Manager
Jovan Selvon, Maintenance Manager
Brian Klein, Utility Billing Manager
Nick Hosein, Lead Operator

Prioritization methodology
To prioritize the strategic initiatives identiﬁed during the workshop, we chose ﬁve prioritization criteria that the team rated each proposed initiative against on a one (lowest) to ﬁve (highest) rating scale. The ﬁve prioritization criteria are:
Strategic Impact - The extent to which the initiative advances one or more of CSID’s Strategic Focus Areas and long-term goals. How much is it an enabler of other strategic goals or initiatives?
Customer & Community Impact - The extent to which the initiative improves service, reliability, health, safety, communication, or value for customers and the community. How much will customers and the community beneﬁt?
Regulatory Importance - The extent to which the initiative addresses regulatory, health, or safety requirements, compliance obligations, or related risks. Do we need to do it?
Organizational Readiness - The extent to which CSID has the people, resources, skills, funding, and organizational support needed to successfully implement the initiative. Can we do it?
Urgency - The extent to which the initiative should be started soon because delaying it would increase risk, cost, or missed opportunities. When should we do it?
Each workshop participant scored each proposed initiative against each criterion using a rating spreadsheet that computed a composite score for each initiative.

Summary prioritization results
Leadership evaluated each initiative using the agreed-upon prioritization criteria and recommended implementation timeframe of Near-Term, Mid-Term, and Long-Term. These results informed the development of the Strategic Roadmap but were considered alongside organizational dependencies, foundational capabilities, resource requirements, and opportunities for early operational improvements.

Initiative	Avg.	Near	Mid	Long	
Emergency Needs Analysis	19.2	12	2	2	
Security Modernization	18.4	10	5	1	
GIS Modernization	18.2	9	4	3	
Customer Service Training	17.4	12	4	0	
Asset Management Plan	17.3	9	4	3	
Financial Analysis & Decision Support	17.3	7	9	0	
IT & Automation Systems Modernization	17.2	8	6	2	
Employee Learning & Development Program	17.0	6	10	0	
Organizational Skills Assessment	17.0	8	6	2	
Legislative & Regulatory Monitoring	16.9	10	4	2	
Governance Model	15.8	8	6	1	
Grant Acquisition Program	15.4	6	3	6	
Peer Engagement & Knowledge Sharing	15.4	3	11	2	
Workforce Capability Assessment	14.8	7	6	3	
Performance Management Program	13.1	9	3	3	
External Communications Plan	12.1	5	5	6	
Notes:
Succession Planning was not included in the formal prioritization process because it was not proposed as an initiative during the workshop. It was subsequently identiﬁed as an important workforce priority and incorporated into the roadmap as a long-term initiative.
Workforce Capability Assessment was consolidated with Organizational Skills Assessment after further review determined that the two represented complementary components of the same broader initiative, understanding CSID's existing workforce capabilities and identifying the skills and competencies needed to meet current and future organizational needs.
Governance Model was renamed Operating Model to more accurately reﬂect the initiative's focus on internal decision-making, accountability, and management cadence and to distinguish it from the formal governance role of CSID's Board of Supervisors.

SEVENTH ORDER OF BUSINESS

Agenda Page 47

Coastal Ag Supply LLC agrees to provide Coral Springs Improvement District with all services, terms, and conditions listed in contract 4600005373 with South Florida Water Management District. Coastal Ag Supply LLC agrees that they will also comply with the requirements below in the administration of this contract with the Coral Springs Improvement District. Further Coastal Ag Supply LLC agrees that it is their obligation to obtain affidavits from any subcontractors to ensure that the subs are in compliance with E-Verify.
The CONTRACTOR and its subcontractors warrant compliance with all federal immigration laws and regulations that relate to their employees. The CONTRACTOR agrees and acknowledges that the OWNER is a public employer subject to the E-Verify requirements as set forth in Section 448.095, Florida Statutes, and that the provisions of Section 448.095, Florida Statutes apply to this Agreement. If the OWNER has a good faith belief that the CONTRACTOR has knowingly hired, recruited or referred an alien who is not authorized to work by the immigration laws or the Attorney General of the United States for employment under this Agreement, the OWNER shall terminate this Agreement. If the OWNER has a good faith belief that a subcontractor performing work under this Agreement knowingly hired, recruited or referred an alien who is not duly authorized to work by the immigration laws or the Attorney General of the United States for employment under this Agreement, the OWNER shall promptly notify the CONTRACTOR and order the CONTRACTOR to immediately terminate the contract with the subcontractor. The CONTRACTOR shall be liable for any additional costs incurred by the OWNER as a result of the termination of a contract based on CONTRACTOR'S failure to comply with E-Verify requirements evidenced herein.

IF THE CONTRACTOR HAS ANY QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES TO THE CONTRACTORS DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT, THE CONTRACTOR SHOULD CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT
Sandra Demarco, Recording Manager
10300 NW 11th Manor, Coral Springs, FL 33071
(0) 954.753.0380, Ext. 658
Email: sandrad@csidfl.org

Coastal Ag Supply LLC Representative	CSID Representative

Title: 	 Name: (Print) 		

Signature	Date

EIGHTH ORDER OF BUSINESS

8A

Globaltech, Inc.
CSID Engineer’s Report August 18, 2026

PROJECTS UNDER CONTRACT
WA#177 – Portable Generator Storage Building – In Progress
Approved by Board – 10/20/25.
Installed new water line and fire hydrant.
Collecting proposals for overhead door
Ventilation design complete
Foundation design complete
Building design complete
Working on electrical design – estimated completion – 8/14/26.
Preparing permit package
Building delivery scheduled for November 2026
WA#234 – Finished Water Line Valve Replacement – In Progress
Approved by Board – 4/21/25.
Met with staff to locate valves – 5/28/25.
Insertion Valves installed 12/10 – 12/15.
Attempted to exercise valves to ensure proper operation – 1/28/26.
Developed plan to replace failed 24-inch valve.
Provided cost estimate to replace failed valve – 6/04/26.
Valve replacement scheduled for – 8/13/26
Will test insertion valves following the replacement of the 24-inch valve.
Substantial completion anticipated – September
WA#244 – Production Well 5 VFD & Flowmeter – In Progress
Approved by Board – 10/20/25.
Fence permit received from City 4/21/26
Electrical panel undergoing testing
Electrical permit received – 7/10/26
Coordinated well shut down with CSID WTP staff
Materials re-ordered – Mistake by manufacturer – 7/28/26/
Anticipated mechanical piping work to begin 8/24/26.
Anticipated project completion – November 2026
WA#246 – Digester 1 Blower Replacement – In Progress
Approved by Board – 11/17/25.
100% design review meeting conducted – 7/08/26
First pad poured and conduit installed – 8/07/26
Blowers anticipated on site week of 8/10/26.
Anticipated project completion – December 2026

Globaltech, Inc.
CSID Engineer’s Report August 18, 2026

PROJECTS UNDER CONTRACT (Continued
WA#247 – Plant F Rehabilitation – On Hold
Approved by Board – 11/17/25.
CSID completed tank draining – 2/27/26.
Globaltech field located hatches with staff – 3/02/26.
Hatches installed April – June 2026.
Hatch frames inspected by structural engineer – 7/29/26.
Hatch frames coated – 8/03/26
Coating and corrosion inspection conducted – 8/14/26.
Diffuser replacement will occur following any structural work or coatings.
Estimated project completion – October 2026.
WA#249 – ERP and R&R Update – In Progress
Approved by Board – 1/26/26.
Finalized R&R Report and provided certificate of completion – 6/04/26.
Submitted ERP to staff for review – 8/06/26.
Will incorporate comments and finalize by 8/31/26.
Anticipated project closeout – early September 2026
WA#252 – Pump Stations 1 & 2 Flap Gate Repair and Drive Gear – In Progress
Approved by Board – 4/20/26.
Prepared and recorded construction bond
Prepared subcontracts with IDC and G&G Industrial
Kick off meeting with staff week of 5/18/26.
Mobilization -6/01
Removed one flap gate and frame from both PS 1 & 2 – 6/05/26.
First set of flap gates reinstalled – week of 7/13/26.
Second set of flap gates removed – week of 7/13/26.
Second set of flap gates reinstalled – week of 8/10/26.
Angle drives anticipated to be delivered – November 2026
Anticipated project completion – December 2026

WA#254 – WWTP Plant F Cleaning – In Progress
Approved by Board – 5/18/26.
Mobilized to site and began removing air piping – 6/01/26.
Cleaning of Aeration Basin completed and material removed from site – 6/30/26.
Replaced air piping in Aeration Basin – 7/03/26.
Cleaning Digester – completed 7/31/26.
Super sacks filled with debris removed from Digester – 8/10/26.
Bags will be placed on pallets to dry for approximately 2 – 3 weeks and will then be transported to Broward County Landfill – end of September.
Anticipated project completion – early October 2026

Globaltech, Inc.
CSID Engineer’s Report August 18, 2026

PROJECTS UNDER CONTRACT (Continued
WA#255 – Sites 19, 20 & 20A Canal Bank Restoration – In Progress
Approved by Board – 7/20/26.
Internal kick off meeting conducted – 7/29/26.
Survey work begun – week of 8/10/26.
Construction Bond recorded and submitted.
Preconstruction photographs and video performed – 8/12/26.
Irrigation inspections to begin – week of 8/17/26.
Anticipated mobilization by subcontractor – 8/24/26

Work Authorizations Under Development

WA#XXX – 0.75 MG Ground Storage Tank Replacement – FY2027 Project WA#XXX – Canal Headwall and Culvert Repair – September Board

Other Issues
Riverside Drive Pavement Issues
Waiting to hear from Broward County
Utility Assessment of Canal Crossings
Moved to FY2027
Dry Canal (Canal L-109)
Meet with staff to discuss approach.
Submitted email to SFWMD requesting relocation of bleeder / waiting to hear back.
Generator 4 Permitting
Generator 4 was identified by Broward County as non-compliant.
Submtited certified installation to Broward County.
Waiting to hear back from Broward County
RAS Valve Replacement
Valves installed – 7/06
Poured concrete slab – 8/07/26.
Project complete

8B

Coral Springs Improvement District Kimley-Horn and Associates, Inc.
Engineer’s Report
August 17, 2026

Projects Under Contract

Work Authorization #241 – CSID PFAS Study
NTP – 7/23/2025
Coordinating Pilot Testing and Sampling Protocol
Coordinating pilot testing skid piping layout

Work Authorization #248 – Pretreatment System Evaluation
NTP – 12/22/2026
Finalizing draft report
Coordinating pilot equipment rental configurations

Work Authorization #251 - Reuse Feasibility Study
NTP – 3/16/2026
Final Report – Submitted to CSID - 8/10/26

Work Authorization #253 - FDEP Sewer Collection System Reporting Assistance
NTP – 4/21/2026
Final Report – Submitted to FDEP - 6/29/26

Miscellaneous Tasks
Submitted FDEP Grant Application – 6/29/26

kimley horn.com

8201 Peters Road, Suite 2200, Plantation, FL 33324

954 535 5100