The 2026 Guide to Winning Florida Infrastructure Proposals

The 2026 Guide to Winning Florida Infrastructure Proposals

Every year, solid public projects get tossed aside like week-old lettuce. Not because they’re unneeded, but because they don’t play by the 2026 funding rulebook. The people reviewing proposals aren’t guessing anymore. They’re checking for proof, speed, and state-aligned priorities.

If you’re still describing what your project is before telling the state what it solves, you’re out. Florida’s current system for infrastructure grants wants return, not poetry. The sentence that includes the words from the 2026 infrastructure proposal process in Florida should not sound like branding. It should prove the story leads with impact.

Florida wants more than infrastructure. It wants proof of value.


Florida Changed the Rules. Proposals Must Respond.

Senate Bill 250 restructured who gets help and how they get it. The “Floridians First” budget now directs more than $15 billion into transportation, water, economic development, and disaster hardening. But this isn’t a buffet. Agencies are picking based on match, impact, and readiness.

The Office of Rural Prosperity is now the common entry point for most rural funding. Applicants who skip pre-application engagement with the regional liaisons put themselves behind the line. State reviewers don’t just recommend this meeting. They expect it.

Let’s simplify the filter:

  • Job Growth Grants: Want immediate return and private-sector co-dependency.
  • Resilient Florida: Wants flood modeling and proof that risk reduction is measurable.
  • Rural Infrastructure Fund: Wants a clean budget, a clear job link, and no administrative fluff.
  • Renaissance Grants: Focus only on population retention in seven rural counties.

Everything else is noise.

The legislative changes also widened the definition of “fiscally constrained” counties. This shifts access to full-funding eligibility, meaning more small and mid-sized communities can ask for 100 percent coverage—if their proposal proves the case.

Florida’s Office of Program Policy Analysis and Government Accountability and FDOT’s Budget Highlights both offer direct views into how priorities are stacked.


Return First. Infrastructure Second.

What Reviewers Want to See First

Lead with the cost of inaction. Don’t waste space on pipe specs or acreage. Instead, say what happens if nothing gets done. Show loss, risk, or a stalled investment.

For example, instead of writing, “This project will build a new wastewater line,” try, “Without this extension, 128 homes stay on failing septic systems, placing the aquifer at risk and blocking affordable housing expansion.”

That’s the kind of plain math that earns a second look.

Numbers That Carry Weight

Proposals should do the following:

  • Connect job count to real industry or employer quotes.
  • Project wage data against county averages.
  • List tax-base impacts by parcel, not percentage.
  • Break out storm damage savings with sourceable modeling.

Don’t say “expected to grow” or “anticipated impact.” Say, “42 new hires at $48,000 average wage tied to site certificate filed by [Company Name], pending infrastructure.”

If you don’t already have a worksheet with ROI calculations, make one before writing another paragraph. If your project doesn’t show new economic value, it will rank behind those that do.

When Public Need and State Return Match

Hernando County’s “Center for Success” did not open with grading, storm drains, or permitting timelines. The proposal led with its purpose: workforce readiness for thousands of residents locked out of skilled jobs.

Instead of framing it as a construction project, they described it as an economic necessity. The road wasn’t the goal. It was the path that connected an entire community college hub with the local job market.

Here’s what made that proposal stand out:

  • They partnered with Pasco-Hernando State College.
  • They tied the infrastructure to adult re-entry programs and vocational pipelines.
  • They framed the site as a human services platform, not just a parcel.

Rather than trying to impress engineers, they wrote to the reviewers responsible for budget accountability and economic outcomes. The result was a submission grounded in public value, not technical specs.


Who Qualifies for 100 Percent Infrastructure Grants in 2026?

Know if You’re In Before You Start

Thanks to SB 250, counties now qualify as “fiscally constrained” if their one mill property tax levy pulls in under $10 million. That’s double the old threshold, and it opens the door for counties that previously missed out by a few decimal places.

This status matters. It means:

  • You qualify for full state coverage under the Rural Infrastructure Fund.
  • You don’t need to provide a local match.
  • Your proposal will be scored with that expectation in mind.

But don’t wait for someone to tell you. Confirm eligibility under Florida Statute 218.67. If you’re eligible, lead with it in both your cover and budget narrative.

Seven Counties Get Their Own Track

Gadsden, Hardee, Hamilton, Taylor, Jackson, Calhoun, and Liberty counties now get access to $1 million each through the Renaissance Grants. These grants are not growth-driven. They are built around stopping population loss.

Focus areas include:

  • Downtown upgrades that keep small businesses open.
  • Utility and healthcare access to support families.
  • School facility improvement to retain residents.

These projects win when they show that staying in the county becomes easier. Not flashier. Just easier.


What Counts As Ready in 2026?

Planning Documents Are No Longer Optional

Resilient Florida scores projects using four tiers. The highest weight is in Tier 1. That tier requires a formal Vulnerability Assessment that clearly lists the threat your project will address.

Your proposal must:

  • Name the specific plan.
  • Cite the page and risk being addressed.
  • Explain what part of the project reduces the risk.

Don’t link the report. Quote it.

Pair Green Infrastructure with Smart Tech for Scoring Leverage

Nature-based elements are preferred in both resilience and water programs. Traditional culverts and pipes work, but bioswales, restored floodplains, and rain gardens win more points.

And this year, there’s a Smart Infrastructure Grant pilot. It’s small, but it allows rural projects to add things like:

  • Leak detection for public water systems.
  • Real-time traffic sensors for economic corridors.
  • Public Wi-Fi linked to community institutions.

These can be layered into larger RIF or Resilient Florida proposals. They help proposals score higher without rewriting the core project.


Why Do Proposals Fail?

Common problems kill scores fast:

  • Budget includes restricted costs like administration or legal.
  • The narrative stays generic. No numbers, no names, no urgency.
  • No evidence of permitting readiness or coordination with local agencies.

Applications should feel like the final version of a plan. Not a concept. Not a wish list.


Final Section: Build What Florida Wants to Fund

Funding in 2026 goes where the risk is lowest and the return is highest. Florida agencies aren’t guessing anymore. They’re scoring every word.

This means your proposal needs to do more than describe a project. It needs to speak the language of the program, reflect the priorities of the state, and anticipate the questions a reviewer will ask. If the grant program is looking for job creation, your opening line should name the employer. If it’s focused on flood risk, your numbers should come from a vulnerability assessment with page references.

At the same time, avoid the trap of sounding like you’re trying too hard. Reviewers are trained to spot filler. They move quickly, look for quantifiable outcomes, and expect clarity from the first paragraph. That’s why surface-level storytelling or vague claims about community benefit don’t hold up anymore.

Instead, lead with specifics. Quote state statutes when they support your eligibility. Reference planning documents by name. List measurable benefits like tax base growth or wage increases. The more you remove guesswork for the reviewer, the more competitive your proposal becomes.

In short, write to the fund’s goals. Show impact before details. Use the state’s own terms when they match your plan. And stop waiting to be impressive. Start being specific.

Related Posts

No posts found

With over nine years of experience driving process improvement, optimizing performance, and leading high-functioning teams, Sharee brings a strategic and hands-on approach to operations, consistently delivering measurable impact and elevating organizational excellence through streamlined systems and strong cross-functional collaboration.

Known for her ability to build meaningful relationships, Sharee prioritizes responsiveness, clear communication, and trust—creating an environment where teams feel empowered and aligned. Her business and leadership style blends accountability with support, fostering a culture that values both results and people.

As the former captain of her collegiate soccer team, her drive for success developed a strong foundation in leadership, discipline, and resilience—qualities she carries into her professional career every day. She is passionate about continuous improvement, cultivating talent, and helping organizations operate at their highest potential.

Madyson Filion

Administrative coordinator

blank

Madyson brings a background in real estate leadership and operations, where she developed strong skills in problem-solving, organization, and team support within fast-paced environments. She is known for her ability to bring structure and clarity to complex work while helping teams stay focused and moving forward. As Administrative Coordinator at KG Strategy Consultants, Madyson is passionate about supporting the processes and people behind meaningful work, and is excited to contribute to efforts that help nonprofit organizations grow and access the resources they need to serve their communities. Based in New York, she is dedicated to helping others succeed and supporting initiatives that create lasting impact.

Chloe Nordeste believes that great business starts with genuine connection. With a background that spans architecture, construction, and administration, she brings more than just strategy to the table—she brings a real-world understanding of how things get built and managed.

Chloe has built her reputation on being the person who catches every detail and never lets a question go unanswered. From the very first “hello” to long-term support, she’s dedicated to making sure her clients feel heard, informed, and completely taken care of. For Chloe, it’s not just about streamlining a process; it’s about solving problems with confidence and building the kind of trust that lasts.

Nichole Long

Client Success Manager

blank

Nichole plays a key role in ensuring a smooth, organized, and well-managed experience for KG clients throughout the funding process. Drawing on her background in administrative work within the judiciary circuit court system, she brings a high level of structure, attention to detail, and follow-through to every engagement.

She works directly with clients to gather required documentation, clarify requests, and ensure all materials are complete, accurate, and submitted on time. Nichole coordinates closely with internal teams to keep timelines on track, communicate updates, and ensure nothing is missed at any stage of the process.

Serving as a day-to-day point of contact, she helps clients stay informed, prepared, and confident as they move through each funding opportunity. Her proactive, solutions-oriented approach minimizes friction and keeps projects progressing efficiently.

Deborah Samuels

Grant Consultant

blank

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Cras eu elit efficitur, cursus est id, semper augue. Praesent nec volutpat nulla. Donec feugiat velit sit amet elit varius lacinia. Nam semper, metus non imperdiet placerat, massa magna vehicula urna, et tempor justo nibh nec magna. Fusce scelerisque, lectus id auctor malesuada, est mauris blandit neque, a viverra tellus diam in tortor. Ut ac dolor et risus aliquet scelerisque sed sollicitudin augue. Morbi nec purus at dui luctus gravida quis nec augue. Cras luctus justo eu est luctus, ac pharetra diam posuere. Etiam enim arcu, volutpat euismod ligula sed, vulputate rhoncus velit. Nunc ultricies interdum massa, non tincidunt arcu porta sit amet.

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Cras eu elit efficitur, cursus est id, semper augue. Praesent nec volutpat nulla. Donec feugiat velit sit amet elit varius lacinia. Nam semper, metus non imperdiet placerat, massa magna vehicula urna, et tempor justo nibh nec magna. Fusce scelerisque, lectus id auctor malesuada, est mauris blandit neque, a viverra tellus diam in tortor. Ut ac dolor et risus aliquet scelerisque sed sollicitudin augue. Morbi nec purus at dui luctus gravida quis nec augue. Cras luctus justo eu est luctus, ac pharetra diam posuere. Etiam enim arcu, volutpat euismod ligula sed, vulputate rhoncus velit. Nunc ultricies interdum massa, non tincidunt arcu porta sit amet.

Hugh Kelly, JD, is a veteran grant writer and strategist specializing in securing multimillion-dollar federal and state awards. With a background in higher education and nonprofit leadership, he is a persuasive advocate for healthcare and community development initiatives.

Based in the Pacific Northwest, Hugh designs strategic mission-driven proposals with a portfolio focused on disability studies, behavioral health, and vulnerable populations. He holds a longstanding commitment to public service and fostering lasting community outcomes.

Adam has a natural gift for storytelling, which he brings into his grant writing to help turn complex missions into clear, compelling proposals that resonate with funders. He balances empathy with a sharp attention to detail, making sure each application not only shows real impact but also stays closely aligned with funder priorities and guidelines.

At KG Strategic, Adam focuses on strengthening each client’s case for support through thoughtful research, well-organized structure, and precise, accessible language. His goal is simple: create proposals that are credible, engaging, and easy for funders to follow.

He holds a Liberal Arts degree from Sarah Lawrence College in New York. Outside of work, Adam is usually reading, experimenting with a new recipe, or running a Dungeons & Dragons campaign as a Dungeon Master. He’s also a big fan of board games of all kinds.

Matthew is a grants and philanthropy professional with over five years of experience securing foundation, government, and community funding for initiatives spanning affordable housing, food security, resident services, community development, and youth programs. He holds a Bachelor of Arts in Public Administration and an MBA with a focus on leadership and team development.

Known for translating complex program needs into clear, funder-aligned proposals, Matthew builds strong relationships that support long-term, sustainable impact. His strategic, research-driven approach to funding helps organizations strengthen outcomes, expand capacity, and scale their work with confidence.

Cheri Sanzi

Government Grants Consultant

blank

Cheri Sanzi is a nonprofit executive with nearly 20 years of experience leading mission-driven organizations through growth, operational transformation, and long-term sustainability. She joined KG Strategic Consultants in 2026, bringing expertise in grant writing, strategy, leadership, and human services administration.

Keith Manley

Business Development Manager (Southeast)

blank

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Cras eu elit efficitur, cursus est id, semper augue. Praesent nec volutpat nulla. Donec feugiat velit sit amet elit varius lacinia. Nam semper, metus non imperdiet placerat, massa magna vehicula urna, et tempor justo nibh nec magna. Fusce scelerisque, lectus id auctor malesuada, est mauris blandit neque, a viverra tellus diam in tortor. Ut ac dolor et risus aliquet scelerisque sed sollicitudin augue. Morbi nec purus at dui luctus gravida quis nec augue. Cras luctus justo eu est luctus, ac pharetra diam posuere. Etiam enim arcu, volutpat euismod ligula sed, vulputate rhoncus velit. Nunc ultricies interdum massa, non tincidunt arcu porta sit amet.

Donald Kropfelder

Business Development Manager (Maryland)

blank

Donald is a veteran nonprofit and community development professional with more than three decades of experience building relationships, growing fundraising efforts, and advancing mission-driven initiatives. Known for connecting organizations with donors, volunteers, corporate sponsors, and community leaders, he helps expand philanthropic support and drive lasting community impact.

Widely respected for fostering authentic partnerships, Donald brings a relationship-centered approach to nonprofit leadership rooted in thoughtful stewardship, collaboration, and community engagement.

Maggie Golias

Business Development Manager (Midwest)

blank

Maggie was born and raised in Chicago, Illinois. She holds a Bachelor’s degree in Interdisciplinary Studies from Governors State University, providing a strong foundation in understanding complex systems, people, and organizational dynamics. She brings over 12 years of experience in business development, specializing in driving strategic growth across manufacturing, technology, and government sectors. She excels in leadership and consistent partnership development with her clients.

In her current work, Maggie partners with nonprofit leaders across the Midwest to solve one of their most critical challenges: securing consistent, strategic funding. She works alongside mission-driven organizations to identify the right funding opportunities, strengthen their positioning, and build sustainable growth strategies. Her focus is not just on winning grants, but on creating long-term funding success that allows organizations to scale their impact with confidence. Maggie enjoys fitness and being a dog mom.

Lisa Weaver

Director of Business Development

blank

Lisa brings nearly a decade of experience driving growth for mission-driven organizations through strategic partnerships, leadership, and program development. With a strong foundation in sociology and anthropology, she approaches business development with a deep understanding of people, communities, and the systems that influence decision-making.

She leads efforts to identify and cultivate new opportunities, build and strengthen stakeholder relationships, and support fundraising and revenue growth initiatives. Lisa works closely with organizational leadership and boards to align business development strategies with mission and long-term impact goals.

Serving as a key connector between partners, clients, and internal teams, Lisa ensures opportunities are developed thoughtfully and executed effectively. With a strategic and relationship-driven approach, she helps organizations expand their reach, secure critical resources, and grow with purpose.

Apryl Alston

Director of Public Funding

blank

Apryl Alston is a strategic grant writer and development leader with a proven track record of securing and managing multi-million dollar funding portfolios across various nonprofits. She holds a B.S. in Business Management from Hampton University and specializes in institutional fundraising, including federal, corporate, and foundation grants, with extensive experience building sustainable funding strategies that drive mission impact.

Her work has focused on advancing equity-driven initiatives such as healthcare access, refugee support, economic mobility, and community-based programming. She brings a strong blend of strategic thinking, relationship management, and operational execution, ensuring that grant pipelines are both high-performing and aligned with organizational goals.

Reverend Kim Lagree

Director of Private Funding

blank

Kim is a nationally recognized public health strategist, ordained minister, and systems-level leader with more than 25 years of experience advancing community-centered solutions across health, public safety, and social impact.

As Director of Private Funding at KG Strategic Consultants, she leads the strategy and pursuit of private funding opportunities across foundations, corporations, and philanthropic partners. She works closely with community-rooted nonprofits, including faith-based organizations, to translate their vision into fundable strategies aligned with private sector priorities.

Kim brings a unique blend of executive leadership, policy expertise, and hands-on implementation experience. She has led multi-city initiatives focused on trauma-informed and healing-centered systems change, advancing innovative approaches to community healing, violence prevention, and public health transformation. Her work has spanned government, academia, and grassroots organizations, bridging policy and practice to drive meaningful results.

Kim brings a thoughtful, purpose-driven approach to ensuring organizations rooted in service and equity have access to the funding and opportunities they need to thrive.

Cassie Lilly

Executive Director of Strategic Funding

blank

Cassie leads the overall funding strategy across all client accounts, ensuring every engagement is aligned, intentional, and positioned for long-term success. She oversees the full funding ecosystem at KG, guiding strategy, monitoring pipeline performance, and ensuring consistent, high-quality outcomes across public and private funding efforts.

She manages and supports cross-functional leadership, including Client Success, Public Funding, Private Funding, and Business Development, creating alignment across teams and keeping initiatives moving forward with clarity and momentum.

Cassie works closely with the Business Development team to evaluate prospective clients, shape engagement strategies, and design service offerings that match each organization’s goals, capacity, and growth trajectory.

Acting as the Fractional Chief Development Officer (CDO) for KG clients, Cassie provides senior-level strategic leadership to clients, guiding long-term fundraising strategy, infrastructure development, and multi-year growth planning. She partners closely with KG senior leadership to support complex funding initiatives, including large-scale campaigns and capital efforts, ensuring organizations are positioned to secure and sustain meaningful funding.

Cassie also oversees the work of our grant writers and funding teams, maintaining a cohesive, high-performing system that delivers consistent results across all accounts. With a hands-on, strategic approach, she steps into key initiatives when needed, provides mentorship and guidance to staff, and helps organizations build the structure and partnerships required to scale their impact.

Phil Kline

Director of Operations

blank

Phil served six years in the Air Force as a military police officer, specializing in anti-terrorism and overseas base security operations. With deep experience in security management and leading large teams, he brings a disciplined, mission-driven approach to his work. As a Leadership & Strategy Consultant, Phil focuses on each client’s organizational priorities and long-term objectives, guiding them through complex initiatives with the same strategic clarity and operational rigor that defined his military career. Detail-oriented and approachable, Phil is friendly, responsive, and ready to support clients at every stage of the process.

Matthew Goodman

Chief Operating Officer

blank

Matt is the operational backbone of KG, overseeing the internal systems and execution strategies that allow the firm to deliver elite results. In this role, he draws on over a decade of experience in the private security sector, where he rose to Director of Operations and commanded large-scale safety, risk mitigation, and crisis response initiatives. This background in high-stakes environments defines his leadership style: a focus on precision, absolute reliability, and proactive problem-solving.

A graduate of York College with a degree in Criminal Justice, Matt played four years of Division III baseball. That tenure on the field forged his commitment to the discipline and logistics of team performance. At KG, he does more than manage workflows, he builds the infrastructure that keeps the organization agile. By applying the same intensity to corporate operations that he once brought to physical security, Matt ensures every department is optimized to support the firm’s growth and mission.

Jared M. Krieger

Chief Executive Officer

blank

Jared has redefined capital procurement by treating strategic funding as a mission-critical operation. As the CEO and Founder of KG, he brings a “failure is not an option” mentality rooted in his veteran background within homeland security and disaster management. This perspective has helped his clients secure over $100M in competitive funding.

He combines the technical precision of a security leader with the business mindset of an MBA. Holding dual board certifications in Security Management and Physical Security, he has overseen 1,000+ proposals with an industry-leading 90% success rate. He handles complex federal and private grants with a level of rigor that most firms simply cannot match.

At KG, Jared has institutionalized this accountability through a signature money-back guarantee. By merging strict compliance with clear, persuasive storytelling, he ensures the proposal written by his team are positioned for approval.