City Commission Workshop Meeting

July 30,2026 City Commission Workshop 2:00 p.m. ELECTED OFFICIALS PRESENT: Mayor Mark Short Chair Charles Salem via phone Vice Chair Gary McMullen Commissioner Kathy Morgan -Johnson via Zoom Commissioner Gary McMullen Commissioner Chris Arendt via phone Commissioner John Lynch via phone CITY STAFF PRESENT: City Clerk Amber LaRowe City Treasurer Randy Maxson City Attorney Pam Chicone with Vose Law Firm City Planner Ashley Austin Code Enforcement Manager Thomas Collins Deputy City Clerk Barbara Jeffries Public Works and Capital Projects Manager Dean Jones Administrative Assistant Isis Mavenyengwa Manatee County Sheriff's Department Lieutenant John Wren Mayor Short called the meeting to order at 2:00 p.m.followed by a Roll Call. 1. DISCUSSION: OPERATING EXPENSES, DEPARTMENTAL BUDGETS Treasurer Randy Maxson opened the workshop with an overview of the proposed Fiscal Year 2027 budget. He reviewed several significant updates since the previous workshop, including reduced property insurance costs, the addition of a proposed reserve fund, grant funding adjustments, and the City's current budget outlook. Commissioners discussed the methodology for establishing reserves, historical budget comparisons, grant reimbursements, and the allocation of expenses among departments. The Finance Department budget was then presented. Discussion centered on staffing, audit services, software expenses, and efforts to generate savings through improved insurance rates and increased revenues. Mayor Short presented the Building Department budget, explaining the department's responsibilities, the contractual relationship with JPI, engineering services, and the allocation of building -related expenses. Commissioners discussed permit fee revenue, legal cost allocations, and the methodology used to ensure building department expenses are supported by building permit revenues. The Commission budget was reviewed, including elected official expenses, legal services, lobbyist services, memberships, training, and insurance allocations. Staff explained that certain administrative expenses are initially budgeted within the Commission budget before being allocated to individual departments.

July 30, 2026 Anna Maria City Commission Page 3 of 3 emergency events. Discussion also included the condition of City facilities, long-term maintenance planning, and the importance ofinvesting in equipment and employee training to ensure reliable service delivery. Staff explained how the proposed budget supports continued maintenance of City assets while positioning the department to respond efficiently to both daily operations and future storm events. Mayor Short adjourned the meeting at 4:05 p.m.

BUDGET WORKSHOP DEPARTMENT OPERATING EXPENSES DEPARTMENT 200-BUILDING J U LY 3 0 , 2 0 2 6

BUILDING DEPARTMENT BUDGET OVERVIEW •The Building Department manages all activity related to construction including: • Building permits • Inspections • Engineering designs • Compliance with Florida Building Codes • Certificates of Occupancy • Stop Work Orders •The City outsources its Building Department functions to JPI •The Building Department works closely with the City Planner and Code Enforcement, as well as other third-party specialists when needed •Building Department permit revenues can only be used to offset direct and indirect Building Department expenses.

BUILDING DEPARTMENT BUDGET COMMENTS •JPI fees equate to 49.5% of building permit revenues budgeted •Third party assistance periodically required •Allocations supporting the Building Department are permissible • Code enforcement • Insurance • Utilities/Technology • Office supplies/postage/etc. • Legal fees/other professional fees Budgeted direct building department expenses $ 622,400 Budgeted expenses allocated to building department (not complete) $ 74,257

BUDGET WORKSHOP DEPARTMENT OPERATING EXPENSES DEPARTMENT 350-COMMISSION J U LY 3 0 , 2 0 2 6

COMMISSION BUDGET OVERVIEW •Elected officials and related expenses incurred to support those functions • Payroll • Benefits • Education and training • Organizational dues and fees •Allocations of certain City operating expenses • IT • Telecommunications • Postage/Printing/Office Supplies • Insurance •Other expenses supporting City initiatives, ordinances and operations • Legal • Lobbyist

COMMISSION BUDGET COMMENTS •No change in Mayor or Commissioner salaries •Reflects reclassifications of certain expenses that were reported elsewhere in prior year •Actual budgeted cost reductions include FRS, Travel, Training, Miscellaneous Operating and Reserves Prior year budget $180,457 Full allocation of: Legal fees $162,000 Lobbyist $ 40,200 Allocation of insurance and IT $ 41,163 Allocations eliminated $ (1,450) Reductions in other direct or allocated expenses $ (73,243) Current year budget $349,127

BUDGET WORKSHOP DEPARTMENT OPERATING EXPENSES DEPARTMENT 650-PARKS AND RECREATION J U LY 3 0 , 2 0 2 6

PARKS AND RECREATION BUDGET OVERVIEW •The Parks and Recreation Department receives limited direct funding from Impact Fees and possible grants •Ad Valorem revenues (property taxes) primarily fund expenses incurred •Operating, maintaining, repairing, improving and insuring City parks and public areas, as well as sponsoring or hosting special events, comprise the principal expenses incurred •Any major capital improvements are incorporated into the Capital Projects Budget •Special events include/contemplate • Memorial Day • Veterans Day • Block Parties • Bayfest sponsorship • City Holiday Lights • Pier Grand Opening • Holiday Walk on Pine • Center Donation

PARKS AND RECREATION BUDGET COMMENTS •Insurance allocations based on preliminary quotes for structures •Other grant funding opportunities being investigated but typically are only for capital improvement projects Allocated expenses, principally insurance $ 76,545 Direct maintenance expenses $ 56,500 Special events $137,000 Total budgeted expenses $270,045 Budgeted impact fee revenues $ (56,857) Budgeted grants $ - Funded by property taxes $213,188

Human Resources AMBER LAROWE, CITY CLERK/HR ADMINISTRATOR Fisca l Ye ar 20 27 B u d get Pres en tat ion 7/28/2026 HR FY2027 BUDGET PRESENTATION (AL)

Department Overview 7/28/2026 HR FY2027 BUDGET PRESENTATION (AL) Responsibilities • Recruitment & onboarding • Employee relations • Benefits administration • Policy development & compliance • Training & organizational development • Risk management & workplace investigations Human Resources supports the City's greatest asset—its employees—by providing the programs, policies, and guidance necessary to build a professional, accountable, and engaged workforce.

FY26 Building a Modern Human Resources Function 7/28/2026 HR FY2027 BUDGET PRESENTATION (AL) Compliance • Policies • Handbook • Personnel files Talent • Recruitment • Onboarding • Hiring processes Development • Training • Performance evaluation • Employee engagement Culture • Recognition • Communication • Employee engagement

Why Invest in Human Resources? 7/28/2026 HR FY2027 BUDGET PRESENTATION (AL) 2021-Sept. 2025 21 Voluntary resignations FY2026 (Oct. 2025-Present) 3 Voluntary resignations Employee Retention Trends Historical review of voluntary employee resignations (2021-Present) FY2026 Human Resources Initiatives: • Handbook Modernization • Leadership Development • Performance Evaluations • ConnectTeam • Compensation Policy • Longevity Pay • Employee Recognition • Certification Program

FY26 Key Accomplishments • Developed comprehensive personnel policies • Implemented ConnectTeam • Standardized hiring process • Created evaluation program • Initiated the development of a grade plan for compensation • Developed compensation administration policy • Improved compliance documentation • Strengthened recruitment HR FY2027 BUDGET PRESENTATION (AL)

FY27 Strategic Priorities 7/28/2026 HR FY2027 BUDGET PRESENTATION (AL) Organizational Excellence Policy Implementation Compliance Employee Development Citywide Training Leadership Development Talent Recruitment Recruitment Retention Succession Planning Organizational Culture Employee Engagement Recognition Wellness

How the FY27 Budget Supports These Priorities 7/28/2026 HR FY2027 BUDGET PRESENTATION (AL) Compliance Recruitment Training Employee Development Recognition Risk Management

FY27 Budget Highlights 7/28/2026 HR FY2027 BUDGET PRESENTATION (AL) Risk and Compliance Drug screening Background checks Labor law compliance Professional HR resources Employee Engagement & Recognition Service milestones Employee recognition programs Employee engagement initiatives Workforce Development Required annual training Leadership & supervisory development Regulatory and compliance training

Closing 7/28/2026 HR FY2027 BUDGET PRESENTATION (AL) INVESTING IN OUR PEOPLE Human Resources provides the policies, programs, and support that enable employees to succeed, leaders to lead effectively, and the organization to deliver exceptional public service. FY2027 continues our investment in building a professional, accountable, and engaged workforce.

Clerks Office Development Plan FISCAL YEAR 2027 BUDGET PRESENTATION PRESENTER: BARBARA JEFFRIES

What does the Clerks Office do? Official record keeper for the City. Prepares and manages City Commission agendas, packets, minutes, and public records. Ensures compliance with Florida's Government-in-the-Sunshine Law, Public Records Law, and statutory notice requirements. Oversees records management, ordinance and resolution processing, and legislative tracking. Coordinates boards and committees, and public meeting administration. Manages City's website, public notices, and communication to promote transparency and public engagement. Provides administrative support to the Mayor, City Commission, City departments, and the public.

2026 HIGHLIGHTS Enhanced Public Access Audio recordings are now uploaded to the City's website and Public Records Request are searchable, making public meetings more accessible. Improved Special Event Coordination Streamlined special event processes for greater efficiency and consistency. Commitment to Transparency Continued to expand public access to information and strengthen open communication with residents and visitors. Expanded Public Engagement Increased community engagement through social media and improved communication with residents and guests alike. More Efficient Agenda Management Significantly reduced agenda amendments while providing more complete information, improving accuracy, and increasing efficiency. Stronger Team Culture Fostered a dedicated, collaborative Clerk's Office committed to exceptional customer service and support for the public.

Technology Investments Supporting Compliance & Public Service

Investing in Excellence

Increased Service Demands Regulatory Compliance Operational Improvements Future Initiatives OPPORTUNITES FOR IMPROVEMENT

A Vision of Continuous Improvement Transparent Government Trusted Records Efficient Operations Exceptional Service Continuous Improvement Investing in People Serving Our Community

Questions.

Community Development-Planning FY 2027 PRESENTATION ASHLEY AUSTIN

Why Community Development? Planning • Comprehensive and Long-Range Planning • Zoning and Development Standards • Entitlements Community Development • Highly collaborative • Development Services • NFIP and CRS Coordination • Community Connector

Overview • Protect the community’s character and charm • Preserve natural resources • Guide redevelopment with a focus on long-term resiliency • Provide exceptional public service • Solution-oriented and balanced decision making

FY 26 Accomplishments • Hurricane Restoration Extensions • Historic Preservation • Improved Business Visibility • Amendments to Seawall and Dock Ordinances • Improved Processes and Efficiency

FY 27 Priorities • Improve CRS rating • Align Land Development Codes • Continue building knowledge and networks • Improve processes and efficiencies

Code Enforcement City of Anna Maria, FL Fiscal Year 2027 Budget Presentation THOMAS COLLINS, CODE ENFORCEMENT MANAGER

Department Overview Responsibilities Enforce City Codes/Ordinances Parking Enforcement Short Term Vacation Rentals Assist Other City Departments & MSO Ambassadors for the City

FY2026 Accomplishments Code High Compliance Rate Vacation Rentals Revamped the entire system Bringing current STVR into compliance Investigating unlicensed STVR Manatee County Sheriff's Office Located lost child on beach Traffic Control Vehicle vs Pedestrian Crash

Parking Revenue October 25-July 26

Parking Benchmarks

FY2027 Strategic Priorities Increase voluntary compliance through proactive public education and outreach. Expand proactive short- term rental compliance and investigations. Improve case management efficiency through technology and standardized procedures. Strengthen regional partnerships to address shared enforcement challenges. Invest in employee development through certifications, legal updates, and cross- training. Deliver exceptional customer service while serving as ambassadors for the City. Support interdepartmental collaboration with Planning, Building, Public Works, and the Sheriff's Office to provide coordinated service deliver

How the FY27 Budget Supports These Priorities Invest in Our People •Training & certifications •Professional memberships •Conference attendance Maintain Reliable Service •Vehicle maintenance •Fuel •Equipment Improve Community Engagement •Educational materials •Public outreach •Professional uniforms Support Daily Operations •Office supplies •Operating expenses •Administrative resources

Current Operational Challenges Environment/Weather Communications

Looking Ahead What We Learned • Education before enforcement builds stronger community relationships. • Communication and collaboration improve compliance. • Professional development strengthens our service to the community. FY27 Focus • Proactive code enforcement. • Short-term rental compliance. • Community outreach and education. • Serving as ambassadors for the City. Our continued commitment to excellence in serving our residents, businesses, and visitors.