City Commission Workshop Meeting

| August 06,2026 City Commission Workshop 10:00 a.m. | | --- |

## ELECTED OFFICIAL PRESENT:

ELECTED OFFICIAL PRES Mayor Mark Short Chair Charles Salem Vice Chair Gary McMulle Commissioner Chris Arec Commissioner Kathy Mo Commissioner John Lynch

ENT:

n nt via phone gan-Johnson

## CITY STAFF PRESENT:

City Treasurer Randy Maxson City Clerk Amber LaRowe City Planner Ashley Austin Deputy Clerk Barbara Jeffries

Mayor Short called the Budget Workshop to order at 10:00 a.m.

## Budget Overview

Treasurer Randy Maxson explained that the tentative budget meeting had to be rescheduled due to a conflict with the School Board meeting and state certification requirements. The tentative meeting is scheduled for Saturday, September 5, at 9:00 a.m. with the final budget meeting scheduled for Wednesday, September 23 at 5:01 p.m.

The City's budget continues to move closer to balance grants and Capital projects rather than projects being the next workshop.

much of the remaining adjustment involves the timing of minated. Staff's goal is to present a balanced budget at

Commissioners discussed changes in grant revenue and questioned whether the adjustments reflected when the City realistically expects to receive grant funds. Staff confirmed that grant and capital project timing continues to be refined as the City determines which work will occur during the current fiscal year, FY 2027, or a later year.

## City Administration

City Clerk Amber LaRowe presented the City Administration budget and transition year as the City reorganized expenses that had previously been gr a clearer picture of the true operating costs of City Administration.

explained that FY 2026 served as a ped together. FY 2027 will provide

Administration's focus continues to be strengthening internal accountability, standardizing policies and procedures, improving procurement and contract administration, coordinating grant opportunities, supporting Commission initiatives, and improving emergency preparedness. She highlighted the City's updated Emergency Operations Plan and continued employee training as important accomplishments.

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The FY 2027 budget is intended to build upon those improvements while remaining relatively modest. Priorities include leadership and Commission support, emergency preparedness, professional development, and improved resident communication through City Connect.

## Information Technology

LaRowe explained that the City has made significant improvements to its IT infrastructure. Technology costs that were previously spread throughout various departments are now organized within a dedicated IT budget, allowing the City to better understand and manage its technology expenses.

Improvements include enhanced cybersecurity, employee cybersecurity training, improved email security through Barracuda, iPads for Public Works and Code Enforcement, and increased use of cloud-based systems.

Commissioner Lynch asked how the City's technology systems would remain operational during hurricanes, power outages, or other emergencies. Staff and Big Sur representatives explained that the City has moved away from relying on an on-site server and now utilizes cloud-based Microsoft 365 systems and off-site backups. Mobile internet devices can also be deployed to employees, allowing City operations and public communication to continue even if City Hall loses normal internet service.

Chair Salem questioned several software expenses, including Microsoft 365 and CitizenServe. Big Sur explained that Microsoft licensing is passed through to the City without markup. Staff explained that CitizenServe is heavily utilized by the Building Department and Code Enforcement for permitting and vacation rental management.

Commissioners also discussed whether some software subscriptions may duplicate services already available through other programs. Staff agreed that continuing to review subscriptions for overlap and potential savings is important. As an example, staff noted that consolidating Adobe licenses significantly reduced the City's cost.

## Debt Service and Insurance

Staff reported that an older term loan associated with the purchase of the property now used as City Pier Park is expected to be paid off. The City's FEMA bridge loan is also expected to be repaid as FEMA reimbursements are received. If anticipated FEMA funding is received as projected, the City's goal is to finish FY 2027 without outstanding debt.

The Commission also reviewed property and casualty insurance. Staff is recommending a change from FMIT to coverage obtained through Brown & Brown. Treasurer Maxson explained that the City identified substantial potential savings while also improving coverage, including wind and flood coverage that had previously been lacking on certain City properties.

The Mayor commended Treasurer Maxson for identifying the issue and actively shopping the City's insurance coverage rather than allowing the existing policy to continue without review. Commissioners agreed that the increased visibility into City expenses has been valuable and emphasized the importance of regularly reviewing major contracts and expenses.

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## Staffing, Payroll and Benefits

The Mayor reviewed proposed staffing levels and explained that several staffing changes are connected to bringing services in-house rather than continuing to pay outside vendors. This includes vacation rental management and additional procurement, grant, contract management, and accounting support.

A proposed procurement/grants/contract management position would centralize responsibilities that are currently divided among several staff members. Chair Salem asked who currently handles these responsibilities. The Mayor explained that the work has been shared among the City Clerk, Treasurer, department heads, and other staff, which has sometimes resulted in staff reacting to reporting deadlines rather than having one person consistently responsible for them.

The City Clerk clarified that the City's procurement procedures themselves have been consistently handled, while grant reporting and contract-management responsibilities have been more dispersed.

The proposed payroll budget reflects additional positions, promotions, and an assumed 4% increase. However, staff noted that approximately $190,000 in third-party costs would be eliminated by bringing certain responsibilities in-house. When asked whether the staffing changes essentially represented a wash financially, staff confirmed that they did.

The proposed budget does not currently include replenishment of the City's 3% reserve, as the immediate priority is balancing revenues and expenditures.

## Public Safety

The Commission reviewed the City's agreement with the Manatee County Sheriff's Office, which provides one sergeant and eight deputies dedicated to the City of Anna Maria. Staff emphasized that the City receives additional services beyond those directly reflected in the contract, including marine patrol, dispatch, motorcycle patrol, mounted patrol, and additional assistance during high-demand periods and special events.

Commissioners expressed strong support for the Sheriff's Office and the level of service provided. The Mayor specifically recognized Sergeant Gettman for his experience, planning, and familiarity with the City's needs.

The Sheriff's direct charges are projected to increase approximately 6.7% over the prior year.

City Administration AMBER LAROWE, CITY CLERK/HR ADMINISTRATOR F Y 2 0 2 7 B u d ge t Pre s e n t a t io n

Department Overview City Administration Executive Leadership: • Provides executive leadership and day-to-day administration of City operations. • Implements policy direction established by the City Commission. Organizational Support • Coordinates activities across departments to ensure consistent, efficient operations. • Supports strategic planning, organizational initiatives, and continuous improvement. Commission Support • Assists with policy implementation, special projects, and Commission priorities. • Coordinates intergovernmental relationships and organizational communications. Emergency Management • Oversees emergency preparedness, response, coordination, and organizational resilience. Provides the leadership, coordination, and organizational support necessary for all City departments to successfully serve our community.

FY26 Building the Foundation Organization Strategy Resilience Operations

Organizational Improvements: FY 26 Highlights • Separated City Hall budgets to improve transparency and accountability. • Standardized department processes. • Advanced organizational structure and consistency. Impact: • Improved financial transparency. • Greater accountability. • Better coordination across departments.

Strategic Initiatives: FY 26 Highlights • Coordinated grant applications and special projects. • Advanced emergency preparedness. • Coordinated implementation of Commission priorities across multiple departments Impact: • Improved organizational readiness for emergencies. • Kept strategic initiatives moving forward through collaboration and coordination. • Improved organizational preparedness

Operational Improvements: FY 26 Highlights: • Enhanced procurement and contract administration. • Standardized organizational policies and administrative processes. • Improved interdepartmental communication and collaboration. Impact: • More efficient and consistent operations. • Stronger internal controls and accountability. • Better support for departments serving the community.

Organizational Resilience: FY 26 Highlights: • Advanced emergency management planning and preparedness. • Strengthened coordination with local, state, and regional partners. • Supported grant opportunities that enhance long-term community resilience. Impact: • Improved the City's readiness to respond to emergencies. • Strengthened continuity of operations during disruptive events. • Positioned the City to leverage future resilience funding.

FY 2027 Building on the Foundation Invest in Organizational Excellence Standardize processes Strengthen accountability Invest in Operational Effectiveness Improve systems Streamline operations Invest in Community Resilience Emergency preparedness Continuity planning Invest in Strategic Leadership Commission priorities Regional partnerships

How the Budget Supports Those Strategic Priorities Leadership • Executive leadership • Commission support • Organizational planning Preparedness • Emergency management • Hurricane supplies • Annual tabletop exercise Professional Excellence • Professional memberships • Continuing education • Staying current with municipal best practices Operational Support • Administrative technology • Communications • Basic operational resources

FY27 Budget Highlights Emergency Preparedness • Hurricane supplies • Annual tabletop exercise Professional Excellence • Memberships • Continuing education Organizational Support • Resident communication • Administrative resources

Investing in a Stronger Organization Unlike operating departments that deliver a specific service, City Administration provides the leadership, coordination, and organizational support that enables every department to deliver services effectively FY2027 continues that investment in a stronger, more accountable, and more resilient organization.

Information Technology AMBER LAROWE, CITY CLERK/HR ADMINISTRATOR Fiscal Year 2027 Budget Presentation 8/5/2026 FY27 IT BUDGET - AL

What is IT? Information Technology provides the infrastructure, security, and support that enables every department to deliver reliable public service. 8/5/2026 FY27 IT BUDGET - AL

Building a Modern Technology Program Cybersecurity Reliability Productivity Long-Term Planning 8/5/2026 FY27 IT BUDGET - AL

Every Department Depends on Technology Technology is one of the few investments that supports every department simultaneously Building Enforcement Human Resources AdministrationPlanning Finance Commission 8/5/2026 FY27 IT BUDGET - AL

FY26 Modernized Technology Across the Organization Cybersecurity Technology Solutions Operational Efficiency Infrastructure 8/5/2026 FY27 IT BUDGET - AL

8/5/2026 FY27 IT BUDGET - AL FY26 Accomplishments Major Initiatives  Supported 27 City workstations and 41 Microsoft 365 user accounts  Implemented KnowBe4 Security Awareness Training.  Transitioned City-owned mobile devices to a fully managed environment.  Deployed iPads to Public Works staff.  Completed migration from on-premises server to Microsoft Cloud.  Implemented Barracuda email security and archiving.  Replaced firewall with SonicWall threat monitoring.  Standardized PCs on Windows Pro and Azure Active Directory.  Modernized core network switch and wireless access points.  Deployed new laptops and docking stations. IT Service Metrics (10/1/2025 – 8/4/2026) 276 – Total support tickets 202 – Tickets with billable time 29 min – Average initial response 27.66 hrs – Average resolution 225.15 – Total billable hours *74 tickets were merged into existing requests or required no billable time.

FY27 Strategic Priorities Cybersecurity & Risk Management • Protect City Assets and Information Reliable Infrastructure • Dependable tools to ensure uninterrupted services Employee Productivity • Modern technology to improve employee efficiency Strategic Planning • Plan for future technology needs to support innovation and employee growth 8/5/2026 FY27 IT BUDGET - AL

FY27 Budget Investments Cybersecurity Email security Multifactor authentication Secure remote access Productivity & Collaboration Microsoft 365 CitizenServe ConnectTeam Technology Infrastructure Managed IT services Hardware replacement Website 8/5/2026 FY27 IT BUDGET - AL

BUDGET WORKSHOP CITY-WIDE EXPENSES A U G U S T 6 , 2 0 2 6

INDEX • PAYROLL AND BENEFITS • PROPERTY AND CASUALTY INSURANCE • PUBLIC SAFETY • INFORMATION TECHNOLOGY • DEBT SERVICE

PAYROLL AND BENEFITS OVERVIEW •Payroll and benefits include • Salaries • Hourly wages • Hourly employee estimated overtime • Payroll taxes • FRS retirement contributions • Health insurance • Workers compensation insurance •FRS contribution rates mandated by State •Health insurance and workers compensation policy currently with FMIT •Invitation to bid on health insurance and workers compensation coverage is in process

STAFFING OVERVIEW • Organization changes impacting headcount • Procurement/grants/contract management position • Part-time A/P and Payroll • Vacation rental management • Allocation of one CE officer to Building for 50% of their time • CE and PW presence in City 7 days/week • Elimination of contracted services for • Grants/contract management • Vacation rental inspections Headcount FY 26 budget Current FY 27 budget Admin/HR - - 1.5/ Clerk 3.0 3.0 2.0 Treasurer 2.0 2.0 2.0/1.0 CE 2.0/6.0 4.0/3.0 3.5/3.0 PW 5.0/1.0 5.0/1.0 5.0/1.0 Planning 1.0 1.0 1.0 Building - - .5 Total 13.0/7.0 15.0/4.0 15.5/5.0

PAYROLL AND BENEFITS SUMMARY FY26 BUDGET FY26 ANNUALIZED ACTUAL FY27 BUDGET % CHANGE PAYROLL AND PAYROLL TAXES $1,318,228 $1,311,773 $1,546,620 17.9% HEALTH INSURANCE $458,989 $475,744 $476,975 .3% FRS CONTRIBUTIONS $190,443 $152,838 $199,120 30.3%

PUBLIC SAFETY OVERVIEW •Public safety expenses are principally MCSO •Staffing is consistent-One officer and eight deputies •MCSO provides other services which are not billed to the City • Holiday/busy season extra duty officers • Marine Patrol • Dispatch services • Motorcycle patrols FY26 FY27 MCSO staff and benefits $1,540,463 $1,645,981 MCSO support expenses $81,277 $86,655 MCSO overtime $48,260 $50,000 Facility operating expenses/allocations $52,400 $7,300 Total $1,722,400 $1,789,936 MCSO only % change 6.7%