City Commission Regular Meeting Agenda

CITY OF ANNA MARIA CITY COMMISSION MEETING October 08, 2026 1:00 p.m. P.O. Box 779, 10005 Gulf Drive, Anna Maria, FL 34216 Phone (941) 708-6130 THIS COMMISSION MEETING IS BEING HELD USING OPTIONAL TELECOMMUNICATIONS MEDIA TECHNOLOGY. Dial in using a telephone You may access the meeting from your phone by dialing 1 929 205 6099. When the Meeting ID is requested, enter 853 9200 0280 *OUT OF COURTESY TO OTHERS, PLEASE MUTE YOUR PHONE WHEN NOT SPEAKING* IF YOU WISH TO MAKE A PUBLIC COMMENT, PRESS *9 ON YOUR PHONE Pledge of Conduct: We may disagree, but we will be respectful of one another. We will direct all comments to the issues. We will avoid personal attacks. 1.CALL TO O RDER Call to order, followed by the Pledge of Allegiance and roll call. 2.G ENERAL PUBLIC COMMENT Public Comment: Comments shall be limited to three minutes. Matters shall be limited to non-public hearing items on the current agenda or, if appropriate, to items related to City matters requested under a future agenda. 3.CONSENT AGENDA The following items are considered routine in nature and should be considered in a single motion. Items that warrant individual discussion should be removed from this list before the motion to adopt; such items will be discussed separately. a. Minutes: August 13, 2026, City Commission b. Special Event: City Block Party, Holiday Walk, Bethlehem Walk Action Request: Motion to approve the October 08, 2026, Consent Agenda.

Anna Maria City Commission October 08, 2026 Page 2 of 3 4. ACTION I TEMS a. Second Read of Ordinance 26-965 Compensation AN ORDINANCE OF THE CITY OF ANNA MARIA, FLORIDA, ADOPTING A COMPENSATION FRAMEWORK AND COMPENSATION ADMINISTRATION POLICY FOR CITY EMPLOYEES; ESTABLISHING COMMISSION-APPROVED CLASSIFICATIONS, PAY GRADES AND SALARY RANGES; PROVIDING FOR ADMINISTRATION OF COMPENSATION WITHIN THE APPROVED FRAMEWORK CONSISTENT WITH THE CITY CHARTER AND ADOPTED BUDGET; PROVIDING THAT INCLUSION OF A POSITION OR CLASSIFICATION IN THE COMPENSATION FRAMEWORK DOES NOT CREATE, FUND OR REQUIRE THE FILLING OF A POSITION; PROVIDING FOR CONFLICTS, SEVERABILITY AND AN EFFECTIVE DATE. Action Request: Motion to adopt Ordinance No. 26-965 Compensation Framework and Compensation Administration Policy b. Second Reading of Ordinance 26- 964 Amending Section 90-5 “Appeals” of Chapter 90 AN ORDINANCE OF THE CITY OF ANNA MARIA, FLORIDA, AMENDING SECTION 90-5, “APPEALS,” OF CHAPTER 90 OF THE CITY OF ANNA MARIA CODE OF ORDINANCES; PROVIDING A PROCESS FOR VARIANCE REQUESTS FROM THE STRICT APPLICATION OF CHAPTER 90; PROVIDING THAT THE PLANNING AND ZONING BOARD MAY RECOMMEND APPROVAL OF SUCH VARIANCES TO THE CITY COMMISSION; INCORPORATING THE APPLICABLE PROCEDURES AND STANDARDS OF CHAPTER 114, ARTICLE II; PROVIDING FOR CODIFICATION, SEVERABILITY, CONFLICTS, AND AN EFFECTIVE DATE. Action Request: Motion to adopt Ordinance 26-964 Amending Section 90-5 “Appeals” of Chapter 90. c. Discussion with Possible Action – Commercial Rental of Beach Equipment Franchise Agreement RFP 26-004 Discussion regarding responses received from RFP 26-004 for Commercial Rental of Beach Equipment Franchise Agreements. 5. PARKING UPDATE AND D ISCUSSION 6. CAPITAL PROJECTS UPDATE – MAYOR /JONES 7. MAYOR ’S COMMENTS 8. COMMISSIONER’S C OMMENTS 9. CITY ATTORNEY C OMMENTS

Anna Maria City Commission October 08, 2026 Page 3 of 3 10. S TAFF COMMENTS 11. PRESS Q UESTIONS 12. ADJOURNMENT If any person desires to appeal any decision of the City Commission or any other Board of the City, that person will need to ensure that a verbatim record of the proceedings is made, which includes the testimony and evidence upon which the appeal is to be based (FS § 286.0105). The City of Anna Maria does not discriminate based on race, color, national origin, sex, religion, age, marital status, or handicapped status in employment or the provision of services. Handicapped individuals may receive special accommodation in services on forty- eight hours' notice (FS §286.26). Anyone requiring reasonable accommodation for this meeting as provided for in the Americans with Disabilities Act should contact Amber LaRowe, City Clerk, by telephone 941-708-6130 or email cityclerk@cityofannamaria.com

City Commission August 13, 2026 10:00 a.m. E LECTED O FFICIALS PRESENT : Mayor Mark Short Commission Chair Charles Salem Commission Vice Chair Gary McMullen Commissioner John Lynch Commissioner Chris Arendt via Zoom Commissioner Kathy Morgan-Johnson CITY S TAFF PRESENT : City Attorney Pam Chicone with Vose Law Firm City Treasurer Randy Maxson Deputy City Clerk Barbara Jeffries Public Works and Capital Projects Manager Dean Jones Manatee County Sheriff’s Department Lieutenant John Wren Chair Salem called the meeting to order at 10:00am followed by the Pledge of Allegiance and Roll Call. 1.G ENERAL PUBLIC COMMENT Public comments were received regarding the workload and staffing needs of the Planning Department. Speakers expressed concern that the volume of current development review limits staff's ability to address conflicting or outdated provisions within the City's Code. Frank Agnelli, Mason Martin Builders, spoke in support of providing additional assistance to the Planning Department. He stated that while the department is functioning well, the volume of applications and reviews makes it difficult for staff to dedicate time to ordinance issues that have been identified over the past several years. Scott McGregor, Holly Road, expressed concerns regarding Waste Pro service, including missed yard waste and recycling pickups and containers not being returned to their appropriate locations. Mr. McGregor also discussed the recurring dredging of the Lake La Vista Channel and suggested that extending the existing jetty could potentially reduce the frequency of dredging. He additionally provided an update regarding his service on the Clean Water Commission and discussed efforts involving seagrass protection and reducing plastic bag use. 2.CONSENT AGENDA a. Minutes: July 16, 2026, Workshop, July 23, 2026, Workshop, July 23, 2026, Workshop (Removed) b. Special Event: Birthday Bash c. Special Event: Miss Tonga Fundraiser d. Resolution R26-836 FEMA Employee Pay e. Resolution R26-837 Performance Management f. Change Work Order TB Marine g. Tangerine Change Work Order CO-002

The Commission discussed the employee grievance procedures included within the performance management item. A question was raised regarding the provision stating that probationary and temporary employees are not entitled to utilize the formal grievance procedure. Staff explained that newly hired full-time employees are considered probationary during their first six months of employment. During that period, an employee may request a meeting with their supervisor to discuss concerns but does not have access to the formal grievance process. The City Attorney further explained that the probationary period allows the City greater flexibility regarding continued employment and that allowing the full grievance process during this period could interfere with that purpose. Motion: Commissioner McMullen moved, Commissioner Morgan Johnson seconded and the motion carried 5-0 to approve the August 13, 2026, Consent Agenda. 3. ACTION I TEMS a. First Reading of Ordinance 26-962 Proposed Stormwater Utility Rate AN ORDINANCE OF THE CITY OF ANNA MARIA, FLORIDA REVISING ARTICLE III. “STORMWATER MANAGEMENT UTILITY”, OF THE ORDINANCES OF THE CITY OF ANNA MARIA, FLORIDA; PROVIDING FOR CONFLICTS, CODIFICATION, SEVERABILITY, AND AN EFFECTIVE DATE. No Action was taken: First Reading of Ordinance 26-962 Proposed Stormwater Utility Rate was removed from the agenda. b. First Reading of Ordinance 26-963 Amendment to Chapter 46 Solid Waste AN ORDINANCE OF THE CITY OF ANNA MARIA, FLORIDA, AMENDING CHAPTER 46, “SOLID WASTE,” OF THE CITY OF ANNA MARIA CODE OF ORDINANCES; REVISING DEFINITIONS; UPDATING REQUIREMENTS FOR MANDATORY SOLID WASTE COLLECTION, AVAILABILITY CHARGES, CODE VIOLATIONS AND LIEN CREATION, LANDSCAPE DEBRIS, RESIDENTIAL AND COMMERCIAL CONTAINERS, VACATION RENTAL HOUSING UNITS, SIDE-DOOR AND CURBSIDE SERVICE, COLLECTION FEES, ENFORCEMENT, AND RELATED MATTERS; PROVIDING FOR CODIFICATION, SEVERABILITY, CONFLICTS, AND AN EFFECTIVE DATE. The Commission considered the first reading of Ordinance 26-963, amending Chapter 46 of the City Code relating to solid waste. Staff explained that following the City's transition from Waste Management to Waste Pro, a review determined that portions of the existing ordinance did not align with the City's current franchise agreement. The proposed amendments were intended to bring the Code into compliance with the new agreement. Discussion focused primarily on the proposed requirements for the storage and placement of residential garbage containers. The proposed language required containers to be located at least 20 feet from the right-of-way and not visible from the street. Commissioners expressed support for keeping containers away from the roadway but raised concerns regarding the requirement that they also be screened or not visible from the street. It was noted that residents paying for side-door pickup could be required to move containers in and out of screened areas on collection days, which would diminish the benefit of the service. Commissioners also discussed concerns regarding vacation rentals and containers being left in driveways following collection. Staff explained that the intent of the provision was to reduce the visual impact of garbage containers being stored near City streets throughout the week. The Commission discussed alternative language but ultimately reached consensus that the mandatory visibility requirement should be removed while retaining the required setback. The Commission directed that the language requiring containers to be "not viewable from the street" be removed

prior to second reading. The requirement that containers remain at least 20 feet from the right-of-way would remain. Motion: Commissioner McMullen moved, Commissioner Morgan-Johnson seconded and the motion carried 5-0 to approve the First Reading of Ordinance 26-963 Solid Waste c. First Reading of Ordinance 26-961 Commercial Activity AN ORDINANCE OF THE CITY OF ANNA MARIA, FLORIDA, REVISING THE ENTIRE CHAPTER 38, “PARKS AND RECREATION”, OF THE ORDINANCES OF THE CITY OF ANNA MARIA, FLORIDA; PROVIDING FOR CONFLICTS, CODIFICATION, SEVERABILITY, AND AN EFFECTIVE DATE. Mayor Short explained that the proposed ordinance was developed following significant feedback from residents and property owners regarding the volume and concentration of commercial beach activity, early setup times, and impacts on beachfront properties. The ordinance would continue limiting commercial activity to the designated six-block area, limit the number of commercial setups permitted on each block, establish delivery and setup times, and require businesses conducting commercial beach activity to obtain a franchise from the City. No more than three franchisees would be authorized, with the new regulations proposed to take effect January 1, 2027. Perry Elder, My Beach Concierge, addressed the Commission and raised several questions regarding how the ordinance would operate in practice. Discussion included advertising and QR codes on commercial vehicles, beach toys and games, electric beach carts, canopy signage, trash receptacles, setup and removal times, Coastal Conservation Zone setups, the definition of upland property, and the proposed violation and suspension provisions. Considerable discussion occurred regarding the proposed 9:00 a.m. setup time. Commissioners discussed complaints received from beachfront residents regarding commercial vehicles, backup alarms, setup activity, and the ability of residents to enjoy their properties during the early morning hours. Commissioners indicated that the 9:00 a.m. requirement was intended to balance commercial activity with those residential concerns. The Commission also discussed the requirement that commercial operators provide a solid refuse container. Commissioners indicated that the primary purpose of the requirement is to ensure customers have a secure place to dispose of trash and expressed support for revising the language so that a specific type of solid container is not required. Additional clarification was requested regarding canopy signage requirements, whether Coastal Conservation Zone setups would count toward the maximum number of permitted setups, the definition of upland property, and whether references to the "Commission" meant the City Commission or another reviewing body. The Commission indicated that these items should be reviewed and clarified before second reading. The Commission approved Ordinance 26-961 on first reading. Staff and the City Attorney will review the comments and proposed revisions before the ordinance returns for second reading. Motion: Commissioner McMullen moved, Commissioner Morgan-Johnson seconded and the motion carried 5-0 to approve the First Reading of Ordinance 26-961 Chapter 38 d. CAPITAL PROJECTS UPDATE – MAYOR /JONES Staff provided an update regarding the City Pier project, reporting that the first punch-list inspection of the pier walkway was scheduled for the following day. Public Works, the Manatee County Sheriff's Office, West Manatee

Fire Rescue, Tampa Bay Marine project representatives, City staff, and the Building Official were expected to participate. Staff stated that the inspection would include a detailed review of the walkway and that the contractor had agreed to correct items identified during the inspection. The Commission was also updated regarding the fire backflow system, which requires replacement following damage associated with Hurricane Helene. A new fire line will be installed and pressure tested. Staff reported that West Manatee Fire Rescue had inspected the existing fire system and indicated that it appeared to remain in good working condition, subject to final testing once energized. Mold remediation and interior demolition within the pier building are ongoing. The tear-out portion of the work has been completed, and some existing materials and fixtures were able to be salvaged for reuse. Epoxy flooring will be removed to expose a clean concrete surface, and protective mats have been installed on the pier deck to prevent damage during the remaining construction work. Commissioner Arendt asked whether the City's project consultant would have a representative present during the punch-list inspection. Staff indicated that contact had been made and follow-up would occur. The Commission emphasized the importance of having appropriate project representatives present during the inspection. 4. MAYOR ’S COMMENTS Mayor Short responded to the earlier public comment regarding the Lake La Vista Channel and explained that the City has already undertaken a study evaluating alternatives to reduce the frequency of dredging. Historically, the channel has required dredging approximately every three to four years at a cost of approximately $250,000 per occurrence. He also mentioned the City's consultant has identified alternatives that generally involve extending the jetty farther into Tampa Bay. Coordination is ongoing with the U.S. Army Corps of Engineers and the Florida Department of Environmental Protection to determine permitting requirements. The City and its consultant are also monitoring grant opportunities that could assist with project costs. Mayor Short noted that extending the jetty would not eliminate dredging entirely but could potentially increase the time between dredging projects. Mayor Short discussed the City's Parking Study and encouraged Commissioners to review the preliminary findings, speak with constituents, and provide questions, concerns, and recommendations. A public meeting regarding the Parking Study is scheduled for August 31 at 4:00 p.m. 5. COMMISSIONER’S C OMMENTS None. 6. CITY ATTORNEY C OMMENTS None. 7. S TAFF COMMENTS None. 8. PRESS Q UESTIONS Joe Hendricks, Anna Maria Island Sun, requested an update regarding the City's RFP selection process.

Mayor Short reported that the City had requested and received additional information from the qualified bidders and was continuing to evaluate the responses. He stated that some inconsistencies remained and that a discussion with the City's project consultant was scheduled for the following day to review the responses and determine how to proceed. 9. ADJOURNMENT Chair Salem adjourned the meeting at 11:08 a.m. Minutes Approved: _______________________________________ City Clerk Barbara Jeffries

City of Anna Maria Agenda Meeting Date: September 23, 2026 Subject: Ordinance 26-965 Compensation Framework and Compensation Administration Policy Presenter: Mayor Short Summary: Consideration of Ordinance No. 26-965, adopting a formal Compensation Framework and Compensation Administration Policy for City employees. The ordinance establishes Commission-approved employee classifications, pay grades, and salary ranges and provides guidelines for the administration of employee compensation within the approved framework and adopted budget. The ordinance also establishes the respective authority of the City Commission, Mayor, and City Administrator in administering employee compensation consistent with the City Charter and City policies. Recommended Action: Motion to approve Ordinance No. 26-965 on First Reading and authorize advertisement for Second Reading and final adoption.

ORDINANCE NO. 26-965 AN ORDINANCE OF THE CITY OF ANNA MARIA, FLORIDA, ADOPTING A COMPENSATION FRAMEWORK AND COMPENSATION ADMINISTRATION POLICY FOR CITY EMPLOYEES; ESTABLISHING COMMISSION- APPROVED CLASSIFICATIONS, PAY GRADES AND SALARY RANGES; PROVIDING FOR ADMINISTRATION OF COMPENSATION WITHIN THE APPROVED FRAMEWORK CONSISTENT WITH THE CITY CHARTER AND ADOPTED BUDGET; PROVIDING THAT INCLUSION OF A POSITION OR CLASSIFICATION IN THE COMPENSATION FRAMEWORK DOES NOT CREATE, FUND OR REQUIRE THE FILLING OF A POSITION; PROVIDING FOR CONFLICTS, SEVERABILITY AND AN EFFECTIVE DATE. WHEREAS, Section 1.03 of the Charter of the City of Anna Maria defines "Compensation" as salary and benefits as determined by ordinance; and WHEREAS, Section 4.03 of the Charter provides that the Mayor employs and has general supervision of City employees at compensation fixed by the City Commission and administers personnel matters in accordance with personnel policies and procedures adopted by the City Commission; and WHEREAS, Section 5.07 of the Charter authorizes the Mayor, subject to approval of the City Commission, to appoint an Administrator who reports to and serves at the pleasure of the Mayor, with the Administrator's qualifications and duties defined within the City's Administrative Code; and WHEREAS, the City has completed a compensation study and desires to establish a formal compensation structure consisting of classifications, pay grades and salary ranges in order to promote internal equity, market competitiveness, consistency and fiscal responsibility; and WHEREAS, the City Commission also desires to adopt a Compensation Administration Policy governing hiring, promotions, transfers, temporary assignments, demotions, reclassifications, equity adjustments, market adjustments, salary progression and other compensation actions within the Commission-approved compensation structure; and WHEREAS, the City Commission finds that adoption of the Compensation Framework and Compensation Administration Policy by ordinance is consistent with the City Charter and serves a valid municipal purpose. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COMMISSION OF THE CITY OF ANNA MARIA, FLORIDA, AS FOLLOWS: SECTION 1. RECITALS. The foregoing recitals are hereby ratified and confirmed as true and correct and are incorporated herein by reference. SECTION 2. ADOPTION OF COMPENSATION FRAMEWORK. The City Commission hereby adopts the Compensation Framework attached hereto as Exhibit "A" and incorporated herein by reference. The classifications, pay grades and minimum, midpoint and maximum salary ranges shown in Exhibit "A" constitute the compensation structure approved by

the City Commission for the positions identified therein, subject to the provisions of this Ordinance and lawfully adopted budgetary appropriations. SECTION 3. ADOPTION OF COMPENSATION ADMINISTRATION POLICY. The City Commission hereby adopts the Compensation Administration Policy attached hereto as Exhibit "B" and incorporated herein by reference. The Policy shall govern the administration of employee compensation within the Commission-approved Compensation Framework, subject at all times to the City Charter, this Ordinance, applicable law and lawfully adopted budgetary appropriations. SECTION 4. ADMINISTRATION AND APPROVAL AUTHORITY. The Compensation Framework and Compensation Administration Policy shall be administered as follows: (a) The City Commission establishes and approves the City’s compensation structure, including classifications, pay grades and salary ranges, and adopts the policies governing compensation administration. (b) The Mayor shall retain and exercise all authority assigned to the Mayor by the City Charter, including the authority to employ and generally supervise City employees, subject to the compensation fixed by the City Commission and personnel policies and procedures adopted by the City Commission. (c) The City Administrator may perform day-to-day administrative functions relating to compensation and personnel matters to the extent such duties are assigned or delegated to the Administrator in a manner consistent with the City Charter, the Administrative Code, this Ordinance, the Compensation Administration Policy and the direction and supervision of the Mayor. Nothing in this Ordinance delegates to the City Administrator any authority that the Charter reserves to the City Commission or Mayor. (d) Individual salary placement and compensation actions may be approved within an existing Commission-approved pay range in accordance with the Compensation Administration Policy, the adopted budget and the approval authority established by the Charter, Administrative Code and other applicable City policies. (e) Any action that creates a new pay grade, changes the minimum or maximum of an approved pay range, or otherwise modifies the Commission-approved compensation structure shall require approval by the City Commission by ordinance. SECTION 5. POTENTIAL OR UNFILLED POSITIONS. The inclusion of a position, classification or pay grade in Exhibit "A" does not create or fund the position, require that the position be filled, authorize the hiring of an employee, or constitute an appropriation of funds. A position may be filled only when otherwise authorized in accordance with the City Charter, applicable ordinances and policies, and the adopted budget. If an authorized position is filled, compensation shall be established within the applicable Commission-approved range and administered in accordance with this Ordinance and the Compensation Administration Policy. SECTION 6. BUDGETARY LIMITATION; NO ENTITLEMENT. Nothing in this Ordinance or the Compensation Administration Policy authorizes an expenditure in excess of

lawfully appropriated funds or creates an entitlement to employment, continued employment, any particular salary, any salary adjustment, promotion, reclassification, market adjustment, equity adjustment, temporary assignment pay, lump-sum payment or other compensation. Nothing herein alters the at-will status of any employee whose employment is otherwise at will, creates a property interest in employment or compensation, or limits any authority granted to the City Commission or Mayor by the City Charter. SECTION 7. CONFLICTS. All ordinances, resolutions, policies or parts thereof in conflict with this Ordinance are superseded and repealed to the extent of such conflict. In the event of a conflict between this Ordinance or either exhibit and the City Charter, the City Charter shall control. In the event of a conflict between this Ordinance and either exhibit, this Ordinance shall control. SECTION 8. SEVERABILITY. If any section, subsection, sentence, clause, phrase, word or provision of this Ordinance or either exhibit is for any reason held invalid or unconstitutional by a court of competent jurisdiction, such holding shall not affect the validity of the remaining portions of this Ordinance or the exhibits. SECTION 9. EFFECTIVE DATE. This Ordinance shall take effect on October 1, 2026, provided it has been finally passed and adopted by that date; otherwise, it shall take effect immediately upon final passage and adoption. PASSED AND ADOPTED, by the City Commission of the City of Anna Maria, Florida, in regular session assembled, this _____ day of ______________, 2026. Charles Salem, Commissioner Kathleen Morgan-Johnson, Commissioner Christopher Arendt, Commissioner Gary McMullen, Commissioner John Lynch, Commissioner _________________________ Charles Salem, Chairperson I hereby approve this Ordinance: _____________________________ Mark Short, Mayor ______________, 2026 ATTEST: __________________________ Barbara Jeffries, City Clerk Approved as to form and legality for the use and reliance of the City of Anna Maria only ____________________________ Gretchen R. H. “Becky” Vose, Esq. City Attorney

COMPENSATION ADMINISTRATION POLICY City of Anna Maria Compensation Framework

2 | P a g e Contents SECTION1: Purpose ........................................................................................................................... 3 SECTION 2: Compensation Philosophy ................................................................................................. 4 SECTION 3: Definitions and General Rules ........................................................................................... 6 SECTION 4: Hiring and Starting Salary ............................................................................................... 10 SECTION 5: Promotions ................................................................................................................... 12 SECTION 6: Transfers and Lateral Assignments ................................................................................... 14 SECTION 7: Temporary Assignments .................................................................................................. 16 SECTION 8: Demotions .................................................................................................................... 18 SECTION 9: Reclassifications ............................................................................................................ 20 SECTION 10: Equity Adjustments ...................................................................................................... 22 SECTION 11: Market Adjustments...................................................................................................... 24 SECTION 12: Salary Progression Within the Pay Range......................................................................... 26 SECTION 13: Salaries Outside the Approved Pay Range ........................................................................ 27

3 | P a g e SECTION1: Purpose The purpose of this Compensation Administration Policy is to establish a fair, equitable, transparent, and fiscally responsible framework for administering employee compensation within the City of Anna Maria. This policy provides consistent guidance for compensation decisions throughout the employee lifecycle, including hiring, promotions, transfers, temporary assignments, demotions, equity adjustments, reclassifications, and other compensation actions. The City recognizes that compensation is an important component of attracting, retaining, and developing a qualified workforce. Compensation decisions should support the City's operational needs while maintaining internal equity, external market competitiveness, legal compliance, and responsible stewardship of public resources. This policy is intended to promote consistency in compensation administration while allowing appropriate flexibility to address unique organizational circumstances and changing business needs.

4 | P a g e SECTION 2: Compensation Philosophy Introduction The City of Anna Maria believes that employee compensation should be fair, equitable, competitive, and fiscally responsible. A well-designed compensation system supports the City’s ability to recruit, retain, and develop qualified employees while recognizing the value of public service and maintaining the trust of our residents. The City’s compensation program is intended to provide a consistent framework for compensation decisions while allowing flexibility to address changing organizational needs, labor market conditions, employee development, and operational priorities. Compensation shall be guided by the following principles. Principle 1: Internal Equity Employees should be compensated fairly in relation to other City employees performing work of similar scope, responsibility, complexity, and accountability. Compensation decisions should consider the appropriate relationship between positions throughout the organization to promote consistency, fairness, and organizational integrity. Principle 2: External Competitiveness The City strives to maintain a compensation program that is competitive with comparable public sector employers to support recruitment and retention of qualified employees. Market data shall inform compensation decisions; however, market conditions are one of several factors considered when establishing pay ranges and individual compensation. The City of Anna Maria will regularly conduct compensation and classification studies to support external competitiveness. Principle 3: Pay Based on the Position The City establishes compensation based on the responsibilities, scope, complexity, required qualifications, and organizational impact of each position. Positions are assigned to a pay grade through the City's classification system, which is designed to promote internal equity and consistency across the organization. Individual employee compensation within the assigned pay grade may vary based on factors such as qualifications, relevant experience, certifications, demonstrated performance, internal equity, and other job- related considerations consistent with this policy.

5 | P a g e Principle 4: Fiscal Stewardship As a public employer, the City is committed to responsible stewardship of taxpayer resources. Compensation decisions shall balance the City's ability to recruit and retain qualified employees with available financial resources, adopted budgets, and long-term fiscal sustainability. Principle 5: Performance, Professional Development, and Career Growth The City values high-quality public service, accountability, continuous learning, and professional development. Employees are encouraged to expand their knowledge, develop new skills, pursue professional certifications, and assume increasing levels of responsibility throughout their careers. The City supports opportunities for career advancement when organizational needs align with demonstrated qualifications, competencies, and readiness for increased responsibility. Compensation administration should recognize employee growth, expanded responsibilities, sustained performance, and meaningful contributions to the organization in accordance with adopted policies, available resources, and the City's compensation philosophy. Principle 6: Transparency and Consistency Compensation decisions should be administered consistently, documented appropriately, and based upon established policies rather than individual preference or inconsistent practices. Employees should understand how compensation decisions are made and the factors considered when determining pay. Principle 7: Organizational Flexibility The City recognizes that organizational needs evolve over time. Compensation administration should provide sufficient flexibility to address changes in organizational structure, workforce needs, market conditions, legislative requirements, and operational priorities while maintaining fairness and consistency. Principle 8: Public Service The City recognizes the important role every employee plays in serving the community. Every position contributes to the successful delivery of public services, and the compensation program is intended to support a professional, engaged, and service-oriented workforce.

6 | P a g e SECTION 3: Definitions and General Rules Above-Range Salary A base salary that exceeds the maximum of the approved pay range for a position and has been authorized by the City in accordance with this policy. Base Pay The employee’s regular rate of compensation, excluding overtime, incentive pay, temporary assignment pay, allowances, bonuses, or other supplemental compensation. Classification The assignment of a position to an appropriate pay grade based on its duties, responsibilities, complexity, required qualifications, and organizational impact. Compensation Action Any action affecting an employee's base salary including, but not limited to, hiring, promotion, demotion, transfer, temporary assignment, equity adjustment, reclassification, market adjustment, or out-of-cycle salary adjustment. Employee The individual appointed to perform the duties of a position. Internal Equity The fair and consistent relationship of compensation among positions with similar responsibilities, qualifications, complexity, and organizational impact within the City. Internal equity helps ensure compensation decisions are based on objective factors rather than individual circumstances alone. Lateral Transfer A lateral transfer is the movement of an employee from one position to another position assigned to the same pay grade without a significant increase in responsibility or organizational authority. Lump-Sum Payment A one-time, non-base-building payment that may be authorized in accordance with this policy for employees who are not eligible for an increase to base salary, including employees whose salary is at or above the maximum of the approved pay range. A lump-sum payment does not increase an employee's base salary and shall not be used in calculating future salary adjustments unless otherwise required by law or applicable retirement system rules. Market Adjustment A compensation adjustment made to maintain the City's competitiveness with comparable employers based on objective market data. Market adjustments are intended to address external labor market conditions and are distinct from equity adjustments, promotional increases, and merit-based compensation actions.

7 | P a g e Maximum The highest salary normally paid within an approved pay range. Placement at or above the maximum does not create an entitlement to future base salary increases. Midpoint The market reference point within a pay range representing the salary generally associated with an employee who consistently demonstrates full proficiency in the position and successfully performs the essential functions of the role. Minimum The lowest salary normally paid for a position within an approved pay grade. Employees newly hired, promoted, reclassified, or otherwise assigned to a position will generally be placed at or above the minimum of the applicable pay range. Pay Compression A compensation relationship in which there is an insufficient difference in pay between employees despite meaningful differences in responsibility, qualifications, experience, or supervisory authority. Pay Grade The classification assigned to a position based on its evaluated level of responsibility, complexity, qualifications, and organizational impact. Each pay grade has an established range consisting of a minimum, midpoint, and maximum salary. Pay Range The approved salary range assigned to a pay grade consisting of a minimum, midpoint, and maximum salary that reflects the relative value of positions within the City's compensation structure. Position The officially authorized job established by the City, including its assigned duties, responsibilities, classification, and pay grade. Promotion The appointment of an employee to a position assigned to a higher pay grade that carries greater responsibility, complexity, decision-making authority, supervisory responsibility, specialized expertise, and/or organizational impact. Salary Progression The movement of an employee's base salary within the approved pay range based on demonstrated proficiency, sustained performance, organizational contribution, and other legitimate business-related factors. Salary progression is not automatic and shall not be based solely on length of service or the passage of time.

8 | P a g e Reclassification The formal evaluation of an existing position to determine whether significant and permanent changes to the duties, responsibilities, required qualifications, or organizational impact warrant assignment to a different pay grade or classification. A reclassification evaluates the position itself and is not based solely on the qualifications, performance, longevity, or tenure of the employee occupying the position. Salary Adjustment A change to an employee's base salary authorized in accordance with this policy. Salary adjustments may result from hiring, promotion, demotion, transfer, reclassification, equity adjustment, market adjustment, salary progression, or other approved compensation actions. Temporary Assignment A temporary assignment occurs when an employee is formally assigned, by the City, to perform a substantial portion of the essential functions and responsibilities of a different position or to assume significantly greater responsibilities outside the normal scope of their assigned position for a temporary period of time. Transfer The movement of an employee from one position to another position assigned to the same pay grade or to a position with substantially similar responsibilities and compensation. A transfer may be initiated by the City or requested by the employee and generally does not result in a promotional or demotional compensation adjustment. General Rules: A. Positions are Classified Not employees. B. Pay Grades are Assigned to Positions Not to employees. C. Individual Salary Placement Employees are placed within the approved pay range based upon job-related factors including qualifications, experience, demonstrated performance, internal equity, market considerations, and available budget. Assignment to a pay grade does not guarantee placement at any particular point within the pay range. Individual compensation is determined based upon the factors established in this policy.

9 | P a g e Flowchart Position Created ↓ Job Evaluated ↓ Position Assigned to Pay Grade ↓ Pay Range Established ↓ Employee Hired ↓ Individual Salary Determined

10 | P a g e SECTION 4: Hiring and Starting Salary Purpose The purpose of this section is to establish a consistent and equitable process for determining the starting salary of newly hired and rehired employees. The City recognizes that hiring decisions have long-term implications for internal equity, employee retention, and fiscal stewardship. Accordingly, starting salaries shall be determined using a fair, objective, and consistent approach that supports the City's Compensation Philosophy. Salary Placement Philosophy The City seeks to establish starting salaries that are competitive, equitable, and reflective of each candidate's qualifications while preserving opportunities for future salary growth within the approved pay range. As a general practice, newly hired employees should be appointed between the minimum and midpoint of the approved pay range. Placement within this portion of the pay range recognizes varying levels of education, experience, certifications, specialized skills, and other job-related qualifications while maintaining internal equity and allowing for future salary progression. The midpoint of a pay range is not intended to represent the automatic or expected salary for every employee. Instead, it serves as a market reference point for a fully proficient employee who consistently performs the essential functions of the position and meets the expectations of the role. Nothing in this section shall be interpreted to require appointment at any specific point within the approved pay range. Each starting salary shall be determined based upon the factors identified in this policy. Determining Starting Salary The City shall determine an employee's starting salary based upon the overall qualifications of the candidate and the totality of the circumstances. Factors that may be considered include, but are not limited to: • Relevant education; • Directly related work experience; • Required licenses, certifications, or specialized training; • Demonstrated knowledge, skills, and abilities; • The complexity and scope of the position; • Recruitment and retention considerations; • Internal equity with similarly situated employees; • Current labor market conditions; • Budget availability; and • Any other job-related factors deemed appropriate by the City.

11 | P a g e No single factor shall determine salary placement within the approved pay range. New Hires New employees shall be compensated within the approved pay range assigned to the position. Appointment above the midpoint should occur only when supported by documented business justification, such as exceptional qualifications, specialized expertise, significant directly related experience, or demonstrated recruitment challenges. Rehired Employees Former employees who are rehired shall have their starting salary determined in accordance with this policy. Previous employment with the City does not guarantee reinstatement at a former salary. The City may consider prior service, relevant experience obtained since separation, current market conditions, internal equity, and the approved pay range when determining the appropriate starting salary. Internal Applicants Current employees selected for another position within the City are not considered newly hired employees. Their compensation shall be determined in accordance with the applicable provisions governing promotions, transfers, or demotions contained in this policy. Documentation and Approval Starting salaries shall be approved in accordance with the City's established approval authority. Appointments above the midpoint of the approved pay range require written justification and approval by the Mayor, or the City Administrator if such authority has been delegated by the City Commission, subject to budget availability.

12 | P a g e SECTION 5: Promotions Purpose The purpose of this section is to establish a fair, consistent, and equitable process for administering compensation associated with employee promotions. The City recognizes that promotions acknowledge increased responsibility, complexity, accountability, and organizational contribution. Promotional compensation should support career advancement while maintaining internal equity, fiscal responsibility, and consistency with the City's Compensation Philosophy. Promotional Salary Philosophy The City supports career advancement by providing compensation that appropriately recognizes the increased responsibilities associated with a promotional opportunity. Promotional compensation decisions shall be based upon the responsibilities of the new position, the employee's qualifications, internal equity, fiscal responsibility, and placement within the approved pay range. When determining promotional compensation, the City may consider factors including, but not limited to: • The employee’s current salary • Approved pay range for the promoted position • Internal equity to other employees similarly situated within the organization • Scope and complexity of the new position • The employee’s qualifications, education, certifications, relevant experience, and proven performance and readiness for new responsibilities • The relationship between the employee's proposed salary and the compensation of their supervisor and direct reports, when applicable • Budget availability Salary Placement Following Promotion Employees promoted to a higher pay grade shall receive a salary adjustment that appropriately reflects the increased responsibilities of the new position. The employee's salary shall be established within the approved pay range assigned to the promoted position and shall not be less than the minimum of that pay range. The City may establish compensation above the minimum of the approved pay range after considering the factors identified in this policy and with supporting documentation. Promotional salary adjustments shall be determined based upon the totality of the circumstances and shall not be based solely on a predetermined percentage increase or any single factor. All promotional salary recommendations shall include written documentation supporting the proposed salary placement consistent with the factors identified in this policy.

13 | P a g e Documentation and Approval Promotions and any associated compensation adjustments shall be approved in accordance with the City's established approval authority. All approved promotional actions shall be documented using the City's current Personnel Action Form and maintained in the employee's official personnel file.

14 | P a g e SECTION 6: Transfers and Lateral Assignments Purpose The purpose of this section is to establish a consistent process for administering employee transfers while maintaining internal equity and ensuring compensation decisions remain consistent with the City’s Compensation Philosophy. Transfers may occur to address operational needs, employee development, organizational restructuring, succession planning, or other business-related reasons. Compensation Following Transfer Employees transferred to a position within the same pay grade will generally maintain their current rate of pay. Compensation adjustments are not typically associated with transfers but may be approved when necessary to address internal equity, organizational needs, or other legitimate business-related considerations consistent with this policy. Factors Considered If compensation is reviewed as part of the transfer, the City may consider: • Internal equity; • Current salary; • Employee qualifications, education, and relevant experience; • Scope and complexity of the new position; • Organizational needs; • Budget availability; and • Market conditions. Voluntary vs Management Initiated A voluntary transfer occurs at the request of an employee and generally does not result in a compensation adjustment unless otherwise justified under this policy. A management-initiated transfer occurs at the direction of the City to meet operational, organizational, or business needs. Compensation will generally remain unchanged unless a salary adjustment is justified and approved in accordance with this policy.

15 | P a g e Documentation and Approval Transfers and any associated compensation adjustments shall be approved in accordance with the City's established approval authority. All approved transfer actions shall be documented using the City's current Personnel Action Form and maintained in the employee's official personnel file.

16 | P a g e SECTION 7: Temporary Assignments Purpose The purpose of this section is to establish a consistent process for assigning employees temporary duties outside the normal scope of their position and to provide guidance for determining when temporary compensation adjustments may be appropriate. Temporary assignments provide the City with operational flexibility by allowing employees to assume additional responsibilities when necessary to maintain continuity of operations and public services. Temporary Assignment Pay Philosophy Temporary assignments shall be formally authorized by the City and are intended to be temporary in nature. Temporary assignments do not automatically result in additional compensation. The City may authorize a temporary compensation adjustment when the assignment requires the employee to perform substantially higher- level duties or assume significantly greater responsibility for an extended period. Factors Considered When determining whether temporary compensation is appropriate, the City may consider: • Duration of assignment • Level of additional responsibility • Whether the employee is performing duties substantially different from their regular position • The complexity and scope of the temporary assignment • Whether supervisory, managerial, or specialized responsibilities have been assumed • Internal equity • Budget availability Temporary Compensation When approved, temporary compensation adjustments shall be based upon the nature, scope, complexity, and expected duration of the temporary assignment. Temporary compensation may be considered when an employee is formally assigned to perform a substantial portion of the essential functions of another position or assumes significantly greater responsibilities beyond the normal scope of their assigned position for an extended period. Temporary compensation adjustments are temporary in nature, do not permanently increase an employee's base salary, and shall conclude upon completion of the temporary assignment unless otherwise authorized by the City.

17 | P a g e Duration Temporary assignments are intended to address temporary operational needs resulting from planned or unplanned extended employee absences, vacancies, special projects, emergency operations, organizational transitions, or other business-related reasons requiring an employee to assume substantially greater responsibilities for a defined period. Routine coverage of duties during brief employee absences, including vacations, training, conferences, ordinary sick leave, or other short-term absences, shall not, by itself, constitute a temporary assignment under this policy. Conclusion of Temporary Assignment Upon completion of the temporary assignment, the employee shall return to the duties and compensation associated with their regular position unless another personnel action is approved in accordance with this policy. Documentation and Approval Temporary assignments and any associated compensation adjustments shall be approved in accordance with the City's established approval authority. All approved temporary assignments shall be documented using the City's current Personnel Action Form and maintained in the employee's official personnel file.

18 | P a g e SECTION 8: Demotions Purpose The purpose of this section is to establish a fair, consistent, and equitable process for administering compensation associated with employee demotions. The City recognizes that demotions may occur for a variety of business or organizational or employee-related reasons, and compensation decisions should reflect the circumstances of each situation while maintaining internal equity, fiscal responsibility, and consistency with the City's Compensation Philosophy. Demotion Salary Philosophy Demotions may occur at the request of an employee, as the result of organizational restructuring, performance concerns, disciplinary action, or other legitimate business-related reasons. Because the circumstances leading to a demotion may vary significantly, compensation associated with a demotion shall be determined based upon the specific facts of each situation and the principles established in this policy. A demotion does not automatically require a specific percentage reduction in salary. Determining Demotion Salary When determining compensation following a demotion, the City may consider: • The employee's current salary; • The approved pay range for the new position; • The reason for the demotion; • Internal equity with similarly situated employees; • The employee's qualifications and relevant experience; • The scope and complexity of the new position; • Budget availability; and • Other legitimate business-related reasons. Salary Placement Following Demotion Employees who are demoted shall have their salary established within the approved pay range assigned to the new position. The City may determine an appropriate salary within the approved pay range after considering the factors identified in this policy and supporting documentation.

19 | P a g e Above-Range Salaries If an employee's current salary exceeds the maximum of the approved pay range for the demoted position, the City may authorize the employee to retain an above-range salary when appropriate. Such decisions shall be based upon the specific circumstances of the demotion and approved in accordance with this policy. Documentation and Approval Demotions and any associated compensation adjustments shall be approved in accordance with the City's established approval authority All approved demotions shall be documented using the City's current Personnel Action Form and maintained in the employee's official personnel file.

20 | P a g e SECTION 9: Reclassifications Purpose The purpose of this section is to establish a consistent process for evaluating positions when the essential duties, responsibilities, qualifications, or organizational impact of a position have changed significantly and on a permanent basis. Reclassifications are intended to ensure positions remain appropriately classified within the City's compensation structure while maintaining internal equity and consistency with the City's Compensation Philosophy. Reclassification Philosophy A reclassification is the evaluation of a position—not the employee occupying the position—to determine whether significant and permanent changes to the duties, responsibilities, required qualifications, or organizational impact of the position warrant assignment to a different pay grade. A reclassification is intended to evaluate the position itself—not to recognize the performance, qualifications, or tenure of the individual employee occupying the position. For purposes of this policy, changes to a position must be both significant and permanent to warrant consideration for reclassification. The routine evolution of work, temporary assignments, minor adjustments to job responsibilities, or changes in work methods, processes, or tools that do not significantly alter the essential functions of the position do not normally constitute a basis for reclassification. Evaluation Criteria Factors Supporting Reclassification: In evaluating whether a position should be reclassified, the City may consider: • Significant permanent changes in assigned duties • Organizational restructuring • Addition or removal of major program responsibilities • Legislative or regulatory changes affecting the position • Permanent changes in organizational responsibility Factors Not Normally Supporting a Reclassification: The following circumstances, standing alone, do not normally justify reclassification: • Increased workload • Temporary assignments • Employee performance • Longevity • Additional education or certifications

21 | P a g e • Temporary staffing shortages • Changes that affect how work is performed, but do not significantly change the essential functions, scope, or responsibility of the position. Compensation A reclassification may or may not result in a change to the employee’s compensation. If a position is reclassified to a different pay grade, compensation shall be determined in accordance with this policy and the circumstances of the reclassification. Documentation and Approval Reclassifications and any associated compensation adjustments shall be approved in accordance with the City's established approval authority. Approved reclassifications shall include a revised job description reflecting the duties, responsibilities, and minimum qualifications of the position, as applicable. All approved reclassifications and associated compensation actions shall be documented using the City's current Personnel Action Form and maintained in the employee's official personnel file.

22 | P a g e SECTION 10: Equity Adjustments Purpose The purpose of this section is to establish a consistent process for evaluating and administering equity adjustments when necessary to maintain fair and equitable compensation relationships among employees and positions throughout the City. Equity Adjustment Philosophy The City is committed to maintaining internal equity through the consistent administration of its compensation program. From time to time, compensation relationships may require review due to organizational changes, implementation of an approved compensation study, recruitment and retention challenges, or other legitimate business-related reasons. Equity adjustments are intended to preserve fair and consistent compensation relationships among similarly situated positions and employees by addressing demonstrated compensation inequities. Equity adjustments shall not be used as a substitute for promotional increases, merit increases, longevity, market adjustments, or to address individual compensation preferences. Evaluation Criteria Factors Supporting an Equity Adjustment: When evaluating whether an equity adjustment is appropriate, the City may consider: • Internal compensation relationships • Pay compression • Relative position within the same pay range • Job duties and responsibilities • Relevant qualifications and experience • Organizational changes affecting compensation relationships • Previous compensation adjustments • Budget availability • Other legitimate business-related reasons Factors Not Normally Supporting an Equity Adjustment: The following circumstances, standing alone, do not normally justify an equity adjustment: • Length of service • Employee performance • Completion of education or certifications • Increased workload • Employee recruitment concerns unrelated to demonstrated internal equity

23 | P a g e • A desire to match another employee’s salary without consideration of job-related factors Compensation Equity adjustments are not automatic and shall be supported by documented analysis demonstrating a need to maintain or restore internal equity within the City's compensation structure. Recommendations for equity adjustments shall be based on objective compensation analysis. Salary comparisons alone do not establish the existence of an inequity. Documentation and Approval Equity adjustments shall be approved in accordance with the City's established approval authority. All approved equity adjustments shall be documented using the City's current Personnel Action Form and maintained in the employee's official personnel file. Documentation supporting the equity adjustment shall include the basis for the adjustment and the factors considered under this policy.

24 | P a g e SECTION 11: Market Adjustments Purpose The purpose of this section is to establish a consistent process for evaluating and administering market adjustments when necessary to maintain the City's ability to recruit and retain qualified employees in a competitive labor market while ensuring consistency with the City's Compensation Philosophy. Market Adjustment Philosophy The City recognizes that labor market conditions change over time and may affect the competitiveness of its compensation program. Market adjustments may be considered when objective market data demonstrates that compensation for a position or classification is no longer competitive with comparable employers. Market adjustments are intended to maintain the City's ability to recruit and retain qualified employees while supporting responsible fiscal management and maintaining internal equity. Market adjustments shall not be used as a substitute for promotional increases, merit increases, longevity, or equity adjust