Letter from City Manager Yi-An Huang

Page 1 of 4 City Manager Performance Review Process • By February 28, the City Council and City Manager will approve annual goals, the performance evaluation process and timeline, and a template for performance assessment with defined evaluation metrics • By March 31, the Mayor will designate a City Manager Performance Evaluation Ad Hoc Committee with a chair to coordinate the process • By July 31, the Ad Hoc Committee Chair will meet with the City Manager to review goals as an opportunity for a mid-year check-in • By September 30, an outside, independent, vendor will perform a climate survey of all City employees • By November 15, the City Manager will submit a self-review to the Ad Hoc Committee which will be provided to the full Council • By November 30, the Chair of the City Manager Performance Evaluation Ad Hoc Committee will gather feedback from the City Council using the evaluation template on the City Manager’s performance based on the agreed upon evaluation metrics • By November 30, 360 reviews from the City Manager’s direct reports and senior leadership team will be collected. Direct reports include the Deputy City Manager, Assistant City Managers, City Solicitor, DEI Director, Chief People Officer, Police Commissioner, Fire Chief etc. • The Chair of the City Manager Performance Evaluation Ad Hoc Committee will write a consolidated review of the employee Climate survey, 360 reviews and input from the City Councilors based on the performance template • By December 20, the review will be delivered to the City Manager in open session. The written review will be provided to the City Manager at least 48 hours in advance of the open session. • There will be an opportunity for the City Manager to respond both verbally during open session and in writing afterwards if desired

Page 2 of 4 City Manager Overall Performance Assessment The City Council will provide an overall rating and high-level summary that synthesizes feedback on performance. Overall Rating Rationale 4=Exceeds Expectations, 3=Met Expectations, 2=Partially Met Expectations, 1=Did Not Meet Expectations Areas of Strength and Accomplishment Areas for Growth and Development

Page 3 of 4 City Manager Performance Categories Ratings: 4=Exceeds Expectations, 3=Met Expectations, 2=Partially Met Expectations, 1=Did Not Meet Expectations Area Rating Rationale Leadership: Effectively carry out the vision and direction set by the City Council including through development of goals and strategies City Council Relationship: Establish a collaborative and transparent working relationship with the City Council Management: Develop a strong City organization that has the people, processes, and systems to deliver on day-to-day operations and existing and new initiatives Community Engagement: Proactively communicate with the community, and create a range of opportunities for all stakeholders and residents to provide input and feedback, particularly communities whose voices are not typically heard by City Hall Culture: Define and establish a healthy culture across the City that fosters collaboration, trust, empathy, and effective and efficient decision making DEI: Advance anti-racism, diversity, equity, and inclusion efforts across the City, including strategy, organizational culture, HR, policy development, and service delivery City Operations: Oversee effective delivery of resident services including day-to-day operations, maintaining city infrastructure, and major capital projects Fiscal Management: Provide effective financial management and oversight of the budget, ensuring fiscal stability while allocating resources to meet community needs

Page 4 of 4 City Manager Goals The City Manager will report results against each goal as part of the self-assessment submitted by November 15. Measures Area Description / measurement Result Leadership On-track to implement universal pre-K by fall 2024 in close collaboration between City and School leadership teams City Council Relationship Implement CM performance review process with finalized details before March 2023 and review delivered in December 2023 Work with Council to establish and finalize process for Council- City goal setting to begin January 2024 in new term Management Hire key senior leadership positions (e.g., Chief of Staff, Chief of Strategy and Implementation, Chief of Equity and Inclusion, Chief People Officer) Create management and organizational structure that supports improved coordination and implementation of City priorities Community Engagement Hire Director of Community Engagement and update community engagement approach with greater consistency across departments and sharing of best practices Hold nine regular resident meet and greets across different locations and parts of our community Resident survey performance of >60% Excellent/Good on 2023 survey for overall performance of City government Culture Implement annual employee engagement and satisfaction survey Hold nine City staff meet and greets Begin implementation of goal setting and annual performance reviews for the senior management team in 2023 ADEI Create an equity and inclusion framework and updated goals and workstreams that increase equity, access, and inclusion for City staff and community City Operations Hire new Department Heads at DPW, ISD, Water and TP&T Review and update hybrid telework plan 2.0, including staff survey Fiscal Management Implement greater City Council input during the FY24 budget development process Maintain strong fiscal position and AAA bond rating