A communication transmitted from Yi-An Huang, City Manager, relative to the 2025 Goals and Metrics for the Annual City Manager Performance Review

Page 1 of 4 City Manager Performance Review Process • 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. The Mayor will designate a City Manager Performance Evaluation Committee with a chair to coordinate the process. • By Fri, August 29, the Chair will meet with the City Manager as an opportunity for a mid-year check-in. • By Fri, November 14, the following will be provided to the Chair and the full City Council: o The City Manager’s self-review o The results of an annual resident survey o Feedback from the City Manager’s direct reports and senior leadership team; this will include the Deputy City Manager, Assistant City Managers, City Solicitor, Chief of Equity and Inclusion, Chief People Officer, Chief of Staff, Chief Public Health Officer, Police Commissioner, Fire Chief, etc. • By Fri, Dec 5, the Chair will gather feedback from the City Council using the evaluation template on the City Manager’s performance based on the agreed upon performance categories and goals. • The Chair will write a consolidated review using the evaluation template that synthesizes the themes and key points across the City Council’s individual reviews • By Fri, December 19, the City Manager Performance Review will be delivered to the City Manager in a Special Meeting of the City Council. 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 as well as work closely with the Council to lead the City through significant events and crises 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 ADEI: 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 2025 Goals - DRAFT The City Manager will report results for each goal as part of the self-assessment Measures Area Description / measurement Leadership Coordinate with the City Council on response to federal actions and funding challenges, including addressing direct impacts to the City, community, and affected organizations in the City Engage on regional priorities and advocate on behalf of the City to the state administration and legislature City Council Relationship Collaborate with City Council to prioritize initiatives and programs aligned to Council goals Continue to maintain an efficient process for awaiting reports and provide summary report in early 2026 Management Contract with benefits broker to assess current City benefits and develop initial recommendations on potential changes Conduct Class and Compensation study to address non-union compensation in relation to the market as well as internal equity across departments Community Engagement Pilot new methods of improving communications and engagement with the community Review boards and commissions and produce recommendations on strengthening engagement with members who are serving Resident survey performance of >60% Excellent/Good on 2025 survey for overall performance of City government Culture Develop action plan based on the 2025 employee engagement survey and begin implementation ADEI Establish the American Freedman Commission as a new city department in line with the 2023 ordinance Develop a citywide plan to enhance communication and foster engagement with the community around the City’s core values of Antiracism, Diversity, Equity, and Inclusion (ADEI) City Operations Achieve compliance with established service level agreements (SLAs) for operating department requests in SeeClickFix at an 80% level or above in the top 30 request categories Provide preliminary framework for a comprehensive 10-Year Public Investment Plan Fiscal Management Implement greater City Council engagement in the budget development process, including Finance Committee meetings prior to formal submission of the budget regarding: 1) operating budget, 2) capital budget, 3) police budget, and 4) ARPA program Maintain strong fiscal position and AAA bond rating Finalize ARPA contracts and amendments with all funding obligated