A communication transmitted from Yi-An Huang, City Manager, regarding an update on the City Manager Performance Review Process.

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 Chair of Government Operations will coordinate the process. • In June, the Mayor will call a Special Committee of the City Council chaired by the Chair of Government Operations for a mid-year check- in. • By Fri, November 13, the following will be provided to the Chair and the full City Council: o The City Manager’s self-review o The results of the annual resident survey o The results of the 2026 employee engagement survey o Feedback from the City Manager’s direct reports and senior leadership team • By Fri, Dec 4, 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 18, 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 City Administration Area Rating Rationale Leadership and Management: Respond to significant events and crises, and develop the people, processes, and systems that make a strong City organization City Operations: Oversee the 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 investing in community needs and priorities Community Engagement: Proactively communicate and engage with the community, particularly residents whose voices are not typically heard by City Hall Culture and ADEI: Establish a healthy culture across the City that fosters collaboration, trust, and empathy; advance anti- racism, diversity, equity, and inclusion across City policies, operations, and initiatives Council Collaboration Area Rating Rationale Council Priorities: Collaborate with the City Council on setting priorities; effectively develops strategies and implement initiatives Council Relationship: Establish a collaborative and transparent working relationship with the City Council

Page 4 of 4 City Manager 2026 Administrative Goals The City Manager will report results for each goal as part of the self-assessment Area Description / measurement Key Initiatives IT Modernization / Enterprise Resource Planning (ERP) Upgrade: Establish a multi-year IT plan for upgrading the City’s digital infrastructure, including addressing our existing PeopleSoft ERP which was last upgraded more than 20 years ago Municipal property portfolio plan: Work with the City Council to develop a prioritized plan across the municipal property portfolio that addresses long-term administrative and operational needs, invests in community priorities, and is fiscally responsible Emergency management planning: Formalize city-wide incident command structure and plan for annual training and exercises Performance Reviews: Expand performance reviews across non-union staff for calendar year 2026 Board and Commissions: Plan and launch a review of Boards and Commissions ordinances to develop recommendations for the City Council, implement standardized agenda and minute-posting procedures, and improve membership recruitment and data-management practices Measures 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 Conduct employee engagement survey, targeting: Response rate of >50% Likelihood to recommend of >80% Confidence in direct supervisor >80% Confidence in senior staff/leadership >70% Confidence in Council/elected officials >50% Maintain strong fiscal position and AAA bond rating Resident survey performance of >65% Excellent/Good on 2026 survey for overall performance of City government