An update on the City Manager Performance Review Process

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.

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City Manager Overall Performance Assessment

The City Council will provide an overall rating and high-level summary that synthesizes feedback on performance.

Overall Rating

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

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City Manager Performance Categories

Ratings: 4=Exceeds Expectations, 3=Met Expectations, 2=Partially Met Expectations, 1=Did Not Meet Expectations

City Administration

Rating 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

Rating 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

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City Manager 2026 Administrative Goals

The City Manager will report results for each goal as part of the self-assessment

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