Summative evaluation of the City Manager for the meeting on December 18, 2023

Councillors generally believe the City Manager has had a successful first year and has met expectations in his new role. Areas called out were implementation of Universal Pre -K, navigating BEUDO conversations, making key hires, being responsive to councillors, and establishing good relationships internally with staff. He has been well received by the staff and leads his team in a collaborative manner.

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

He is open to a variety of points of view. Open to change. He has made some key hires.

Implementing Universal Pre-K

The City Manager has been open to meetings with councillors regularly. Prepared and knowledgeable on the issues He has a good working relationship with the council and his senior staff.

Good communicator

Relationship builder

Focused on data and continuous improvement. Improved employee culture He has led and managed through some very tragic and challenging events in the city, including a police shooting.

Room for improvement in responding to and providing updates on policy orders from the council.

Getting the Community Safety Department up and running

along with working with HEART to create a viable alternative public safety response program. Would like to see the manager be a bit more assertive and have managers more clearly articulate their professional opinion on the issues and policies before the council. The City Manager should be willing to take the lead on issues and not always rely on a majority vote of the council. Work on establishing broader and deeper relationships with various constituencies in the city. Develop more holistic planning for the city. Play a bigger role in regional conversations regarding housing, transportation, addressing unhoused crisis, and drug epidemic.

City Manager Performance Categories

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

3.19 Council members agree that the city manager has been effective in his leadership. He receives praise for moving some long-awaited priorities forward, like Universal Pre-K.

There is also, frustration on the delay in implementing things like body cameras for police officers. Some also want him to exercise his authority under our Plan E charter even if he must make some unpopular decisions. City Council Relationship: Establish a collaborative and transparent working relationship with the City Council

3.11 General agreement that the city manager has worked well with council. All appreciate his collaborative style and respect for the will of the council.

There is a desire to see more progress in responding to policy orders and awaiting reports. However, some also want the city manager to be willing to push back when he determines some council requests are not viable or outside the purview of the 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

The city manager has continued the operational efficiencies that the city has been known for and expanded into new areas. The city manager has been building a strong leadership structure blending current, long- term employees with new external hires. His team has been responsive and is willing to seek solutions.

Need to see more progress in some areas like human resources and performance evaluation. The council would like to work on gathering more data in areas like affordable housing and city traffic to make better policy decisions.

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

2.19 The city manager is moving in the right direction, but we need a more systemic approach to broaden community engagement on big policy issues. The city needs to be inclusive and not dismissive. Residents need to feel that they are being heard on the issues.

Still waiting for a Director of Community Engagement and the development of a community engagement plan. There is also a desire to see the manager out and about in the community and further building relationships with residents.

Culture: Define and establish a healthy culture across the City that fosters collaboration, trust, empathy, and effective and efficient decision making

Based on the feedback in senior staff surveys and personal observations the council generally believes that the city manager has developed a very positive culture among staff and the city council. The council looks forward to additional data once the full employee survey is developed and implemented.

ADEI: Advance anti-racism, diversity, equity, and inclusion efforts across the City, including strategy, organizational culture, HR, policy development, and service delivery

3.0 Council members believe we are moving in the right direction but would like to see more explicit examples of implementation of the recommendations from our DEI report.

City Operations: Oversee effective delivery of resident services including day-to-day operations, maintaining city infrastructure, and major capital projects

3.28 The city manager has continued the work of his predecessors in delivering on city services. Future department reviews and analysis of results are necessary to improve efficiency and potentially redirect resources to other purposes.

Fiscal Management: Provide effective financial management

and oversight of the budget, ensuring fiscal stability while allocating resources to meet community needs

The city manager has continued the tradition of strong stewardship of city’s finances and has been careful to keep his eyes on the economic horizon for opportunities and pitfalls. Moving forward, the city manager and his team needs to engage city council in discussions about the challenges we will be facing, identifying our priorities, and determining what is and is not feasible.