The City Manager Performance Review

The Mayor will designate a City Manager Performance Evaluation Ad Hoc Committee with a chair to coordinate the process. • By August 30, 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, an outside, independent vendor will collect 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 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 performance categories and goals. • 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 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 Goals

The City Manager will report results against each goal as part of the self-assessment submitted by November 15. Measures

Description / measurement

Leadership Successful launch of universal pre-K in fall 2024 through close collaboration with City and School leadership On-track with action plan to address police reform in response to the death of Arif Sayed Faisal in January 2023 Engage on regional priorities and advocate on behalf of the City to the state administration and legislature

City Council

Relationship Collaborate with Mayor and Council to facilitate Council goal setting Establish an improved process and system for coordinating awaiting reports with the City Council Management Develop HR roadmap that will guide a multi-year plan for implementing improved systems and processes that will serve, develop, and empower city staff

Complete annual performance reviews for the senior management team and expand training and performance review process to a broader group of non-union staff Community Engagement Hire Director of Community Engagement and update community engagement approach with greater consistency across departments and sharing of best practices Resident survey performance of >60% Excellent/Good on 2023 survey for overall performance of City government Culture Implement annual employee engagement and satisfaction survey Establish monthly Leadership Together meetings to improve communication, feedback, and connection across the organization ADEI Establish the American Freedman Commission as a new city department in line with the 2023 ordinance Establish Antiracism, Equity, and Inclusion (AEI) Advisory Council to provide input and collaboration on the City’s AEI strategy and promote inclusive practices and leadership across departments

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 Fiscal Management Implement greater City Council input during the FY25 budget development process, including the following Finance Committee meetings prior to formal submission of the budget: 1) City Council budget priorities, 2) operating budget, 3) capital budget, 4) police budget Maintain strong fiscal position and AAA bond rating

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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

3.29 The City Manager is a collaborative leader who has a strong work ethic and has brought a new perspective to the work of the city. The City Manager has done well in developing positive working relationships with the Council, Senior Staff and community and business leaders. He has worked to improve communications with the council and throughout the organization. He is learning to effectively balance his authority as City Manager and need to be in consultation with the City Council working to support requests that are reasonable and he believes are viable. City Manager has been increasing his engagement with regional and state leaders on regional issues.

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

Transparency and data driven in his in his decision making. Has established a positive working environment among senior staff and employees generally based on feedback surveys. Improved response time to City Council policy requests. An increased presence in the community. Hiring community Engagement, Climate Chief, and implementing Universal Pre-K Increased leadership and visibility in regional and state level discussions. He works with the Council when he finds the requests reasonable and viable

Continue to work on improving community outreach. Ask that he and his staff be more direct and assertive with the council when they feel strongly about a decision. But also, that the City Manager overrule department heads where appropriate. There are times that the council finds itself defending decisions that are counter to the overall needs of the city. The City Manager should continue to review programs and positions for their efficacy and return on investment.

He should feel confident in bringing recommendations to the council for streamlining and reductions moving forward if he determines they are in best interest of the city and our operations. Updates regarding regional and state level activities. Updates regarding Harvard PILOT negotiations and union negotiations, especially on things like implementing body cameras or when negotiations are ongoing such as the current library negotiations.

With the addition of new staff and positions and departments it would be helpful to have an updated organizational chart.

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City Manager Performance Categories