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7. After t�e evaluation diseussion takes �lace, �he Performance Review Caz�a�aittee �wil� tab�zlate �he evaluatinn resul�s and provide a copy of the draft evaluatiaz� for Council's i'inal revier�v. 8. 4nce the Co�ncil has had an opportt�nity �o review the draft az�:d proposed revzsions are made, th� �inal versior� ni the evaluation will he routed far sign.ature. INSTRUCTIONS Attached is the evalua�ion form for �he Ciiy Manager. It encntnpasses six primary areas: (�j Organizaiional and �uz�nan Resources Managerr�en�; (II) FiscallBusiness Ma�agea;a�ent; (III) Relatio�s�zp with Mayor azzd Cauncil; {IV) Long-Range Planning/Straiegic Plar�; (V) Rela�innship with �'ublic/1'ublzc Relations; and (VI) Intergover�ental Relations. A space has been provided for each perfor�ance area to include yaur co��nmer�ts. Each persoz� preparir�g the form is eneouraged to sel�ct s�ecx�'ic examples ofwhy a particular rating has been chosen. The comments ineluded s�auld give t�e City Manager enough informatinn tp co;rrect problem areas and al�ow k�ez-/�i� to place specific items on his work �1az� for tk�e fallowiz�g year. RA7CING SY�BO�S Rating symbols are used to mal�e a�sessza�en�s. They fall in�d three main catego�ies: 1. Below Expectatians (perforznance has been below reasonable expectations} 2. Meeis Expectatinns (performance has attained a level a�'reasoi�able expectatian} 3. Exceeds Expectatioz�s (perfozxx�at�ce has beexl abave reasanabl� expectations) As indicated earlier, withaut �r�ore precise definition of the tez�z�a "expecta�ians,,' it is possibl� that a�abi�uity wi11 res�lt in the use of tl�e term. Zn order to help avoid this possibili�y, the coneept o� per%rmance standards is used. It will be noied that, in cpnnectio� with each area, a performa.nce standax'd is staied, includin� the condztxaz�s that �ave to be �net in order ta decide the exten� io which the "expectations" �ave been mei.