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R£so,u' o, ,o. Page 10 of 15 7.] Puroose. The basic purpose of the performance-based evaluation system is to help attract, retain and motivate highly competent managers and to provide them with a strong incentive to excel. 7.2 Specific Compensation Determination. A. The City Manager is hereby given the authority to set the individual compensation, to make adjustments thereto and to make appointments at any salary within the established range for all executive positions except the City Manager, the City Attorney, and the Clerk of the Council, which shall be made by the City Council. B. Executive Managers subject to the authority of the City Manager shall be governed by the provisions of Section 5 supra and those set forth hereinbelow in making appointments to salary rates within authorized salary rate ranges and in making adjustments to the individual compensation for Middle-Managers subject to their authority. C. The City Manager shall establish performance criteria and appraisal guidelines to be utilized by appropriate appointing authorities in setting individual compensation for management personnel. The term "appropriate appointing authorities," as used in this Section, shall mean the City Manager regarding Executive Managers subject to his or her authority, and each Executive Manager regarding Middle-Managers subject to his or her authority. D. After the salary of an officer or employee has been first established and fixed under this plan, salary advancement through the remaining steps of the 15-step salary rate range shall be based on the results of an annual performance evaluation. 7.3 Evaluation System Components. The evaluation system shall be comprised of the following components: A. Annual Objectives. The system shall include a list of outcome-based, measurable objectives to be achieved which have been mutually agreed upon between the appropriate appointing authority and each individual manager subject to his or her authority. A relative weight will be assigned to each objective listed with a minimum weight of 10% and all must total 100%. B. Manaoerial Behaviors. In addition to his or her performance in achieving agreed-upon objectives, each manager shall also be evaluated for his or her managerial behavior performance, including such behaviors as communication (oral or written), analysis and problem solving, decision-making and judgment, planning and organization, management control, leadership, interpersonal relations, time-management, technical knowledge, handling of stress, etc.