Placer LAFCO Personnel Committee Agenda Packet July 1, 2025

p l a c e r . c a . g o v / l a f c o Placer County Local Agency Formation Commission 110 Maple Street Auburn, CA 95603  (530) 889-4097 Tuesday July 1, 2025, 10:30 AM LAFCO Personnel Committee Meeting Members of the Personnel Committee: Commissioners Alpine, Eklund, Landon, Rohan, and Alternate Commissioner Spriggs Placer LAFCO Administrative Office 110 Maple Street Auburn, CA 95603 AGENDA 1. ROLL CALL 2. CHANGES AND APPROVAL OF THE AGENDA 3. PUBLIC COMMENTS This is an opportunity for members of the public to address items that are within the purview of the Personnel Committee but not appearing on today’s agenda. Please limit your comments to three minutes. 4. MINUTES Minutes of the Personnel Committee meeting on May 28, 2025. 5. BUSINESS ITEM Review and consider the proposed evaluation methods for the Executive Officer position. The Committee will submit its recommended evaluation method to the LAFCO Commission at its July 9, 2025, regular meeting. (Action) 6. ADJOURNMENT COMMISSIONERS Joshua Alpine Chair (Special District) Whitney Eklund Vice Chair (City) Judy Friedman (Special District) Cindy Gustafson (County) Shanti Landon (County) Sean Lomen (City) Susan Rohan (Public) ALTERNATE COMMISSIONERS David Bass (City) Anthony DeMattei (County) Cherri Spriggs (Public) Stephanie Youngblood (City) Vacant (Special District) COUNSEL Michael Walker General Counsel STAFF Michelle McIntyre Executive Officer Amanda Ross Acting Assistant Executive Officer Amy Engle Commission ClerkPage 1 of 33

p l a c e r . c a . g o v / l a f c o Page 2 of 2 PUBLIC ACCESS AND PUBLIC COMMENTS INSTRUCTIONS Materials related to an item on this agenda are available for public inspection at the LAFCO office, 110 Maple Street, Auburn, CA, during regular business hours and on LAFCO’s website at https://www.placer.ca.gov/lafco. LAFCO meetings are held in person and virtually. Meeting recordings are posted online within a week following the LAFCO meeting. Members of the public may submit their comments in written form to the Commission via U.S. mail to Placer LAFCO’s office or via email to lafco@placer.ca.gov. Please indicate the agenda item number, if any. If you want your comments read into the record, please indicate so in the subject line and limit the comments to no more than 500 words. For public hearings, the Chair will announce the opening and closing of the public hearing. The Chair will call for oral public comments. Please limit your comments to 3 minutes. AMERICAN DISABILITY ACT COMPLIANCE In compliance with the Americans with Disabilities Act, if you are a disabled person and need a disability-related modification or accommodation to participate in this meeting fully, please contact Amy Engle, Commission Clerk, at (530) 889-4602 or aengle@placer.ca.gov. Requests must be made as early as possible and at least two business days before the start of the meeting. CAMPAIGN CONTRIBUTION DISCLOSURE If you wish to participate in any proceeding involving a change of organization, reorganization, or other entitlement, you are prohibited from making a campaign contribution of more than $250 to any Commissioner or Alternate Commissioner as described in Government Code section 84308. This prohibition begins on the date you begin to actively support or oppose an application pending before LAFCO and continues for 12 months after LAFCO renders a final decision. No Commissioner or Alternate Commissioner may solicit or accept a campaign contribution of more than $250 from you or your agent during this period if the Commission or Alternate Commissioner knows or has reason to know that you will participate in the proceeding. If you or your agent have contributed more than $250 to any Commissioner or Alternate Commissioner during the 12 months preceding the decision, that Commissioner or Alternate Commissioner must disqualify himself or herself from the proceeding. However, disqualification is not required if the Commissioner or Alternate Commissioner returns the campaign contribution within 30 days from when the Commissioner or Alternate Commissioner knows, or should have known, about the contribution and that you are a participant in the proceeding.Page 2 of 33

p l a c e r . c a . g o v / l a f c o Placer County Local Agency Formation Commission 110 Maple Street Auburn, CA 95603  (530) 889-4097 MINUTES OF THE LOCAL AGENCY FORMATION COMMISSION PERSONNEL COMMITTEE Members of the Personnel Committee: Commissioners Alpine, Eklund, Landon, Rohan, and Alternate Commissioner Spriggs May 28, 2025 Placer LAFCO Administrative Office 110 Maple Street CA 95603 1. ROLL CALL Chair Eklund opened the meeting at 10:01 AM. Present Personnel Committee Commissioners: Joshua Alpine, Whitney Eklund, Shanti Landon, Susan Rohan, and Cherri Spriggs Not Present Personnel Committee Commissioners: None Staff Present: Amy Engle, Commission Clerk, Michelle McIntyre, Executive Officer, Michael Walker, Legal Counsel (remote) 2. CHANGES AND APPROVAL OF THE AGENDA There were no changes to the agenda. The Committee approved the agenda. 3. MINUTES Commissioner Rohan motioned to approve the March 26, 2025, Personnel Committee Minutes, second by Commissioner Spriggs. The motion passed. 4. BUSINESS ITEMS A. Status of the Staffing Plan (Action) COMMISSIONERS Joshua Alpine Chair (Special District) Whitney Eklund Vice Chair (City) Judy Friedman (Special District) Cindy Gustafson (County) Shanti Landon (County) Sean Lomen (City) Susan Rohan (Public) ALTERNATE COMMISSIONERS David Bass (City) Anthony DeMattei (County) Cherri Spriggs (Public) Stephanie Youngblood (City) Vacant (Special District) COUNSEL Michael Walker General Counsel STAFF Michelle McIntyre Executive Officer Amanda Ross Acting Assistant Executive Officer Amy Engle Commission ClerkAgenda Item 4 Minutes/ActionPage 3 of 33

p l a c e r . c a . g o v / l a f c o Page 2 of 2 Executive Officer Michelle McIntyre provided the Committee with an overview of the proposed tasks for the Senior Analyst and Analyst II positions. The Committee discussed the item and recommended Ms. McIntyre bring the item to the Commission in the budget packet at the June 11, 2025, Commission Meeting. B. Develop New Annual Evaluation Format for Non-Union Employees (the Executive Officer position) (Action) Executive Officer Michelle McIntyre reviewed the example evaluations from other LAFCOs with the Committee. The Committee discussed the item and selected specific components to be incorporated into a draft evaluation form. C. Executive Officer’s Report – The Executive Officer will orally provide an update on the Assistant Executive Officer recruitment. Executive Officer Michelle McIntyre updated the Committee on the Assistant Executive Officer recruitment, noting that no applicants had prior LAFCO experience. The Committee directed staff to revise the recruitment to a senior planner position, citing the anticipated need for LAFCO training. Commissioner Rohan moved to direct staff to prepare an evaluation draft for review by the Personnel Committee Chair and Vice-Chair before it is sent to the Commission, while acknowledging that other Commissioners may provide alternative forms to the Executive Officer for inclusion on the June 11, 2025, Commission meeting agenda, second by Commissioner Spriggs. The motion passed. ADJOURNMENT Chair Eklund adjourned the meeting at 12:10 PM. Submitted by: Amy Engle Placer LAFCO Commission ClerkAgenda Item 4 Minutes/ActionPage 4 of 33

p l a c e r . c a . g o v / l a f c o Placer County Local Agency Formation Commission 110 Maple Street Auburn, CA 95603  (530) 889-4097 STAFF REPORT DATE: July 1, 2025 TO: Personnel Committee Chair Eklund and members of the Committee FROM: Michelle McIntyre SUBJECT: Evaluation Review Process Methods for the Executive Officer Position SUMMARY At its meeting on June 11, 2025, the Commission approved the evaluation review form (Attachment A) for the Executive Officer Position. The Commission then instructed the Personnel Committee to review the evaluation process and present a recommendation to the Commission at the next meeting on July 9, 2025. DISCUSSION Commissioner Gustafson submitted a memorandum, titled "Executive Officer Annual Review Process," dated June 6, 2025, which is attached as Attachment B. The memorandum sets forth four options for consideration. One of the options would require the Commission to authorize an expenditure of between $2,500 and $10,000 for an outside consultant to assist in the review process. As a reminder, the Commission-approved evaluation form also had an evaluation method built into the form. The method is on page one of the form and is summarized here for reference: COMMISSIONERS Cindy Gustafson Chair (County) Joshua Alpine Vice Chair (Special District) Whitney Eklund (City) Judy Friedman (Special District) Shanti Landon (County) Sean Lomen (City) Susan Rohan (Public) ALTERNATE COMMISSIONERS David Bass (City) Anthony DeMattei (County) Cherri Spriggs (Public) Stephanie Youngblood (City) Vacant (Special District) COUNSEL Michael Walker General Counsel STAFF Michelle McIntyre Executive Officer Amanda Ross Acting Assistant Executive Officer Amy Engle Commission ClerkAgenda Item 5 Business/ActionPage 5 of 33

p l a c e r . c a . g o v / l a f c o Page 2 of 2  The employee contract requires an annual performance review to be conducted.  The employee may consult with the agency Chair before preparing the closed session agenda and gather input on any requested information or supporting materials separate from the Performance Evaluation Form.  The agency convenes in closed session to discuss the performance review criteria and completes the employee Performance Evaluation Form. If desired, the agency may invite the employee to participate in the closed session review.  The performance review results, along with any additional agency actions as needed, will be documented to ensure a clear record of performance.  Upon completion of the performance review, LAFCO’s Legal Counsel will document the results under the direction of the Personnel Committee Chair.  The Commission may review the performance evaluation with the employee. A copy will be provided to the employee and kept in the employee’s personnel file. STAFF RECOMMENDATION The Executive Officer recommends that the Committee discuss the various options and submit its recommendation to the Commission for their consideration on July 9, 2025. ATTACHMENTS A- Executive Officer Evaluation Form B- Memo from Commissioner Cindy GustafsonAgenda Item 5 Business/ActionPage 6 of 33

D Rating Period RFORMANCE EVALUATION Employee I Department Salary Grade Name Division Salary Step Job Title Salary Plan Interim Yes Merit RecommendedAnnualTYPE OF REVIEW MERIT ELIGIBLE No Merit Not Recommended 1. The employee contract requires an annual performance review to be conducted. 2. The employee may consult with the agency Chair before preparing the closed session agenda and gather input on any requested information or supporting materials separate from the Performance Evaluation Form. 3. The agency convenes in closed session to discuss the performance review criteria and completes the employee Performance Evaluation Form. If desired, the agency may invite the employee to participate in the closed session review. OBJECTIVES The objectives of the employee performance evaluation system include the following: 1. Provide a system to review the job performance of the employee. 2. Encourage accountability of the employee through an annual review. 3. Document the expectations of the employee and the agency. 4. Provide a forum for communication between the employee and the agency. 5. Provide a process for goal setting for the employee. PERFORMANCE REVIEW RESULTS AND RECORD The performance review results, along with any additional agency actions as needed, will be documented to ensure a clear record of performance. 1. Upon completion of the performance review, LAFCO’s Legal Counsel will document the results under the direction of the Personnel Committee Chair. 2. The Commission may review the performance evaluation with the employee. A copy will be provided to the employee and kept in the employee’s personnel file. RATING INSTRUCTIONS Areas of strength, areas in which training or development may be needed or desired, as well as performance objectives or goals for the upcoming evaluation period, should be addressed and discussed as part of the performance evaluation process. The following scale shall be used for rating the employee’s performance. RATING LEVELS Exceeds Job Standards—The Employee’s work performance consistently exceeds all objectives and standards of the position while achieving outstanding results. Meets Job Standards - Employee’s work performance consistently meets the standards of the position, demonstrates the skills needed to achieve objectives, and displays behaviors that meet or occasionally exceed job standards. Requires Improvement to Meet Job Standards - A change in the employee’s work performance is warranted to meet job standards. Rate the employee’s performance based on the following factors: AT THE MID-YEAR POINT OF THE ANNUAL REVIEW The Executive Officer will present an update on the annual workplan and budget status through the Mid-Year Budget and Workplan Report, which will be agendized on the Commission’s agenda for the regularly scheduled February meeting or as soon as possible afterward. The Mid-Year Workplan and Budget Report will serve as a measure of progress for the appraisal factors for the Executive Officer. As part of the Mid-Year Budget and Workplan Report agenda item, the Commission will decide whether changes are necessary for the annual workplan or if the goals outlined in the annual workplan align with the objectives identified at the start of the fiscal year. Yes No Did the Commission Receive a Mid-Year Budget and Workplan Report?Agenda Item 5 Attachment APage 7 of 33

PROFESSIONAL AND COURTEOUS CONDUCT Requires Improvement Meets Job Standards Exceeds Job Standards Actively includes and respects diverse cultures, values, and points of view Willingly and positively engages with and treats others with respect Uses tact and diplomacy to build team relationships and resolve conflict Demonstrates integrity and honesty, and holds self to high standards of ethical conduct Assumes responsibility and accountability for decisions and actions INTERGOVERNMENTAL AND PUBLIC ENGAGEMENT Requires Improvement Meets Job Standards Exceeds Job Standards Building relationships with cities, counties, special districts, and the public Representing LAFCO effectively in regional and interagency forums Managing sensitive or controversial issues with professionalism COMMUNICATION SKILLS Requires Improvement Meets Job Standards Exceeds Job Standards Communicates verbally in a clear and concise manner Writes in a clear, concise, and error-free manner Actively listens to others for understanding Chooses the appropriate channel and recipients of communication JOB-RELATED KNOWLEDGE, SKILLS, AND ABILITIES Requires Improvement Meets Job Standards Exceeds Job Standards Demonstrates a thorough understanding of the nature of the job assignment and requirements Demonstrates knowledge, skills, and abilities required for the position Understands, interprets, explains, and applies relevant laws, rules, and regulations Understands and applies the organization’s mission, vision, and core values PROBLEM-SOLVING AND JUDGMENT Requires Improvement Meets Job Standards Exceeds Job Standards Supports the best interests of the organization and the LAFCO Commission Develops alternative solutions, provides recommendations, and selects the proper course of action when appropriate Is proactive, self-reliant, shows initiative, and generates new ideas Is flexible, adaptable, and changes approach to effect positive outcomes WORK HABITS Requires Improvement Meets Job Standards Exceeds Job Standards Produces high-quality work Remains productive and completes work on time and schedule Demonstrates reliability and dependability Adheres to applicable standards, policies, and procedures SUPERVISION AND LEADERSHIP Requires Improvement Meets Job Standards Exceeds Job Standards Holds self and others to high standards of ethical conduct Selects, coaches, and develops talent within the organization effectivelyAgenda Item 5 Attachment APage 8 of 33

- SUPERVISION AND LEADERSHIP CONTINUED Requires Improvement Meets Job Standards Exceeds Job Standards Maintains high standards of performance for staff and promotes positive morale, productivity, and positive workplace climate Facilitates a strategic focus for the performance of staff and consultants to ensure goals are met and work products/services meet appropriate standards and expectations Fosters collaboration and teamwork amongst the team Self Performance Appraisal (This section is to be completed by the Executive Officer. 1. My most significant achievements during the review period. 2. Ways I feel I could improve my performance and how the Commission can help me.Agenda Item 5 Attachment APage 9 of 33

: Date: y: APPROVALS Reviewer/Completed b Personnel Committee Chairperson Signature: Date: OVERALL SUMMARY OF PERFORMANCE Requires Improvement Meets Job Standards Exceeds Job Standards EMPLOYEE ACKNOWLEDGEMENT OF REVIEW My signature below acknowledges that I have read this performance review and that it has been discussed with me. Signature I do not agree with the comments in this evaluation and plan to submit comments within 30 days to be attached to this review. I request a meeting with the Appointing Authority to discuss the content of this review.Agenda Item 5 Attachment APage 10 of 33

PLACER LOCAL AGENCY FORMATION COMMISSION To: Placer LAFCO Commission From: Cindy Gustafson, Chair Date: June 6, 2025 Subject: Executive Officer Annual Review Process Background Michelle McIntyre was hired as Placer LAFCO’s Executive Officer on August 23, 2021. Since her appointment, the Commission Chair has been in charge of the Executive Officer performance evaluation process. The first two evaluations were conducted at the following intervals: 6-Month Evaluation: March 9, 2022 First Annual Evaluation: August 10, 2022 These two evaluations were completed but not submitted to the County Human Resources Department and are not included in County personnel files. For subsequent review periods — 2022-2023 and 2023-2024 — written evaluations were submitted by individual Commissioners and compiled by the Chair. The Commission then conducted its evaluation with the Executive Officer in Closed Session, duly noticed pursuant to the Brown Act under the “personnel exception” (Government Code section 54962) category of the Brown Act. These evaluations are on file with the County Human Resources Department. In recent discussions, two Commissioners have expressed interest in considering alternative or enhanced approaches for this year’s performance review, including the possibility of using an independent facilitator or broader feedback tools. It is important to note that the purpose of this Commission agenda item is solely to allow the Commission members to publicly discuss evaluation options and processes for the 2024-2025 annual LAFCO Executive Officer performance review. The formal 2024-2025 performance review for the LAFCO Executive Officer will be separately noticed in compliance with the personnel exemption under Brown Act (Government Code section 54957) for Closed Session on a future LAFCO agenda. Options for 2024-2025 Executive Officer Performance Review Below are several options researched for the Commission’s consideration for the upcoming 2024-2025 review period. Variations on these options, as well as other consultants or programs, may also be explored. Option 1: Continue the current process, but have the Commission first adopt the new evaluation forms recommended by the LAFCO Personnel Committee in open session. The Commission Chair would compile the completed forms from Commissioners and a Closed Session would be noticed and held Agenda Item 5 Attachment BPage 11 of 33

during which the Commission would conduct its annual evaluation of the Executive Officer . Option 2: Maintain the same process as Option 1 but have the County Human Resources Department compile the completed evaluation forms prior to Closed Session review with the Executive Officer. Option 3: Utilize the Checkpoint 360 System, a tool procured by the County HR Department, which facilitates an independent and comprehensive feedback process through an online survey instrument. The Checkpoint system conducts this work independently, produces the report and then meets with the Commission and the Executive Officer through a virtual platform. There is not an opportunity for customization of questions but there is a choice on the skills and abilities to be rated. This method would allow additional input from others identified by the Commission such as:  Agency peers who have worked with the Executive Officer over the past year  Direct reports  Other individuals identified by the Commission (e.g., former Commissioners, consultants, stakeholders) See attached slides for additional information. Option 4: Engage an outside independent consultant to conduct the performance review. This option would allow for a customized evaluation process, incorporating the Personnel Committee’s recommended evaluation forms along with interviews and/or online surveys of participants identified by the Commission. Two potential consultants have been identified:  Solutions-MRG (Mary Egan): Recommended by several city managers, this firm specializes in executive evaluations and offers a flexible, tailored approach. A proposal from Solutions-MRG is attached for the Commission’s consideration.  Rosemary Marino (HR Consultant): Recommended by Mike Luken, Rosemary is an experienced HR professional who provides executive assessment services. A proposal from her is pending and will be provided to the Commission upon receipt. Additional consultant options or variations on this approach may also be explored. Fiscal Impact Options 1 & 2: No additional cost. Option 3: $400 Option 4:  Solutions-MRG: Estimated cost between $7,000 and $10,000, negotiable based on the final scope of work.  Rosemary Marino: Estimated range of $2,500 to $10,000, pending final proposal details. Agenda Item 5 Attachment BPage 12 of 33

Cindy Gustafson From: Nicole Lopez Sent: To: Thursday, June 5, 2025 2:03 PM Cindy Gustafson Subject: RE: 360 survey Attachments: 1_Checkpoint Intro Overview new look.pptx; 2_CheckPoint Report Debrief Intro 2020.pptx; 4_CheckPoint-360_Sample-Management-Report (1 ).pdf Good afternoon, Cindy, Please find presentation materials provided by Wiley on the CheckPoint 360 Evaluation tool along with a sample evaluation. There may be benefit in contacting Wiley directly. Here's the contact information for the Wiley representative: Cindy Richard Client Business Strategist 254-399-5555 cricha@wiley.com Placer County Human Resources can assist by offering use of one of the 360 evaluations which has already been purchased. If utilized, Wiley would work directly with the designated individual to develop the evaluation, receive, analyze, and report out on the data. Please let me know if you have any questions or if we can be of assistance. Sincerely, Nicole Lopez Assistant Director of Human Resources Placer County Human Resources Office: (530) 886-2619 I Mobile: (530) 392-0055 COUNTY � � i � � Placer� HUMAN RES7D1TACTS This e-mail is intended only for the person or entity to which it is addressed and may contain information that is confidential, privileged or otherwise protected from disclosure. Dissemination, distribution or copying of this e-mail or the information herein by anyone other than the intended recipient, or an employee or agent responsible for delivering the message to the intended recipient, is prohibited. If you have received this e-mail in error, please contact the sender and destroy the original message and all copies. From: Cindy Gustafson <cindygustafson@placer.ca.gov> Sent: Thursday, June 5, 2025 9:49 AM To: Nicole Lopez <NLopez@placer.ca.gov> Subject: RE: 360 survey Hi Nicole - thanks for this information. If the Commission chooses to use their own form for Commissioners and use Wiley for any additional input - is that an option? Also can they provide us a sample to include in the packet for consideration by the Commission? 1 Agenda Item 5 Attachment BPage 13 of 33

1 2 great people a p resemalion broughL Lo you by: Profiles.5(1n ternational Introduction to the CheckPoint 360°TM • -�-:- --= EGE0EE �- ...- ...- °Ezsz8- .-.-..... Tarn.-- -..... EcE - -T:-..---..- "m---..C'° 2015 Piltls luleiualional, LL �ituftle'sum11ntliI1al.4 1 111 -..od8 - 2"* *- � -.± -Es -...g930 � � .77 39 Y •Profile s International - I 6/5/2025 1 Agenda Item 5 Attachment BPage 14 of 33

3 4 The 360° Concept Direct Reports • O t hers Peers � � � � � � � a ± 2015 Profile s Inte rnational, L.LC ra2 .&, .* � protilesintematuonat.om Profiles International � - - - - -- - -M Why 360° Survey? • Perception is Often the Perceiver's Reality • Leaders Base Their Effectiveness on Intent; Observers Base Our Effectiveness on What We Do • Feedback from Multiple Sources Provides a Multi-faceted Perspective of Leader Style • Intended for Development • Not intended to be punitive and should not replace performance evaluations or be tied to compensation 2015 Pulis lote mal��@al, 1 , l . 7 f4ulile; anlermalional'om � . �Profiles International �l 6/5/2025 2 Agenda Item 5 Attachment BPage 15 of 33

5 6 What is the CheckPoint 360°TM ? •2621% Piutil, s � ilituulnuml I Li [otsftlL'-5zM»'mTzN RTL4Tl 1 7TIM Yi ,■ Profiles\ International CheckPoint 360°" System Competencies and Key Skill Sets Communication: Listens to Others Processes Information Communicates Effectively Leadership: Instills Trust Provides Direction Delegates Responsibility Adaptability: Adjusts to Circumstances Thinks Creatively Relationships: Builds Personal Relationships Facilitates Team Success 2115 Pltli* s lnlitnafruul, f ��ifth*sttili»Mall4al, i»Miu Task Management: Works Efficiently Works Competently Production: Takes Action Achieves Results Development of Others: Cultivates Individual Talents Motivates Successfully Personal Development: Displays Commitment Seeks Improvement Profiles)[ Interna tional � 6/5/2025 3 Agenda Item 5 Attachment BPage 16 of 33

7 8 •@o CheckPoint 360°™ System The Checkpoint collects feedback through an online survey. The survey includes 70 very clear items related to leadership - things like: • 'Listens carefully without interrupting', • 'Gives recognition to producers of high quality work', • 'Keeps a positive outlook' These 70 survey items have been shown to be those that highly successful, and charismatic leaders share in common. __ - _ _ _ - I 2015 Profiles�nteinatioal, lc csi. _( +: .• � profilesmtenationat.com Profiles}\ International - . ����� � � � s �� � � � CheckPoint 360°™ System We are Measuring Frequency of Observed Behavior Rating Description Percent of Time 1 2 3 4 5 N 2015 Piuftl*s Inliunlional, LI,C [uufile*virile•i�nitiamal� � mi Almost Never 0 - 10% Seldom 11 - 39% Sometimes 40 - 60% Usually 61 - 89% Almost Always 90 - 100% No opportunity to observe behavior Profiles)International - - - - 6/5/2025 4 Agenda Item 5 Attachment BPage 17 of 33

CheckPoint 360°™ System The approach is straightforward: • We ask the people who work for you, your 'Direct Reports', to rate you on each of these 70 Leadership items in the survey. • We have you rate yourself on those same items • Finally we ask your boss and your peer managers to rate you too. Other than your Boss's input the other raters get to provide their feedback to you on a completely confidential and anonymous basis. It takes each person just 15 minutes to provide this input - and it's all online for convenience.- - - I 2015 Profiles International, L.LC ca. ( ,* pro files*international, com Profiles}\ International �! - - - - . 9 10 CheckPoint 360°™ System • May have total of 3 Bosses . Anonymous • • & Confidential • .,, May have 2 to 12 respondents � & �:�;.�:it�:1 -• May have 2 to 12 2015 Ptoflls � mtetnatumal, 11 G profilesinternattunaf, cum respondents · • Anonymous & Confidential - May have 2 to 12 respondents Profiles} I nterna tiona I 6/5/2025 5 Agenda Item 5 Attachment BPage 18 of 33

11 12 CheckPoint 360°™ System Confidentiality • Confidentiality of respondents MUST be assured and maintained • No respondent group has fewer than two individuals • Even a hint of or rumor about a lack of confidentiality can render information useless ' 2 015 Profitsnte�atont. uc Profiles'{In atio al' � prolit o smtenanoal,com - Profiles\International CheckPoint 360°™ System Critical Skills Alignment • 6 Critical Skills are Chosen by Self, Boss or Bosses • Identifies strong / weak alignment • Starting point for Boss/Self conversation and Development Plan Critical Skills Alignment: 50% □7CCI7EEC""---- -." -.--..-.....-.. � SzzE2Et*SEER-**.-....• ..em.......n � 22EE5:0:**----.=.-....n.. E pl«gainReaponslhllry: Delap:appouaduJes he nppapcdaample. Eagan, ahem I#modi adnacrepeebheu na, tea □ � _2I22z""**"-*-"---.-"-n.-.... � r»armTena Serres@ Bakosmars fay la a epldi ad'coogesda Builds cseesad lands tam la cag, � om«en: Pen«may sadiresitem»legnudely . E A<hdrve: esaltt:Oxus auxins.cairn emu @ad mi ktgh canbosAr ados nod toge&y tug.a 0a � - E "*+sfimguememt: tom:pesemo Iiamp mlmkasnpdcages8a.cc;ken.esoeorea nmlings:and dsa.keg put.y- as be mien i jonuupeen 2 o15 1motituseatont.lc Profiles'(In alprofilesmternauonat. com Profiles \International � 6/5/2025 6 Agenda Item 5 Attachment BPage 19 of 33

CheckPoint 360°™ System I B D Comments Ta Respondents are also provided an opportunity to provide additional comments at the end of each major competency. These comments should add clarity to the numerical ratings provided by respondents. Survey Comments All res�idents are given the opportunity to provide comments about you and your leadership skills. These comments are separated by each respondent group, provided in free form and ure displayed exactly as they were entered, Boss Comments • ls successfully �makiny the transition from individunl contributor to team lender! Dlrect Report Comments Peer Comments � Nicole would be well served to increase her self-awareness on her direct communication style and the potentiu] negative xntconmes ii can generate with eross-functional teum � members who are not as familiar with her style - - - P � I 2 015.Profilesntemaionat,tic ca. _( +s • profilesinternatuonat com Profiles\ International 13 14 � � � � � � a CheckPoint 360°™ System �� e Comments Respondents are encouraged to provide feedback that is relevant to the job, Recent (reflective of current work), and developmental. Comments are reported exactly as typed. Respondents should never include their name or provide such specific information that would void anonymity. - - 2015 Profilesimtenatonl, Uc Profile kS(In " alprolitesmteinatuonat,tom Profiles \I nternational - - ' 6/5/2025 7 Agenda Item 5 Attachment BPage 20 of 33

15 16 CheckPoint 360°™ System Reports • Individual Feedback Report - speaks to the manager (Self) • Comparison Report - compares two different surveys and speaks to the manager (Self) • Management Report - speaks to the boss • Management Comparison Report - compares two different surveys and speaks to the boss • Executive Overview - combines 3+ surveys of the same time period and speaks to the C-Suite Executives � . �- - � � £ 2015 Profi les Internatio n al, LI. C esa. ( ■ prolitesnternationat. coin Profiles International � - � � CheckPoint 360°™ System • •©·oNext Steps i• Complete the CheckPoint set up sheet - Choosing respondents for • leader: • Some details will be provided by your organization's CheckPoint Administrator. Example: Start Date and Due Date • Provide Respondent name, email address and type of respondent (Self, Boss, Direct Report, Peer, Other) Cbrci:pontXO(Tai5sum.Shu sin [□ �n» [ Fable Comrocnta � ��� � ��� ---- - - - i (. lOl'i l'wf1I( •,1111, 111 1li1>1hil, ll( � • 1 moritas� o mauonai . on» Profile s \ International �� 6/5/2025 8 Agenda Item 5 Attachment BPage 21 of 33

17 18 CheckPoint 360°™ System Next Steps • Many leaders send a pre-CheckPoint email to the respondents that are chosen to participate in this process. This email informs respondents that an invitation is forth coming, provides a brief explanation of the CheckPoint's purpose and process. A sample pre-invitation is available from your Checkpoint administrator. • Be on the look out for additional information about CheckPoint 360 from your CheckPoint administrator. 2 015 Profiles International, LLC ca. ( +- .* � »ioii�nia iaooilii ' tom Profiles\ International 2015 Pinbtes Intimaluunl, L1.C ft alilesmlunalwal � �� 1 Questions / Comments Cindy Richard Client Business Strategist 254-399-5555 cricha@wiley.com THANK YOU! Profiles'/ International � - - - - - - _-_ - J 6/5/2025 9 Agenda Item 5 Attachment BPage 22 of 33

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From: Rosemary Marino To: Sophie Fox Subject: Detail for Evaluation Proposal Date: Friday, June 6, 2025 4:02:36 PM Hello, Sophie! Thank you for the opportunity to provide you with detail pertaining to my professional background. Kindly refer to my LinkedIn Profile which can be accessed as follows: www.linkedin.com/in/rosemary-marino-coach. In an effort to facilitate the review of my Profile please see the full list included under these categories: Projects Volunteering, especially Hershey Public Library Trustee/Board Member appointed by Derry Township Board of Supervisors, Hershey, PA; Derry Township School, District, Community Business Partner, Strategic Planning Task Force Honors & Awards, especially Lifetime Achievement Award, American Compensation Association; Certified Compensation Professional (CCP) Since I last updated the LinkedIn Profile I have or am serving in these roles: Blue Ribbon Professional Networking Group of Roseville, member Sun City Roseville ("SCR") Strategic Planning Committee (Implementation team in support of the SCR Board of Directors) SCR Leadership Academy (inaugural class) SCR Government Affairs Committee Although I've not pursued additional endorsements to post on LinkedIn, I have successfully provided Consulting/Coaching services to these local clients (not reflected on my Profile): Make-a-Wish Town of Loomis Various individual coaching clients Once I determine the specifics and parameters of an assignment for a prospective client I can determine a fee structure. In consultation with a prospective client we decide whether a flat rate; hourly rate; or some combination is the best approach, In addition, we, of course, determine a timeframe. I have developed some fee arrangements in such a way that there might be a flat rate for the initial consulting that typically transitions into an hourly rate per session for individual coaching or some other retainer fee structure. My fees are consistent with comparable rates for professional consulting/coaching services. Please let me know, Sophie, whether you have any questions or whether I can clarify in any way. Thank you so much. Have a nice weekend! Agenda Item 5 Attachment BPage 32 of 33

Rosemary Rosemary Marino Avanti Coaching and Consulting Agenda Item 5 Attachment BPage 33 of 33