Strategic Performance Measures

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Performance Management & Continuous Improvement

Performance management is a set of practices that allow us to track how well the City is operating and how we can continue to improve our services. In other words, it helps us understand what we're doing (and how much of it), how well we're doing it, and what we can improve.

Performance measurement is a big part of effective performance management and continuous improvement. We choose Strategic Performance Measures that align with the City’s long-term goals. We collect the data and analyze it along with other information that influenced our performance. When we see opportunities to improve, we alter our activities and plans. We share this data to be transparent about how well the City is doing. We continue to monitor the data, following a cycle of continuous improvement.

Continuous improvement is about finding better and more efficient ways to do things, implementing changes, and adjusting when necessary. This mindset helps us serve the public better, deliver services more efficiently, spend tax dollars wisely, and meet the changing needs of the community. By collecting data on how well we provide services and reach our goals, we can make our approach to improvement even stronger.

Annual Performance Measurement Report

The Annual Performance Measurement Report spotlights the performance of several measures from the most recent year. It shows current and historical data on the City’s Strategic Performance Measures. Beginning in 2025, the Strategic Performance Measures align with the Strategic Goals in the City’s 2025-2029 Strategic Plan.

Approach to Continuous Improvement

City staff engage in Plan-Do-Check-Adjust cycles, acquire knowledge and skills, use data, and make process or program improvements. Our goal is to improve internal operations and public service delivery

Plan: Set goals and define how we will measure success. Do: Collect data on those measures as we do the work. Check: Review the data and analyze our results. Adjust: After making improvments, as needed, set new goals and/or continue monitoring.

Spotlight on Improvement: Using Data to Make Decisions About Recreation Programs

From hip hop dance for youth to gentle yoga for adults, our Recreation team offers activities for all ages. Our goal is to meet the needs and interests of our diverse community by offering popular programs and trying new ones. We look at a wide variety of factors to build the schedule, including experiences that promote healthy individuals and communities, celebrate art and culture, reflect unique interests of the community, and increase equitable access to programs.

Data guides our decision-making each season. Before each season starts, we evaluate recent programs. Our staff review past enrollment numbers, waiting lists, and perform a cost recovery analysis to decide which activities to continue to offer. We set minimum enrollment goals that align with our budget and match each program’s growth potential. Over time, patterns help us learn what works best for our community.

For example, the City contracts with Skyhawks Sports Academy to offer youth sports like soccer, volleyball, and flag football. Most of the sessions were popular. However, flag football often got canceled due to low interest, causing disappointment and frustration. Staff met with our Skyhawks partners to discuss this challenge. We agreed to offer basketball instead because of its popularity with young people. The change was noticeable! Basketball exceeded our minimum enrollment goals and fewer programs were canceled.

Graphic depicting percentage of skyhawks programs completed for the city of shoreline between 2022-2024.

We also use data to work with our instructors to decide what to offer. The program course evaluation provides an assessment of how well the program meets organizational expectations and community needs. More than one factor will influence a program’s success.

For example, a passionate instructor offered youth clogging classes that were often cancelled due to low enrollment. Meanwhile, our Spartan Recreation Center received requests from community members for a Zumba class at the same time of day. Both Zumba and clogging are types of exercise that incorporate music and support people to be healthy. However, the Zumba class had been requested in our community survey and met program evaluation standards for current activities. We decided to offer Zumba instead and will track its enrollment over the next few seasons. This is how our Recreation programs continuously improve.

Your feedback matters! Take this short survey about what new programs you would like to see in the Recreation Guide.

Frequently Asked Questions

Common questions you may be asking about the City Strategic Performance Measures.

Where did the Strategic Priorities and Strategic Performance Measures come from?

The Strategic Priorities and Goals were identified in the development of the Strategic Plan. City staff thoroughly reviewed recently adopted functional plans and those under development, such as the 2044 Comprehensive Plan and Human Services Strategic Plan. The priorities and goals reflect the community and Council’s direction and vision for the City of Shoreline over the next five years.

Strategic Performance Measures are quantifiable expressions that describe the results of activities related to the City’s long-term interests or goals and the means of achieving those goals. City staff chose measures to help the City monitor its progress, identify challenges or areas for improvement, and tell complete stories about its work. Each time the City engages in strategic planning, the measures will be re-evaluated in relation to the City’s goals.

How is this data being used?

City staff collect and use the data in their ongoing work. Departments monitor their measures regularly, identifying opportunities for continuous improvement or course corrections. City staff incorporate data into their analysis of core activities and process improvements. The City Leadership Team engages in performance strategy discussions using the data to identify trends, address challenges, and collaborate on solutions to long-term goals. Data is shared with Council to help them anticipate resource requests, make policy decisions, and communicate with our community.

How often will the data be updated?

What is continuous improvement?

How will the City’s performance management and continuous improvement approach change over time?

The City has always measured performance in some way, but the current efforts, which began in 2023, will help us create a more consistent way to track the most important things we need to measure. The City will continue to mature and strengthen its capacity for performance management over time. As new information, systems, and resources become available, we will get better at collecting reliable data, monitoring progress, and measuring the effects of improvement efforts.