City of Coral Springs: 2007 Baldrige Awardee (Non-profit Organization Category)
Coral Springs in Broward County, South Florida, is home to about 132,000 people and is the 13th largest city in the state. It has an annual budget of $135 million, a workforce of about 770 full-time employees, about 300 part-time and temporary employees, and more than 800 who volunteer for emergencies and special activities. It is managed by a City Manager who serves as its chief executive officer and a group comprising the City Commission. In 2007, Coral Springs became the first local government agency to receive the presidential Malcolm Baldrige Award for excellence in organizational performance.
The unique approach to governance in Coral Springs lies in the corporate management model that it has adapted to public administration. Like a business, Coral Springs is costumer and data driven, following core value: customer focus, leadership, empowered employees and continuous improvement. The city delivers its products and services to two customer groups, residents and businesses. To develop strategic and business decisions, it relies on neighborhood meetings called “Slice of the Springs”, an annual meeting whose findings are incorporated into the city’s annual strategic plan.
For its exemplary strategy, the city have been awarded various recognitions like the Government Financial Officers Association’s Distinguished Budget Award, the Government’s Sterling Award two times, and a “best practice” citation from the American Productivity and Quality Center. For the last seven years, it has also attained a triple A credit rating from the three bond rating agencies: Moody’s Investor Services, Standard and Poor’s, and Fitch. Various surveys also place the city as one of the best places to live in America.
The high participation of citizens in the planning process is said to be responsible to its low crime rate and an abundance of parks and cultural and community activities. The city has created convenient means for people to access and avail of city services. Business and resident satisfaction of their city have continually risen for the past years. Employee satisfaction is likewise high as the city ensures that its staff is well-compensated, appreciated and trained. The city has a flat organizational structure, training and recognition programs. Various reward schemes has lowered the turnover low and increased quality of performance.