Applying the Baldrige Criteria for Performance

Excellence to Talent Management

January 21, 2009

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Another example of a Baldrige award winner from the public sector, whose SMARTER goals helped achieve organizational performance, was shared by Bob Goehrig, Budget & Strategic Planning Manager for the City of Coral Springs, Florida. The City measures, analyzes and improves organizational performance at multiple levels that are aligned and explicitly linked. Two of the strategic priorities for the City of Coral Springs are Customer-Involved Government, Financial Health & Economic Development. Each priority is supported by a directional statement, key intended outcomes, and supporting goals.

Here’s one example. The City of Coral Springs’ mission, to be the “Premier community in which to work, live, and raise a family” is supported by the strategic priority “Neighborhood & Environmental Vitality.” The related directional statement is “encourage healthy and vital neighborhoods, free of crime and decline.” They measure the City crime rate to determine if they are accomplishing the key intended outcome. To keep the crime rate at or below their goal, the police department established an “Auto Burglary Prevention Program.” A department measure was the “percent of customers who know their neighborhood officer.” A process measure for the Patrol Unit is the outcome of crime prevention sweeps per neighborhood. In-process measures (designed to provide management feedback) are taken from the weekly crime reports by type per neighborhood. Each officer has a goal for contacting a certain number of residents per week, month, and year. In this way, each employee knows how his daily activity supports the City’s mission.

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