Management

The Department of Management, through the Managing Director, is responsible for the oversight of all executive branch departments and agencies. In addition, the Managing Director supervises and coordinates the County’s annual operating budget and capital improvement program (CIP) budget preparation, submittal and ensures budgetary compliance for each department and agency. The Managing Director also is responsible for the performance management program,

Mission:

"To provide leadership, guidance and oversight in an effort to have the most efficient, effective, and customer-focused organization possible."

Programs:

  • Administration
  • Information Technology Services

Key Performance Indicators:

The following are the department's top five key performance indicators (KPI):

  1. Percentage of department directors that feel performance management can help them to achieve their goals, missions, and objectives
  2. Percentage of directors and deputies holding professional organization memberships
  3. Percentage of management attending at least one webinar or web-based training per year
  4. kWh produced by renewable energy at county facilities
  5. Percentage of IT staff who participated in process development and technology training

KPI #1: Percentage of department directors that feel performance management can help them to achieve their goals, missions, and objectives

Benchmark: NA

prosecutorsThis measure tracks the general sentiment of department heads regarding performance management and its effectiveness in improving the organization. The department has worked diligently with department leadership to instill the importance of utilizing data to drive decision making. Activities have included work sessions, training, regular one-on-one meetings, and quarterly peer performance management reviews. An increasing percentage reflects a positive outcome for the performance management program while a decreasing percentage may indicate a need to increase awareness, education, and outreach to the departments on the benefits of performance management.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Percentage of department directors that feel performance management can help them to achieve their goals, missions, and objectivesNA100%90%TBD

KPI #1: Management Discussion

We continue to focus on improving our use of performance management throughout the organization. The quarterly peer review performance management meetings have had a direct impact on the sentiment of our department heads. We will continue to work closely to ensure our departments have a better understanding of the benefits of performance management.

KPI #2: Percentage of directors and deputies holding professional organization memberships

Benchmark: NA

This measure tracks the percentage of directors and deputies that are members of one or more professional organizations that align with their current duties and responsibilities. As an example, the Managing Director is a member of the International City/County Management Association (ICMA) and is a Credentialed Manager. Holding memberships in professional organizations often provides access to resources, information, and training opportunities that may not otherwise be available to non-members. This measure is important because it shows commitment to ongoing professional development and is reflected in the quality of the overall team.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Percentage of directors and deputies holding professional organization memberships90%
90%90%TBD

KPI #2: Management Discussion

Management is pleased with the commitment from departmental leadership to continue their involvement in professional organizations. This is important to stay up on emerging issues, best practices, and to build a strong organization. We will continue to support and encourage directors and deputies to join or renew their memberships in professional organizations that are directly related to their respective roles in county government.

KPI #3: Percentage of management attending at least one webinar or web-based training per year

Benchmark: NA

This measure tracks the total tons of materials, excluding construction and demolition waste, that are processed at the county's landfills. An increase in the total tons may indicate a growing demand for landfill space and may require the department to expedite plans to address unanticipated capacity issues. Depending on population growth, an increase or decrease may also reflect the public's willingness to recycle or limit materials entering the landfill.  

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Percentage of management attending at least one webinar or web-based training per year90%
90%90%TBD

KPI #3: Management Discussion

We continue to encourage directors, deputies, and senior management to attend webinars that may be available to them throughout the year. To further increase this measure, we have made webinars that the Managing Director is participating in, available to all directors, deputies, and senior management. We will monitor this measure and continue our efforts to improve this measure.

KPI #4: kWh produced by renewable energy at county facilities

Benchmark: NA

The County of Maui has been very supportive of installing renewable energy producing systems in various county facilities. Renewable energy includes solar and wind generated systems. Increase in the number of renewable energy kilowatt hours translates into energy cost savings as well as carbon emission reduction which is beneficial to the environment. The goal of the county has been to increase the installation of systems and increase the total kWh produced.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
kWh produced by renewable energy at county facilities1,800,000
7,563,1033,200,000TBD

KPI #4: Management Discussion

The measure is tracking very well. The systems installed at the various facilities have been operating efficiently and providing a benefit to taxpayers by reducing energy costs and dependence on fossil fuels. We will continue to encourage departments to install renewable energy generating systems where it makes financial sense and where production is most appropriate.

KPI #5: Percentage of IT staff who participated in process development and technology training

Benchmark: NA

This measure reflects the percentage of staff who have participated in training directly related to their job duties in our Information Technology Services division. Technology is constantly changing and it is critical that IT staff are kept well informed of changes in the hardware, software, and industry best practices. A well trained workforce directly translates into greater efficiency and capabilities that will ultimately benefit the entire organization. An increase in this measure indicates that the department is supportive and committed to training the staff while a decrease may indicate a need to revisit management's approach to training.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Percentage of IT staff who participated in process development and technology training75%90%100%TBD

KPI #5: Management Discussion

We are very pleased with the efforts of the IT Services division in the training of its staff. We believe that the measure is tracking well and the manger of this section is committed to the education of the entire team. We will continue to monitor this measure to ensure that it tracks closer to the goal of 100%.

KPI Questions & Communications:

Should you have any questions about these KPIs and their impact on the department, please contact the department director's office at: