SMART METERING AND BEYOND STREAMLINING OPERATIONS … · SMART METERING AND BEYOND: STREAMLINING...
Transcript of SMART METERING AND BEYOND STREAMLINING OPERATIONS … · SMART METERING AND BEYOND: STREAMLINING...
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SMART METERING AND BEYOND: STREAMLINING OPERATIONS TO
IMPROVE PRODUCTIVITY
Marisa D. Mason-Smith
Manager Human Resources and Training
BAHAMAS ELECTRICITY
CORPORATION
Nassau, N.P. The Bahamas
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OVERVIEW AND BACKGROUND
• Historical and Cultural Overview of the Bahamas Electricity Corporation.
• Employee Demographics.
• Geographical Location.
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SMART METERING AND BEYOND
• Where is BEC now?
• Why BEC should pursue a Smart Metering system?
• What are the Benefits of Smart Metering to BEC.
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STRATEGY STARTS WITH VISION
• Develop a Strategic Plan and Vision.
• Consider Alternatives SMI Applications, Components and System Integrations.
• Identify Key Deliverables and Process.
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STRATEGY STARTS WITH VISION (CONT’D)
• Financial Implications:
–Organizational Change and Efficiency
–Culture
–Technology
–Transition and Maintenance Support
–Managing the System and Integrated Activities
–Define and Develop Communication Plan
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STRATEGY STARTS WITH VISION (CONT’D)
• People Alignment:
–Training and Retraining
–Redeployment
• Delivery of Quality Customer Service:
–Consumer Education
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OPERATIONAL STRATEGY
• Risk Management
–Risk Identified
–Risk Ranked
• Measuring Success
–Improved Customer Relations
–Improved Billings and Collections
–Increased Profitability
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PROJECT STRATEGY AND METHODOLOGY
• Prepayment System.
• Safety and Security Features.
• Quality Assurance and Accuracy.
• Tracking Programmes.
• Auditing of Process and System.
• Technical Operational and Managerial Support.
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VISION AND STRATEGY DRIVE REQUIREMENTS
• Develop a Vision.
• Create a Strategy.
• Identify your Project and Implementation Team.
• Analyze the Business Case (time, cost vs. Benefits, ROI).
• Determine the Process and Methodology.
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ORGANIZATIONAL STRATEGY
• Assess the Information Technology Capabilities and Technical Services
• Re-evaluate Performance Measurements and Outcomes
• Effect a robust Public Relations and Communication campaign
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PEOPLE POWER
• Forecast the Human Capital Demands vs. The Electricity Demands.
• Identify the Core Competencies to Achieve the Critical Success Factor?
• Link Talent Management to the Project and to the Process.
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PEOPLE POWER (CONT’D)
• Internal vs. External Recruitment.
• Buying or Building Talent – What is the Better Choice?
• Redeployment of Human Resources.
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DEVELOPING A HUMAN RESOURCE
METRICS DASHBOARD
• Determining the results Using Human
Resource Metrics.
• Measuring Operational Efficiency and Performance.
• Maintaining Performance Standards.
• Increasing Profitability.
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THE REALITY CHECK
• Moving Forward – The Way Ahead.
• Monitor and control distribution.
• Evaluate and Revaluate the Product and its Suitability
• Acquire the Financial and Human Resources.
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THE WAY AHEAD
• Monitor Regulations, Rates, Services.
• Manage Customer Service Quality, Demands, Expectations.
• Manage and Maintain Performance and the Technology.
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THE WAY AHEAD
• Research, Collect, Compile and Analyze Data.
• Train and Retrain Employees.
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THE WAY AHEAD
• Roll out the Public Relations and Communications Strategy.
• Evaluate Security Systems.
• Follow the Plan and a Disciplined Process.
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THE WAY AHEAD
• Know the Corporate Needs.
• Make a Choice that Meet the Needs.
• Be Realistic and Ensure that the Strategic Benefits brings Added Value.
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THANK YOU
Marisa D. Mason-Smith
Manager, Human Resources & Training
C/o Bahamas Electricity Corporation
P.O. Box N 7509
Nassau, The Bahamas.
Telephone: (242) 302-1348
E-mail: [email protected]