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

OVERVIEW AND BACKGROUND

• Historical and Cultural Overview of the Bahamas Electricity Corporation.

• Employee Demographics.

• Geographical Location.

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.

STRATEGY STARTS WITH VISION

• Develop a Strategic Plan and Vision.

• Consider Alternatives SMI Applications, Components and System Integrations.

• Identify Key Deliverables and Process.

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

STRATEGY STARTS WITH VISION (CONT’D)

• People Alignment:

–Training and Retraining

–Redeployment

• Delivery of Quality Customer Service:

–Consumer Education

OPERATIONAL STRATEGY

• Risk Management

–Risk Identified

–Risk Ranked

• Measuring Success

–Improved Customer Relations

–Improved Billings and Collections

–Increased Profitability

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.

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.

ORGANIZATIONAL STRATEGY

• Assess the Information Technology Capabilities and Technical Services

• Re-evaluate Performance Measurements and Outcomes

• Effect a robust Public Relations and Communication campaign

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.

PEOPLE POWER (CONT’D)

• Internal vs. External Recruitment.

• Buying or Building Talent – What is the Better Choice?

• Redeployment of Human Resources.

DEVELOPING A HUMAN RESOURCE

METRICS DASHBOARD

• Determining the results Using Human

Resource Metrics.

• Measuring Operational Efficiency and Performance.

• Maintaining Performance Standards.

• Increasing Profitability.

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.

THE WAY AHEAD

• Monitor Regulations, Rates, Services.

• Manage Customer Service Quality, Demands, Expectations.

• Manage and Maintain Performance and the Technology.

THE WAY AHEAD

• Research, Collect, Compile and Analyze Data.

• Train and Retrain Employees.

THE WAY AHEAD

• Roll out the Public Relations and Communications Strategy.

• Evaluate Security Systems.

• Follow the Plan and a Disciplined Process.

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.

QUESTIONS

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: mdsmith@bahamaselectricity.com