Strategic Implementation: Programs, KRAs

1. STRATEGY IMPLEMENTATION:
ENGINEERING SERVICES
DEPARTMENT
Presented by
Rodrigo C. Cabigas II
Professor: Jo Bitonio, DPA
ME 217- Strategic Planning

4. Strategic Implementation
Is a fundamental step in turning a
company's vision of a project into reality.
Through a series of action-based
phases and tasks, the implementation
process maps out the life cycle of a
project. Without strategic
implementation, a project would not be
able to get off the ground, since
strategic implementation functions as a
project's blueprint.

5. Programs

A plan of action aimed at
accomplishing a clear business
objective, with details on what work is
to be done, by whom, when, and
what means or resources will be
used.

Is a set of related projects which
collectively deliver an overall change
for the business

6. Projects
A Planned set of interrelated tasks to be executed
over a fixed period and within certain cost and
other limitations. However, a project may progress
in becoming a regular program when assessed to
have continuing direct impact on the development
of the intended beneficiaries.

7. ENGINEERING SERVICES DEPARTMENT
WORKPLAN FOR C.Y. 2013
PROJECT
PERFORMANCE
TARGETS
PHYSICAL TARGETS
PROGRAMS
PROJECTS
UNIT
Q1 Q2 Q3 Q4
TOT
AL
KEY RESULT
AREAS
Human
Resource
s/
IMPLEME
NTING
UNIT
PROJECT FINANCING
FUNDING REQUIREMENTS
C Y 2013 PER QUARTER
TOTAL
Q1
Q2
Q3
Q4
A. TECHNICAL
1. System Loss a. Secondary Pole Block
Reduction
Metering
500k
WHM/ 600 600 600
mo.
- Minimize/
Eliminate
600 2400
Pilferages due
to
proximity and
access to the
meter
ESD
750,000 750,000 750,000 750,000
3,000,00
0
- Preventive maintenance
consu
of commercial/industrial
300 300 300 300 1200
mer
consumers
- Massive Meter Clustering
consu
750
7500 7500
(by contract @ Urdaneta S/S
0
mer
2 and NAO coverage area)
- To recover
pilferred energy
b. Anti-Pilferage Campaign
- Maintain Task Force
"R.A. 7832"
By
10,794, 10,794, 10,794, 10,794, 43,178,0
Contract
500
500
500
500 00
750 3000
0
0
consu
25 25 25 25 100
mer
ESD
46,178,0
00

8. Key Result Areas


Are the targets or goals set by an entity in their
strategic plan. They are also known as Key
Performance Indicators. They can be primary
responsibilities of a person or the core area
which each person is accountable. They are
used in many areas of business including
customer service and human resources.
Refers to general areas of outputs or outcomes
for which the departments role is responsible.

9. Short Term Objectives


Annual objectives are short-term
milestones that organizations must
achieve to reach long-term objectives.
Like long-term objectives, annual
objectives should be measurable,
quantitative, challenging, realistic,
consistent, and prioritized.
Annual objectives are especially
important in strategy implementation,
whereas long-term objectives
are particularly important in strategy
formulation. Annual objectives represent
the basis for allocating resources.

10. Short Term Objectives
Engineering Services Department
Work plan for C.Y. 2013
PROJECT
PROGRAMS
PERFORMANCE
PROJECTS
TARGETS
KEY RESULT AREAS
A. TECHNICAL
1. System Loss
Reduction
a. Secondary Pole Block Metering
 Minimize/ eliminate Pilferages due to
proximity of the service drop wires
 Massive Meter Clustering/ Blocking
(by contract @ Urdaneta S/S 2 and
NAO coverage area)
and access to the meter.

11. 3 Classifications of System loss
1.
Technical loss - shall be the aggregate of conductor
loss, losses in transformers and any loss due to
technical metering errors.
2.
Non Technical loss - shall be the aggregate of the
energy lost due to pilferage, meter reading errors
and meter tampering.
3.
Administrative loss - shall include the energy that
is required for the proper operation of the
distribution system and any unbilled energy for
community related activities.

13. Key Result Areas

Deterrent to Pilferage

Accessibility of Meter
Reading and Inspection

Minimal Loss on
Service Drop

14. PROJECT
PERFORMANCE
TARGETS
PROGRAMS
PROJECTS
KEY RESULT AREAS
b. Anti-Pilferage Campaign
 To recover pilferred energy
 Maintain Task Force "R.A. 7832"
c. Transformer Load Management
 Prevent busting of transformers
 Peak Load Measurement
i. Load Centering
 Relocation of DTs to Load Center
 Improves power quality by minimizing
voltage drop at the end user.
ii. Replacement
 Replacement of Overloaded / Under
loaded DTs
 Using transformers appropriate to
its loading design to minimize
 Swapping of DTs
transformer loss .
iii. Additional Installation
 Splitting of DTs

15. Load monitoring and Centering

16. Distribution Transformers

Use of brand new units

17. Use of low core loss (Amorphous Core
Materials)

18. Comparative Core Losses (w)
Capacity Amorphous
Steel
NEA Acceptable Core Loss
10 KVA
10
45
50
15 KVA
15
55
60
25 KVA
30
70
90
37.5 KVA
40
90
130
50 KVA
45
110
175

19. PROJECT
PERFORMANCE
TARGETS
PROGRAMS
PROJECTS
2. System
Reliability
Improvement
a. Right of Way Clearing
b. Updating of Sectionalizing
coordination.
 Coordination of Sectionalizing
Devices
Preparation of Sectionalizing Maps
c. Replacement of Undersized and
Broken Insulators
KEY RESULT AREAS
 Minimize outages due to vegetations
 To localize faults and outages
and improve system reliability
Faster response time in trouble shooting
and attending complaints.
To minimize leakage of energy
 Pole to pole Inspection
d. Correction of Loose Connections  Prevent unnecessary line faults
(Total Dx System)
 Minimize interruption and improve
h. Upgrading of Distribution
system reliability by isolating the circuit
Protections
 Installation of Outdoor Type vacuum
with line fault.
type circuit recloser for Balungao
and Laoac Circuit.

20. Right of way Clearing
Key Result Areas
 Minimize outages due to vegetations.
 Has a significant impact on the non technical side of
system loss reduction.

21. Correction of loose connections
Key Result Areas

With the purchase of
thermal scanner
identification of loose
connections and hot
spots can easily be
traced to prevent
unnecessary line faults.

22. Three Phase Vacuum type Circuit
Recloser
Key Result Area

Minimize interruption
and improve system
reliability by isolating
the circuit with line
fault.

23. PROJECT
PERFORMANCE
TARGETS
PROGRAMS
PROJECTS
a. Construction of Separate
3.
Feeder Line Ckt. to
Rehabilitation /
Mapandan Area (Phase II)
Upgrading of b. Total Rehabilitation of
Undersized/Dilapidated Line
Hardware Materials
Distribution c. Construction of 3-Phase
Line From Pinmaludpod to
lines
Cabaruan, Urdaneta City(via
Brgy. Labit)
d. 3-Phase Line Conversion
from Nancalobasaan to
Toboy, Asingan
j. Sitio Electricrification
Program
KEY RESULT AREAS
 Minimize interruption and
improve system reliability
 Power quality improvement
 To improve system reliability
 To improve system reliability
 NEA Subsidy

24. PROJECT
PERFORMANCE
TARGETS
PROGRAMS
PROJECTS
KEY RESULT AREAS
 Using new
4. Upgrading of a. Upgrading/Retrofitting of technology which are
Tayug 5MVA S/S switchgear Scada ready
Substation
In preparation for the
Substation
b. Upgrading of 13.8kV
Equipments outdoor type OCB to VCB @ Automation in the
near future.
Binalonan 10MVA S/S
c. Upgrading of 69kV
Protection of Bin I s/s &
Tayug 5MVA S/S
d. Retrofitting of feeder
breakers of Rosales 15MVA
switchgear

25. What is SCADA?
A Supervisory Control and Data Acquisition System is a
two-way computerized system for real-time control,
monitoring and supervision of remote devices; typically from
a continuously manned, central location.

26. What is SCADA?
• A Supervisory Control And Data Acquisition (SCADA)
System performs the traditional supervisory functions such as
the gathering of data and performance of control functions.
• SCADA provides system operators with state of the art
tools for a well-informed decision in operating remote
substations.
• System operators are able to focus-in on problem areas
quickly because real time data is summarized in integrated
displays.
• The high data security/accuracy inherent in the system,
allows operators to make decisions and take corrective action
with utmost confidence.

27. Long Term Objectives

Long-term
objectives represent the
results expected from
pursuing certain strategies.
Strategies represent
the actions to be taken to
accomplish long-term
objectives. The time frame for
objectives and strategies
should be consistent, usually
from two to five years.

28. Long Term Objectives
Engineering Services Division
5 year action plan
PROGRAMS
PROJECT
PERFORMANCE
PROJECTS
a. Construction a. Construction of 69kV at
Carmen, Rosales
TARGETS
KEY RESULT AREAS
 To improve system
reliability
of 15 MVA
b. Installation of 15MVA s/s at
substation at Carmen, Rosales
Carmen
Rosales
To relieve the 15MVA
Tomana
S/S from overloading
c.Rehabilatation/reconductoring of
Tie line of Binalonan3 phase Dx lines along Manila
Urdaneta- Villasis
north road Mc Arthur highway.

29. Monitor the strategic plan
Here are some guidelines to keep the strategic plan alive.

Regular updates. Review progress on a monthly or
quarterly basis, depending on the level of activity and
time frame of the strategic plan. This applies to
corporate, regional and departmental strategies.
Specific tasks should be part of relevant strategic
management meetings.
assumptions. While monitoring
the strategic plan's progress,
continue to examine its
underlying assumptions, the
continued validity of its strategic
objectives and the influence of
unanticipated events.

30. 
Create a champion for every
strategy and action. The
strategy champion has to be
someone other than the GM,
because the latter isn't
accountable to anyone. The
strategy champion doesn't
necessarily have to complete
the actions, but must see that
they get done.
Stay committed. Every strategy-related action must have
a due date. As Manager you can let the due date slip, but
don't let it go away. This tells the strategy champion that
you aren't giving up on the strategy. If you keep following
up, the strategy champion will see that you're serious
about the strategy and putting it into effect.

31. 
Conduct short-term strategy reviews. We
suggest scheduling team "huddles" every 90
days to keep the strategic plan reviewed,
reloaded and re-energized. These huddles also
allow you to distinguish those individuals who
are getting things done and those who aren't
(the "empty suits"). Alternatively, you can
schedule 60-day strategy reviews by senior
management. These are an opportunity to take
another look at the original plan, determine
whether strategic objectives are being met, and
agree new action steps as necessary.
Expand skills. In the weeks and months following the
strategic planning process, expand employee skills
through training, recruitment or acquisition to include
new competencies required by the strategic plan.

32. Expected Results
Electricity is one of the most
important facilitating modern
activities in a country’s development.
Through time, the importance of
electricity to people’s life has only
increased. With the growing
demands of member -consumers for
service viability , Panelco III has
successfully constructed/maintained
a total of 8 substations with a rated
capacity of 110 MVA and another
one with 15 MVA capacity is on the
way within the next 5 years. But with
an increase in electricity demand so
as the increase in system loss.

33. 
Panelco III has been crippled with
high system loss over the past
few years, This years system loss
has an average of 17.38 % about
4.38 % higher than the system
loss cap. Approved by ERC. With
the strict implementation of the
ESD’s programs and it’s projects
we could drastically decrease and
or minimize system loss , Thus
achieving our vision and mission
by giving our member consumers
cheaper power rate and a quality
service.

37. Thank you for listening!!!

38. References






Pangasinan III Electric Cooperative Handbook
2012 edition
The Importance of Strategic Implementation
By Kyra Sheahan, eHow Contributor
Tarelco I best practices
PAMAV Integrated Automated Substation Control
Wikipedia
Strategic Planning Handbook for cooperative
Jerry C. Namken