Tag Archives: plan

HOW DID THE IT DEPARTMENT ADDRESS THE ISSUE OF STAFF MORALE IN THE STRATEGIC PLAN

Leave a reply

The IT department recognized that low morale among staff had become a significant issue that was negatively impacting productivity, retention, and the quality of work being done. A recent anonymous survey of all IT employees showed high levels of stress, lack of purpose in work tasks, poor communication from management, and not feeling valued or appreciated for their contributions. It was clear from these results that morale needed to be directly addressed as part of the strategic planning process if the department wanted to improve overall performance and better serve the needs of the organization.

As a starting point, the IT leadership team took the survey feedback seriously and reflected on how the department’s culture and management style may have contributed to the low morale. They committed to more open communication, being transparent about priorities and challenges, and soliciting ongoing input from employees about how things could be improved. Listening sessions were held where employees could candidly share their perspectives and suggestions without fear of repercussion. The leadership team also acknowledged where missteps had been made and pledged to do better going forward in supporting staff needs.

A key strategic initiative focused on defining the department’s values and mission in a way that better aligned individual roles with organizational goals. This included communicating openly about budget realities so people understood resourcing constraints and how their work made a difference. Performance reviews were restructured to emphasize achievements and career growth opportunities rather than just defects and outputs. Managers were trained on how to provide regular feedback, coach employees, and resolve issues collaboratively rather than punitively.

To address complaints about unclear priorities and constantly shifting work demands, formal project management practices were implemented. This involved advanced planning, status reporting, dedicated support resources, and clear acceptance criteria for deliverables. Self-managed teams were also established where possible to give staff more autonomy and ownership over their work. Managers took on more of a facilitating role to enable team success rather than micromanaging tasks.

Recognizing that compensation alone does not boost morale, there was also a strategic focus on quality of life issues. This meant being flexible about schedules where operations allowed, allowing some remote work options, investing in new technologies to reduce routine burdens, and adjusting service level agreements to be more achievable. Additional benefits were offered like paid volunteer time, an education assistance program, and longer-term disability coverage. Fun social events and community building activities were also organized regularly.

To gauge progress and continue refining efforts, quarterly anonymous pulse surveys were instituted to collect ongoing anonymous feedback from staff. Town hall meetings with leadership provided transparency into survey results and generated discussions about further improvements needed. Managers were evaluated partly based on their direct reports’ survey responses and perception of their leadership abilities. Rewards and recognition programs were also developed to call out exceptional efforts, new ideas that enhanced the work environment or IT service delivery.

After the first year of implementing this morale-focused strategic plan, results from the pulse surveys showed measurable improvements across many of the problem areas originally identified. Rates of voluntary turnover dropped significantly as staff reported feeling more engaged, supported and like their work had purpose. Productivity metrics like issue resolution times, change failure percentages and customer satisfaction also rose markedly. The leadership team saw the morale initiatives not just as a cost of doing business, but integral to retaining top talent and driving organizational success over the long term through high staff well-being and satisfaction. By directly addressing morale concerns in the strategy, the IT department set themselves up for much stronger performance and better fulfillment of their mission to serve.

HOW DO YOU PLAN TO EVALUATE THE ACCURACY OF YOUR DEMAND FORECASTING MODEL?

1 Reply

To properly evaluate the accuracy of a demand forecasting model, it is important to use reliable and standard evaluation metrics, incorporate multiple time horizons into the analysis, compare the model’s forecasts to naive benchmarks, test the model on both training and holdout validation datasets, and continuously refine the model based on accuracy results over time.

Some key evaluation metrics that should be calculated include mean absolute percentage error (MAPE), mean absolute deviation (MAD), and root mean squared error (RMSE). These metrics provide a sense of the average error and deviation between the model’s forecasts and actual observed demand values. MAPE in particular gives an easy to understand error percentage. Forecast accuracy should be calculated based on multiple time horizons, such as weekly, monthly, and quarterly, to ensure the model can accurately predict demand over different forecast windows.

It is also important to compare the model’s forecast accuracy to some simple benchmark or naive models as a way to establish whether the proposed model actually outperforms simple alternatives. Common benchmarks include seasonal naïve models that forecast based on historical seasonality, or drift models that assume demand will remain flat relative to the previous period. If the proposed model does not significantly outperform these basic approaches, it may not be sophisticated enough to truly improve demand forecasts.

Model evaluation should incorporate forecasts made on both the data used to train the model, as well as newly observed holdout test datasets not involved in the training process. Comparing performance on the initial training data versus later holdout periods helps indicate whether the model has overfit to past data patterns or can generalize to new time periods. Significant degradation in holdout accuracy may suggest the need for additional training data, different model specifications, or increased regularization.

Forecast accuracy tracking should be an ongoing process as new demand data becomes available over time. Regular re-evaluation allows refinement of the model based on accuracy results, helping to continually improve performance. Key areas that could be adapted based on ongoing accuracy reviews include variables included in the model, algorithm tuning parameters, data preprocessing techniques, and overall model design.

When conducting demand forecast evaluations, other useful metrics may include analysis of directional errors to determine whether the model tends to over or under forecast on average, tracking of accuracy over time to identify degrading performance, calculation of error descriptors like skew and kurtosis, and decomposition of total error into systemic versus irregular components. Graphical analysis through forecast error plots and scatter plots against actuals is also an insightful way to visually diagnose sources of inaccuracy.

Implementing a robust forecast accuracy monitoring process as described helps ensure the proposed demand model can reliably and systematically improve prediction quality over time. Only through detailed, ongoing model evaluations using multiple standard metrics, benchmark comparisons, and refinements informed by accuracy results can the true potential of a demand forecasting approach be determined. Proper evaluation also helps facilitate continuous improvements to support high-quality decision making dependent on these forecasts. With diligent accuracy tracking and refinement, data-driven demand modelling can empower organizations through more accurate demand visibility and insightful predictive analytics.

To adequately evaluate a demand forecasting model, reliability metrics should be used to capture average error rates over multiple time horizons against both training and holdout test data. The model should consistently outperform naive benchmarks and its accuracy should be consistently tracked and improved through ongoing refinements informed by performance reviews. A thoughtful, methodical evaluation approach as outlined here is required to appropriately determine a model’s real-world forecasting capabilities and ensure continuous progress towards high prediction accuracy.

HOW DOES BC HYDRO PLAN TO MANAGE THE INCREASED DEMAND FOR ELECTRICITY IN THE FUTURE?

Leave a reply

BC Hydro expects electricity demand in British Columbia to grow significantly in the coming decades as the population increases and transportation and building sectors transition away from fossil fuels towards more electricity-powered solutions like electric vehicles and electric heating. To adequately meet this rising demand while maintaining a reliable and affordable electricity system, BC Hydro has developed an Integrated Resource Plan (IRP) which outlines various strategies for managing increased demand.

One of the key focus areas in the IRP is on conservation and reducing energy usage. BC Hydro has very ambitious conservation targets, aiming to reduce energy use per capita by 1.5% annually over the next 20 years through various programs that encourage more efficient use of electricity. This includes rebates for efficient appliances and electronics, lighting upgrades, insulation retrofits for homes and buildings, and behavior change initiatives. Conservation is seen as the most cost-effective way to avoid or delay new infrastructure investments. BC Hydro expects conservation efforts could help offset up to 70% of expected load growth by 2040.

To supplement conservation, BC Hydro also has plans to develop significant new sources of renewable and clean electricity generation. This includes continuing to maximize the potential of large hydropower facilities like the Site C dam project underway in northeast BC. But BC Hydro is also turning to other renewable resources to add new capacity, such as substantial amounts of wind and solar power. The IRP envisions between 1,000-2,000 MW of new wind and solar capacity being brought online in the next 10-15 years.

Tapping more remote reservoirs for mini-hydro projects and pursuing geothermal energy are also part of BC Hydro’s diversification strategy. And a major initiative is pursuing electricity imports from independent power producers using run-of-river hydro, wind, and other renewables. BC Hydro has implemented a Standing Offer Program and Clean Power Call to attract private investments that align with their clean power objectives. By 2040 renewable energy could account for over 95% of BC Hydro’s total generating capacity.

Modernizing BC Hydro’s existing power grid infrastructure is another focus. Upgrades are planned across the province to enhance transmission capacity and distribution networks to deliver power more efficiently. This includes targeted reinforcement projects in fast growth regions as well as implementing more demand response and automated grid technologies to optimize capacity utilization. Microgrids and localized storage are also being piloted as strategies to defer expansion of centralized infrastructure into remote areas.

Advancing new clean electricity applications like electric vehicles, heat pumps and emerging technologies is identified as a key driver of future load. To support this transition BC Hydro’s strategy addresses accommodating charging infrastructure, time-varying rates, and flexible load and grid interaction opportunities. The utility is also piloting vehicle-to-grid capabilities and other virtual power plant demonstrations to leverage EV batteries as distributed energy resources.

While BC Hydro expects conservation, renewables and grid improvements can supply 80-90% of expected demand growth through 2040, some gas-fired generation may still be needed to ensure reliability during periods of peak demand or renewable intermittency. The IRP contemplates using existing gas plants more strategically and potentially adding limited incremental gas capacity in the long-term if cost effective compared to other options. The preference is for any new resources to be as clean, renewable and consistent with BC’s climate goals as possible.

Through diligent implementation of its IRP, BC Hydro aims to remain a world leader in clean electricity while successfully managing the challenges and opportunities posed by increasing demand into the future. Ongoing monitoring, review and adjustments to priorities and programs will be key to optimally balancing environmental, social and economic factors during this important transition period for BC’s electricity system over the coming decades.

HOW WILL THE HR STRATEGIC PLAN ADDRESS THE CHANGING WORKFORCE DEMOGRAPHICS AND THEIR EXPECTATIONS?

Leave a reply

The workforce demographics are rapidly changing with newer generations entering the workforce who have very different expectations from previous generations. It is important for organizations to understand these changes and plan accordingly to attract, develop and retain top talent. An effective HR strategic plan should focus on the following key areas to address changing workforce demographics and expectations:

Flexibility and Work-Life Balance: Younger workers especially Millennials and Gen Z highly value flexibility and work-life balance. They do not want to sacrifice their personal lives for their careers. The strategic plan needs to outline flexible work arrangements like remote working, flexible hours, job sharing etc. to provide employees more control over how, when and where they work. Allowing flexibility helps attract and retain top talent from newer generations.

Diversity, Equity and Inclusion: Workforces are becoming more diverse with varying gender identities, ethnicities, abilities etc. represented. The strategic plan must establish clear diversity, equity and inclusion goals to build a truly inclusive culture where all employees feel respected and can bring their authentic selves to work. A diverse and inclusive culture is important to attract and engage talent from all backgrounds. Specific actions around hiring practices, benefits, leadership development, employee resource groups etc. should be outlined.

Career Development and Growth: Newer generations want to continuously grow, develop new skills and advance in their careers. The strategic plan needs to focus on providing ample learning and development opportunities through both formal and informal channels. This includes tuition reimbursement, mentorship programs, rotational assignments, conferences/seminars, on-the-job training etc. Clear career pathways and individual development plans for all employees should be created. Continuous skills building is crucial to retain and engage younger generations.

Compensation Philosophy: While compensation remains important, total rewards philosophy needs reinventing to appeal to changing workforce demographics. The plan should outline competitive pay practices alongside a focus on other rewards like healthcare benefits, retirement benefits, wellness programs, volunteer time off, student loan assistance etc. that demonstrate long term commitment to employees’ wellbeing. Non-monetary rewards addressing work-life balance and growth are equally or more valued by newer generations.

Corporate Culture and Branding: Cultural fit has become a top priority for job seekers, especially younger ones. The strategic plan must ensure the organization culture aligns well with changing workforce values around flexibility, purpose, innovation and inclusion. Clearly define the organizational culture, purpose and values to attract like-minded talent. Invest in employer branding initiatives to effectively communicate culture externally. Use culture and purpose to recruit and retain top diverse talent.

Employee Engagement and Experience: Younger generations are keen to feel valued, heard and have an impact. The strategic plan needs initiatives to regularly measure, analyze and improve employee engagement and experience. Leverage frequent pulse surveys, feedback mechanisms, employee resource groups etc. to maintain high engagement levels. Outline actions to address issues proactively instead of annual or lengthy engagement surveys. Engagement leads to retention in competitive labor markets.

Technology Adoption: Emerging technologies continuously transform the workplace and employee expectations. The strategic plan must commit to reviewing and adopting suitable technologies to enhance employee experience. Look at tools for remote collaboration, online learning, automated workflows, data analytics etc. A tech-savvy environment aligns well with digital native younger generations. Continued tech adoption breeds innovation and engagement.

The above focus areas, if effectively addressed through the HR strategic plan, can help organizations adapt to changing workforce demographics, cater to evolving expectations and remain an employer of choice. Regular review and refinement of strategies will be needed as variables change continually. But a strategic orientation towards flexibility, inclusion, growth, engagement and tech-centricity can future proof the organization to attract and develop a thriving multigenerational workforce.

HOW DO YOU PLAN TO EXPAND THE APP’S INFORMATION TO ADDITIONAL CAMPUS SITES AND OFF CAMPUS HOUSING

Leave a reply

To successfully expand the app’s information to additional campus sites and off-campus housing areas, a strategic multi-phase expansion plan would need to be developed and implemented. The first phase would involve researching and mapping out all potential new campus and housing areas that could be included. Data would be collected on the locations, building addresses, amenities available at each site, parking options, public transportation access, and other relevant details. Market research should also be done to understand student demand and desire for information on these new areas.

Once all potential expansion sites are identified and mapped out, the second phase would involve content creation. Detailed profiles would need to be developed for each new campus building and off-campus housing community or complex that will be added. High-quality photos should be taken both inside and outside to provide users a feel for each location. Floor plans and maps showing room/unit layouts, common areas, etc. would help orient users. Information on housing types (apartments, dorms, townhomes), room/unit sizes, capacity, rental rates/costs, leasing terms and any special offers should be researched and included. Details on each location’s amenities like fitness facilities, study areas, dining options, parking, safety features and more would offer value to users.

The third phase would focus on user interface and experience design. The app’s existing map-based interface would need to be expanded and optimized to easily display all the new campus and housing locations. Users should be able to seamlessly navigate between original and expansion areas without confusion. New filter and search functionality may need to be added to help users quickly find what they need across all locations. The profile pages for individual campus buildings and housing communities also need to be redesigned to be consistent yet highlight unique details for each. Considerations around load times, bandwidth usage and overall user experience across different devices must be made. Quality assurance testing would help validate the new design.

Phase four involves actually populating the app with all the new content and profiles created. Highly trained content editors should methodically input all location, amenity and profile details gathered into the new maps, interface and database framework established. Rigorous quality control checks are crucial to ensure all facts are accurately portrayed. Any discrepancies between research and what gets published must be resolved. APIs or integrations may need developing to dynamically pull some data like photos, floor plans or rental rates directly from their origin sources on an ongoing basis.

In phase five, an extensive marketing and communications campaign launches to promote the expansion across campus and into the local community. Targeted ads, emails, and push notifications keep current users informed. Orientation events, fairs and demonstrations introduce the updated app to new students. Press releases, articles in school publications and posts on social media spread the word more broadly. On-site signage and flyers provide visibility at each new location added. Ongoing success metrics help measure engagement and assess what refinements could boost usage further.

The sixth phase focuses on ongoing content updates, improvements and additional expansion increments over time. Processes ensure all information stays fresh and reflects any changes at campus buildings or housing partners. User feedback guides further refinement of features, interface and experience. Periodic reviews determine if new areas exist that warrant inclusion or if ones covered should potentially be removed due to lack of relevance or demand. Partnerships or other APIs continue evolving integration of external data sources. Regular software updates address any bugs while optimization keeps performance optimized as usage grows.

By following a phased, methodical approach that thoroughly researches new areas, creates valuable profiles and maps, carefully designs integration into the app experience, quality assures expansion implementation, aggressively promotes the updates, then maintains and refines ongoing – the institution can steadily expand housing and campus coverage while delivering consistent, high-quality information to better serve students across more locations. Commitment to this process enables continued progress toward the goal of being a comprehensive one-stop resource for all on- and off-campus living and campus life needs.