1. UNITED STATE AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID)
NATIONAL ASSOCIATION OF REGULATORY UTILITY COMMISSIONERS REGULATORY PARTNERSHIP PROGRAM
Partnership between:
PUBLIC UTILITIES COMMISSION OF OHIO (PUCO)
AND
MINISTRY OF ENERGY OF GHANA (MOE)
ENERGY COMMISSION OF GHANA (EC)
PUBLIC UTILITIES REGULATORY COMMISSION OF GHANA (PURC)
Sponsored by:
UNITED STATE AGENCY FOR INTERNATIONAL DEVELOPMENT (USAID)
SEPTEMBER 8-12, 2008
ACCRA, GHANA

2. LEGISLATIVE INTERACTIONS

3. Legislative Interactions
Cultivating relationships is the key to successful dialogue and resolution during legislative interactions. It also enables the agency to gauge the best of course of action in addressing concerns or questions by knowing what to do or what not to do. There is also a different challenge for upper management vs. technical staff.

4. In general, when utility issues arise:
Know your audience and boil down technical information
Understand the personality of the elected official (use relevant staff in your agency to do so)
Channel the strengths or positive relationships in your own office
Use subject matter experts to develop potential options, solution and/or resolution
Develop support mechanisms from key stakeholder groups to also drive your issue
Understand local circumstances which may be driving a viewpoint and the monetary impacts

5. There are lines of responsibilities between upper management and technical staff even when both face the same issue.

6. Upper management role:
Provide policy perspectives on topics
Negotiate solutions to issues
Cultivate an inter-office environment that is technically competent  and reliable

7. Technical staff role:
Back policy perspectives and provide (boring!) technical detail both to upper management and with permission to the elected official office
Present or have available technical analysis of the issue
With permission of upper management may respond directly to questions (in person or by transmittal)  
Have a voice and is often relied upon for social and technical input in the negotiations although don’t necessarily speak for upper management

8. PUBLIC
INTERACTIONS

9. Public Interactions
News releases are distributed by the agency to target both the public and the legislature on every major project or action
Fact sheets and brochures about cases and relevant issues are made available through the website and hard copy
Major decisions that will involve large scale media attention Press conferences are held to communicate with media outlets
Public outreach events are held to interact with the public at meetings and events

10. All public interactions are an opportunity to convey:
Reasons for and budgeted investment in a proposed project
Management policies, procedures and/or prospectus for the intended project
Public need of the project
Emerging trends, technologies and business and energy efficiencies
How the public can be involved in decisions that affect them