During 1997 and 1998, the Commission continued to maintain the highest standards in discharging those administrative functions necessary for the agency to operate in a manner that best serves the interests of the public. By making the most prudent use of its resources, the Commission has been able to work within the constraints of its budget to hire and retain quality staff members committed to serving the public sector. The four offices of the PSC’s Administrative Division responsible for the agency’s ability to fulfill its mission include the Commission’s Budget and Fiscal Office, Consumer Affairs Office, Human Resource Office and the Information and Technology Office. An overview of the responsibilities of each is set forth below.

Sweeping changes in utility markets and regulatory practices are forcing public utility commissions nationwide to make fundamental changes. As deregulation creates a bewildering array of choices for consumers and increased competition between utilities spurs more aggressive marketing approaches, the role of the Georgia Public Service Commission as a liaison between consumers and utility companies is becoming increasingly important. In addition to streamlining complaint operations to meet growing demand while continuing to protect consumers, Consumer Affairs was responsible in 1997 and 1998 for disseminating information and educating the public about new regulatory environments, as well as the mission of the Commission.

The Human Resources Office has remained committed to maintaining a high level of professionalism and development of the PSC’s staff. Professional development is critical to maintaining and enhancing the professional competence of the staff. The regulatory environment, composition of the industry and technology have changed greatly in 1997 and 1998. Areas for development should be tied to staff performance, staff assignments and Commission goals. This is being accomplished through the Performance Management System. Over the next three to five years several key employees at the Commission will be eligible for retirement. Efforts are underway to cross-train staff so that adverse effects of these anticipated retirements will be minimized. Experienced employees frequently have other job opportunities, so cross-training is not limited to those positions held by employees who may retire.

The PSC must continue to react to changes in the Information and Technology industry to avoid obsolescence and to ensure that our systems and applications evolve as the sophistication and needs of users change. The overall strategy of the Commission’s Information and Technology (IT) Office in 1997 and 1998 has been to use information technology in order to make the agency more accessible to the public and to improve the internal operations of the agency. Two primary means for implementing this strategy have been to develop a wide area network and an on-premises web site. The agency’s advanced IT platform that connects internal users has improved communications, enabled data sharing, reduced paper records, promoted redesign of work processes, permitted telecommuting, enhanced data analysis and refined project management. The PSC’s on-premises web site has promoted electronic transfer of documents, increased accessibility to the public, enhanced consumer and public education, and improved external communications. Due in large part to these changes, the public now has more access than ever to the tens of thousands of filings made each year at the PSC.