Becoming the Best-Managed State
Becoming the “Best-Managed” State
Governor Perdue’s goal is to put
The Commission for A New
In mid-2003, the Governor established the Commission for A New Georgia (CNG) to partner with government in improving performance. CNG is designed as an independent, non-profit organization vested with the clout to break through bureaucracy and business-as-usual. Top-level
Business-as-usual doesn’t just go away: there was red tape to untangle so processes could be streamlined; out-moded functions needed to be updated to 21st Century technologies and best-practices; data was fragmented and scattered in individual offices; key administrative positions didn’t exist – i.e., Georgia had no state accounting officer; more than 100 state agencies operated by their own standards within well-established silos.
CNG works on multiple fronts to spur rapid results. A short-term task force was created to analyze each management area under review. Chaired by respected executives, task forces enlist the expertise of accomplished citizens and pro bono consultants from the nation’s best firms. The teams work fast and for free, delivering recommendations in 90 to 120 days; all reports are posted on CNG’s public website (http://www.newgeorgia.org). So far, more than 350 citizens and 19 consulting firms have played a hands-on role in reshaping their government.
To date, 20 task forces have produced 84 actionable recommendations in areas such as asset management, administrative operations, financial accounting, leadership succession, and customer service. About 90 percent of these have been implemented or are in the pipeline.
In 2004, Governor Perdue established the Office of Implementation to spearhead CNG initiatives in government and account for results. Since then, well over 100 administrators from at least 60 agencies have worked on cross-agency teams to implement statewide improvements.
It’s about results, for example…
As of 2007, CNG initiatives have been credited for cost savings and revenue returns totaling over $153 million. Examples: the fleet of state vehicles was downsized by almost 10 percent; surplus real estate was sold for over $22 million; leases were renegotiated to save almost $9 million; energy rates were adjusted, saving another $6 million. The state now auctions retired cars and equipment on the internet, increasing sales revenue by 30 percent.
CNG recommendations have resulted in many “firsts”: Georgia’s first State Accountant and first State Property Officer are on the job. The first complete inventories of cars, planes, buildings, lands, and leases have been compiled in management databases. The state’s first building construction manual has reformed contracting standards, last updated in 1954. The first Leadership Institute is developing next-level management prospects for succession planning.
Bringing customer service back to public service
For more than four years, the Commission for A New Georgia has challenged bureaucratic ways of doing business and led the way to enterprise thinking and 21st Century practices and performance standards. The result is a concerted, statewide effort to restore confidence in state government as a competent and conscientious steward of the state’s resources and public servant for the citizens of
To review a presentation made at the Governor's April 2008 Quarterly Agency Head Meeting on Georgia's progress toward becoming the best managed state in the nation, click here.