Since 2003, the Commission for A New Georgia has challenged bureaucratic ways of doing business and led the way to enterprise thinking and 21 st 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 Georgia.

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. The savings prize goes to the state procurement office which contracts over $5.7 billion in purchases a year. As a result of transformed statewide practices and streamlined processes, the first wave of new contracts came in $101 million below previous pricing.

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.

Two key areas address the Governor's priority on service:

Georgia is the first state to create an Office of Customer Service to work with all agencies that touch customers. Their goal for service is simple: “faster, friendlier, and easier.” Systematic process improvement is resulting in shorter lines, better call-handling, and faster turnaround at offices across the state. The new Driver Services centers exemplify the difference: renewing a license once took as long as two hours at some bureaus and on average an 18-minute wait in line. The new standard: customers are served within 5 minutes in person and even quicker on-line. State calls centers have cut customer time on-hold by 60 percent and handle 500,000 more contacts with the same employees at the same cost.

The Task Force on Service delivery recommended a major overhaul of the state’s convoluted and many-layered service districts to reduce bureaucratic overhead and make sure maximum dollars get to the user level. Their proposed map aligns districts to coordinate and consolidate services and builds in oversight for ensuring equity and quality of services for all regions.