Data-driven government: A new approach to governing

Data-driven government: A new approach to governing



you good morning everyone it's my pleasure to welcome Governor Martin O'Malley to the Center for effective Public Management here in Brookings governance Studies program one of the critical problems that we analyzed in our work is how to make government work better for the middle class for average Americans and for everyone martin O'Malley has been a trailblazer in doing that as governor of Maryland for two terms and from 2007 to 2015 and before that and serving two terms as mayor of Baltimore under his leadership as governor Maryland recovered one hundred percent of the jobs lost during the Great Recession was one of just seven states to maintain a triple-a bond rating and the college board organization named Marilyn one of the top states in the nation in holding down the cost of college tuition the state also had the best public schools in America for an unprecedented five years in a row Governor O'Malley compiled a similarly distinguished record as the mayor of Baltimore where time named him one of america's top five big city mayors he's going to talk today about some of the public management tools that he helped pioneer as governor and as mayor that produced those results and in particular ways that he and his team used data to make government work better for everyone he will focus on the among other things the state stat and City stat programs after his remarks my colleague bill galston will ask him a couple of questions and then we will open the floor to your questions ladies and gentlemen it's my pleasure to introduce Governor Martin O'Malley well thanks very very much norm ambassador eyes and thank you for your kind introduction and thank you for setting the wheels in motion for for this event this was fun and thank you all for being here as well it's a great honor to be here at Brookings today the people that work and and and around this building have done some really outstanding work on analysis and research on government performance so it's a pleasure to be here with all of you to talk about data-driven governing an issue that is near and dear to my heart our country and our world faces some big challenges whether it's making our economy work again for all of us or confronting security threats or climate change but all of those challenges confronting them will require a government that actually works you and I see a world where our creativity and imagination have now expand and help make so much of that progress possible and yet creativity and imagination are not exactly the first words that come to mind with most citizens today when we think about our government and I guess the question I wanted to explore a little bit with you off the bat is what if they were what if we tackled our biggest problems by using data-driven strategies instead of conventional wisdom were the way we've always done it now what if we could make our communities safer by knowing in real time where crime was actually happening every day and then deploying police officers to those precise locations at the right times what if we could put an end to lead poisoning of children instead of ignoring it as if it were a problem that just could not be solved what if we improve public safety by using big data and the experience now that we have of years of recidivism to actually identify that small percentage percentage of probationers and parolees who are truly the greatest threats to public safety and what if by sharing medical records and targeting the personal interventions we could actually cut avoidable hospital readmissions by ten percent a year every year imagine if the overall performance of any school could be measured over time so that citizens and and parents could actually see where we were headed imagine if one common platform not only measured the job skills and greatest a man in a given County or metro area but also allowed employers to find the skilled workers they need and unskilled workers to obtain the training they need to fill the jobs being created in this new economy well as you might have guessed in Baltimore and in Maryland we did all of these things and more and this my fellow citizens is the new way of governing and it's not about excuses deflecting blame or ignoring problems it's about transparency and openness and accountability and it's about performance management it's not about left or right it's about doing the things that work that move us forward and it also is about setting clear goals measuring progress and quite simply getting things done again you see the old ways of governing bureaucracy hierarchy these things are fading away and a new way of governing is emerging and it also calls for a new way of leadership at every level leadership that embraces a culture of accountability embraces entrepreneurial approaches to problem-solving and embraces collaboration leadership in other words that understands the power of technologies like smart maps and GIS and the Internet to make the work of progress making open and visible for every citizen this new way of governing has quietly taken root in cities and towns all across our country and it's happening in blue states as well as red states and pursued honestly and relentlessly it holds the promise of a more effective way of governing at every level of our public life local state and yes federal now our approach to this to this was actually born in the subway system of New York City in the early 1990s there lived a great man named Jack maple lieutenant maple actually of the New York City Transit Authority police and lieutenant Jack maple believed there was a better way to deploy his police officers than the way they had always done it and with nothing more sophisticated than paper maps and colored markers Jack started plotting where and when robberies took place on his section of the subway he called these maps of the future and then he sent his undercover detectives and transit officers to stop criminals where they were most likely to strike at the times they were most likely to strike and he put in his own words the cops on the dots and Jack and his police officers drove robberies down to record low levels the media came calling and the new police commissioner came calling and sin Jack wasn't just plotting out a strategy for part of the subway he was made the Deputy Police Commissioner of the entire New York City Police Department and developed a system that came to be known and used all across the country called CompStat and the NYPD under his command and under the leadership of Commissioner Bill Bratton went on to reduce violent crime to levels that very very very few people ever would have thought possible in New York City 20 years ago New York's ongoing success in reducing crime and saving lives quite literally led to revolution a performance measured policing and cities and towns all across the United States and one of the first of those major cities was my city of Baltimore you see when i was elected mayor in 1999 our city had sadly allowed herself to become the most violent the most addicted and the most abandoned city in america with more population loss over the prior 30 years than any major city in our country and at the beginning of our administration we were able to put an additional 20 police officers onto the streets of Baltimore which presented us with a really important question where to send them now we could have deployed them equally to each of the six council districts that would be one way to do it or if we wanted to be real political about it we could deploy them to the council districts with the highest numbers of primary voters or if we wanted to be real real political about it we could deploy them to the district where the greatest number of people voted for me or or we could actually deploy them to the concentrated hot spots where the greatest numbers of our citizens were being shot mugged or robbed this is the option we chose repeated that ComStat process every day and every week constantly searching for better tactics and better strategies to save lives and prevent crime and over the next 10 years Baltimore went on to achieve thanks to courageous police officers and neighbors some of the biggest crime reductions in fact the biggest reduction in part 1 crime of any major city in America and those ensuing 10 years now there's a baseball equivalent of this ComStat strategy some call it Moneyball some call it the shift you put your fielder's where the past performance of the upcoming hitter says they are most likely to hit the ball put your police where crime is most likely to happen the shift that's the deployment of resources to maximum effect and that's goal driven data-driven thinking it helps win ballgames and it helps make a city safer and we brought this new way of governing and getting things done not only to our Police Department but to the whole enterprise of city government and we became the first major city in America to do so we started to create a new culture a new culture of higher expectations in City Hall one of accountability transparency meritocracy centered around results and the constant search for better ways to get things done the leaders started to emerge and we recognize them and their colleagues were able to see who their own leaders were in their organizations by their performance and we set high goals we use data to tell us whether or not the things we were doing we're working every day and every week and our city stat approach like ComStat was built on four principles for tenants that we had opted lock stock and barrel timely accurate information shared by all rapid deployment of resources effective tactics and strategies and relentless follow up always the hard part every two weeks if you can picture this scene on a constant and rotating basis my team and I would hold City step meetings with the agency or department heads and their leadership teams up on the sixth floor of City Hall in the big room with the big board and the screen projectors that would project the data that the department heads and the agency had submitted prior to the meeting and everything was mapped out and everything was indexed to the previous reporting periods of two weeks before said that everybody could see and everybody would know and ideas were shared questions were fired back and forth if we fail to hit a goal we wanted to know why and if we hit a goal wanted to know how so we could do it again and again and it worked we brought crime down by forty three percent we reduce the number of children poisoned by lead in our city by seventy one percent and early on when the former impatient and irascible mayor of Baltimore William Donald Schaefer my mentor and tormentor accused our administration of having no vision we responded with the 48-hour pothole guarantee and our crews actually hit that guarantee and they hit at ninety-seven percent of the time and each of the members of those crews got to thank you note from the mayor when they did it the Kennedy School at Harvard in 2001 gave us their innovations in government award our innovation was that we started measuring outputs instead of just inputs and of course though we didn't really we didn't do City stat to win awards we did it to survive we did it to make our city safer and cleaner and a better place for kids to grow up that by the way is the international mission statement of every mayor the world over for many years in our city it had seemed like the drug dealers were more effective than our own government but thanks to City stat that reality was starting to change and when i was elected governor of Maryland in 2007 we took this approach statewide and we called it state stat and the goals were bigger and the measures more diverse but the premise was essentially the same it was data-driven decision-making collaboration follow-up and results and we shared those results good or bad with an online dashboard so that every citizen could access it and see where we stood of people and where we were going with that important tool of ours our government and with this approach we achieved something and public safety of like a public safety Triple Crown we drove crime down to a 30-year low in Maryland incarceration to a 20-year low at the same time reducing recidivism by nearly twenty percent there not many states that did that with this approach our teachers our principals our parents and kids with the financial backing they needed and commitment from us made our schools the best public schools in the nation for an unprecedented five years in a row that had never happened before and we did it in the middle of a recession we cut in half the number of children placed in foster care driving that down to the lowest levels on record we set a goal of reducing infant mortality by ten percent and when we hit that goal we kept going and we reduced infant mortality by more than seventeen percent overall and twenty-five percent among african-american families we took on the big challenge of health care costs with a commitment and a goal of driving down preventable hospital readmissions by creating a platform for healthcare providers to share patient information by mapping the incidents and the locations of chronic conditions and people who suffer from them and by aligning the profit incentives to wellness rather than to sickness we drove down avoidable hospital readmissions by more than ten percent in just the first year of trying it used to be in Maryland that governors of Maryland would set a 40-year hope for cleaning up the Chesapeake Bay we instead started the measure actions and results we created based at to identify and map not only the sources of pollution but the actions that we can take together on land in the right places to halt the flow of pollutants into the rivers and streams of the Chesapeake Bay we set not a 40-year hope but two-year milestones and we took measurable actions to reduce stormwater runoff and to expand the number of acres planted with winter cover crops to upgrade clean technology at all of our sewage treatment plants throughout the state we made it possible for citizens to click on any of the tributary basins where they lived to see whether we were making progress and hitting our goals to restore the health of our waters and for all of that effort we reduce nitrogen phosphorus and sediment levels by fourteen fifteen and eighteen percent respectively we restored hundreds and hundreds of acres of stream buffers and natural wetlands and we doubled the number of native oysters that are now filtering the waters of the Chesapeake Bay did we meet every goal we set no we did not meet every goal we set but with true performance measured governing and with openness failure has to be an option albeit a temporary option if we met every goal that we set then we probably weren't setting our sights very high or picking very worthy goals one tragic example is this after six years of steady progress saving lives increasing drug treatment Maryland like many other states experienced a really deadly spike in heroin overdoses so we set a new goal instead of merely expanding drug treatment we set the goal of reducing drug overdose deaths by twenty percent we made some progress reducing prescription drug abuse by mapping out facilities and doing a better job of monitoring the pill mills and shutting them down when we identified them we got more people into treatment than we ever had but it wasn't enough to prevent or reverse this tragic spike as with any of these efforts when what you're doing is no longer working you have to come up with new approaches and so we did and so we must what I've learned in 15 years of executive service taking ComStat to city stat taking city stat to state stat is that the larger the human organization the more important performance management becomes we should not ever accept the excuse that because it's so big it can't be managed that's a cop-out our framers never set out to create a nation that muddles through or gets by with less we came together to form a more perfect union and data-driven decision-making and performance management making our government work are essential to that mission of pursuing a more perfect union in these modern times as some of you know may know the problem in our federal level isn't a lack of goals or a lack of data man we have agencies with dozens and dozens of goals and performance metrics and strategic objectives what are their truly big goals for our nation and what are the actions that allow us to achieve those big goals together too many federal goals are about process not about outcomes and having meetings is not a goal to the public all of this process process process means very very little to their lives at our federal level we have to have a clear view the most important things our government is setting out to accomplish and why and this requires clear goals that reflect what we the people actually value the difference between a goal and a dream is a deadline without a doubt there is no progress without jobs and job creation should be our highest goal but let me give you just three other examples that speak to our values as a people the infant mortality rate in the United States America is the highest of all the developed countries in the world if we value reducing infant mortality as a nation then our goal at the federal level should be to do just that by a measurable amount by a certain time if we were to reduce infant mortality across the nation at the same rate we did so in Maryland we would save more than 4,000 American babies a year that's 4,000 families that would be spared at that unfathomable loss it is so easy to become lost and measuring everything from soup to nuts we must measure what we value and value what we measure second example if we increase kindergarten readiness across the nation at the same rate we did in Maryland we would have eight hundred and twenty-five thousand more American children ready to learn on their very very first day of school that's 825,000 more children that would not start out behind 825,000 more children taking their first vital steps towards success in education and therefore in life final example if we reduce preventable hospitalizations across the country at the same rate as we did in Maryland we would keep 600,000 more Americans out of the hospital each year that's 600 thousand of us on our feet instead of flat on our backs and expense of hospital beds in other words Americans should know what our federal government's top five objectives are job creation improving the security of our people improving the education and skills of our people improving the sustainability of our way of life improving the health and the Wellness of all Americans and federal employees should know how their work and the work of their agency contribute to the achievement of those objectives and leaders staff and the public should all know where they were making progress together and we're work still remains to be done finally coming to the table at the federal level cannot be simply a box checking exercise we're doing this because somebody said we had to do this and what good are lofty policy goals without follow up on the ground in the small places close to home where it really matters what we need is nothing short of a new method of executive management a method that becomes central every day to the important work of our federal government our federal government's objective should be a reflection of what we value most and there's critically important things that we can only accomplish together no early in my administration in the city of Baltimore as mayor we would hold regularly it seems in retrospect every week town halls community meetings all across our city and we came together as a community and as a people to talk about our fears very often to talk about our frustrations to talk about our hopes and I invited neighbors to come and ask me their mayor anything and at one of these meetings I will never forget in East Baltimore a little girl about twelve years old came up to the microphone and she said mr. mayor my name is amber and there are so many drug dealers and addicted people in my neighborhood that people in the newspaper refer to my neighborhood as zombieland and I want to know if you know they call my neighborhood zombieland and I want to know if you're doing something about it the question that she asked of me was really a question that she was asking of all of us do we know and are we doing something about it because behind all of our data there are real people living their lives shouldering their struggles working hard every day to give their children a better future and they deserve a government that works thanks very much sure I think it's on them you guys are very quiet well let me begin by introducing myself I'm bill Galston a senior fellow in governance studies here at the Brookings Institution and I want to congratulate the governor on his speech I cannot imagine a more appropriate speech to be delivered under the aegis of the Center for effective Public Management in governance studies here at at Brookings uh let me also add on a personal note that if you could find a way of bringing your 48-hour pothole guaranteed Washington DC I would follow you to the end of the earth and so on five hundred thousand other people so that caught my attention hard to do in the middle of the snow yeah well it seems to be hard to do in the middle of the summer in this city but that's a different point I am I am informed that there's a little bit of wiggle room on the back end so we have close to half an hour for the question & Answer answer period let me tell you what the plan is I'm going to ask you one question then I'm going to turn to the audience first taking four or five press questions and then moving on to this very large and interested standing room audience that has gathered to hear you talk and to hear you answer questions if there's time at the end i will i will wrap it with a question and if not i won't so let me let me begin with my question uh as you know there is a pretty long history of trying to bring effective goal-based performance measures to the federal government and to bring it more in line with the sorts of governance that you talked about in baltimore and in and in the state of maryland I think it's fair to say that those efforts have met with incomplete success and the level of current trust in government reflects that so what is what is your analysis of why these prior efforts haven't gotten the job done and how do you think that your approach would have a higher chance of actually being able to bring goals and effective performance measures to the federal government I think I think it's important to realize that the the ability to actually collect this sort of data and to do it in real time is a relatively recent phenomenon I mean 15 15 years ago remember ninety percent of the request for service came in on paper in the city of Baltimore so the internet GIS even Excel spreadsheets and those sorts of things that there are a relatively recent sort of technology making our government work but I think one of the great variables in all of this is leadership commitment there are many many mayors who visited our city stat room and saw the big boards and saw how nice it looked and how effective and and they loved the picture but they lacked the commitment when they got home to actually do it every day because it does require the leader not to sort of shout with the megaphone from the top of the organizational triangle it requires you to be in the center of the search for truth and to to be there constantly a presence in in the middle if you will of a collaborative circle I think mayor's have taken to this a lot easier than governors frankly I mean if you look there's more and more literature coming out on this John Bernard just did a book called government that works where he traces this mayor's embraced it first and I think it's because the work that marriage do is so very very visible that they never enjoyed some sort of information situational advantage of knowing what was going on six months before the public I mean everybody knows whether their cities becoming cleaner or safer so ameritz have been embraced this first there's a lot of governors that are now heading in this direction they were they were slower and they've been some points in the federal government where it's actually kind of popped up there the Recovery and Reinvestment Act was one good example but the great variable here is is really executive commitment you need the executive whether it's a mayor governor or president very committed to this not as some sort of one-off press conference for a nice announcement he or she has to be committed to this being a new way and a new method of executive management thank you very much governor and I will now turn to the press questions I believe that most of the press is in this sector and so you just want to raise your hands and identify yourselves and then we'll move on yes let's wait for the microphone sorry I should have said that then we have another one this one doesn't seem to be working I think they should read it first and I I think that we have to be very careful about lowering our standards whether its environmental standards or whether it's how we have we treat workers just in the interests of getting a trade deal done for the sake of the trade deal I think that we should be when we enter into trade deals it should be with a view towards yes bringing down barriers but bringing up standards and I don't I think we should consider very carefully and not in a precipitous way that proposed agreement ooh I don't know that I'm do I have many times John as you know from having covered state government for many years Annapolis answered foyers we abide by all of our state rules on emails of many times turned over emails and response to FOIAs even though some of them the colorful language might have caused my mother great embarrassment so we'll abide by whatever FOIAs we had to turn over we had a retention policy and and you know unless there was open litigation air and open FOIA we generally would hold on to those for a certain number of weeks and then and then and then delete them or purge them from our system so but will but we always abide about whatever the state law was on that and I relied on my legal counsel to do that I understand there's a pressure social I'm sorry but there's also no archiving requirement in Maryland on emails that we did archive a ton of state stat operational memos for all of you to peruse for eight years I understand there's a press question in the back our official duties belly in our i'm not expert on federal requirements or state requirements and i'm frankly I'm a little sick of the email drama but in our state whether you used a personal email or the public email or a carrier pigeon it was all a public record subject to disclosure of in response to any for you you're not going to ask about emails are you I'm so fine McDevitt with Hearst television the message you brought here today governor is this something you want to share with the national audience as a presidential candidate oh that's I'm seriously considering running in 2016 and I believe that if we want to continue to to heal our economy and and heal our democracy we're going to have to make our government work and we're going to have to do a better job of making our government perform for the dollars that people pay for it and I think those three things will go together so I i think this there's not a doubt in my mind that this is the new way of governing and getting things done and you see it emanating out over these last 15 years up from cities to States and this is how our federal government should operate in some entrepreneurial department heads in the federal government already are operating this way but it is coming just as sure as the rising tide of expectation of Americans under 40 they see their banks being able to operate and secure in personally responsive ways they see it from retailers and they want their government to actually work and perform and function so yes I intend to talk about this whenever I can I believe Dana Milbank has a question for you governor s hi governor bank from the post this all sounds like terrific stuff you're talking about but perhaps may not fire up the Democratic primary electorate how do you propose to do that I'm going to be giving a number of talks over the course of these next couple months and including a discussion about how to make our economy work again for all of us or at least the majority of us which with wages declining for 12 years in a row it's hard for us to say that our jobs done we're creating jobs again but we need to get wages going up then there are many many challenges as I alluded to at the beginning of these remarks I mean I was appreciate Brookings having an interest in and effective governance and performance management which is why I came here to give this particular talk but in order to meet the big challenges we face whether their security challenges whether its climate change or whether it's fixing what's still not working in our economy it's going to require a government that works and I think people are actually far more interested in in a functioning government and effective governance and then people with executive experience then we might give them credit for take a last press question and then begin to the end and then move to the audience questions so much Governor Jeb roll from the New York Post how are you just to put it forgive me an email question to put it more directly what were you satisfied with secretary Clinton's response yesterday which I assume you saw that she or her attorneys personally went through her cache of some 60,000 emails and determined on their own which ones were personal and which ones were government and turn that portion over the State Department or and do you think there's a public interest in having an independent person or some other entity figure out whether all the proper emails are scooped up Jeff I respect here your interest in this issue and I didn't watch the press conference yesterday so I don't I I don't know you know I don't leave that to you to figure out I don't I didn't really I didn't watch it because I was working that seems like an excellent note and oh good this does allow me to stand up so I and it's been my experience that the people in the back get short shrift at brookings events so I'm going to reverse the usual procedure and start back there there's a gentleman on the aisle that's right you got it good morning governor my name is James Maugham presidential management fellow with the Department of Housing and Urban Development you spoke about having real-time statistics on fighting crime did your administration also measure community policing police training and building trust with citizens and communities thank you our whole campaign in 1999 James was was all about community policing ComStat what was sometimes called at the time zero tolerance policing so we had a very very robust conversation in 1999 about all of that and our our strategy was that we needed to improve the effectiveness of our police we needed to do a better job of policing our police which includes some of those things you mentioned training random integrity stings beefing up internal affairs we staffed for the first time with independent detectives a relatively new civilian review board and we put the money in to give them their own detectives so that they could investigate cases we tracked openly and reported regularly the number of discourtesy complaints and excessive force and those sorts of things and the third part of that strategy was to intervene earlier in the lives of young people but those three more effective policing a better job of policing our police and intervening in the lives of young people and then we put the numbers out there all of the time and we put out a big plan and we took the plan all around the city we did Town Hall after Town Hall after town hall in every single district and when bad incidents happened as as they as they do and as they will come and no profession as as you know is above bad incidents or bad actors we we address it in a very forthright way and and we continue to put those numbers out there more openly and transparently than we ever had before and I guess some of the strongest proof that we were able to maintain that's precious consensus and that that basic level of trust was in the fact that in that first campaign after these discussions we want every sick every single council district including the two of my two opponents which were the two hardest hit areas by crime and even with a much increased police effort and the rolling back of open-air drug markets and in heightened level of enforcement I was reelected with eighty eight percent of both four years later so look this there is no issue around which there is a greater fear and pain in America over our racial divisions probably then around the issue of Public Safety and there's just no substitute for leaders wading into the center of those fears and leading the conversation and the dialogue and making these institutions of policing and policing the police more open and transparent thank you there's a there's a hand right there can't tell whose hand it is but I am certainly willing to recognize the bearer I jim snyder from i solen a member of the DC open government coalition and resident maryland my question is what is your definition of a high-value data set and specifically does it include politically sensitive data now this is an endemic problem all over the country as governors and mayor's open up their data sets that tends to be a significant omission when it comes to politically sensitive data and just to motivate that question and provide two examples three of the questioners from the press asked about the email and you responded to the second one then our state email is the public record responsive to the Public Information Act that's not quite true in the way it sounds just motivate that in my district we have a two billion dollar school district and they rotate the archive every 30 days and the Public Information Act is 30 days sorry I'm going to have to cut you okay I think the governor has the gist of your sure yeah okay sure but the point is you can't actually use the access email with such a situation and this this type of loophole is widespread in Maryland with a whole variety of databases yeah and there's also I mean how to answer that Marilyn was named a leader in the open data movement I think we received some award from from somebody that watches this and and matches these things I always looked at open data in the operations of our government as as handed genies that needed to be released from the bottle and it was my hope that as much data as we could get out there and open up that it would be very hard once people started actually using it to see whether they might be like with a Riverkeepers organization or PTA or advocates for whatever more responsive policing that would be very hard to put those genies back in the bottle so we have a we wear a leader in that open data movement I hope that the my successor has kept that going and we also got better at orangutan or putting it out there in ways that people that wasn't said dizzying in other words making it easier for people to to use it and manipulate it and create charts and graphs and those things and all of that is still an evolution back on the on the email stuff yeah we had a retention policy and but if there was a boy of filed we held on to those and turn them over we don't have an archiving requirement and it is an open question of public policy all across our country how long should governments retain 90 days two days three weeks who knows open an interesting question in the age of electronic information sharing them the I think the most important information though is really about the operations and I thought that's where you were going with your question because I've seen the look in the eyes of a lot of veteran mayor's when they saw the city stat room and when they saw that they were going to have to own their last five years of service about putting it all online I can almost see the look in people's eyes and saying we got to get out of here and we're not doing but the newly elected mayors really have fresh opportunities and these men and women when they first come in I think are taking the bar to a constantly higher and higher level and and I think it's also why you're seeing people moving back to cities I mean nobody wants to live in a place it's becoming more dirty more dangerous more violent conversely when cities become more livable when they become safer I mean you're seeing younger people moving back to them and cities are starting to function and people kind of vote with their feet so I it's a causal and not merely coincidental that people are returning to cities particularly younger people because they see that their governments there are being operated more open transparent and personally responsible ways ah yes the woman in the red dress right there hi I'm Miriam I'm with the data quality campaign and we've talked a lot about crime and stuff like that I'm focusing a lot about education what kind of measures did you take to address high school graduation rates post-secondary success and just seeing you know which high schools had the best outcomes and did you have any success in raising graduation rates in Maryland during your time as governor yes we did we had success in raising graduation rates in Maryland we also had tremendous success and getting more of our students to take stem-related AP exams and and to pass them I fact I think a greater percentage skip what a greater up or a greater percentage of students in Maryland taking pass AP exam stem-related AP exams than any other state in the country a lot of rendition of this can be found on a great online blog it's called letters to the people of Maryland and you can find it on tumblr and there's a whole section in there that has the strategies that we pursued on education and the metrics that we looked at to drive up graduation rate ap success and on the post-secondary piece of things we increased I think about thirty-seven percent the number of associate degrees that were awarded or compared to the benchmark year 2006 and all of this is on there as well I mean how did we do it we did it by a number of different strategies each of these goals by the way we developed a delivery plan for for achieving those goals and that delivery plan would lay out the leading actions that we needed to take an order in concert to drive towards those goals so in in schools we greatly increase funding for schools elementary and what we also went for years in a row without a Penny's increase to college tuition I think did a better job than any state of Montana over those eight years at holding down the cost of in-state tuition we provide a better training for a lot of our high school teachers particularly in in the stem field we greatly increased the readiness of kids entering kindergarten to actually learn so but all of this is laid out in letters to the people of Maryland I wrote about four blog entries a day for the last 20 days of my service and it's 380 exciting pages for those of you well governor as I promised I would reserve the last question for myself and I would ask the audience after Governor O'Malley has finished answering my question to remain seated while he is able to exit the room expeditiously he's generously given us some extra minutes at the back end for which for which were grateful and governor let me just preface my question by repeating something that I told you when we were chatting for this meeting namely that I did work for about two and a half years in Bill Clinton's White House and in that connection uh you know a statement that you made a couple of weeks ago touches on your vision of leadership and many other things besides and I'd like to give to give you a chance to to comment on your comment you said triangulation is not a strategy that will move America Forward history celebrates profiles in courage not profiles in convenience interesting choice of words under the circumstances of end up and so let me just ask you very directly uh is it your view that the country did not move forward during Bill Clinton's two terms no it's my view that our country moose can only move forward now on the power of our principles as a people and whether you're talking about foreign policy leadership we should always be leading with our principles rather than expediency when it comes to leadership here at home when it comes to immigration when it comes to the need for continued reform on Wall Street instead of offering up dodd-frank light so as not to offend any any democratic party loyalists in Manhattan and I think we need to continue this job and we need to do it on the principles that unite us as a people one of those refugee kids risk starvation and and all sorts of suffering to arrive at our doorsteps we should stick to our principles and treat them with the as the generous and compassionate people that we are a people whose enduring symbol is not a barbed wire fence but the Statue of Liberty and so that's what I mean when I say that the triangulation will not allow us to solve our problems splitting the difference between the way things have always done and some extremist view of the way things might be is not going to move us forward we have to be clear about our principles as a people we have to have enough faith in the American people to tell to to speak the truth about the challenges we face and what needs to be done in order to overcome them and that's what I meant by that thank you very much for that answer and for your appearance here at Brookings today thank you

3 thoughts on “Data-driven government: A new approach to governing

  1. I think he makes a lot of sense and seems to be a great leader. But he will not be able to win with the pseudo-science behind man-made climate change, especially not with the development in California right now (natural climate changes, and the inability with traditional liberal "progressive" politics to plan for such things). One can't fight new ice-ages (and they will come) with windmills and solar panels…

  2. I liked this speech even if there weren't enough questions from the scary liberal crowd for me to gauge his true agendas.  I refuse to vote for some one that would actually make changes in order to appease those circles.

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