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tv   [untitled]    March 12, 2015 7:00pm-7:31pm EDT

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of the stonewalling of the minority party of the united states senate slowing this bill up for disingenuous reason. >> the senate continued working on an anti-human trafficking bill increasing penalties for human traffickers and provide services and restitution to victims. democrats have blocked action because it permanently prohibits any money from being used to pay for abortions were human trafficking victims. the senate confirmed a knew chairman for the national transportation safety board. ..
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>> the promotion of the drug starts seven to 10 years before a drug comes on the market and while it's illegal for a company to market a drug before it's
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been approved by the fda it's not illegal to market a disease so drug companies have sometimes invented diseases or exaggerated the importance of a certain condition or exaggerated the importance of a particular mechanism of a drug for example and then blanketed medical journals and medical meetings and other venues with these messages that are meant to prepare the minds of clinicians to accept a particular drug and also to prepare the minds of consumers to accept a particular condition.
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>> martin o'malley spoke at the brookings institution yesterday brookings institution yesterday about how to use statistics to make decisions and measure government performance while he was governor of maryland and before that as mayor of baltimore. he is considering seeking the democratic nomination for president in 2016. the former governor was asked about hillary clinton's use of a personal e-mail account while she was secretary of state. >> 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 analyze in our work is how to make government work better for the middle class the average american and for everyone.
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martin o'malley has been a trailblazer in doing that as governor of maryland for two terms from 2,722,015 and before that serving two terms as mayor of baltimore. under his leadership as governor, maryland recovered 100% of the jobs lost during the great recession was one of just seven states to maintain a aaa bond rating and the college board organization named maryland one of the top states in the nation in holding down the cost of college tuition. the state also have 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 is going to talk today about
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some of the public management tools that he helped pioneer as governor as mayor that produce those results and in particular ways that he and his team used data to make government work better for everyone. he will focus on among other things the state status, cities city staff programs after his remarks my colleague bill galston will ask them a couple of questions and then we will open the floor to your questions. ladies and gentlemen is my pleasure to introduce governor martin o'malley. [applause] >> thank you. thanks very very much norm eisen and thank you for your kind introduction and thank you for setting the wheels in motion for this event. this was fun. thank you all for being here as well. it's a great honor to be here at brookings today. the people that work around this
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building have done some really outstanding work on an analysis and research, on government performance so it's a pleasure to be here with all of you to talk about data-driven governing 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 of 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 expanded. when we think about our government. i guess the question i wanted to explore a little bit with you off the bat is what if they were
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were, what if we tackle their biggest problems by using data-driven strategies instead of conventional wisdom or the way we have always done it. and what if we could make our communities safer by knowing in real time where is actually happening every day and then pulling 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 a problem that just could not be solved. what if we improved public safety by using the data and the experience now that we have of years of recidivism to actually identify that small percentage of probationers and parolees who are truly the greatest threat to public safety? and what if by sharing medical records and targeting the personal interventions we could actually cut avoidable hospital
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readmissions by 10% a year? every year. imagine if the overall performance at any school could be measured over time so that citizens and parents could actually see where we were headed. imagine if one common platform not only measured the job skills and the greatest demand in a given county or metro area but also allowed employers to find the skilled workers they need an unskilled workers to obtain the training they need to fill the jobs being created in this new economy. as you might have guessed in baltimore and 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 reflecting flame or ignoring problems. it's about transparency and openness and accountability and it's about performance
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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. 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 open and visible for every citizen. this new way of governing has
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quietly taken root in cities and towns all across our country and is happening in blue states and as well as red states and pursued relentlessly with 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 was actually born in the subway system up new york city. in the early 1990s their lives a great man named jack maple lieutenant maple of the new york transit police and lieutenant jack maple believed there was a better way to deploy his police officers then the way they had always done it. and with nothing more sophisticated than paper maps and markers jack started plotting where and when robberies took place on his section of the subway.
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he called these the 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. he put in his own words the cops on the dots. jack and his police officers drove robberies down to record low levels. the media came calling and the new police commissioner came calling and soon 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 cop stats. the nypd under his command and under the leadership of commissioner bill bratton went on to reduce violent crime to levels that very very few people ever would have thought possible in new york city 20 years ago.
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new york's ongoing success in reducing crime and saving lives quite literally led to a revolution of performance measure policing in 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 head sadly allowed herself to become the most violent, the most addictive in the most abandoned city in america with more population loss over the prior 30 years than any major city in our country. 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 question, where to send them. now we could have deployed them
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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 want to be really really political about it we could deploy them to the districts where the greatest number of people voted for me. or or we could actually deploy them to the concentrated hotspots where the greatest numbers of our citizens were being shot mugged or robbed. this is the option we chose. we stack process everyday 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 the greatest police officers and neighbors.
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some of the biggest crime reductions, and that the biggest reduction of crime of any major city in america in the ensuing 10 years. there's basic of government in the comments that strategy. some call it money ball and some call it -- do you put your fielders where the past performance of the upcoming haters say they are most likely to hit the ball. put your police where crime is most likely to happen. that's the deployment of resources to maximum effect and that is goal driven and data-driven. it helps make the city safer. 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 of higher expectations
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for city hall. one of accountability transparency, meritocracy, centered around results and a 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 through their own leaders were in their organizations by their performance. we set high goals and we use data to tell us whether or not the things we were doing were working every day and every week and are cities that approach like calms that was built on four tests that we adopted lock stock and barrel timely accurate information shared by all rapid deployment of resources effective tactics of strategies and relentless follow-up. always the hard part. every two weeks if you can picture this scene a constant rotating basis my team and i
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would hold city staff 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 boards and the screen projectors that would project the data that the department had that the agency submitted prior to the meeting and everything was mapped out and everything was indexed in the previous reporting periods two weeks before server that he could see and everybody would know. ideas were shared and questions were fired back and forth. if we fail to hit the goal we wanted to know why and if we hit a goal we wanted to know how so we could do it again and again and it worked. we brought crime down by 43%. we reduce the number of children poisoned by lead in our city by 71%. early on when the former
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inpatient mayor of baltimore william donald schaefer, my mentor and tormentor accused our administration of having no vision we responded with a 48-hour pothole guarantee and our crews actually hit that guarantee and they hit it 97% of the time and each of the members of those crews got a thank you note from the mayor when they did it. the kennedy school at harvard in 2001 gave us their innovations through government award. our innovation was that we started measuring outputs instead of just inputs and of course we didn't really do city stat to win awards. we did it to survive. we did it to make our city safer, cleaner and a better place for kids to grow up. that by the way is the international mission statement of every mayor of the world over. for many years in our city it had seemed like the drug dealers
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were more effective than our own government. but thanks to citistat that reality was starting to change. when i was elected governor of maryland in 2007 we took this approach statewide and they called it states that. the goals were clear and the measures more diverse but the premise was essentially the same. it was data-driven decision decision-making, collaboration follow-up and results and we shared those results good or bad with an on line dashboard so that every citizen could access it and see where we stood as a people and where we were going with that important tool of ours, our government. with this approach we achieve something in public safety like a public safety triple crown.
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we drove crime down to a 30-year low in maryland incarceration to a 20 year low, the same time reducing recidivism by nearly 20%. there are not many states that do 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 but it never happened before and we did in the middle of a recession. we cut in half the number of children placed in foster care driving back down to the lowest levels on record. he set a goal of reducing infant mortality by 10% and when we hit that goal we kept going and we reduce timber mortality by more than 17% overall and 25% among african-american families. we took on the big challenge of health care costs with a
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commitment at a goal of driving down preventable hospital readmissions by creating a platform for health care providers to share patient information, by mapping the incidents and the locations of chronic conditions when people suffer from them and by aligning dissenters to wellness rather than to sickness, we drove down hospital readmissions by more than 10% in just the first year of trying. it used to be in maryland that governors in maryland would send a 40 year hope for cleaning up the chesapeake bay. we instead started to measure actions and results. we created based that to map not only the sources of pollution but the actions we can take together on land in the right places to hault the flow of pollutants into rivers and streams of the chesapeake bay.
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we set not a 40 year hope but to your milestones and we can't measure a actions to reduce stormwater runoff and expand the number of acres planted with winter cover crops upgrade clean technology and 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. for all of that effort, we reduced nitrogen, phosphorus and sediment levels by 14, 15 and 18% respectively. we received hundreds and hundreds of acres are natural wetlands and we double the number of voices that are now filtering the waters of the chesapeake bay. if we meet every goal we set, no. we did not meet every goal we set. but with true performance
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measures and with openness failure has to be an option albeit a temporary option. if we met every goal that we set than we probably weren't setting our sights very high were picking very worthy goals. one tragic example is this. after six years of steady progress of saving lives come 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 trip and we set the goal of reducing drug overdose deaths by 20%. we made some progress reducing prescription drug abuse by mapping out facilities doing a better job of monitoring pill mills and shutting them down when we identify them. we got more people into treatment than we ever had but it wasn't enough to prevent or
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reverse the tragic spike. as with any of these efforts when what you are doing is no longer working you have to come up with new approaches. so we did and so we must. what i have learned in 15 years of executive service, taking comp stat -- compstat tube citistat and citistat to statestat the larger the organization the more important performance manage them it becomes. we should not ever accept the excuse that because it's so big it can't be managed. that's a copout. our framers never set out to create a nation that follows through or gets by with less. we came together to form a more perfect union and performance management making our government work are essential to that mission of pursuing a more
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perfect union in these modern times. as some of you know were me know the problem that our federal level isn't a lack of goals or a lack of data. we have agencies with dozens and dozens of goals and performance metrics and strategic objectives objectives. but what are the 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 little to their lives. at the federal level we have to have a clearer view of the most important things our government is setting out to accomplish and why. this requires clear goals they reflect what we the people actually value.
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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. being the mortality rate in the united states of america is the highest of all the developed countries in the world. if we value reducing infant mortality is the nation than 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 them to mortality across the nation at the same rate we did so in maryland would save more than 4000 american babies a year. that's 4000 families that would be spared at that unfathomable
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loss. it's so easy to become lost in measuring everything from soup to nuts. we must measure what we value and value what we measure. the second example, if we increase kindergarten readiness across the nation at the same rate we did in maryland we would have 825,000 more american children ready to learn on their very first day of school. that's 825,000 more children that would not start out in time. 825,000 more children taking their first vital steps toward success in education and therefore in life. a final example if we reduce preventable hospitalizations across the country at the same rate as we did in maryland we would keep 600000 more americans out of the hospital each year.
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that's 600,000 of us on our feet instead of flat on our backs and expensive hospital beds. in other words american should know whether there broke government's top five objectives are, job creation, improving the security of our people improving 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 not have their work and the work of their agencies contribute to the achievement of those objectives and leaders staff in the public should all know whether we are making progress together and where work still remains to be done. finally coming to the table at the federal level cannot simply be a box-checking exercise. we are doing this because somebody said we had to do this. what good are lofty policy goals without follow-up on the ground
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in the small places close to home where it really matters? but we need is nothing short of a new method of executive management a method that become central every day to the important work of our federal government. our federal government's objective should be a reflection of what we value the most and is critically important things we can only accomplish together. 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. 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. at one of these meetings i will
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never forget in east baltimore a little girl about 12 years old came up to the microphone and she said mr. mayor, my name is amber. there are so many drug dealers and addicted people in my neighborhood that people in the newspaper refer to my neighborhood as zombie land. i want to know if you know they call my neighborhood zombie land and i want to know if you are 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


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