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tv   Data- Driven Government  CSPAN  March 14, 2015 7:00pm-8:01pm EDT

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we have complementary functions that will continue. there may be a tug here and there. i think it is healthy because it is our enthusiastic willingness to make sure that the consumers are protected. we will make sure we have plugs >> thank you both. >> c-span, greeted by america 's cable committees 35 years ago and brought to you as a public service. on the next washington journal, former new mexico governor and u.s. ambassador to the u.n. bill richardson talks about congressional involvement in
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negotiations with iran. president obama's request to use force against isis. boston globe reporter will talk about the 2016 presidential candidates spending time in new hampshire. a roundtable discussion about legalizing medical marijuana. it as always, we will take your calls and you can join the conversation on facebook and twitter. >> this sunday on q and a, the director of the georgetown university watch dog project. >> the promotion of a drug starts seven-10 years before a drug comes on the market. while it is illegal for a copy
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to market it before it has been approved, it hasis not even eagle to market a disease. drug companies have exaggerated the conditions -- importance of certain conditions and blanketed medical journals and meetings and other venues with these messages that are meant to prepare the minds of commissions to accept -- clinicians to accept a particular drug. and prepare the minds of consumers. >> c-span's q&a. >> former maryland governor martin o'malley was at the brookings institution to discuss his use of data-driven decisions as governor.
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he has been mentioned as a potential presidential candidate in 2016. this event is part of c-span's road to the white house coverage. >> good morning. it is my pleasure to welcome governor martin o'malley. here in the brookings governance studies program. one of the critical problems we analyze is how to make government work better for the middle class, for average americans, and for everyone. martin j. o'malley has been a trailblazer in doing that as governor of maryland from 2007-2015. and before that in serving twp terms as mayor of baltimore. under his leadership as governor, maryland recovered 100% of the jobs lost during the
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great recession. it was one of just seven states to maintain a aaa bond rating. 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 had the best public schools in america for five years in a row. governor o'malley compiled a similarly distinguished record as the mayor of baltimore, where "time" named him one of the top five big-city mayors. he is going to talk about some of the public management tools he helped pioneer as governor and as mayor to produce those results. in particular, ways that he and his team used data to work better for everyone. he will focus on the city-stat programs.
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after his remarks, my colleague will ask him a couple of questions and then we will open the floor to your questions. ladies and gentlemen, it is my pleasure to introduce governor martin j. o'malley. martin j. o'malley: thank you. thank you for setting the wheels in motion for this event. this is fun. thank you all for being here. it's a great honor to be here at brookings today. the people who work at brookings have done outstanding work on analysis and research on government performance. it is a pleasure to be here to talk about data-driven governing.
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an issue near and dear to my heart. our country and world faces big challenges, whether it is making our economy work again or for all of us, or confronting security threats or climate change. all of those challenges will require a government that actually works. you and i see a world where our creativity and imagination have now expanded -- [no audio] -- it has helped make progress possible. creativity and imagination are not the first words that come to mind with citizens today when we think about government. the question i want to explore is, what if they were? what if we tackled our biggest problems by using data-driven strategies? instead of conventional wisdom
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, the way we've always done it. 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 we have with years of recidivism to actually identify that small percentage of probationers and parolees who are truly the greatest threats to public safety? what if, by sharing medical records, and targeting personal interventions, we could actually cut avoidable hospital readmissions by 10% each year, every year? imagine if the overall performance of any school could
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be measured so that citizens and parents could see where we were headed. imagine if one common platform not only measured the job skills and greatest demand in a given county or metro area, but also allowed employers to find skilled workers they need. and 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 in maryland, we did all of these things and more. this, my fellow citizens, is the new way of governing. it is not about excuses and deflecting blame or ignoring problems. it is about transparency openness, and accountability. it's about performance management. it is not about left or right. it is about doing the things that work. it also is about setting clear goals, measuring progress, and getting things done again.
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the old ways of governing, bureaucracy, hierarchy -- these things are fading away. 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, and embraces entrepreneurial approaches to problem solving, and embraces collaboration. leadership that understands the power of technology 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 taken root in cities and towns across our country. it is happening in blue states as well as red states. it holds the promise of a more effective way of governing at
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every level of our public life -- local, state, and federal. our approach to this was born in the subway system of new york city. in the early 1990's, there was a man named jack maple. lieutenant jack maple believed there was a better way to deploy his police officers than the way they had always done it. with nothing more sophisticated than maps and markers, jack started plotting where and when robberies took place on his section of the subway. he called these maps of the future. he sent officers to stop criminals where they were most likely to strike at the times they were most likely to strike.
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he put the cops on the dots. jack and his officers drove robberies down to record lows. the media came calling. the new police commissioner came calling. soon, jack was not plotting a strategy for part of the subway, he was made deputy police commissioner of the entire new york city police department, and developed the system called comstat. the nypd, under his command, went on to reduce violent crime to levels that very few people ever would've thought possible in new york city 20 years ago. new york's ongoing success in reducing crime quite literally led to a revolution of performance-measured policing in cities and towns across the
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united states. one of the first of those major cities was baltimore. when i was elected mayor in 1999, our city had allowed herself to become the most violent, the most addictive, and 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, which presented us with an important question. where do we send them? we could have deployed them equally to each of the six council districts. or, if we wanted to be political, we could deploy them to the council districts with
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the highest numbers of primary voters. if he wanted to be real, real political, we could deploy them to the districts with the greatest number of people voted for me. or, we could deploy them to concentrated hotspots where the greatest number of citizens were being shot, mugged, or robbed. this is the option we chose. we repeated this every day and every week, constantly looking for better strategies. 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 crime reduction of any major city in america in those 10 years. there is a baseball equivalent of this comstat strategy, some
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call it moneyball. some call it the shift. you put your fielders where the past performance of the upcoming hitters say they are most likely to hit the ball. put your police where crimes are most likely to happen. the shift. that is the deployment of resources to maximum effect. that is goal driven, data driven thinking. it helps win ball games, and it helps make the city safer. we brought this to not only our police department, but to the whole enterprise of city government. we became the first major city in america to do so. we started to create a new culture of higher expectations in city hall. one of accountability, transparency, centered around results. and the constant search for better ways to get things done. the leaders started to emerge,
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and we recognized them and their colleagues were able to see who their leaders were. we set high goals to see whether or not the things we were doing were working. every day, and every week. our city stat approved, like comstat. timely accurate information shared by all, rapid deployment of resources, effectives strategies, and relentless follow-up. always the hard part. every two weeks, on a constant rotating basis, my team and i would hold city stat meetings with agency or department heads, and their leadership teams in city hall, and they groom with the big boards and the screen
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protectors that would project the data that the department heads and the agency had submitted prior to them meeting. everything was mapped out and indexed to the previous reporting periods. so that everybody could see and everybody would know. ideas were shared and questions were fired back and forth. if we failed to hit a goal, we wanted to know why. if we hit a goal, we wanted to know how so we could do it again. it worked. we brought crime down by 42%. we reduced the number of children poisoned by lead in our city by 71%. early on, when the former impatient and irascible mayor of baltimore, my mentor and tormentor, accused our administration of having no vision. we responded with a 48 hour
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pothole guarantee. our crews actually hit that guarantee. each of the members of those crews got a thank you note from the mayor. the kennedy school give us an award in 2001. our innovation is that we started measuring output as well as input. we did not do city stat to win awards, we did it to survive. that -- by the way -- is the international mission statement of every mayor the world over. for many years, it seemed like the drug dealers were more effective than our own government. thanks to city stat, that reality was starting to change.
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when i was elected governor of maryland, we took this approach statewide and we called it state stat. the premise was essentially the same. it was data driven decision-making, collaboration follow-up, and results. we shared those results, good or bad, with an online board so that every citizen could access it and see where we stood and where we were going. with this approach, we achieved something in public safety -- 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 20%. there are not many states that
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did that. with this approach, our teachers, principals, 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 to the lowest numbers on record. we reduced infant mortality by 10%, and when we hit that goal we kept going to 17%. we took on the big challenge of health care costs. with a commitment and goal of driving down preventable hospital readmissions by creating a platform for health care providers to share patient information by mapping the
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incidence and locations of chronic conditions and people who suffer from them, and by aligning profit incentives, we drove down hospital readmissions by more than 10% in just the first year of trying. it used to be, in maryland, the governors of maryland set a 40 year hope for cleaning up the chesapeake bay. we started to measure actions and results. we created baystat to identified y the sources of pollution and the actions we can take together on land 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. we reduced storm water runoff and expand the number of acres
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planted with winter cover crops, help create clean technology and our sewage treatment plants. we made it possible for citizens to click on any of the tributary basins where they live, to see whether we were making progress. and hitting our goals to restore the health of our water. for all of that effort, we reduced nitrogen, phosphorus sediment levels by 14%, 15%, and 18% respectively. we restored hundreds of acres of stream buffers and natural wetlands. 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. with true performance-measured governing, and with openness failure has to be an option -- albeit a temporary option. if we met every goal, we we
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probably weren't setting our sights very high or picking worthy goals. one tragic example was this. after six years of steady progress, saving lives and increasing drug treatment, maryland experienced a deadly spike in heroin overdoses. we set a new goal, we set the goal of reducing drug overdose deaths by 20%. 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 was not enough to prevent or reverse this 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.
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what i have learned in 15 years of executive service, taking comstat to citystat, taking citystat to statestat, the larger the human organization, the more important management becomes. we should never accept excuses that because it is so big, it cannot be managed. that is a copout. we did not set out to create a nation that gets by with less. we came together to form a more perfect union. and data driven decision making and performance management is essential to pursuing a more perfect union in these modern times. as some of you may know, the problem at the federal level is not a lack of goals or lack of data.
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we have agencies with dozens of goals and performance metrics. and strategic 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 outcomes. having meetings is not a goal. all of this process means very little to the public's lives. at the federal level, we have to have a better view of what our government is setting out to accomplish. and why. 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. job creation should be our highest goal.
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let me give you three other examples that speak to our values as a people. the infant 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 as a nation, our goal at the federal level should be to do that by a measurable amount by a certain time. if we were to reduce infant mortality at the same rate we did in maryland, we would save more than 4000 american babies each year. that is 4000 families that would be spared that unfathomable loss. it is so easy to become lost. in measuring everything from soup to nuts. we must measure what we value, and value what we measure.
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second example, if we increase kindergarten readiness across the nation at the same rate we did in maryland, we would have 825,000 more children ready to learn on their very first day of school. that's 825,000 more children that would not start out behind. 825,000 taking their first vital steps toward their education and life. final example. if we reduced preventable hospitalizations across the country at the same rate that we did in maryland, we would keep 600,000 more americans out of the hospital each year. that is 600,000 of us on our feet instead of flat on our backs in expensive hospital beds. americans should know what our top objectives are.
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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 wellness of all americans. federal employees should know how their work contributes to the achievements of those objectives. leaders, staff, and the public should all know whether we are making progress and where work remains to be done. coming to the table at the federal level cannot be a box checking exercise -- doing this because somebody says we had to do this. what good are lofty policy goals without follow-up on the ground in the small places close to home where it matters? what we need is nothing short of a new method of executive management. a method that becomes central
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every day to the work of our federal government. our federal government's objectives should be a reflection of what we value most. and those critically important things that we can only accomplish together. early in my administration in the city of baltimore as mayor we would hold regular town halls, community meetings. we came together as a community and a people to talk about our fears, to talk about our frustrations, to talk about our hopes. i invited neighbors to ask me, their mayor, anything. at one of these meetings -- i will never forget -- in east baltimore, a 12-year-old girl
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came up to the microphone and said, mr. mayor, my name is amber. there are so many drug dealers and addicted people in my neighborhood that the newspaper refers to my neighborhood as zombie land. i want to know if you know if you know they call my neighborhood zombie land and i want to know if you are doing something about it? the question she asked of me was really a question that she was asking all of us. do we know? and are we doing something about it? behind all of our data, there are real people living lives shouldering their struggles, working hard every day to give their children a better future. they deserve a government that works.
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thanks very much. [applause] thank you. you guys are very quiet.
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bill galston: i want to congratulate the governor on his speech. i cannot imagine a more appropriate speech. let me also add that if you could find a way of bringing your 48 hour pothole guarantee to washington, d.c., i would follow you to the end of the earth and so would 500,000 other people. [laughter] that caught my attention. martin j. o'malley: hard to do in the middle of the snow. bill galston: we have close to half an hour for the question and answer period. let me tell you what the plan is.
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i will ask you one question, then i will turn to the audience, first taking four or five press questions, then moving on to this audience that has gathered to hear you talk. if there is time, i will wrap it with the question, if not, i won't. let me begin with my question. as you know, there is a pretty long history of trying to bring effective goal-based performance measures to the federal government. to bring it more in line with the sorts of government you talk about in baltimore and in maryland. it is fair to say that those have been met with incomplete
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success and the current trust of government reflects that. what is your analysis of why these prior efforts have not gotten the job done, and have you think that your approach would have a higher chance of actually being able to bring goals to federal government? martin j. o'malley: it is important to realize that the ability to collect data in real time is a relatively recent phenomenon. 15 years ago, 90% of the requests for service came on paper in the city of baltimore. the internet and excel spreadsheets and those sorts of things are relatively recent technology, in terms of making government work.
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one of the great variables in all of this -- there are many mayors who visited our citystat room and saw the big boards and saw how nice it looked, and how effective -- they loved the picture but they lacked the commitment when they got home to do it every day. it requires the leader not to shout with a megaphone from the top of the organizational triangle, it requires you to be in the center of the search for truth and to be there constantly in the middle of a collaborative circle. i think mayors have taken to this a lot easier than governors. there is more literature command on this. john bernard just published a book called "government that works" that discusses this. mayors embraced it first. the work that mayors do is
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visible. they never enjoyed some sort of information situational advantage of knowing what's going on six months before the public. everybody knows whether the city is becoming cleaner or safer. there are a lot of governors that are heading in this direction. they were slower. there are been some points in the federal government where it has popped up. the recovery reinvestment act is one great example. the great variable is executive commitment. you need the executive head committed to this, not sort of a one-off press conference. he or she has to be committed to this. being a new way and a new method of executive management. bill galston: thank you very much. i will turn to the press questions.
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if you raise your hands and identify yourselves -- yes. let's wait for the microphone. sorry, i should have said that. do we have another one? [laughter] >> do you think congress should fast-track the transpacific partnership? martin j. o'malley: i think they should read it first. we have to be careful of lowering our standards, whether it is environmental or how we treat workers. i think when we enter into trade deals, it should be with the
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goals of breaking down barriers and bringing up standards. >> would you have any objections from having your e-mails from your tenure of governor of maryland released? martin j. o'malley: i have many times answered that we abide by our state rules concerning e-mails. we have many times turned over e-mails in response, even if colorful language may have caused my mother embarrassment.
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we had a retention policy, unless there was open litigation, we would hold onto those for a number of weeks and then delete or purge them from our system. we always abided by whatever the state laws were. i relied on my legal counsel to do that. >> there is also no archiving requirement in maryland. we archived a ton of statestat operational memos for all of you to peruse. >> i have a question related to the former question, do you agree that an official should
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use a personal e-mail account for official duties? martin j. o'malley: i am not an expert on federal or state requirements, frankly i am a little sick of the e-mail drama. in our state, whether you use personal or public e-mail or carrier pigeon, it was a public record subject. you're not going to ask about e-mails, are you? [laughter] >> the message you brought -- is this something you want to share with the national audience as a presidential candidate? martin j. o'malley: i am seriously considering running.
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if we want to continue healing our economy and congress, we will have to make our government work and do a better job of making our government perform for the dollars people pay. i think those three things link together. there is not a doubt in my mind that this is the new way of governing and getting things done. you see it emanating out over the last 15 years. this is how our federal government should operate. some departments already operate this way. it is coming with the rising tide of expectations of americans under the age of 40. they see it from retailers.
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they want their government to actually work and perform and function. yes, i intend to talk about this whenever i can. >> this sounds like terrific stuff, but perhaps may not fire up the democratic primary electorate. how do you propose to do that? martin j. o'malley: i will give a number of talks over the next few months, including a discussion of how to make the economy work again. or at least the majority of us. with wages declining, it is hard for us to say that our job is done. we need to get wages going up. there are many challenges. i appreciate brookings having an interest in effective government
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performance management. which is why i came here to give this particular talk. in order to meet the big challenges we face, whether it is security or climate change, whether it is still what is not working in our economy, it will still require government. people are more interested in a functioning government and people with executive experience. bill galston: one last press question and we will move to the audience. >> forgive me, an e-mail question. were you satisfied with hillary clinton's response yesterday that she or her attorneys
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personally went through her cache of e-mails and determined which ones were personal and which ones are government and turned that question over to the state department? do you think there is a public interest in having an independent person figure out whether proper e-mails were scooped out? martin j. o'malley: i respect your interest in this issue, and i did not watch the press conference yesterday. i will leave that to you to figure out, i do not know. i did not watch it, because i was working. [laughter] bill galston: that seems like an excellent note. oh good, this does allow me to stand up. it's been my experience that the people in the back get short shrift at the brookings institute. so i will start back there.
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>> i am a fellow with the department of housing. you spoke about having real-time statistics in fighting crime. did your administration also measure community policing police training, and building trust with citizens and communities? martin j. o'malley: thank you. in 1999, our whole campaign was about community policing comstat, we had a robust conversation about all of that. our strategy was that we needed to improve the effectiveness of our police, we needed to do a
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better job of policing our police, which includes some the things you mentioned -- training, integrity, internal affairs -- we staffed independent detectives, and we put the money in to get their own detectives, said they could investigate cases. we openly tracked and reported the number of discourtesy complaints, excessive force, those sorts of things. the third part of that strategy was to intervene earlier in the lives of young people. more effective policing, a better job of policing the police, and intervening in the lives of young people. we put the numbers out there all of the time. we took the plan all around the city. we did town hall after town hall in every district. when bad incidents happened, as
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they do and will, we address it in a forthright way. we continue to put those numbers out there with transparency. some of the strongest proof that we were able to maintain that level of trust and consensus was in the fact that in that first campaign, we won every council district, including the two of my two opponents, which were the areas hardest hit by crime. even then, the rolling back of open-air drug markets, i was
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reelected with 80% of the vote four years later. there is no issue around which there is greater fear and pain in america over our racial division. there is 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. bill galston: there is a hand right there. i cannot tell who's hand it is but i will recognize the bearer.
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>> what is your definition of a high-value data set? does it include politically sensitive data. this is endemic all over the country as governors and mayors open their data sets, there tends to be omissions with politically sensitive data. just to motivate that question and provide examples, three press questioners asked about e-mail, and you responded that state e-mail is public record. responsive to the public information act. that is not quite true in the way it sounds. in my district, they rotate the archives every 30 days. the public information act as 30 days. bill galston: i will have to to cut you off there.
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>> my point is, this type of loophole is widespread in maryland with a variety of databases. martin j. o'malley: maryland was named a leader in the open data movement. we received some award from somebody that watches this. i always looked at open data in the operations of our government as genies that needed to be released from the bottle. it was my hope that as much data as we can get out there, it would be hard when people started using it to see -- like with the river keepers organization or pta or advocates for whatever -- it would be hard
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to put those genies back in the bottle. we were a leader in that open data movement. i hope my successor has kept that going. we also got better at putting it out there in ways that was not so dizzying. making it easier for people to manipulate and use it to make charts and graphs and things. on the e-mail stuff, yeah, we had a retention policy. we do not have an archiving requirement, and it is an open question of public policy all over our country -- how long should governments retain? an interesting question in the age of electronic information
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sharing. i think the most important information is about the operations. i thought that's where you were going with your question. when mayors saw the citystat room, i could see the looks in people's eyes saying, we have to get out of here. [laughter] newly elected mayors have fresh opportunities. these men and women, when they first come in, i think are taking the bar to a constantly higher and higher level. it is also why -- you see people moving back to cities. nobody wants to live in a place that is becoming more dirty and dangerous and violent. conversely, when cities become more livable, you see younger people moving back to them and cities are starting to function. people vote with their feet.
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it is causal and not coincidental that people -- particularly younger people -- are returning to cities. because they see the governments operating in transparent ways. bill galston: the woman in the red dress right there. >> i am with the data quality campaign. we've talked a lot about crime and stuff like that. i'm focusing on education. what kind of measures did you take to address graduation rates? post secondary success, and just seeing which high schools had the best outcomes? did you have success in raising graduation rates? martin j. o'malley: yes we did. we also had tremendous success in getting more students to take
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s.t.e.m. related ap exams. and to pass them. a greater percentage of students in maryland take and pass those kinds of ap exams than any other state in the country. another rendition of this can be found on "letters to the people of maryland," which you can find on tumblr. there's a whole section in there that has the strategies that we pursued on education. and the metrics we used to drive up graduation rates, ap success. on the post-secondary side, we increased by 37% the number of associate degrees that were awarded, compared to the benchmark year of 2006. all of this is on there, as
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well. we did it by a number of different strategies. each of these goals, we developed a delivery plan for achieving those goals. that delivery plan laid out the actions we needed to take in order to drive towards goals. we greatly increase funding for these schools, but we also went four years in a row without an increase in college tuition. we provided better training for a lot of our high school teachers, particularly in the stem field. we greatly increased the readiness of kids entering kindergarten to learn. all of this is laid out in "letters to the people of maryland." i wrote about four entries a
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day, and it's 380 exciting pages. for those of you -- [laughter] bill galston: governor, as i promised, i would reserve the question. i will wait until after governor o'malley have finished answering my question, to remain seated until he has exited the room. let me preface. by repeating something that i told you before the meeting -- namely i did work in bill clinton's white house. a statement you made a couple weeks ago touches on your vision of leadership.
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i would like to give you a chance 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. let me ask directly. is it your view the country did not move forward during bill clinton's terms? martin j. o'malley: our country can only move forward on the power of our principles as a people. whether you're talking about foreign policy leadership, we should always be leading with principles rather than expediency.
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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 dodd frank lite, i think we need to continue this job, and we need to continue on the principles that unite us as a people. when refugee kids risk starvation and all sorts of suffering to arrive at our doorstep, we should stick to our principles and treat them as the generous and compassionate people we are. that's what i mean when i say the triangulation will not allow us to solve our problems
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splitting the difference between the way things have always been done and an extremist view of the way things might be is not going to move things forward. we have to speak the truth about the challenges faced and what needs to be done to overcome them, and that's what i mean. bill galston: thank you very much for your answer and for your appearance at brookings today. [applause] martin j. o'malley: thank you all. [captioning performed by the national captioning institute, which is responsible for its caption content and accuracy. visit] [captions copyright national cable satellite corp. 2015]
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our road to the white house coverage continues tomorrow with senator ted cruz in lincoln new hampshire. you can see that tomorrow night at 9:35 eastern on c-span. monday night on the communicators, fcc commissioner on their recent net neutrality ruling and the subsidized phone and broadband program. >> what i am proposing we do is overhaul the lifeline program. make it: current -- make it concurrent with the information age. challenge providers to give more to consumers. the prices and opportunities have gone down. it should be for lifeline consumers. get them out of the certification business.
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that is the number one problem we have been seeing with not so positive headlines. it is a vulnerability in the system we need to plug. >> >> wisconsin governor speaks at an act of his workshop. then a memorial service for edward brooke. after that from the washington ideas festival, an interview with authors. >> wisconsin governor scott walker in a new hampshire. he spoke at the party grassroots activist and he is said to be the centering run for the republican presidential nominee. wisconsin traditionally holds the first presidential primary. this is about 40 minutes. [no audio] [applause]


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