Well, states were told by the neo-liberals and neo-cons dismantling the Federal government and building these global governing structures to create state and local government stats and data collection and gear it to what corporations need to know when deciding to send money in for investment.
THAT IS WHAT CITY STAT AND STATE STAT IS ALL ABOUT. THIS IS HOW GLOBAL CORPORATIONS KNOW HOW TO PLAN TO BUILD ECONOMIC ZONES LIKE THE FOXCONN GLOBAL HEALTH ZONE THAT IS JOHNS HOPKINS AND UNIVERSITY OF MARYLAND MEDICAL CENTER.
O'Malley was elected to Mayor of Baltimore with this idea of data that was to help the citizens in communities that were then victims of the worst of frauds and corrupts used to clear them out for these global development plans. State Stat will do the same thing on a statewide scale-----as Economic Zones replace what are sovereign states----as Trans Pacific Trade Pact ends US national sovereignty. So, neo-liberals and neo-cons do not see the State of Maryland or the United States----it sees a health economic zone for global corporations to build FOXCONN factory/product centers.
THEN MAYOR O'MALLEY AND MARYLAND GOVERNOR O'MALLEY LED THE NATION IN INSTALLING THIS TRANS PACIFIC TRADE PACT INFORMATION SYSTEM KNOWING IT WAS TO REPLACE THE FEDERAL GOVERNMENT'S INFORMATION SYSTEM.
The Office of CitiStat is a small performance-based management group responsible for continually improving the quality of services provided to the citizens of Baltimore City. CitiStat evaluates policies and procedures practiced by City departments for delivering all manners of urban services from criminal investigation to pothole repair. Staff analysts examine data and perform investigations in order to identify areas in need of improvement. City agencies are required to participate in a highly particularized presentation format designed to maximize accountability. Agencies must be prepared to answer any question raised by the Mayor or her Cabinet at CitiStat sessions which are held every four weeks. As a result of its success, the CitiStat model has been adopted by local governments across the U.S. and around the world.
I think most citizens in Baltimore know the realities of how effective citizens complaints were handled-----the 311 number is all but defunded now as the original intent of these stats were development. Policing no doubt does use these stats---but it replaces the Federal stat system that was used to build sustainable communities with equal access and opportunity. You notice these stats are not geared to identify downtown development as unsustainable---or systemic corporate fraud and government corruption as unsustainable or needing to be tracked.
StateStat is the O'Malley-Brown Administration's performance measurement and management tool. StateStat is how the Administration manages our state.
Modeled after the CitiStat program that he developed as Mayor of Baltimore City, Governor O'Malley is using this data-based management approach to make Maryland's government work again for the people of our State. The CitiStat program has been studied and emulated by countless jurisdictions from around the globe and awarded with honors such as the "Innovations in Government" Award by Harvard University's Kennedy School of Government.
StateStat began in 2007 with a few select public safety and human services agencies. Today, StateStat "stats" 13 individual agencies each month and hosts a number of cross-agency stats, such as our award-wining BayStat.
Open Data Portal The StateStat team manages Maryland's Open Data Portal- an online database of over 500 searchable, machine readable datasets uploaded by Maryland's state agencies.
Earlier this year, Governor O'Malley signed SB 644 into law requiring Maryland's state agencies to publish open data and establishing a Council on Open Data to drive progress forwards. And recently, the Center for Data Innovation recognized our efforts naming Maryland one of the top states in the nation for open data.
Process Most governments monitor their performance at annual budget reviews- if they are tracking performance at all. At StateStat we monitor agency performance monthly, and in some cases bi-monthly, identifying data trends before they turn into problems. Through relentless follow-up with our agencies we ensure that the solutions we craft together are not only implemented efficiently and quickly but are effective in turning the data trends back in the right direction. The StateStat process consists of several constantly moving and ongoing steps:
1. Before Meetings: Agencies submit customized data templates each month. The StateStat team analyzes the data to identify trends, conducts site visits and meets with agency staff to evaluate programs. The analysts turn this analysis into detailed 'Executive Briefing Memos' shared with the 'StateStat Panel', including the Governor, prior to each meeting.
2. StateStat Meetings: The Director of StateStat leads the 'StateStat Panel' which includes the Governor and/or Lt. Governor, the Governor's Chief of Staff, the Governor's Legal Counsel, and staff from the Departments of Information Technology and Budget and Management. The 'Panel' questions agency leaders on the trends identified in the 'Executive Briefing Memos' and works with these leaders to develop solutions. Agencies bring a variety of staff to the table including their Secretary and Deputy Secretaries, Human Resources, Finance, and Program staff to assist in the disucssion. StateStat meetings are innately collaborative- not only does the 'Panel' ask questions of the agency but the agency can use the time to ask for assistance or guidance from the Governor, his Senior Staff, Legal Counsel, IT, etc.
3. After Meetings: The StateStat analysts prepare detailed follow-up memos for the agencies detailing the action items discussed in the meeting as well as any other questions or concerns. The agencies complete and submit the follow-up memos prior to the next StateStat meeting. The analysts work continuously with their agencies throughout the month in between meetings to ensure progress is being made quickly and efficiently.
BAY STAT for example was created by O'Malley who has installed the worst of environmental policies written by Johns Hopkins his entire terms in office. The health of the Chesapeake Bay has been under assault these few decades of dismantled EPA oversight with Baltimore's environmental policy leading in the failing health of the Bay.
So, if you have a Governor who could care less about the environment----who would throw his mother under a bus for Wall Street profit-----what does BAY STAT do? Remember, Clinton neo-liberals and Bush neo-cons seek to bring back global corporations from China et al to operate as they do in China----complete with environmental devastation. The key would be surveillance and security and the state's way of keeping quiet the extent of the environmental devastation as it happens. If you go to BAY STAT you see beautiful pictures of the Bay with all kinds of stats saying the health of the bay is improving during O'Malley's terms in office--
WHEN AS WITH ALL STATS COLLECTED BY O'MALLEY-----FROM POLICE TO EDUCATION----THE STATS ARE JUKED. ALL OF BALTIMORE SOCIAL STATS ARE JUKED AND THESE STATE STATS ARE AS WELL.
The Federal agencies would have found all of this data as false and worked to make it right---but with no Federal oversight----state and local pols simply make these stats say what they want. Natural gas export terminal in Maryland? Well, a global corporation coming in to build and run that terminal wants to be sure all of the environmental pollution stays under STATE STAT WRAP! Chesaoeake seafood in decline? Well, opening global markets for crabs and shellfish drove over-harvesting---- an Erhlich/O'Malley global market adventure.....you won't hear about that on BAY STAT!
'O'Malley also pledged that all of the $3.9 billion in stimulus funds that have come through Maryland so far will be tracked on StateStat so the public knows where every dollar went'.
The number one cause for all of the human health concerns in the bay-----making the Port of Baltimore a global shipping cargo destination under O'Malley and the failure to enforce any EPA clean water laws. O'Malley made himself head of the State Chesapeake Bay Foundation keeping all environmental activism captured.
Bad Water 2009: The Impact on Human Health
in the Chesapeake Bay Region
Group: Chesapeake Bay Health Worsening
Network News X Profile View More Activity TOOLBOX Resize Print E-mail Reprints By KRISTEN WYATT The Associated Press
Monday, December 3, 2007; 5:57 PM
ANNAPOLIS, Md. -- The Chesapeake Bay's health is going from bad to worse, according to an environmental group that graded the bay's health a "D" for the ninth consecutive year.
The Chesapeake Bay Foundation gave the bay a failing grade for one of its most persistent pollutants _ nitrogen _ along with Fs for water clarity and dissolved oxygen.
"The health of the Chesapeake Bay is dangerously out of balance," the report from the foundation concludes Monday.
The troubles are many.
Underwater grasses, which are important because they provide habitat and filter pollutants from the water, continue to struggle to reach historical levels. The watershed is losing wetlands to erosion. Chemicals from myriad household products _ anti-bacterial soap to face creams to birth control pills _ end up in the water, making some fish unsafe to eat.
. . Even blue crabs, the hallmark catch of the Chesapeake, are suffering from overharvesting and loss of habitat.
"We must all voice our outrage so that those with the power to effect change _ the governors and legislators at the state and federal levels _ do more to implement the known solutions of reducing pollution," Foundation President Will Baker said in a statement.
The overall score was 28, down from last year's score of 29.
The only A score came for rockfish, or striped bass, which are near historic high levels, a rebound long considered the greatest success of Chesapeake restoration efforts. The foundation also praised Pennsylvania for planting more than 600 miles of forest buffers along waterways in 2006. The buffers help absorb pollutants that would otherwise run into the bay.
However, the news was mostly bad.
Bill Dennison, a scientist at the University of Maryland Center for Environmental Science, did not help compile the foundation's report card but said it is in line with what he sees: nagging problems in the bay, with slower success than scientists would hope.
Especially discouraging was the fact that last summer's drought did not result in clearer water, Dennison said. Typically, drought leads to clearer water because there is less rainwater to wash pollutants down rivers and into the bay. Dennison said a drought earlier this decade led to clearer conditions than scientists had seen in years. But this year, the clarity wasn't there.
Below you see the players in the Stat Stat data information system. Imagine a data system designed to take the place of all Federal agencies----from Defense, EPA, Education, Health, Labor, IRS, Social Security and Medicare, et al and then imagine all that data controlled at the state level.
Below you see the up and coming O'Malley in Baltimore. Bill Ferguson of West Baltimore is there fighting for the children against school closures as he leads with Teach for America and Johns Hopkins education reform policies that tie public schools to vocational tracking K-college. He is also key to State Stat in Baltimore. He is the best neo-conservative Johns Hopkins has in pushing all of these policies-----running as a Democrat in an underserved community.
As you see all the connections to security and information technology----Bill is the point person for all for data collection and Johns Hopkins super-computer network.
NONE OF THIS IS DEMOCRATIC FOLKS---DEMOCRATS DO NOT BREAK APART FEDERAL GOVERNMENT AGENCIES AND HAND ALL DATA CREATION TO A VERY NEO-CONSERVATIVE JOHNS HOPKINS WHICH HAS AS A MOTTO-----WIN AND PROFIT AT ALL COST!
All of this looks like the makings of a state Pentagon for goodness sake!
Stat Stat in Maryland looking more and more like the Pentagon logistics operations command post!
Democrat, District 46, Baltimore City
- Miller Senate Office Building, Room 401
11 Bladen St., Annapolis, MD 21401
(410) 841-3600, (301) 858-3600
1-800-492-7122, ext. 3600 (toll free)
fax: (410) 841-3161, (301) 858-3161
Member of Senate since January 12, 2011. Member, Budget and Taxation Committee, 2015- (education, business & administration subcommittee, 2015-; pensions subcommittee, 2015-). Member, Education, Health and Environmental Affairs Committee, 2011-15 (education subcommittee, 2011-15; environment subcommittee, 2011-15; labor, licensing, & regulation subcommittee, 2011-15). Member, Joint Committee on Children, Youth, and Families, 2011-; Senate Special Committee on Ethics Reform, 2012-; Joint Committee on Cybersecurity, Information Technology, and Biotechnology, 2015-; Special Joint Committee on Pensions, 2015-. Senate Chair, Joint Committee on Transparency and Open Government, 2011-14. Member, Joint Committee on Welfare Reform, 2011-14; Work Group to Review Disclosure Requirements of the Public Ethics Law, 2012-13. Part-time community liaison, President's Office, Baltimore City Council, 2005-06. Special Assistant to Chief Executive Officer, Baltimore City Public Schools, 2009-10 (graduate intern, 2007-09). Member, Wetlands and Waterways Program Funding Work Group, 2011; Task Force to Study the Procurement of Health, Education, and Social Services by State Agencies, 2011-12; Task Force to Study High-School Dropout Rates of Persons in the Criminal Justice System, 2011-13; Commission to Study Campaign Finance Law, 2011-13; Early Childhood Development Advisory Council, 2011-; Commission on Environmental Justice and Sustainable Communities, 2011-; Task Force to Study the Impact of Ocean Acidification on State Waters, 2014-; Council on Open Data, 2014-; Neighborhood Stabilization and Homeownership Work Group, Maryland Sustainable Growth Commission, 2014.
Born in Silver Spring, Maryland, April 15, 1983. Davidson College, B.A. (political science & economics), 2005; School of Education, The Johns Hopkins University, M.A.T., 2007; University of Maryland School of Law, J.D., magna cum laude, 2010. Admitted to Maryland Bar, 2011. Director of Reform Initiatives, School of Education, The Johns Hopkins University, 2012-. Teach for America high school teacher, Baltimore City Public Schools, 2005-07. Member, Canton Community Association, 2006-. Signatory member, Education Equality Project (national advocacy organization), 2010-. Ambassador, Envision Baltimore, 2010-. Board of Directors, Downtown Baltimore Family Alliance, 2013. Member, Baltimore EdTech Advisory Board, 2013. Distinguished Presidential Citation, Baltimore City Council President, 2006. Cunningham Award for Public Service and Academic Achievement, University of Maryland School of Law, 2010. Member, St. Casimir Catholic Church, Baltimore. Married; two children.
COUNCIL ON OPEN DATA Chair: David A. Garcia, Secretary of Information Technology. Vice-Chair: Kevin Conroy, Director, Governor's StateStat Office
Appointed by Governor to 4-year terms: Matthew S. Felton; Sharon Paley; Elliott R. Plack; Harash N. (Sonny) Segal; Robert D. Wray. Terms expire 2017.
William E. Dollins III; Allison J. Druin, Ph.D.; John E. (Bud) Gudmundson; Linda M. Loubert. Ph.D.; Michael S. Scott, Ph.D. Terms expire 2018.
Appointed by Senate President: Bill Ferguson
Appointed by House Speaker: Bonnie L. Cullison
Ex officio: Joseph Bartenfelder, Secretary of Agriculture; David R. Brinkley, Secretary of Budget & Management; R. Michael Gill, Secretary of Business & Economic Development; Lillian M. Lowery, Ed.D., State Superintendent of Schools; Benjamin H. Grumbles, Secretary of the Environment; C. Gail Bassette, Secretary of General Services; Van T. Mitchell, Secretary of Health & Mental Hygiene; Kenneth C. Holt, Secretary of Housing & Community Development; Samir Malhotra, Secretary of Human Resources; Kelly M. Schulz, Secretary of Labor, Licensing & Regulation; Mark J. Belton, Secretary of Natural Resources; David R. Craig, Secretary of Planning; Stephen T. Moyer, Secretary of Public Safety & Correctional Services; Col. William M. Pallozzi, Secretary of State Police; Peter K. Rahn, Secretary of Transportation; Maj. Gen. (MD) Linda L. Singh, Adjutant General; Christopher B. Shank, Executive Director, Governor's Office of Crime Control & Prevention; Thomas E. (Tim) Hutchins, Governor's Homeland Security Advisor; Karl S. Aro, Executive Director, Dept. of Legislative Services; Timothy D. Baker, Acting State Archivist; Owen C. Charles, Acting Director of Assessments & Taxation; Clay B. Stamp, Director, Maryland Emergency Management Agency; Kevin G. Seaman, M.D., Executive Director, Maryland Institute for Emergency Medical Services Systems.
The Federal government had all of the capacity to gather and store data and tons of Federal employees to analyze and create data tables for distribution so none of this city and state stat is necessary. Since the goal is to eliminate the Federal government and its IT centralization and hand it to global corporate outsourcing-----in comes the state and local IT and all of the private partnerships joining this effort.
As Maryland public sector employees know------state and local public employees are being downsized to the max---and those still around are being made part time so where is all of this data analysis by states and local government to come?
Well. those great big super-computers like that at Johns Hopkins. Each global economic zone will have a data center like this and anything Hopkins cannot handle can be outsourced to global corporations overseas----no job creation needed!
So, in what is basically the Sputnik spending of the US Space Race----or Reagan's nuclear race-----all of our Federal revenue is being spent to close down Federal agencies and preparing for economic zones that report to a global corporate tribunal and court.
YOU HAVE TO WONDER ABOUT THE POLITICIANS AND APPOINTMENTS TO STATE AND LOCAL AGENCIES DOING ALL OF THIS WORK----WHAT MOTIVATES PEOPLE TO DISMANTLE A DEMOCRACY TO CREATE A TOTALITARIAN AUTOCRACY?
The idea that the US needs to do this to remain competitive with China is absurd----all we need is to return to a US domestic economy with each state having its own domestic economy of regional businesses-----with each city having an economy of small businesses. We can do that if people would engage in politics and become the candidates in all primary elections against Clinton neo-liberals and Bush neo-cons!
Big Data a Growing Problem for Government IT
By Nathan Eddy | Posted 2013-04-30 e-week
While they understand the promise of big data, just 59 percent of state and local agencies are analyzing the data they collect.
While state and local agencies express interest in leveraging data to improve decision making and meet mission objectives, they are struggling to process and analyze the data, according to the "State and Local Big Data Gap" study by MeriTalk, the government IT network, which was underwritten by NetApp. State and local IT professionals also report a gap between big data's promise and big data reality. State and local agencies estimate that they have just 46 percent of the data storage or access, 42 percent of the computational power and 35 percent of the personnel they need to successfully leverage big data. In addition, 57 percent say their current enterprise architecture is not able to support big data initiatives. Despite the challenges, the survey results indicated that some state and local agencies are working to close the technology gap. Thirty-nine percent of survey respondents said they are investing in IT systems and solutions to improve data processing, 39 percent are improving the security of stored data, and 37 percent are investing in IT infrastructure to improve data storage. However, more than three-quarters (79 percent) of state and local IT professionals say they are just somewhat or not very familiar with the term "big data," and only 2 percent say they have a complete big data strategy. Big data isn’t even on the radar screen for 44 percent of state and local agencies—they are not even discussing it. While they understand the promise of big data, just 59 percent of state and local agencies are analyzing the data they collect and less than half are using it to make strategic decisions. On average, state and local IT professionals report that it will take their agencies at least three years to take full advantage of big data. "State and local agencies have made great strides in consolidating applications and data into fewer physical resources," Regina Kunkle, vice president of state and local government for NetApp, said in a statement. "Storage efficiencies like deduplication and compression help to manage the explosive storage growth by reducing the amount of storage required and simplifying data management. However, agencies still have data silos, and they are just beginning to explore how to effectively analyze this disparate data. To help them unlock this valuable wealth of information, agencies should look toward big data solutions." The current average state and local agency stores 499 terabytes of data, and those IT professionals indicated they expect that amount of data to continue to grow. The majority (87 percent) of state and local agencies say the size of their stored data has grown in the last two years, and 97 percent expect data to grow by an average of 53 percent in the next two years. The top challenge when it comes to managing large amounts of data is storage capacity (46 percent) followed by speed of analysis and processing (34 percent), and analysis (32 percent). To further complicate data management, agencies are unclear about who owns the data. Nearly half (47 percent) believe that IT owns the data, and 31 percent believe ownership belongs to the department that generated it.