IT'S MY PLEASURE TO CALL TO
ORDER THIS MEETING OF THE
NATIONAL LIBRARY OF MEDICINE
BOARD OF REGENTS.
I'D LIKE TO WELCOME EVERYONE IN
ATTENDANCE TODAY, BOTH THOSE IN
PERSON AS WELL AS JOINING VIA
THIS VIDEOCAST.
SEPTEMBER 2023 NATIONAL LIBRARY
OF MEDICINE BOARD OF REGENTS.
REMINDER, THIS MEETING IS BEING
VIDEOCAST TO THE PUBLIC, AND SO
WITH THAT I WOULD LIKE TO OPEN
OUR FIRST ITEM OF BUSINESS,
WHICH IS A REPORT FROM THE
OFFICE OF THE SURGEON GENERAL,
WELCOME JEAN GARCIA DAVIS, HHS,
OFFICE OF SURGEON GENERAL FOR
HER REPORT.
THANK YOU.
>>THANK YOU SO MUCH, DR.
HOLMES.
WELL, GOOD MORNING.
IT'S LOVELY TO SEE YOU IN
PERSON.
I MUST SAY I HAVEN'T BEEN BACK
ON YOUR CAMPUS IN A LONG TIME,
ABOUT TEN YEARS.
I DID A CLINICAL ROTATION HERE
AT THE CLINICAL CENTER, SO IT'S
REALLY QUITE AN HONOR, I'M
HUMBLED TO BE BACK, PARTICULAR
THROW REPRESENT OUR OFFICE AND
APOLOGIES FROM DR. MURTHY AND
(INDISCERNIBLE), WHO INTENDED TO
BE HERE.
WE'RE EXCITED TO CONNECT AND
HEAR ABOUT YOUR WORK AND LEARN
ABOUT HOW WE CAN BE HELPFUL IN
COLLABORATION.
I WANTED TO ALSO GIVE A NOTE OF
HUGE GRATITUDE AND
ACKNOWLEDGMENT AND THANKS TO DR.
BRENNAN.
I KNOW I SAW THERE WAS A RECENT
ANNOUNCEMENT ON YOUR RETIREMENT.
THANK YOU SO MUCH.
IT'S BEEN AN HONOR, I CAN ONLY
IMAGINE WHAT IT FEELS LIKE AT
THIS TIME IN YOUR AMAZING
CAREER, SO THANK YOU.
THAT SAID, I WANT TO JUST MOVE
FORWARD.
I WORK AS ASSOCIATE DIRECTOR ON
THE SCIENCE AND POLICY TEAM.
IT'S A PLEASURE TO SEE MANY OF
YOU AGAIN.
I MIGHT HAVE SEEN YOU EARLIER OR
MAYBE THIS TIME LAST YEAR WHEN
WE DID A REPORT OUT FROM OUR
TEAM.
SO HERE'S WHAT WE'LL BE
DISCUSSING TODAY.
SINCE THE LAST TIME WE SPOKE,
WHERE I BELIEVE SOMEONE FROM OUR
TEAM WAS WITH YOU IN MAY WHERE
WE LAUNCHED AN ADVISORY ON THE
EPIDEMIC OF LONELINESS AND
ISOLATION, WHICH RESONATED FOR
MANY OF YOU AS I WAS ALSO ON
THAT CALL.
I WANTED TO DISCUSS THE OTHER
ADVISORY THAT CAME OUT FROM OUR
TEAM ON SOCIAL MEDIA, IMPACTS ON
YOUTH MENTAL HEALTH.
WOULD ALSO LIKE TO DISCUSS
BRIEFLY SOME OF THE FINDINGS BUT
ALSO WHAT WILL BE COMING THROUGH
THAT'S EMBARGOED NOW WITH THE
SURGEON GENERAL'S REPORT ON
TOBACCO DISPARITIES, VERY
HISTORIC TIME FOR THAT REPORT.
AND THEN FINALLY I'D LIKE TO
JUST SHARE BRIEF UPDATES FROM
THE TEAM ON ADDITIONAL AND
CONTINUED PRIORITIES FROM OUR
OFFICE AND HOPEFULLY HAVE TIME
TO TAKE SOME QUESTIONS AS WELL.
SO, THIS SLIDE WE'VE SEEN BEFORE
MANY TIMES.
IT'S REALLY A REMINDER OF SOME
OF OUR WORK INCLUDING OUR
MISSION.
AS MANY OF YOU WHO WORK IN
PUBLIC HEALTH AND HEALTH CARE
AND WITH YOUR OWN AGENCY,
MISSION DRIVEN, THIS IS THE
MISSION HERE.
I WANTED TO HIGHLIGHT SOME OF
THE PRODUCTS FROM OUR OFFICE AS
WELL.
AND JUST AS ANOTHER REMINDER
THAT I'M ONE VOICE AMONG MANY ON
OUR TEAM, INCLUDING SO MANY OF
YOU WHO ARE DRAWN IN TERMS OF
THE LITERATURE BASE AND SO MANY
OF THE REVIEWS, SYSTEMATIC
REVIEWS AND ARTICLES THAT ARE
COMING OUT FROM YOUR WORK IN
PARTICULAR.
WE ALSO -- IT'S NOT DISPLAYED
HERE THAT WE SPOKE ABOUT, MAYBE
BRIEFLY LAST TIME, DR. MURTHY'S
WORK ON COMMUNICATIONS, KIND OF
THE PUBLIC-FACING SIDE WITH
TRANSLATING THE EVIDENCE TO THE
GENERAL PUBLIC IN TERMS OF
ENGAGEMENTS ON THE ROAD, WITH
MEETINGS, INTERNALLY, ON THE
HILL AND ALSO THE GENERAL
PUBLIC.
SO THIS IS THE FIRST ADVISORY.
IT CAME OUT THE SAME MONTH, AS
YOU MENTIONED, ALSO A VERY
HISTORIC ONE FOR US.
ALIGNED WITH OUR PRIORITIES.
MAJOR IN PARTICULAR FOR ME AS A
PARENT, FOR MAYBE MANY OF YOU
WHO ARE PARENTS OR CAREGIVERS
AND HAVE YOUNG PEOPLE IN YOUR
LIVES IN DIFFERENT WAYS, WE HOPE
THAT THIS CONTINUES TO RESONATE
IN TERMS OF WHAT'S BEEN SAID IN
IT, BUT ALSO WHAT IT SAYS ARE
STILL GAPS IN THE EVIDENCE BASE
THAT CAN HELP DRIVE FURTHER
RESEARCH AND ADVANCE FURTHER
RESEARCH QUESTIONS.
SO WE KNOW FROM THE RESEARCH TOO
IT'S A VERY SAD STATE, DR.
MURTHY RAISED THIS MANY TIMES
ALONG WITH SO MANY OTHER
STAKEHOLDERS, AND RESEARCHERS,
AND SUBJECT MATTER EXPERTS ABOUT
THE EPIDEMIC OF NOT ONLY YOUTH
MENTAL HEALTH AND SOCIAL
ISOLATION AND LONELINESSN
PARTICULAR WHAT HAPPENED THROUGH
THE PANDEMIC.
WE HOPE THIS PAINTS A PICTURE IN
TERMS OF WHAT MORE CAN BE SAID,
IN PARTICULAR FOR THOSE YOUNG
PEOPLE IN OUR LIVES, CHILDREN,
YOUTH, YOUNG ADULTS, TEENAGERS
WHO SPEND MORE THAN THREE HOURS
A DAY ON SOCIAL MEDIA AND HOW
MUCH THIS DOUBLES THEIR RISK OF
EXPERIENCING SYMPTOMS OF
DEPRESSION AND ANXIETY.
AND THIS IS DEEPLY CONCERNING
FOR ALL OF US, AND I MENTIONED
FOR MANY OF YOU, KNOWING THAT
EVEN ON AVERAGE MANY TEENAGERS
SPEND MORE THAN 3 1/2 HOURS A
DAY, SOMETIMES THE RESEARCH WAS
SHOWING 5 HOURS, EVEN 7 HOURS,
MANY OF THEM HAVE A HARD TIME
REMOVING THEMSELVES, REALLY
STEPPING AWAY FROM IT, SO WE'RE
HOPEFUL.
WE ALWAYS REALLY LOOK FOR THE
HOPEFUL OPPORTUNITIES, BRIGHT
SPOTS, WHAT IS HAPPENING IN
TERMS OF RISK AND IMPACTS ON
MENTAL HEALTH AND WELL-BEING,
BUT WHAT ARE OPPORTUNITIES,
WHERE CAN RESEARCH AND FUNDING
GO TO ADVANCE THAT RESEARCH AND
WHAT CAN PARENTS DO TODAY.
I WANTED TO SHARE, THIS CAME OUT
IN MAY, AROUND THE SAME TIME,
LED BY THE WHITE HOUSE BUT ALSO
IN PARTNERSHIP WITH STAKEHOLDERS
FROM NIH IN ADDITION TO DOMESTIC
POLICY COUNCIL, OFFICE OF
SCIENCE TECHNOLOGY AND POLICY,
ALSO STAKEHOLDERS WITHIN CDC,
DEPARTMENT OF JUSTICE, OFFICE OF
THE ASSISTANT SECRETARY FOR
CHILDREN AND FAMILIES, NATIONAL
ECONOMIC COUNCIL, NUMEROUS
STAKEHOLDERS ARE INVOLVED,
SENIOR REPRESENTATIVES TO ENSURE
THESE OBJECTIVES, THE HOPE IS
WITH THIS INTERAGENCY TASK
FORCE, WITHIN HHS, THAT'S BEEN
ESTABLISHED ON THIS TOPIC FOR
KIDS' ONLINE HEALTH AND SAFETY
THAT WE'RE LOOKING MORE CLOSELY
AT SAFEGUARDS, THAT WE LOOK AT
SOCIAL MEDIA AND THE WAY WE'VE
LOOKED AT OTHER PRODUCTS, WERE
COMMERCIAL TOBACCO OR VEHICLES
THAT SAFEGUARDS NEED TO BE PUT
IN PLACE TO MAKE SURE WE'VE
IDENTIFIED RISKS OF HARM FOR
MINORS.
SO THE HOPE IS THAT BY THE
SPRING OF 2024, THIS TASK FORCE
WILL DEVELOP VOLUNTARY GUIDANCE,
POLICY RECOMMENDATIONS, AND
ULTIMATELY A TOOLKIT ON SAFETY,
HEALTH, PRIVACY BY DESIGN FOR
INDUSTRY THAT ARE DEVELOPING
DIGITAL PRODUCTS AND SERVICES.
THEY ARE INCLUDING A NUMBER OF
INTERNAL AND THEN OUTSIDE OF
GOVERNMENT STAKEHOLDERS BECAUSE
OBVIOUSLY THIS HAS TO COME FROM
THE COMMUNITY, FROM THE
INDUSTRY, TECHNOLOGISTS AND
ENGINEERS AND THOSE INVOLVED IN
LOOKING AT HARMS AND LOOKING AT
OPPORTUNITIES FOR MITIGATING
RISKS.
SO HERE I'M GOING TO JUST MOVE
TO AND PIVOT TO THIS HISTORIC
REPORT I MENTIONED ON THE NEXT
SURGEON GENERAL'S REPORT THAT'S
COMING OUT HOPEFULLY THIS YEAR,
THE AIM, BEFORE THE END OF THIS
YEAR.
IT'S HISTORIC.
I WANTED TO SHARE JUST ONE --
THIS WILL BE THE 35th REPORT
SINCE DR. LUTHER TERRY'S REPORT
IN 1964, BUT I'D LOVE TO SHARE.
THIS IS 25 YEARS SINCE DR.
SATCHER'S REPORT ON THIS IN
1998.
SO IT'S A VERY HISTORIC ONE
BECAUSE AT THE TIME YOU'LL NOTE
IT JUST LOOKED AT TOBACCO USE
AND RAISED THE TOBACCO-RELATED
HEALTH DISPARITIES AMONG THESE
RACIAL AND ETHNIC MINORITY
GROUPS, I'LL TALK ABOUT WHAT
MAKES THIS NEXT REPORT
DIFFERENT.
FOR THOSE WHO HAVE BEEN INVOLVED
IN THE DEVELOPMENT OF IT, OR
REVIEWED CHAPTERS SO FAR, YOU'LL
SEE OR YOU'LL KNOW EXACTLY THE
DEVELOPMENT TO DATE BECAUSE IT
HAS -- IT'S BEEN -- IT WAS
COMMISSIONED BY DR. MURTHY IN
2017 AND THEN THE REPORT WRITING
BEGAN IN 2018, SO IT'S UNDERGONE
A NUMBER OF SCIENTIFIC REVIEWS
ALREADY, ABOUT 50 SCIENTIFIC
EDITORS, INCLUDING THE SENIOR
SCIENTIFIC EDITOR DR. PEBBLES
FAKIN AND THOSE ACROSS
GOVERNMENT IN PARTICULAR LED BY
THE CDC.
SOME FOCUS POPULATIONS I WANTED
TO FLAG HERE VISUALLY, SO THIS
IS THE GROUPS WE LOOKED AT, THAT
WERE LOOKED AT BY THE TEAM IN
1998, AGAIN THOSE RACIAL AND
ETHNIC MINORITY GROUPS, AND THIS
YEAR THIS REPORT WILL FOCUS A
LOT MORE ON OTHER DISPARATE
GROUPS AND DISPARITIES THAT
REMAIN TO REACH THE END GAME OF
ELIMINATING TOBACCO DISPARITIES.
AND SO AFTER FIVE YEARS ABOUT,
SOUNDS LIKE, FROM 2018, NOW THE
LITERATURE REVIEW, ONGOING
CONVERSATIONS LED TO LOOKING AT
WHERE ARE THOSE TOBACCO-RELATED
DISPARITIES.
SO, THEY ARE LOOKING, YOU'LL SEE
THE REVIEW SUMMARIZES DISPARATE
GROUPS AND DISPARITIES THAT
REMAIN AMONG NOT ONLY
RACIAL/ETHNIC MINORITY GROUPS
BUT USE, AVAILABILITY, CESSATION
PROGRAMS, WHERE ARE THE GROUPS
IN TERMS OF DISPARITIES FOR
LGBTQ POPULATIONS, ALSO BY
INCOME, ADDITIONAL STRATIFIED
DATA BY AGE, AND ALSO FOR THOSE
EXPERIENCING MENTAL HEALTH
CHALLENGES AND CONDITIONS, BY
BEHAVIORAL HEALTH, AND THEN AS
WELL AS BY GEOGRAPHY.
YOU'LL SEE TWO, THERE ARE
NUMEROUS DATA POINTS THAT ARE
REALLY NOTEWORTHY IN TERMS OF
WHERE ARE THOSE DISPARITIES IN
THE MIDWEST, FOR EXAMPLE, VERSUS
THE NORTHEAST, AS WELL AS BY
AGE, AS I HAD MENTIONED.
I THINK ONE OF THE IMPORTANT
THINGS TO REALLY UNDERSCORE HERE
IS THAT WHILE THE PREVALENCE IS
LOWER, SIGNIFICANTLY SINCE THE
60 YEARS AND FIRST-EVER HISTORIC
REPORT, THESE DISPARITIES ARE
NOT SHARED EVENLY ACROSS THESE
GROUPS.
IN PARTICULAR FOR COMMERCIAL
USE, COMMERCIAL TOBACCO USE
INITIATION WHICH MOSTLY THE
MAJORITY STARTS DURING YOUTH,
AND THEN WHERE THEY ARE TOO.
WHERE WE'RE SEEING, WHERE IS THE
LIMITATION IN TERMS OF POLICY OR
PROGRAM, WHETHER IT'S A
CESSATION PROGRAM FOR SMOKING,
AND SO YOU'LL ALSO SEE SIMILAR
TO OTHER SGRs THERE'S GOING TO
BE AN END GAME AND VISION
CHAPTER, WHICH I'LL POINT YOU
TO, CHAPTER 8 AND 9.
IT'S NINE CHAPTERS TOTAL, IT'S
ABOUT 900 PAGES RIGHT NOW.
SO WE'RE REVIEWING IT
EXTENSIVELY WITH THE CDC.
AND END GAME ALSO POINTS TO, I
THINK THE LANGUAGE BEFORE WAS
REALLY ABOUT TOBACCO CONTROL,
AND I THINK IT'S MOVING TOWARDS
REALLY ENSURING THE ELIMINATION
OF TOBACCO, DISEASE, DISABILITY,
AND DEATH, IN PARTICULAR
DISPARITIES FELT AMONG THESE
GROUPS.
SO HERE'S WHERE SOME OF THE
OTHER CONTENT FOR THOSE, IF YOU
HAVE DIFFERENT INTERESTS,
THERE'S AN ENTIRE CHAPTER, FOR
EXAMPLE, ON MENTHOL AND FLAVORED
CIGARS BECAUSE THIS IS ALIGNED
WITH FDA REGULATIONS THAT ARE
ALSO FORTHCOMING, YOU'VE
PROBABLY BEEN AWARE AND SEEN
RECENT NEWS ARTICLES ON.
IT GOES INTO THE DIFFERENT
INFLUENCES BY INDUSTRY, BUT ALSO
DEEPLY ROOTED IN LOOKING AT
BECAUSE THERE ARE THESE
DISPARATE GROUPS, WHAT ARE THE
SOCIAL DETERMINANTS OF HEALTH,
STRUCTURAL ISSUES THAT ARE
REALLY IMPACTING THE APPEAL, THE
AVAILABILITY, AND THEN
ADDICTIVENESS OF COMMERCIAL
TOBACCO IN PARTICULAR.
AND THEN AGAIN I MENTIONED THE
END GAME HERE.
I HOPE THAT YOU'LL TAKE TIME TO
READ IT.
IT'S DEFINITELY -- 900 PAGES OF
BEDSIDE READING, THAT'S NOT NEW
FOR MANY OF YOU TO HAVE HUGE
DREAMS OF THINGS TO READ ON YOUR
BEDSIDE TABLES.
SO HERE I WANTED TO JUST SHARE A
LITTLE BIT MORE ABOUT WHERE WE
ARE WITH THE SOCIAL CONNECTION
PRIORITIES AS WELL AS YOUTH
MENTAL HEALTH.
STILL EXCITING WORK GOING ON.
WE'RE HOPEFUL DR. MURTHY CAN
JOIN YOU IF NOT FOR THE NEXT
REPORT FOR SUBSEQUENT REPORT-OUT
FROM OUR OFFICE BECAUSE HE DOES
SO MUCH WITH OUR TEAM AND WITH
SO MANY OF YOU AND THE PUBLIC TO
AMPLIFY THIS ONGOING WORK, TO
HEAR WHAT'S GOING WELL, LEARN
ABOUT BRIGHT SPOTS BUT ON THE
PUBLIC HEALTH SERVICE CORPS, THE
COMMISSIONED CORPS AND THERE'S A
LOT OF WORK THERE.
WITH SOCIAL CONNECTION I WANTED
TO SHARE BRIEFLY SOME WORK
WITHIN OUR OFFICE, ACROSS OUR
TEAMS, IT'S ONGOING.
IN ADDITION TO DISSEMINATION OF
THAT ADVISORY, AND HEARING HOW
IT IS RESONATING WITH THE
PUBLIC, THERE'S ALSO A LOT BEING
PLANNED IN TERMS OF -- THERE'S
GOING TO BE WORK ON GUIDELINES,
THERE'S A RECENT STRATEGY THAT'S
POSSIBLY IN PLACE AT NATIONAL
LEVEL, AND GUIDELINES, LOOKING
TOO AT METRICS, HOW DOES ONE,
FOR EXAMPLE, MAYBE FOR MANY OF
YOU, FOR MYSELF AS A NURSE, HOW
DO WE -- WHAT DOES IT MEAN TO
NOT NECESSARILY DIAGNOSE
ISOLATION AND SOCIAL CONNECTION
BUT HOW DO WE EVEN ASSESS FOR IT
AND WHAT ARE THE RESOURCES AND
TOOLS AT OUR FINGERTIPS IN THE
CLINICAL SETTING OR COMMUNITY
SETTING TO HELP THE PUBLIC
REALLY UNDERSTAND HOW THEY CAN
ADDRESS IT AND RESPOND TO IT AND
KIND OF REDUCE ANY OF THE RISKS
OR ONGOING IMPACTS.
SO THAT'S HAPPENING RIGHT NOW.
WE'RE HAPPY TO SAY THAT, YOU
KNOW, THERE'S ALSO THE
INTERESTING WORK THAT'S EXCITING
AROUND METRICS AND HOW TO
MEASURE IT TOO SO NOT ONLY HOW
TO ASSESS IT OR WHAT DO I LOOK
FOR AS A CLINICIAN BUT WHAT
SHOULD I BE DOING IN ORDER TO
MEASURE IT AND WHAT DOES THAT
MEAN IN TERMS OF THE
IMPLICATIONS FOR INSURANCE, WHAT
DOES THAT MEAN FOR HEALTH
SYSTEMS.
IT HAS SO MANY OTHER
CONSIDERATIONS THERE.
SO THERE'S ONGOING CONVERSATION
ACROSS NOT ONLY OUR OFFICE BUT
ACROSS HHS, AND WITH
STAKEHOLDERS TO UNDERSTAND WHAT
IT MEANS TO TAKE IT FORWARD
INCLUDING LEARNING MODELS FROM
OBVIOUSLY WE'RE NOT THE ONLY --
THIS IS A GLOBAL WORLD, SO WE'RE
LOOKING AT A LOT OF THOSE
METRICS, GUIDELINES, EVERYTHING
THAT'S EMERGING OUT OF THE U.K.
AND OTHER AREAS TOO THAT ARE
IMPACTED OR ADVANCING THIS
FURTHER, FURTHER THAN WE ARE IN
THE U.S.
ON YOUTH MENTAL HEALTH I WANT TO
SHARE, YOU KNOW, IN ADDITION TO
THIS THAT WE KNOW THAT SEPTEMBER
IS A VERY IMPORTANT MONTH.
SO DR. MURTHY HAS BEEN VERY
ENGAGED ON THE ROAD TO DISCUSS
WITH STAKEHOLDERS AND THE
GENERAL PUBLIC AND AS I
MENTIONED HERE A LOT ABOUT THE
BRIGHT SPOTS AND EMERGING
PROMISING PRACTICES AND CONNECT
WITH YOUNG PEOPLE IN PARTICULAR
BECAUSE OF SEPTEMBER BEING
NATIONAL SUICIDE PREVENTION
MONTH AS WELL AS SUBSTANCE USE
AND RECOVERY MONTH.
SO IT'S REALLY A TIME TO CONNECT
WITH YOUNG PEOPLE, INCLUDING
THEIR CAREGIVERS, EDUCATORS,
PEOPLE IN THE COMMUNITY WHO ARE
LIFTING THE WORK AND DOING THE
HARD WORK ON THE GROUND TOO.
OCTOBER WILL BE -- JUST WANTED
TO NOTE FOR US IT'S A ONE-YEAR
ANNIVERSARY.
WE HAD A LAUNCH OF OUR FRAMEWORK
ON MENTAL HEALTH AND WELL-BEING
WHICH WE ENGAGED WITH YOU ON
THIS TIME LAST YEAR, SO WE'RE
EXCITED TO SEE HOW THAT HAS
CONTINUED TO MAYBE HELP SHAPE OR
DRIVE CONVERSATIONS AND POLICY.
AND SO STAY TUNED THERE.
I KNOW THERE'S SOME UPCOMING
ENGAGEMENTS, AND WE'RE HOPING TO
STAY CONNECTED WITH YOU ALL
BECAUSE I KNOW THAT YOUR OWN
AGENCY HAS BEEN DOING A LOT OF
WORK ON THAT TOO.
OKAY.
TWO MORE SLIDES.
THANK YOU FOR LISTENING.
ONE IS I WANTED TO SHARE SOME
RECENT EVENTS AS I MENTIONED,
DR. MURTHY WAS ON THE ROAD AND
CONNECTING WITH FOLKS ACROSS THE
COUNTRY.
ONE, HE TRAVELED WITH FLOTUS,
DR. BIDEN, WENT TO INDIANA AND
VISITED ROBBIE'S HOPE, AN
ORGANIZATION WE HAVE ENGAGED
WITH MANY TIMES, AT LEAST ONCE
BEFORE, DURING THIS
ADMINISTRATION.
AND THEN THE OTHER IS REALLY
HIGHLIGHTING AGAIN MENTAL HEALTH
AS HEALTH, THE SAME WAY WE LOOK
AT PHYSICAL HEALTH, BY TALKING
TO -- YOU'LL SEE HERE NAOMI
OSAKA AND MICHAEL PHELPS AT THE
U.S. OPEN, THAT'S ALSO ONLINE.
I CAN SHARE THAT WITH YOU, A
WONDERFUL CONVERSATION THAT THEY
HAD TOGETHER TO REALLY HIGHLIGHT
VULNERABILITY AS STRENGTH WHEN
WE TALK ABOUT OUR MENTAL HEALTH,
AND WE'RE HOPEFUL THAT MORE WILL
CONTINUE TO WATCH THAT,
ESPECIALLY YOUNG PEOPLE AND
THEIR CAREGIVERS AS WELL BECAUSE
OF EVEN NAOMI SHARED HER
STRUGGLE QUITE OPENLY IN
PARTICULARLY DURING PREGNANCY
AND AFTERWARDS.
AS AN ATHLETE AND SOMEONE IN THE
PUBLIC REALM TOO.
LASTLY I'D LOVE TO TAKE THIS
TIME TO INVITE YOU ALL.
YOU'RE MOST WELCOME, I KNOW IT'S
LAST MINUTE POSSIBLY, BUT ON
MONDAY A WONDERFUL EVENT AT THE
KENNEDY CENTER, STILL I BELIEVE
TICKETS AVAILABLE.
IT'S REALLY BEEN QUITE A TIME.
AND I THINK OUR OFFICE AND TEAM
WANTS TO CONTINUE RECOGNIZING,
YOU KNOW, SO MANY OF WHAT WE'VE
BEEN THROUGH TOGETHER, OVER THE
LAST NOT ONLY THREE PLUS YEARS
BUT AS A NATION, TO THANK MANY
PEOPLE WITH THE HIGHEST HONORS.
YOU'LL SEE THEY WILL BE AWARDING
SURGEON GENERAL'S MEDALLION TO
SIX AWARDEES, WHICH WAS PUBLICLY
ANNOUNCED.
WE HOPE YOU'LL JOIN US.
IT'S NOT TOO FAR.
IT'S A VERY -- IT'S GOING TO BE
REALLY FOCUSED ON MUSIC AND
TOGETHERNESS AND HOW CONNECTED
WE ARE, AND REALLY ON HEALING,
RECOGNIZING WE NEED AN ONGOING
TIME TO GRIEVE, TO HEAL, TO BE
TOGETHER, THE WAY WE ARE
PERSONALLY BUT ALSO TAKING THESE
MOMENTS TO PAUSE AND REALLY
CELEBRATE EACH OTHER.
SO WITH THAT I SEE WE HAVE A FEW
MINUTES.
I WANTED TO SAY THANK YOU AGAIN.
IT'S ALWAYS AN HONOR AND A
PLEASURE TO SEE YOU ALL AND TO
SHARE OUR WORK.
THERE THERE'S ANYTHING WE CAN DO
TO AMPLIFY THE WORK, AMPLIFY
YOUR WORK, WE'VE BEEN TALKING AS
A TEAM, HAVE SPOKEN IN THE PAST
HOW TO EVALUATE AND DOCUMENT THE
CONTRIBUTIONS TOWARD SHARED
IMPACT, OUR TEAM IS LOOKING AT
MAYBE SOME SORT OF ANNUAL OR
YEAR IN REVIEW, FOR THE LAST
THREE YEARS THROUGH THE PANDEMIC
WHAT ARE SOME OF THE WAYS THAT
WE WITHIN OUR AGENCIES EVEN HAVE
CONTRIBUTED TO DRIVING MENTAL
HEALTH AS A PUBLIC HEALTH ISSUE
TOGETHER, KNOWING WE'VE BEEN
DOING THIS AS A COMMUNITY.
SO WITH THAT, THANK YOU SO MUCH
AGAIN.
I'M ALWAYS HUMBLED AND HONORED
TO JOIN YOU, AND THE MANY
INCREDIBLE MINDS IN THE ROOM
ADVANCING THE WORK TOGETHER WITH
US.
SO THANK YOU ALL.
I'LL PAUSE THERE.
IF YOU HAVE QUESTIONS, ANYTHING
THAT I SHARED, YOU'D LIKE TO ASK
MORE ABOUT.
>>A QUESTION.
>>DO I HAVE TO USE THE
MICROPHONE?
>>WE HAVE MICS ON THE TABLE.
BE CAREFUL WHEN YOU WHISPER.
[LAUGHTER]
>>THANK YOU.
WHEN YOU STARTED TALKING ABOUT
YOUTH, MENTAL HEALTH AND SOCIAL
MEDIA, IT TRIGGERED MY
IMAGINATION, I MAY HAVE MISSED
SOMETHING.
ARE THERE RECOMMENDATIONS ABOUT
THE USE OF SOCIAL MEDIA TO
SUPPORT MENTAL HEALTH AS WELL AS
LOOKING AT THE IMPACT, ADVERSE
IMPACT?
>>EXACTLY, YES.
IT'S A GREAT QUESTION, GREAT
POINT, BECAUSE THERE ARE -- WHEN
WE LOOK AT DATA, THERE ARE MANY
YOUNG PEOPLE, MAJORITY OF
ADOLESCENTS, GIRLS IN
PARTICULAR, EVEN WHEN WE'RE
SEEING SOME OF THE DATA WHERE
THERE ARE, FOR EXAMPLE, 1 IN 3
SERIOUSLY CONSIDERING SUICIDE,
ALSO HIGH NUMBERS OF YOUNG
PEOPLE, ADOLESCENTS AND GIRLS IN
PARTICULAR, WHO ALSO LOOK TO
SOCIAL MEDIA FOR FEELINGS OF
BELONGING, FOR FEELING INCLUDED,
AND SO WE REALLY TRY TO INCLUDE
BOTH BECAUSE WE SAW BOTH, THERE
WASN'T A SUFFICIENCY OF EVIDENCE
TO SAY OR TO LEAN ANY PARTICULAR
WAY.
SO WE DO OUR BEST TO REALLY
OBJECTIVELY SHARE THAT IN
PARTICULAR.
>>I'M THINKING ABOUT ACTIVE
RECOMMENDATIONS FOR --
>>YEAH.
>>IMPROVING, IDENTIFYING PEOPLE
AT RISK OR GIVING THEM
ALTERNATIVE INFORMATION SOURCES
THAT MAYBE WILL COUNTER SOME OF
THE NEGATIVITY THEY ARE SEEING.
>>I DON'T WORK SPECIFICALLY ON
THE YOUTH MENTAL HEALTH
PORTFOLIO BUT HAPPY TO GO BACK
AND CONNECT YOU WITH OUR TEAM
MEMBER BECAUSE I DON'T WANT
TO -- YOU KNOW, IT'S NOT AS
EXTENSIVE, THE CALLS TO ACTION
IN TERMS OF EACH STAKEHOLDER
GROUP AS SOME OF OUR SGR
REPORTS, SO WE HAVE
RECOMMENDATIONS FOR POLICYMAKERS
WHICH LOOKS MORE KIND OF AGE AND
DIFFERENT POLICIES, AND THEN WE
SPEAK TO PARENTS AND CAREGIVERS,
BUT I CAN ASK HER TO KIND OF
LOOK THROUGH A LITTLE BIT
FURTHER TO GET TO THE ANSWER FOR
THAT QUESTION IN PARTICULAR
BECAUSE IT'S AN IMPORTANT ONE
JUST TO SEE EXACTLY WHERE YOU
CAN POINT TO AND IF THERE IS AN
ACTION THAT CAN BE TAKEN OR
RECOMMENDED.
I'M HAPPY TO TAKE THAT BACK.
>>RESEARCH AGENDA.
>>EXACTLY, YES.
EVEN UNDER THAT, WITH THAT
QUESTION, THERE IS A SPECIFIC
RESEARCH SECTION THAT FOCUSES ON
THAT SO WE CAN PULL THAT UP FOR
YOU.
>>SO THANK YOU VERY MUCH FOR
THAT WONDERFUL PRESENTATION.
AND, AGAIN, I WANT TO COMMEND
YOU AND THE ENTIRE OFFICE,
OFFICE OF THE SURGEON GENERAL,
FOR THESE TERRIFIC
EVIDENCE-BASED REPORTS AND ALSO
YOUR TREMENDOUS EFFORTS ON
ENGAGING THE PUBLIC.
I THINK IT OPENS UP DIALOGUE AT
A LEVEL.
SO THANK YOU VERY MUCH.
WITH THAT, WE WILL MOVE TO OUR
NEXT ITEM OF BUSINESS, WHICH IS
THE APPROVAL OF OUR MAY 2023
MINUTES AND OUR FUTURE MEETINGS.
SO, THE MINUTES WERE DISTRIBUTED
TO THE BOARD AHEAD OF TODAY'S
MEETING, AND SO FIRST I'D LIKE
TO ASK IF THERE ARE ANY
QUESTIONS OR CONCERNS WITH THE
MINUTES AS YOU RECEIVED THEM.
OKAY.
SO NOW I'M GOING TO -- SEEING
THAT, I'M GOING TO ASK FOR A
MOTION FROM THE BOARD TO APPROVE
MINUTES.
>>SO MOVED.
>>IT'S BEEN MOVED AND SECONDED.
ALL IN FAVOR OF APPROVAL, PLEASE
INDICATE.
OKAY.
ARE THERE ANY DISSENTING VOTES?
I DON'T SEE ANY.
SO WITH THAT, MOTION TO APPROVE
THE MINUTES PASSES.
OUR NEXT ITEM OF BUSINESS IS A
LIST OF FUTURE MEETING DATES,
CALLING YOUR ATTENTION TO THE
2025 FALL MEETING WHICH IS
SCHEDULED FOR SEPTEMBER 9th
AND 10th OF 2025.
I WOULD LIKE TO ASK THE BOARD
FOR APPROVAL OF THIS FUTURE
MEETING DATE.
THIS CAN BE DONE BY ACCLIMATION,
- - ACCLAIMATION, ARE THERE ANY
ISSUES WITH THE SEPTEMBER 9 AND
10 OF 2025 DATES?
WE'LL ADD TO TO THE LIST.
I WANT TO NOTE THE MEETINGS IN
2024, FEBRUARY AND MAY MEETINGS,
WILL BE HEALTH VIRTUALLY,
RECOMMENDED VIRTUALLY,
RECOMMENDED IN-PERSON MEETING
FOR SEPTEMBER 24 AND 25, AND
THEN THAT FEBRUARY AND MAY
MEETING IN 25 WILL ALSO BE
RECOMMENDED TO BE VIRTUAL.
YOU'LL ALSO SEE THAT THERE ARE A
NUMBER OF OTHER MEETING DATES
THAT ARE LISTED IN THE AGENDA,
SO THESE ARE JUST FOR
INFORMATIONAL PURPOSE ONLY.
WITH THAT I'M GOING TO TURN IT
OVER TO OUR BOARD OF REGENTS --
OR OUR DIRECTOR OF THE NATIONAL
LIBRARY OF MEDICINE, PATTI
BRENNAN.
THANK YOU, PATTI.
>>THANK YOU VERY MUCH, AND
WELCOME TO BEING BOARD CHAIR.
I APPRECIATE YOUR PRESENCE.
I'M GOING TO SHOW YOU HOW
SKILLFUL I AM AT COMPUTERS.
I WANT TO BEGIN FIRST BY
THANKING JEANE FOR THAT REPORT
FROM THE SURGEON GENERAL'S
OFFICE.
MANY OF YOU RAISED AN ADOLESCENT
AND FOUND OUT ADOLESCENT
STRUGGLED.
ANY MATERIALS THAT CAN BE
AVAILABLE TO HELP PARENTS SEE
THE CUES, SEE THEM AND FEEL LESS
GUILTY IS IMPORTANT.
THIS IS THE 194th MEETING, MY
22nd MEETING, I'M THANKFUL FOR
OUR BOARD OF REGENTS, AN
IMPORTANT SERVICE YOU PROVIDE TO
THE NIH, TO THE NATIONAL LIBRARY
OF MEDICINE, AND TO ME
PERSONALLY, A SOUNDING BOARD,
GUIDES, ENCOURAGERS, MANY OF YOU
STARTED AS FRIENDS SO I'M REALLY
VERY GRATEFUL FOR THAT.
WE'VE BEEN ON A NICE JOURNEY.
I WOULD BE REMISS BY NOT ALSO
THANKING THE STAFF, CHRISTINE,
LORETTA, THE TEAM THAT SUPPORTS
US.
I'VE KNOWN MANY FOR ALMOST 20
YEARS, I CAME AS A SPEAKER,
NEVER AS A BOARD MEMBER BUT THEN
AS DIRECTOR AND THEY REALLY
HELPED US.
WE'RE IN A ROOM THAT'S A SPECIAL
ROOM TO THE NATIONAL LIBRARY OF
MEDICINE.
THIS IS OUR VISITORS CENTER.
NLM IS THOUGHT OF AS THE FRONT
DOOR TO NIH.
THIS ROOM HAS HOSTED MANY, MANY,
MANY VISITORS, SEVERAL IN
LUNCHEON MEETINGS IN HERE AND
ARE NOTICING THE VENTILATION
HASN'T GOTTEN MUCH BETTER OVER
THE YEARS.
[LAUGHTER]
I'VE ASKED THEM TO TAKE A LOOK
AND GET MOVING.
THIS TIME, FOR THIS PARTICULAR
MEETING, I THANK MEDIA OPS STAFF
AND CHRISTINE AND RENOVATING.
WE HAVE BRIGHT LIGHTS, WE HAVE
SCREENS AVAILABLE.
WE HAVE GOOD SOUND.
SO I'M REALLY VERY GRATEFUL FOR
WHAT HAS CHANGED.
IF YOU GET A MINUTE, WANDER OFF
INTO THE ALCOVE.
ABOUT 20 YEARS AGO, WITH DR.
LINDBERG'S GREAT DIRECTION, HE
COMMISSIONED AN EXHIBITION,
DREAM ANATOMY.
OUR HISTORIC AND CONTEMPORARY
SOURCES WERE CONVERTED INTO ART
PIECES.
YOU'LL SEE SOME IN THE ROOM NEXT
DOOR.
WE MISS HAVING THE ABILITY TO
SHOW OUR BEAUTIFUL PRECIOUS
PIECES OVER THE YEARS.
WE'RE EXCITEDLY AWAITING THE
RENOVATION OF BUILDING 38, OUR
SQUAT BUILDING IN THE FRONT.
I WAS TOLD IT WAS GOING TO BE
READY IN MAY OF 2023, I'LL
RETIRE AFTER THAT.
IT WILL OPEN IN 2025, SO I'LL BE
BACK.
I NEED TO CALL OUT THOSE WHO
PUSHED OUR RESEARCH FACILITIES
PEOPLE ALONG TO GET THIS
BUILDING GOING.
WE'VE FOUND MANY SURPRISES,
FORTUNATELY NO DEAD BODIES IN
THE WALLS, BUT A NUMBER OF
MESSAGES FROM THE PAST THAT HAVE
COME UP TO US.
I WANT TO THANK ALL OF YOU ON
THE VIDEOCAST ALSO AND LISTENING
IN TODAY.
ATTENDING THE MEETING IS BORN TO
UNDERSTAND WHAT THE NATIONAL
LIBRARY OF MEDICINE IS GOING AND
I WANT TO THANK LEADERSHIP TEAM
WHO ARE MOSTLY IN THE ROOM HERE
TODAY, YOU KNOW SOME OF THESE
PEOPLE IN THE FLESH, MANY OF
THEM FROM PICTURES, BUT I WANT
TO MAKE SURE YOU GET A CHANCE TO
MEET WEI MA, TWO MOST RECENTLY
APPOINTED ACTING DIRECTORS, I'M
DELIGHTED WITH THEIR SUPPORT AND
HELP.
THIS IS A ROOM AND MEDIUM THAT
WOULD NOT BE POSSIBLE WITHOUT
THE MEDIA OPERATIONS TEAM.
I DON'T THINK WE'LL EVER SEE
THEM TODAY BUT THEY ARE LURKING
AROUND EVERYWHERE HELPING US.
THANK YOU, MEDIA OPS PEOPLE.
ONE OF THE THINGS OUR OFFICE OF
COMMUNICATIONS AND PUBLIC
LIAISON AND MEDIA OPS DO IS
PREPARE VIDEOS.
I'M GOING TO SHOW OUR LATEST
VIDEO.
WE'RE EXCITED ABOUT THE ABILITY
TO BRING TO THE PUBLIC THIS
SCIENCE AND CONTRIBUTIONS TO THE
NATIONAL LIBRARY OF MEDICINE
THROUGH VIDEO.
SO MEDIA OPS PEOPLE, TAKE THE
VIDEO UP, I WOULD APPRECIATE IT.
>>THERE'S NEVER BEEN A TIME IN
HISTORY WE'VE HAD SO MUCH ACCESS
TO SCIENCE AND TECHNOLOGY AS
BEING APPLIED TO HEALTH CARE.
ONE OF THE CHALLENGES FOR THE
FUTURE IS HOW TO MOVE THINGS
LIKE BIOMEDICAL INFORMATICS AND
ARTIFICIAL INTELLIGENCE AND DATA
SCIENCE INTO THE MAINSTREAM OF
HEALTH CARE.
>>THERE IS NO ONE OTHER THAN
NLM WHO IS SPECIFICALLY
DEDICATED TO BIOMEDICAL
INFORMATION RETRIEVAL.
WE KEEP PEOPLE FOCUSED ON WHAT
REALLY MATTERS FOR HEALTH AND
ADVANCING MEDICINE.
>>OUR RESEARCH FOCUSES ON A.I.
AND MACHINE LEARNING.
IN THE LONG RUN WE AIM TO TEACH
COMPUTERS TO READ AND UNDERSTAND
SCIENTIFIC PAPERS LIKE
SCIENTISTS, TO INTERPRET X-RAYS
OR IMAGES LIKE RADIOLOGISTS, AT
A SPEED AND ACCURACY THAT'S
ABOVE AND BEYOND HUMAN ABILITY.
>>MEDICINE HAS BEEN DREAMING
ABOUT HAVING THIS ABILITY TO
CONSULT A LARGE LIBRARY OF
PATIENT RECORDS, TO MAKE BETTER
DECISIONS.
WE'VE BEEN THINKING ABOUT THIS
AS A FIELD FOR 40 YEARS.
FINALLY WITH THE SUPPORT OF THE
NATIONAL LIBRARY OF MEDICINE, WE
HAVE ESTABLISHED ITS
FEASIBILITY, ITS SAFETY, AND
LONG-TERM VIABILITY.
>>EVERY CLINICIAN HAS SEEN
CERTAIN NUMBER OF PATIENTS IN
THEIR CLINICAL TRAINING, THEY
BECOME VERY ADEPT AT THAT
POPULATION.
MACHINES ON THE OTHER HAND COULD
BE TRAINED ON DATA THAT IS FREE
OF BIAS FROM DIFFERENT PARTS OF
THE WORLD, FROM DIFFERENT
ETHNICITIES, DIFFERENT AGE
GROUPS SO THERE'S AN IMPROVED
CAREGIVING, THEREFORE BETTER
EXPECTATION ON TREATMENT AND
CARE.
>>A.I. CAN BE SOMEWHAT FRAGILE,
IF GIVEN UNEXPECTED INPUT CAN
GIVE A VERY UNEXPECTED OUTPUT.
REALLY THE WHOLE GOAL OF OUR
RESEARCH IS TO UNDERSTAND HOW
CAN WE INVESTIGATE WHERE A.I. IS
FRAGILE, ESSENTIALLY BREAK IT SO
WE CAN UNDERSTAND HOW TO FIX IT
AND MAKE IT STRONGER.
REALLY IT COMES DOWN TO THE
ABILITY TO TAKE WHAT IS
THEORETICAL RESEARCH AND APPLY
IT TO HEALTH CARE, AND IMPROVE
THE TREATMENT THAT WE CAN
PROVIDE PATIENTS.
♪
>>THANK YOU VERY MUCH, MEDIA
OPS PEOPLE.
THESE VIDEOS ARE AVAILABLE ON
THE YouTube CHANNEL AND OUR
WEBSITE, CAN BE USED FOR PUBLIC
EDUCATION, DOWNLOADED.
LET US KNOW HOW TO MAKE USE OF
THESE VIDEOS.
WE'RE DRIVEN BY A STRATEGIC PLAN
THE BOARD OF REGENTS HELPED US
CRAFT IN 2017 WITH THREE PILLARS
OF DIRECTION, TO ACCELERATE DATA
DISCOVERY, HANS HEALTH THROUGH
DATA GIVEN RESEARCH, BUILD A
WORKFORCE FOR DATA DRIVEN
RESEARCH.
WE'VE DONE AMAZING THINGS IN THE
SEVEN YEARS I'VE BEEN HERE.
I'M PROUD OF THE WORK WE'VE DONE
BUT WE'RE NOT DONE YET.
WE HAVE THREE YEARS LEFT IN THE
STRATEGIC PLAN.
WE'RE LOOKING AT CONTINUED NEW
WAYS, ACCELERATION OF RESEARCH
PARTICULARLY WITH LARGE LANGUAGE
MODELS.
I NEED TO CALL DIANNE BABSKI OUT
AGAIN, SHE'S BEEN OUR LEADER,
WHAT DO THESE HAVE TO DO FOR OUR
OPERATIONS, PARTNERED WITH
RESEARCHERS AND ACROSS CAMPUS TO
BUILD A COMMUNITY OF CAMPUS
AROUND LARGE LANGUAGE MODELS FOR
RESEARCH AND FEDERAL OPERATIONS,
REALLY TERRIFIC.
WE DO QUITE A BIT OF EDUCATION,
PLEASED WITH THE INTRAMURAL
RESEARCH PROGRAM WITH NEW
PROJECTS TO CREATE OPPORTUNITIES
FOR PEOPLE TO LEARN.
I WANT TO TAKE A PAUSE AND
MOMENT TO ACKNOWLEDGE IMPORTANCE
OF OUR BOARD MEMBERS, THOSE WHO
HAVE GOTTEN THROUGH ALL OF THE
590 FORMS AND MILLIONS OF PAGES
NOW, IT'S A FREE SERVICE TO THE
GOVERNMENT TO EXPOSURE PERSONAL
INFORMATION.
BUT WE TAKE VERY GOOD CARE OF
IT.
PROMISE.
MITCHELL KATZ AND PHILIP WALKER
ARE FULLY APPOINTED, CARMEN
PORTILLO IS CONSULTANT UNTIL THE
SECRETARY'S OFFICE MAKES THE
APPROVAL.
AND ANN QUIDIC IS NOT ABLE TO BE
HERE TODAY.
WE HAD ANDY CLARK WAS TO BE
CONTINUING ON AS BOARD MEMBER.
HE'S HAD A FAMILY ISSUE THAT
REQUIRED HIM TO STEP AWAY FROM
PUBLIC SERVICE, WE HOPE TO
ENGAGE HIM IN THE FUTURE.
I'M GOING TO TAKE DIRECTOR'S
PREROGATIVE TO TAKE A FEW
MINUTES OF REFLECTION OF MY TIME
HERE AT THE NATIONAL LIBRARY OF
MEDICINE.
I FIRST KNEW OF THE NATIONAL
LIBRARY OF MEDICINE IN 1984,
WHEN I WAS TRYING DESPERATELY TO
FUND MY DOCTORAL STUDY, WHICH
DIDN'T WORK, BY THE WAY.
I HAVE BEEN SUPPORTED BY THE
NATIONAL LIBRARY OF MEDICINE
BOTH AS RESEARCHER AND NOW AS
PROFESSIONAL FOR ALMOST 40
YEARS.
IT'S BEEN A GREAT PRIVILEGE.
WHEN I LOOK BACK TO WHAT I
BELIEVE WAS MY CONTRIBUTION, I
WOULD SAY IT WAS THE CREATION
AND ADOPTION AND EMBRACING OF A
CONCEPT WE CALL ONE NLM.
JIM OSTELL MIGHT TEASE ME BUT WE
HAVE OVER THE LAST 7 YEARS
RECOGNIZED THE INTERDEPENDENCE
ACROSS THE NATIONAL LIBRARY OF
MEDICINE, NOT JUST IN THE
PHRASING OF RESEARCH DRIVES OUR
SERVICES, SERVICE DRIVES OUR
RESEARCH, BUT OUR DOLLARS HAVE
TO FLOW IN A WAY THAT SUPPORTS
PROJECTS THAT REQUIRE ENGAGEMENT
ACROSS THE NATIONAL LIBRARY OF
MEDICINE.
MY RESEARCH TEAM HAS BEEN
INCREDIBLY SUPPORTIVE OF MY
DESIRE TO SIT AND TALK,
SOMETIMES IN LONG PERIODS OF
TIME ABOUT WHAT DOES IT MEAN TO
BE ONE NLM AND HOW DO WE GET
THERE.
MOVING FROM A DIVISION FIRST TO
AN INSTITUTE OR LIBRARY OR NLM
FIRST PERSPECTIVE, OR AT LEAST
COMPLEMENTING A DIVISION FIRST
WITH THIS PERSPECTIVE HAS BEEN
REALLY VERY IMPORTANT.
WE HAVE OVER THE LAST SEVEN
YEARS STRENGTHENED OUR
INFRASTRUCTURE, BOTH OUR
PHYSICAL INFRASTRUCTURE AS WELL
AS COMPUTING INFRASTRUCTURE,
MUCH OF THAT DONE WITH SUPPORT
OF NIH BUT MUCH DONE ALSO WITH
REMOVING $30 MILLION OF OUR
OPERATIONAL FUNDS TO MAKE SURE
OUR BUILDINGS STAY INTACT, GOOD
PLACES FOR PEOPLE TO WORK AND
PRESERVING OUR MATERIALS FOR THE
FUTURE.
I'M PROUD OF THE GROWTH IN
SCIENCE, DURING MY PERIOD OF
TIME WE'VE BROUGHT IN EIGHT NEW
INVESTIGATORS INTO THE
INTRAMURAL RESEARCH PROGRAM,
EXPANDED OUR EXTRAMURAL FUNDING,
WE'VE REALIGNED THE FUNDING FOR
THE NETWORK OF NATIONAL LIBRARY
OF MEDICINE AND PUT TOGETHER
WHAT I BELIEVE IS REALLY A
POWERHOUSE OF RESEARCH PREPARING
FOR THE FUTURE.
PERHAPS GREATEST PERSONAL PRIDE
FOR ME HAS BEEN THE POSITIONING
OF NLM AS A LEADER AT THE NIH
FOR DATA SCIENCE AND INFORMATION
TECHNOLOGY.
BECAUSE OF THE WORK OF PEOPLE IN
THIS ROOM, KIM PRUITT, STEVE
SHERRY, MYSELF, DIANE, WE'VE
MADE THE NIH RECOGNIZE NOT ONLY
ARE WE AT THE BORDER BUT ALSO AT
THE CENTER OF DATA SCIENCE.
I'M PROUD TO SAY IN INSTITUTE
AND CENTER DIRECTORS MEETINGS
EVERY THURSDAY PEOPLE SAY DATA
WITHOUT TRIPPING OVER IT OR CAN
TALK ABOUT FUTURE OF INFORMATION
RESOURCES SAYING WHY DO THEY
COST SO DARN MUCH.
I'M READY TO GET R. -- LET GO
AND MOVE ON, I BELIEVE THIS IS
THE RIGHT TIME FOR ME TO MOVE
ON.
WE'VE ACCOMPLISHED AS MUCH AS WE
CAN ACCOMPLISHED WITH THIS
LEADER, IT'S TIME TO MOVE TO THE
NEXT LEADERS.
I'LL TALK ABOUT LEADERSHIP
TRANSITION WHICH IS VERY
EXCITING.
STEVE SHERRY, HERE IN THE ROOM
WITH US, WILL BE SPEAKING IN A
FEW MOMENTS, WILL BECOME ACTING
DIRECTOR OCTOBER 1.
DR. RICHARD SUREMAN JOINED US AS
OF SUNDAY MORNING AS OUR VERY
FIRST NLM SCIENTIFIC DIRECTOR.
AND VALERIE FLORANCE, ACTING
SCIENTIFIC DIRECTOR FOR THE LAST
THREE YEARS, WILL BE STEPPING
INTO A NEW POSITION INNED
LEADERSHIP.
WE HAVE EXCITING OPPORTUNITIES
FOR DEPUTY DIRECTOR OF
OPERATIONS AND INNOVATION, MIKE
IS SEARCHING IN THIS POSITION,
ACTING ROLE RIGHT NOW.
SOLICITATION FOR THESE POSITION
APPLICATIONS IS OPEN AT PRESENT.
WE HAVE PLANS TO CREATE OR,
SORRY, REFILL THE POSITION OF
DEPUTY DIRECTOR FOR POLICY AND
EXTERNAL AFFAIRS WHICH WAS HELD
BY JERRY SHEEHAN UNTIL HE LEFT
FOR FRANCE.
WE HAVE ENGAGED A DETAIL, WE
HOPE TO MAKE THAT ANNOUNCEMENT
VERY SOON.
WE'LL BE MAKING, INITIATING
SEARCH FOR DEPUTY DIRECTOR FOR
EXTRAMURAL RESEARCH, BY THE END
OF THIS MONTH.
I'M LOOKING AT TODD TO SEE HOW
WE'RE DOING, COMING UP FAIRLY
SOON.
WE HAVE TWO POSITIONS ACTIVELY
SEARCHING FOR, TO ME REALLY A
PART WHERE NLM MUST SUCCEED,
THAT'S THE USE OF CLINICAL DATA
FOR RESEARCH.
WE HAVE A POSITION OPEN FOR OUR
DIRECTOR OF THE LISTER HILL
CENTER AND DEPUTY DIRECTOR FOR
LISTER HILL CENTER, THESE TWO
POSITIONS HAVE BEEN FILLED,
OLIVIA AND JIM, FOR THE LAST
FIVE YEARS BUT TRANSITION TIME
IS HERE AND WE HAVE CREATED A
CENTER FOR OBSERVATIONAL
INVESTIGATIONS, WE'RE INCREASING
OUR CAREFUL HANDLING OF HUMAN
DATA, CLINICAL DATA FOR
RESEARCH, LISTER HILL IS BEING
POSITIONED AS A RESEARCH ARM.
DR. SUREMAN JOINED US YESTERDAY,
YOU'RE AWARE OF HIM BECAUSE OF
HISTORY AND REPUTATION, RECENTLY
DIRECTOR OF THE CRAIG VENTER
INSTITUTE IN LA JOLLA,
CONTRIBUTIONS IN MOLECULAR
STUDIES, PARTICULAR INTEREST IN
KNOWLEDGE GAPS, LINKING DATA
INTO INTERPRETABLE UNIT IS
CRITICAL FOR OUR PROGRAM.
HE'S ALREADY STARTED TO BUILD
BRIDGES WITH OUR NCBI
PARTICULARLY TO UNDERSTAND HOW
TO BRING TOGETHER THE KNOWLEDGE
OF RESEARCHERS WITH RESEARCH
SUPPORT OPERATIONS.
I'M EXCITED WITH RICHARD JOIN US
IN PART BECAUSE HIS VISION WILL
BRING OUR INVESTIGATORS DEEPER
INTO THEIR OTHER THAN SCIENCE,
BUT TOGETHER INTO ADVANCING THE
SCIENCE OF THE NATIONAL LIBRARY
OF MEDICINE.
SO WELCOME, RICHARD.
HE WILL BE WITH US FOR DINNER
THIS EVENING, PLEASE TAKE TIME
TO MEET HIM A LITTLE BIT.
STEVE, I'LL ASK YOU TO COME UP
WHILE I INTRODUCE YOU.
STEVE SHERRY HAS BEEN HERE FOR
25 YEARS AT THE NATIONAL LIBRARY
OF MEDICINE, MAJOR LEADERSHIP
ROLES, CREATING AND ENSURING
MANY OF OUR MOLECULAR SERVICES.
HE HAS REORIENTED, REPOSITIONED
THE AMAZING NCBI AROUND THREE
THEMES, RESILIENCE,
REPRESENTATION, RELIABILITY,
BEGAN AS ANTHROPOLOGIST,
TREMENDOUS SERVICE IN 9/11
PERIOD WITH IDENTIFICATION OF
SOME VICTIMS.
STEVE IS WELL KNOWN AS A
SCIENTIST AND LEADER AND NOW
WILL BECOME OUR INTERIM DIRECTOR
AS OF OCTOBER 1, I'LL GIVE HIM A
MINUTE.
>>THANK YOU, PATTI.
GOOD MORNING, EVERYONE.
FIRST I WANT TO SAY GRATITUDE I
HAVE FOR PATTI BRENNAN AND
LEADERSHIP IN THE LAST SEVEN
YEARS.
THESE ARE BIG SHOES TO FILL, AS
ACTING DIRECTOR.
THE PRINCIPLES I'M TRYING TO
PULL TOGETHER TO STEWARD THINGS
SHE'S BUILT.
THERE'S FOUR I WANT TO SHARE
WITH THE BOARD NOW.
THE FIRST IS CULTIVATING THIS
ORGANIZATION, CULTURE, SHE
MENTIONED ONE NLM.
AND THAT'S SOMETHING THAT WE CAN
CONTINUE TO CULTIVATE AND
REINFORCE OVER THE NEXT COMING
YEAR AS OUR DIVISIONS LEARN HOW
TO WORK SYNERGISTICALLY ON NEW
OPPORTUNITIES.
THE WHOLE EMERGING ROLE OF
CLINICAL DATA IN RESEARCH I
THINK WILL HAVE AN INTERPLAY
WITH NATURAL SCIENCE DATA, SO
THERE'S A LOT OF ARCHITECTURAL
COMPUTATIONAL AND, YOU KNOW,
JUST DISCOVERY OPPORTUNITIES
THERE.
LOOKING FORWARD TO WORKING WITH
RICHARD ON THAT.
PART TOO IS PURSUING STRUCTURES
FOR EQUITY, INCLUSION,
EXCELLENCE.
I THINK THE LIBRARY HAS DONE A
LOT OF WORK IN THIS AREA, YOU'LL
HEAR MORE THROUGHOUT THE YEAR
AND FOLLOWING MEETINGS AROUND
REAP GOALS, FEEDBACK ANALYSIS,
AND THIS IS JUST A TREMENDOUS
OPPORTUNITY TO BRING DIVERSITY
FORWARD.
SECOND PRINCIPLE, BUDGET
CONSCIOUS EXECUTION.
I THINK WE'RE IN INTERESTING
TIMES WITH OUR BUDGET.
I'M HERE TO REASSURE WE'RE GOING
TO EXECUTE WITH KEEN AWARENESS
FOR BUDGET REALITIES AND ENSURE
RESPONSIBLE MANAGEMENT OF OUR
OFFERINGS.
THIRDS, EMBRACE CONTINUOUS
INNOVATION.
THIS IS TO ENHANCE OPERATIONS
AND SERVICES, WE'LL HEAR MORE
ABOUT THAT LATER THIS AFTERNOON.
I WON'T STEAL ANYONE'S THUNDER
BUT THAT'S AN IMPORTANT
INITIATIVE FOR LEADERSHIP TEAM
TO CONTINUE.
FINALLY WHAT COVERS ALL OF THIS
IN THE STRATEGIC PLAN IS
PURSUING EXCELLENCE.
UNWAVERING COMMITMENT TO PURSUE
EXCELLENCE IN RESEARCH AND
PUBLIC SERVICES, UPHOLDING
HIGHEST STANDARDS IN EVERYTHING
WE DO.
I THINK NLM HAS BEEN A LEADER
AROUND DATA QUALITY AND TRUST WE
HAVE IN OUR SERVICES IS
PARAMOUNT TO EVERYTHING ELSE.
THOSE ARE THE PRINCIPLES I'M
GOING FORWARD WITH.
THANK YOU AGAIN, PATTI.
>>THANK YOU.
I CAN REST IN PEACE.
[LAUGHTER]
YOU MAY KNOW I'M MOVING ACROSS
THE BAY TO EASTERN MARYLAND, TO
A HOME I'VE RENOVATED THERE.
THERE'S NO INTERNET OVER THERE.
I JUST WANT TO LET YOU KNOW.
[LAUGHTER]
I ALSO WANT TO TAKE A MOMENT TO
PAUSE AND INVITE THOSE IN THE
ROOM AND THOSE LISTENING TO OUR
HOMECOMING CELEBRATION ON THE
19th OF SEPTEMBER FROM 12 TO
2, WE'RE GOING TO -- 12:30 TO
2:30, EXCUSE ME, CELEBRATING
WITH A PIZZA LUNCH AND ANOTHER
CHANCE TO SAY FAREWELL AND TURN
THE KEYS TO STEVE.
SINCE WE SAW YOU LAST WE'RE
FOCUSING ON ADMINISTRATIVE
RESILIENCE, TRANSITION REQUIRES
US TO THINK HARD ABOUT PUTTING
THE RIGHT ADMINISTRATIVE
STRUCTURE IN PLACE, INCLUDING
BRINGING OUR STAFF INTO
CONVERSATION, BETTER AND MORE
SPECIFIC WAYS.
FEVS, THE VIEWPOINT SURVEY, TOLD
US OUR STAFF AREN'T FEELING AS
ENGAGED AS THEY WOULD LIKE TO
FEEL SO WE DID BRAINSTORMING IN
THE SPRING AND CREATED THE
SUMMER SPRINT.
WE HAVE CREATED THREE GROUPS OF
STAFF AND LEADERSHIP TEAM
WORKING TOGETHER, ONE ADDRESSING
PARTICIPATORY DECISION DECISION
MAKING, COMMUNICATION AND CAREER
DEVELOPMENT.
STAFF ARE HUNGRY FOR A MODEL.
THEY DON'T WANT TO BE IN EVERY
DECISION BUT WANT TO BE
MEANINGFULLY ENGAGED IN THE
RIGHT DECISIONS.
CAREER DEVELOPMENT HAS TO BE
MORE THAN KNOWING I GOT A PMAP
AND SCORED FIVE, I HAVE A VISION
FOR FIVE YEARS, MY SUPERVISOR
CARES.
WE'RE WORKING TOWARDS THAT.
THE WITH THE SUPPORT OF A SERIES
OF CONSULTANTS WE'VE LAUNCHED
LEADERSHIP INITIATIVE, CREATING
A CULTURE OF CONTINUOUS
INNOVATION.
DANA WILL SPEAK THIS AFTERNOON
TO TELL YOU MORE ABOUT THAT.
THIS IS EXCITING, MOVING FROM
PROJECT BY PROJECT BASE TO LOOK
AT WHAT DOES INNOVATION TAKE AND
HOW DO WE MANAGE FOR INNOVATION.
I SPOKE ABOUT THE LISTER HILL
LEADERSHIP TRANSITION TO
REORGANIZE AND REENVISION ONE
BRANCH, THEY HAVE SEVERAL BUT
THE ONE BRANCH OF APPLIED
INFORMATICS WILL BE OUR R&D
SITE, AND WE'RE LOOKING FORWARD
TO THIS SITE FOR CLINICAL DATA,
FOR CLINICAL DATA STANDARDS, FOR
TRANSLATING RESEARCH INTO
PRACTICE.
WE'RE ENHANCING EVALUATION OF
EVIDENCE-BASED DECISION MAKING,
LISA FEDERER WILL TALK ABOUT
THIS AS WE GO MORE INTO OUR
STRATEGIC DIRECTIONS
CONVERSATION, BUT ESSENTIALLY
UNDER THE FEDERAL GOVERNMENT'S
DIRECTION WE'RE TRYING TO MAKE
SURE OUR DECISIONS ARE NOT JUST
MADE WITH GOOD INTENT BUT WITH
GOOD DATA.
THE RACIAL AND ETHNIC PLAN IS
PROCEEDING.
WE HAVE THREE WORKING GROUPS,
TODD AND MIKE ARE DIRECTING
THOSE, AND WE HAVE BEEN
PRESENTING AND COORDINATING
PLANS WITH THE NIH SO THAT WORK
IS GOING QUITE WELL.
WE'RE TRYING TO IMPROVE AND
SUSTAIN OUR PUBLIC-FACING
RESOURCES.
THERE'S SO MUCH THAT GOES IN THE
BACKGROUND NOBODY SEES.
WHAT YOU DO SEE ARE RESOURCES
THAT ARE CRITICAL TO THE PUBLIC,
FROM THIS BOARD OF REGENTS YOU
HAVE SUPPORTED US THROUGH A
WORKING GROUP THAT'S HELPED WITH
MODERNIZATION AND CLINICAL
TRIALS WORKING GROUP RELEASED A
BETA SITE BUT WHAT'S BEHIND THAT
IS NEW WAYS OF INTEGRATING DATA.
ACCESS GOOD ID TO PUT LABELS ON
OUR NUMERICAL CODES ON EVERY
DEVICE NOW USING A SPECIAL
CODING TERMINOLOGY SO THIS IS
IMPORTANT.
THIS IS A SERVICE WE PROVIDE IN
COLLABORATION WITH THE FDA.
OUR COMPARATIVE GENOMICS
RESOURCE WHICH IS OUR
PUBLIC/PRIVATE PARTNERSHIP THAT
IS HELPING SCIENTISTS WORK WITH
US, WORKING BETTER WITH THEM,
HAS RELEASED NEW RESOURCES
INCLUDING NEW VIEWER, NEW
ALIGNMENTS, MOST IMPORTANTLY NEW
DATASETS THAT PEOPLE CAN ACCESS.
WITHIN THE LIBRARY OPERATIONS
WE'VE MOVED MANY IMPORTANT
RESOURCES TO THE CLOUD.
THIS ALLOWS US TO WITH GREATER
RELIABILITY AND SUSTAINABILITY,
MEDLINEPLUS CONNECT IS A SERVICE
THAT ELECTRONIC HEALTH RECORDS
CAN REACH INFORMATION DIRECTLY.
DOCLINE IS INTERLIBRARY LOAN.
DIGITAL COLLECTIONS WE'RE
ALIGNING TO ENSURE PRESERVATION
FOR THE FUTURE.
MEDLINE PLUS, PUBLIC ACCESS
INFORMATION IS 25 YEARS OLD.
NOW AVAILABLE IN ENGLISH AND
SPANISH, MOST RECENTLY I'VE
LEARNED THAT THE SPANISH
LANGUAGE MEDLINE PLUS IS USED
MORE OFTEN, HIT MORE OFTEN THAN
ENGLISH, PROVIDING A SERVICE TO
PEOPLE WHO CANNOT SPEAK OUR
MAJORITY LANGUAGE.
CIRCULATING NOW IS TEN YEARS
OLD, RIGHT THERE'S A MEETING
GOING ON AT NATCHER WHERE SOME
OF THE DESCENDANTS OF THE
PATIENTS WHO PARTICIPATED IN THE
TUSKEGEE TRIAL ARE LOOKING AT
OUR MATERIALS.
THERE WAS A BLOG POST
CIRCULATING DESCRIBING THE
TUSKEGEE PAPERS, IMPORTANT TO
GET RESOLUTION AND PERHAPS
RECONCILIATION FOR PEOPLE WHO
MAY HAVE EXPERIENCED THE LESS
GOOD RESEARCH STRATEGIES THAT WE
HOPED WOULD BE PRESENTED.
I'VE MADE PROGRESS, LISTER HILL
IS IN THE FOREFRONT.
THIS IS ALL FEDERAL JARGON.
BASICALLY WHAT THIS MEANS IS
WE'RE KEEPING CLINICAL DATA
SAFE.
WE HAVE TWO INVESTIGATORS
JOINING US AT THE END OF THE
MONTH, DR. LUNA WITH A FOCUS ON
HOW NETWORK BIOLOGY CAN LEAD TO
CLINICAL INTERVENTIONS, JOINING
JEREMY WEISS AND MICHAEL CHIANG.
AND RELEASING A NEW
SOLICITATION, YOU HEARD ABOUT
THIS AT THE LAST MEETING, A WAY
OF MAKING SURE VALUE AND
BENEFITS OF INFORMATICS GET INTO
HANDS OF EVERYDAY PEOPLE.
THE BUDGET, I WISH I HAD BETTER
NEWS ON THE BUDGET, BUT I JUST
WANT YOU TO BEAR WITH US.
WE'RE GOING INTO A PERIOD OF
SIGNIFICANT CHALLENGE.
IF YOU LOOK AT THAT LOVELY
CURVE, I'D LIKE TO CLAIM FROM
2016 TO 2024 THAT ENORMOUS
ALMOST $100 MILLION RAISE IS DUE
TO ME.
IT'S NOT BUT BUT IT'S BECAUSE
WE'VE DONE GOOD WORK AND
CONTINUE TO DO GOOD WORK.
FISCAL 24 WE THINK WE'RE FACING
SIGNIFICANT BUDGET CHALLENGES AT
VERY BEST WE'LL BE FLAT TO OUR
23 APPROPRIATION WHICH MEANS
BEHIND BECAUSE THE PRESIDENT IS
ALSO ADVOCATING FOR A 5% RAISE
FOR OUR FEDERAL STAFF.
WE MAY -- WE'RE ANTICIPATING A
CONTINUING RESOLUTION, MAY BE
ANCHORED AT SLIGHTLY LOWER
NUMBER.
THAT'S THE BAD NEWS.
THE GOOD NEWS IS THAT OUR
LEADERSHIP TEAM IS MEETING
ALMOST EVERY OTHER WEAK
DEVELOPING SCENARIOS AND
SIMULATIONS, HOW WE'LL HANDLE
THIS.
WE'RE POISED AND READY.
WE'RE NOT HAPPY BUT WE'RE POISE
AND READY.
DURING ON YOU RESEARCH FRONTIERS
MEETINGS TODAY HELD JOINTLY
WE'LL DISCUSS IN MORE DEPTH.
WE NEED GUIDANCE HOW TO ENSURE
DECISIONS WE'RE MAKING REFLECT
WHAT WE BELIEVE IS THE BEST BUT
ALSO WHAT IS THE BEST FOR THE
PUBLIC.
THE NUMBERS, THE PRESIDENT'S
MARK IS LOWER THAN WE WOULD
LIKE.
IT'S HIGHER BUT THE HOUSE AND
SENATE WHO REALLY CONTROL OUR
NUMBERS IS REALLY THE NUMBERS
THAT WE'RE LOOKING AT HERE.
WE'LL KEEP YOU POSTED ABOUT HOW
THINGS ARE GOING.
WITH RESPECT TO PERSONNEL, I'M
SORRY TO ANNOUNCE WHO
RETIREMENTS, THE CHIEF OF THE
BIBLIOGRAPHIC GRAPHIC SERVICES
RETIRED AND VALERIE FLORANCE
WILL BE RETIRING, SHE SERVED
SEVERAL ROLES, ACTING DIRECTOR
FOR EXTRAMURAL PROGRAMS.
WE'LL BE HAVING A FAREWELL
CELEBRATORY COFFEE NEXT
WEDNESDAY, SEPTEMBER 20, ON ZOOM
FOR VALARIE.
EACH YEAR WE HAVE FOUR TO FIVE
LIBRARIANS WHO JOIN US FOR ONE
YEAR INTENSIVE AND OCCASIONALLY
SECOND YEAR OF INTERNSHIP TO
LEARN CONTEMPORARY LIBRARY
OPERATIONS, FOCUSING ON DATA
SIGNS, PRESENTING INFORMATION
AND PRESERVING INFORMATION FOR
THE PUBLIC.
WELCOME TO OUR FELLOWS.
I'LL ASK RICHARD PALMER TO COME
TO THE PODIUM NOW TO TALK ABOUT
SBIR WHILE I FINISH WITH
ASSOCIATE FELLOWS, A WAY FOR THE
NATIONAL LIBRARY OF MEDICINE TO
MAKE SURE WE REACH INTO THE
COMMUNITY TO PROVIDE LIBRARY
TRAINING AND NATIONAL LIBRARY OF
MEDICINE INTRODUCTIONS TO OUR
LIBRARIANS.
RICHARD WILL INTRODUCE YOU TO A
PROGRAM WE'RE ENERGIZEING
>>GREAT TO SEE EVERYONE IN
PERSON, I'M ACTING DIRECTOR OF
DIVISION OF EXTRAMURAL PROGRAM.
LATER TODAY WE'LL HAVE A
PRESENTATION, DR. ANDREW
GOSTEIN, FINDINGS FROM SMALL
BUSINESS FUNDING.
IN PREPARATION IT CAME TO OUR
ATTENTION THAT WE'VE NEVER
SPOKEN ABOUT THE SMALL BUSINESS
INVESTMENT HERE AT NLM.
I WANTED TO GIVE A PRIMER SO
WE'RE PREPARED FOR THE
PRESENTATION LATER TODAY.
BASICALLY THE SMALL BUSINESS
PROGRAM IS SMALL BUSINESS
INVASION RESEARCH PROGRAM SBIR
AND SMALL BUSINESS TECHNOLOGY
TRANSFER PROGRAM STTR.
COLLECTIVELY THEY ARE KNOWN AT
SMALL BUSINESS PROGRAMS,
CONGRESSIONALLY MANDATED,
THERE'S A SET ASIDE WE HAVE TO
SPEND EVERY YEAR ON SMALL
BUSINESS.
THAT'S ACROSS NIH AND ACROSS THE
FEDERAL GOVERNMENT IN GENERAL,
ALL THE AGENCIES HAVE A SMALL
BUSINESS MANDATE.
GRANTS PROVIDE SUPPORT FOR SMALL
BUSINESSES TO EXPLORE AND REFINE
INNOVATIVE IDEAS, CONDUCT
RESEARCH, DEVELOP PROTOTYPES OR
SOFTWARE.
FOR OUR INSTITUTE USE BIOMEDICAL
TECHNIQUES, ENHANCE THE USE OF
DATA.
IN TERMS OF THE SBIR AND STTR,
THEY ARE PRETTY MUCH SIMILAR.
THE ONLY DIFFERENCE IS THAT
PARTNERSHIPS WITH A NON-PROFIT
RESEARCH AGENCY IS ALLOWED FOR
THE SBIR, BUT FOR THE STTR IT IS
REQUIRED.
SO OFTENTIMES SMALL BUSINESS
CONCERNS MUST PARTNER WITH
ACADEMIC NON-PROFIT ACADEMIC
INSTITUTION OR FEDERAL
LABORATORY.
IN TERMS OF FUNDING THERE'S TWO
APPROACHES AND A COUPLE
COMBINATIONS.
TRADITIONALLY, A SMALL BUSINESS
CONCERN WILL REQUEST SUPPORT FOR
PHASE 1.
THAT'S A SMALL ONE-YEAR STUDY TO
SEE ABOUT FEASIBILITY AND
DISCOVERY.
BASED ON PHASE 1 RESULTS SMALL
BUSINESS CONCERN WILL THEN
SUBMIT APPLICATION FOR PHASE 2
WHICH IS FURTHER DEVELOPMENT AND
MORE OF THE R&D TO GET THE
PRODUCT READY FOR
COMMERCIALIZATION, BECAUSE
BEHIND THE SMALL BUSINESS
PROGRAM IS THE VIABILITY OF THE
PRODUCT FOR COMMERCIALIZATION.
THERE ARE FAST TRACK
APPLICATIONS THAT ALLOW
APPLICANTS TO SUBMIT A PHASE 1
AND PHASE 2 AT THE SAME TIME AS
WELL AS THE POSSIBILITY OF JUST
SUBMITTING A PHASE 2 APPLICATION
IF THERE'S ALREADY FEASIBILITY
DATA.
SO IN TERMS OF WHAT NLM FUNDS,
NLM IS INTERESTED IN SUPPORTING
SMALL BUSINESS CONCERNS WHO
PROPOSE COMMERCIALLY VIABLE
PRODUCTS THAT HARNESS POWER OF
HEALTH DATA.
EXAMPLES OF TOPICS THAT ALIGN
WITH NLM INCLUDE NOT EXHAUSTIVE,
VISUALIZATION APPROACHES,
TECHNIQUES FOR COMPLEX
BIOMEDICAL DATA.
A.I. TECHNIQUES FOR
HEALTH-RELATED DATA ANALYSIS.
PRODUCTS THAT ALLOW FOR
INTEGRATING HETEROGENEOUS
BIOMEDICAL RESOURCES, WE HAVE
LOTS OF DATA AND HOW DO WE
COMBINE THE DATA.
PRODUCTS THAT ENHANCE
CONFIDENTIALITY OF DATA STORAGE
AND SHARING AS WELL AS PRODUCTS
THAT ENHANCE SECURITY OF DATA.
INNOVATIVE TOOLS AND METHODS FOR
MANAGING BIOMEDICAL DATA
RESOURCES.
NOVEL DATA SCIENCE METHODS TO
FACILITATE HEALTH-RELATED
DECISION MAKING IN REAL TIME AND
TOOLS, TECHNOLOGIES TO TRACK
DISEASE OUTBREAKS, EPIDEMICS,
PANDEMICS, AND TOOLS FOR
PREDICTING CLIMATE AND HUMAN
HEALTH.
THIS IS NOT AN EXHAUSTIVE LIST.
OVER THE LAST TEN YEARS NLM
SUPPORTED 25 DIFFERENT SMALL
BUSINESSES.
WHEN WE LOOK AT THE BUSINESS
VERTICALS, MEANING THE MAIN
FOCUS OF THOSE BUSINESSES,
MAJORITY OF THE BUSINESSES WERE
ARTIFICIAL INTELLIGENCE, MACHINE
LEARNING, BIG DATA,
CYBERSECURITY, DIGITAL HEALTH.
A QUICK OVERVIEW OF NLM
INVESTMENT OVER SIX YEARS, YOU
CAN SEE MOST OF OUR FUNDING HAS
GONE TO SUPPORT PHASE 1 STUDIES,
SMALL FEASIBILITY STUDIES.
THE OTHER THING THAT I WANT TO
POINT OUT ON THIS GRAPH IS THAT
THE AMOUNT OF MONEY THAT WE'VE
FUNDED OR PROVIDED FOR SMALL
BUSINESS HAS INCREASED OVER THE
YEARS AND WE'RE JUST SHY OF
$2.5 MILLION THAT WE SPEND ON
SMALL BUSINESSES.
FOR 2022 WE'RE UNIQUE, FUNDING
THREE PHASE 2 STUDIES, AND
THAT'S WITH THE HELP OF
CO-FUNDING FROM OTHER I.C.s.
THAT'S A QUICK OVERVIEW OF SMALL
BUSINESS.
IF YOU HAVE ADDITIONAL QUESTIONS
ABOUT THE SMALL BUSINESS I
INVITE THEM LATER THIS AFTERNOON
DURING OUR CLOSED SESSION.
THANKS.
>>I WANT TO MAKE SURE IT'S
CLEAR, THE SMALL BUSINESS
INNOVATION PROJECTS ARE FUNDING
ACTIVITIES ACROSS THE ENTIRE
NIH, REPRESENTING A DIFFERENT
KIND OF RESEARCH INNOVATION, A
CHANCE TO MOVE INTO PRODUCTS.
LAST REPORT THIS MORNING, POLICY
AND LEGISLATIVE REPORT.
GOOD MORNING.
>>GOOD MORNING.
THANK YOU, PATTI.
AND JUST A QUICK NOTE ON THE
LEGISLATIVE FRONT THE SMALL
BUSINESS PROGRAM IS SOMETHING
THAT SEES A LOT OF LEGISLATIVE
ACTIVITY, THE PROGRAM REQUIRES
AUTHORIZATION PERIODICALLY.
THERE'S SOME PROPOSED LANGUAGE
WITH REGARDS TO RESTRICTIONS FOR
PHASE 2 PROJECTS.
I WANT TO GIVE SOME BRIEF POLICY
AND LEGISLATIVE UPDATES.
TAKE A LOOK AT THE WRITTEN
UPDATE IN ADVANCE FOR ME DETAILS
AND LINKS FOR INFORMATION.
ON THE POLICY FRONT, I WANT TO
PROVIDE TWO QUICK UPDATES, FIRST
OFF, ON JUNE 8 DR. LYRIC
JORGENSON PRESENTED TO THE NIH
ADVISORY COMMITTEE TO THE
DIRECTOR SYNTHESIS OF PUBLIC
COMMENTS RECEIVED IN RESPONSE
PLAN TO ENHANCE PUBLIC ACCESS TO
RESULTS OF NIH-SUPPORTED
RESEARCH WITH SOME POSSIBLE
IMPLICATIONS FOR POLICY
DEVELOPMENT.
IN ADDITION I WANTED TO
HIGHLIGHT AS WE CONTINUE TO
ADVOCATE AND SUPPORT THE USE OF
HEALTH I.T. STANDARDS REQUIRED
IN REGULATION THAT THE OFFICE OF
THE NATIONAL COORDINATOR FOR
HEALTH INFORMATION TECHNOLOGY
RELEASED THE FINAL VERSION, FOUR
ADDS 20 DATA ELEMENTS AND ONE
NEW DATA CLASS, FACILITY
INFORMATION.
ONC IS NOW ACCEPTING SUBMISSIONS
FOR VERSE 5 OF USCDI DUE BY
WEDNESDAY, SEPTEMBER 20.
ON THE LEGISLATIVE FRONT
CONGRESS IS BACK IN SESSION,
WE'RE MONITORING THE
APPROPRIATIONS PROCESS.
THE SENATE INTRODUCED THEIR
APPROPRIATIONS BILL, STILL
AWAITING PLACEMENT.
ON THE HOUSE SIDE THE BILL
AWAITING FULL COMMITTEE
CONSIDERATION, VOTED OUT OF
SUBCOMMITTEE.
IN TERMS OF LEGISLATIVE
ACTIVITY, WE'RE MONITORING QUITE
A BIT, WE FUND A.I.-RELATED
RESEARCH AND LEVERAGE METHODS TO
IMPROVE OUR BIOMEDICAL
INFORMATION SERVICES.
IN PARTICULAR THERE ARE THREE
A.I. FOCUSED HEARINGS, TWO BEING
HELD CONCURRENTLY TODAY AND ONE
ON THURSDAY.
IF YOU HAVEN'T SEEN THE NEWS
REPORTS ON FRIDAY, THE CHAIR OF
THE SENATE JUDICIARY
SUBCOMMITTEE AND RANKING MEMBER
RELEASED BIPARTISAN FRAMEWORK
FOR USAI ACT, CREATING
INDEPENDENT OVERSIGHT AGENCY FOR
ARTIFICIAL INTELLIGENCE
TECHNOLOGIES, REQUIRING
COMPANIES TO REGISTER WITH THIS
NEW BODY.
IN ADDITION, THERE ARE TEN
A.I.-RELATED BILLS INTRODUCED IN
CONGRESS THIS YEAR.
ONE OF THEM SINCE WE SUBMITTED
THE WRITTEN REPORT IN AUGUST
WHICH I WANTED TO HIGHLIGHT,
IT'S THE CREATING RESOURCES FOR
EVERY AMERICAN TO EXPERIMENT
WITH ARTIFICIAL INTELLIGENCE, OR
CREATE A.I. ACT, INTRODUCED, AND
WOULD DIRECT NATIONAL SCIENCE
FOUNDATION TO ESTABLISH A
NATIONAL ARTIFICIAL INTELLIGENCE
RESEARCH RESOURCE TO SPUR
INNOVATION AND IMPROVE ACCESS TO
RESOURCES ESSENTIAL TO A.I. AND
RESEARCH AN DEVELOPMENT.
IN ADDITION I DID WANT TO
HIGHLIGHT A CONFIRMATION HEARING
FOR DR. MONICA BERTAGNOLLI,
NOMINATED TO SERVE AS DIRECTOR
OF NIH, IS EXPECTED TO BE
SCHEDULED NEXT MONTH.
WITH THAT I TURN IT OVER TO
PATTI.
THANK YOU.
>>THANK YOU, THERESA.
IN ADDITION TO MONITORING
LEGISLATION, WE WORK CLOSELY
WITH OUR COLLEAGUES AT THE
NATIONAL SCIENCE FOUNDATION.
NIH HAS PERSPECTIVE, WE SHOULD
INVEST IN ARTIFICIAL
INTELLIGENCE AS IT ADVANCES OUR
HEALTH INITIATIVES AND HEALTH
GOALS.
WE NEED TO RECOGNIZE THOUGH THAT
BASIC APPROACHES IN DATA
SCIENCE, NEW ALGORITHMS, HAVE TO
ALSO BE INVESTED IN.
THAT'S WHERE OUR COLLABORATION
ACROSS THE GOVERNMENT BECOMES
PARTICULARLY IMPORTANT.
WE WORK CLOSELY WITH THE HHS CIO
TO MAKE SURE RESOURCES ACROSS
THE HHS HAVE DATA AVAILABLE THAT
CAN BE USED SAFELY AND SECURELY
FOR GENERATING NEW ALGORITHMS.
IT'S IMPORTANT TO NOTE THE DATA
THAT GETS DEALT WITH WITH HHS
DEALS WITH INDIVIDUALS, HUMAN
INFORMATION, SO WE HAVE A
SPECIAL LEVEL OF SECURITY,
BANKING PEOPLE HAVE NOTHING ON
US.
WE CAN BRING NEW PROBLEMS FOR
THEM.
I WROTE MY LAST WEEK, THANK OCPL
FOR 300 BLOGS, I'M NOT SURE
YOU'LL SEE STEVE'S PICTURE BUT
WE EXPECT THIS KIND OF
COMMUNICATION WILL CONTINUE, IT
ALLOWS A NICE INFORMAL
ENGAGEMENT FROM NLM.
I'M GOING TO SIT DOWN AND TAKE
YOUR QUESTIONS.
THANK YOU VERY MUCH FOR YOUR
TIME AND YOUR ATTENTION.
>>THANK YOU VERY MUCH, DR.
BRENNAN.
WE WOULD LIKE TO EXTEND OUR
THANKS AND GRATITUDE ON BEHALF
OF THE BOARD OF REGENTS TO DR.
BRENNAN.
YOUR LEADERSHIP SERVES AS BEACON
FOR SO MANY OF US TO SUPPORT
EXCELLENCE, INCLUSION, AND
INNOVATION AND HEALTH, NO MATTER
OUR ROLES.
THANK YOU VERY MUCH.
>>THANK YOU.
[APPLAUSE]
>>WITH THAT, I WILL OPEN THE
FLOOR FOR QUESTIONS FOR DR.
BRENNAN.
>>SO, THERE'S A LOT --
>>YOU MEAN THE SEVEN YEARS?
>>I HEARD INTELLIGENCE AND
CONGRESS IN THE SAME SENTENCE.
THAT WAS NICE.
ARTIFICIAL INTELLIGENCE.
YOU MENTIONED THE CENTER FOR
OBSERVATIONAL --
>>CLINICAL OBSERVATION
RESEARCH.
>>I GET THE TITLE WRONG ALL THE
TIME.
>>CENTER FOR CLINICAL
OBSERVATION AND INVESTIGATION.
>>OKAY.
I WONDER IF YOU COULD SAY MORE
ABOUT WHAT THE SCOPE OF THAT
WILL BE, PARTICULARLY INTERESTED
TO KNOW WHETHER IT'S GOING TO
MAKE RECOMMENDATIONS ABOUT
IMPROVING THE OBSERVATION PART.
WE USE ELECTRONIC HEALTH RECORD
AS OUR WAY OF GETTING -- THAT'S
OUR LOW-HANGING FRUIT BUT
THERE'S ROOM FOR IMPROVEMENT
THERE AND WHEN WE SHINE A BRIGHT
LIGHT HOPEFULLY PEOPLE WILL GO,
YOU'RE USING THAT DATA TO DO
WHAT, OR TO MEAN WHAT?
MAYBE THAT WILL FEED BACK TO THE
HEALTH CARE COMMUNITY TO
HOPEFULLY IMPROVE DATA
COLLECTION NOT JUST FOR RESEARCH
BUT PATIENT CARE.
>>I'M GOING TO LED OLIVIA SPEAK
TO THIS, IF YOU WANT TO JOIN US
AT THE TABLE.
THIS IS AN INITIATIVE THAT
OLIVIER BROUGHT TO OUR POSITION
WHEN HE BECAME ACTING DIRECTOR
OF LISTER HILL ALMOST FOUR YEARS
AGO.
THE IDEA WE SHOULD
SYSTEMATICALLY LOOK AT THE
TECHNOLOGIES NEEDED TO USE
CLINICAL DATA AS WELL AS MAKE
USE OF, INCLUDING ITS EARLY
CAPTURE, IS CRITICALLY
IMPORTANT.
THIS IS AN INTRAMURAL INITIATIVE
BUT OF COURSE COMPLEMENTED AND
OLIVIER, GIVE THE FIRST
OVERVIEW.
>>THE IDEA IS ADD METADATA TO
EXISTING CLINICAL DATASETS TO
MAKE IT EASIER FOR PEOPLE TO --
MOST PEOPLE CAN'T JUST DOWNLOAD
THE DATASET AND PLAY WITH IT.
SO KNOWING WHAT'S IN THERE IS
IMPORTANT.
TO YOUR POINT, THERE'S GOING TO
BE ALSO ELEMENTS OF QUALITY OF
THE DATA THAT ARE IMPORTANT TO
KNOW.
(INDISCERNIBLE) THESE KIND OF
THINGS.
THAT'S JUST STARTING.
SO WE HAVE PLANS FOR IT BUT NOT
MUCH HAS HAPPENED YET BECAUSE
IT'S JUST GETTING --
>>A MILLION DOLLARS.
[LAUGHTER]
>>SO THESE PROJECTS TAKE SHAPE
OVER A COUPLE YEARS, AND WE WERE
VERY FORTUNATE IN 23 TO HAVE
BEEN ABLE TO REDEPLOY $18
MILLION OF FUNDS ACROSS THE NLM.
ONE OF THE UNITS WE INVESTED IN
WAS THIS CENTER, IT'S KNOW
FORMALIZED, WE'RE BEGINNING TO
HAVE MISSION STATEMENT VISIBLE
ON THE WEBSITE.
THE RELATIONSHIP BETWEEN THE
UPSTREAM WHERE DID YOU GET THE
DATA AND HOW MUCH DO WE BELIEVE
AND TRUST IT AND WHAT WE'VE
LEARNED FROM IT, AND HOW DO WE
FEED THAT BACK INTO THE PROCESS,
IS AN IMPORTANT ASPECT TO BE
LOOKING AT.
NIH HAS JUST RELEASED A
STRATEGIC PLAN FOR DATA SCIENCE
ADDRESSING A NUMBER OF ASPECTS
OF USING HUMAN DATA FOR
RESEARCH.
WITHIN THAT HAS THE SECOND
BASEALLY OBJECTIVE OF THAT
PROJECT IS CLINICAL DATA FOR
CLINICAL CARE AND RESEARCH.
NOW, I HAVE TO TELL YOU, I DON'T
WANT TOO MUCH OF NIH GETTING
INTO CLINICAL CARE.
I THINK THE PROCESS IS
COMPLICATED AND REQUIRES PEOPLE
WHO ARE EXPERT IN THAT AREA.
I ALSO BELIEVE THAT CLINICIANS
ARE NOT DATA COLLECTORS FOR
RESEARCHERS.
WE'RE TRYING TO MOVE FORWARD
WITH THE IDEA HOW TO MAKE BEST
USE OF CLINICAL INFORMATION FOR
RESEARCH, AT THE SAME TIME DO
THE STUDIES THAT REQUIRE, THAT
HELP US BETTER UNDERSTAND, LIKE
THE ONE YOU SAW, A WAY TO GET
CONSULTATION IN THE MOMENT.
WE ARE CERTAINLY -- WE'RE VERY
OPEN TO RESEARCH PROJECTS IN
THIS AREA WITHIN THE NLM, AND
ARE LOOKING ALSO IN SOME OF THE
HIGH RISK, HIGH REWARD
INVESTMENTS AT THE DIRECTOR'S
LEVEL AT THE CLINICAL DATA,
YOU'LL SEE A LOT MORE INVESTMENT
IN THESE AREAS OVER THE NEXT FEW
YEARS.
>>BY WAY OF EXAMPLE, SINCE I'M
AN ADVISOR --
>>RIGHT.
>>WE KNOW VERY LITTLE ABOUT
PATIENT OUTCOMES FROM THE CARE
PROCESSES THAT OCCUR IN THE
COMMUNITY.
PATIENT GOES HOME.
AND DID THEY DROP DEAD WHEN THEY
GOT TO THE STREET?
OR DID THEY GO BACK TO WORK?
DID THEY STAY IN BED SIX WEEKS?
YOU KNOW, WE DON'T KNOW.
AND SO HAVING A WAY TO GET AT
THOSE DATA WILL BE IMPORTANT IF
WE'RE GOING TO HAVE LEARNING
HEALTH SYSTEMS AND WE NEED TO
KNOW WHAT HAPPENED.
SO THE OUTCOMES IS ONE OF THE
KEY THINGS.
IT'S RELATIVELY LOW-HANGING
FRUIT COMPARED TO, SAY, FAMILY
HISTORY OR, YOU KNOW, TRAVEL
HISTORY OR WHERE PEOPLE LIVE.
YES, THEY LIVE IN BETHESDA FOR A
YEAR BUT THEY LIVED IN LOVE
CANAL FOR 40 YEARS, THAT'S HARD
TO GET AT.
OUTCOMES, WE KNOW WE CAN ENGAGE
WITH THE PATIENT.
I'M USING THAT AS AN EXAMPLE AN
AREA WE COULD ENCOURAGE THE
HEALTH CARE COMMUNITY NOT JUST
TO SAY, HEY, DO THIS BECAUSE
IT'S BETTER FOR RESEARCH, IT'S
BETTER FOR PATIENT CARE TO KNOW
WHAT HAPPENS TO YOUR PATIENT.
>>NIH IS NEVER ONE TO LET A
GOOD CRISIS GO TO THE WAYSIDE.
WE OF COURSE SHARE WITH THE
WORLD THE SHOCKING HORROR OF THE
PANDEMIC, BUT A RESEARCH
OPPORTUNITY.
ReCOVer IS UNDERSTANDING
LONG COVID BECAUSE IT DOESN'T
HAPPEN IN THE HOSPITAL.
SO THERE'S A SIGNIFICANT PART OF
THE ReCOVer PROGRAM THAT'S
INVESTING IN WHAT I CONSIDER IN
THE MOMENT ASSESSMENTS, MOBILE
TECHNOLOGIES, SELF-REPORTS, AND
ONE OF THE REAL INTERESTING
CHALLENGES THAT THEY HAVE
BROUGHT, THEIR COMMUNITY
GUIDANCE GROUP BROUGHT TO US,
WHERE DOES THAT DATA GO?
SO THE CLINICIANS ARE SAYING
DON'T GIVE ME SOMEBODY'S TWITTER
FEED OR STEP COUNT.
I DON'T KNOW WHAT TO DO WITH
THAT.
WE NEED A STEP IN BETWEEN THAT
TAKES INFORMATION FROM THE
PERSON AND FEEDS IT BACK IN A
MEANINGFUL WAY TO THE COMMUNITY,
AND NEEDS TO BE A LOOP IN THE
MIDDLE THAT HELPS WITH
INTERPRETATION OF THAT.
SO ReCOVer PROJECT IS
INTENDED TO ADDRESS THIS IN
GREAT DETAIL.
BRUCE TROMBERG, WHO HEADS THE
NATIONAL INSTITUTE FOR
BIOMEDICAL ENGINEERING AND
IMAGING, IS FOSTERING A
TECHNOLOGY TRANSFER NETWORK AND
THEY ARE MAKING MUCH MORE USE OF
TECHNOLOGY TRANSFER INNOVATION,
THE APPROACH LIES BETWEEN
TRADITIONAL R01 RESEARCH WHICH
MEANS INVESTIGATORS PROPOSE AN
IDEA AND SBI SBIR GETS TO
MARKET QUICKLY, IDENTIFYING
EARLY OPERATIONS, WE DID THIS
WITH TESTING IN THE PANDEMIC,
NOW APPLYING TO MATERNAL CARE,
PARTICULARLY WOMEN WHO ARE
PREGNANT OR FOLLOWING THE FIRST
YEAR, FOLLOWING PREGNANCY AND
MATERNITY CARE DESERTS TO SEE
HOW WE CAN DO IN THE HOME
ASSESSMENTS IN A WAY THAT'S
MEANINGFUL FOR CARE OF THE
PERSON AND FEEDS RESEARCH.
I THINK THE COLLABORATION AROUND
THE TECHNICAL PLATFORMS FOR
MOBILE ASSESSMENTS ISN'T QUITE
THERE YET BUT IT'S GETTING THERE
AND WE'RE SEEING MORE OPENNESS
BUT STILL THERE'S A LOT OF
QUESTIONS ABOUT PRIVACY AND
INTRUSION WE STILL NEED TO
HANDLE.
>>THANK YOU.
>>THAT WAS SOMETHING I WAS
INTERESTED IN, WHETHER THE
SOURCES OF THE DATA THAT YOU'LL
BE PULLING AND WILL IT --
SIMILAR TO THE SURGEON GENERAL
REPORT ON DIVERSITY OF
ETHNICITY, ANCESTRY,
SOCIOECONOMIC STATUS IS THAT
ALSO GOING IN THERE TO KIND OF I
GUESS COMPENSATE FOR SOME OF THE
LACK OF DIVERSITY WE SEE IN
CLINICAL TRIALS?
>>RIGHT NOW WE START WITH
WHAT'S AVAILABLE.
SO WE'RE LOOKING AT THE USUAL
SUSPECTS.
LOOKING AT THE MEDICARE ASSETS,
FOR EXAMPLE, U.K. BIOBANK
DATASETS, THESE KIND OF THINGS.
WE DON'T REALLY CONTROL WHAT
GETS IN THERE.
IT'S TO SOME EXTENT LIKE
(INDISCERNIBLE) THAT EXISTS AND
INTEGRATE THEM.
RIGHT NOW THE PROCESS IS ON
GETTING THESE DATASETS THAT
EXIST AND MAKING THEM --
TRANSFORMING THEM INTO COMMON
DATA MODEL.
OF COURSE WE CAN EXTEND FROM
THERE BUT WE NEED TO START
SOMEWHERE AND THAT'S WHERE WE
ARE RIGHT NOW.
>>KIM, COULD YOU SPEAK ABOUT
WHAT CLINICAL TRIALS IS DOING TO
MONITOR PARTICIPATION IN
CLINICAL TRIALS.
>>(INAUDIBLE)
ENCOURAGE COMMUNITIES TO PROVIDE
INFORMATION ABOUT THE
PARTICIPANTS IN THE SENSE OF
DIVERSITY SO THEY ARE ABLE TO
COLLECT -- SUBMISSIONS AND
CLINICAL TRIALS CAN REPRESENT
DIVERSITY IN CLINICAL TRIALS.
THEY HAVE BEEN VERY ACTIVE IN
COMMUNITY REGARDING ADVOCATING
FOR INCLUSION OF THIS KIND OF
INFORMATION AS TRIALS ARE
SUBMITTED.
>>THOSE WONDERING ABOUT HOW DO
WE ACCURATE AND FAIRLY DESCRIBE
RACE AND ETHNICITY, THE OMB IS
WORKING ON A RECLASSIFICATION,
WORKING FOR A WHILE BUT
EXPECTING IT WILL MOVE US BEYOND
THE CURRENT FIVE LEVELS OF
RECORDING THAT HAPPENS.
THAT WILL BE HELPFUL.
THERE IS A POLICY ADVISORY GROUP
THAT SERVES NIH, IT HAS
SOMETHING TO DO WITH NEW
TECHNOLOGIES, THEY RELEASED A
REPORT TO NIH ADVOCATING FOR
UNDERSTANDING NOT JUST
INDIVIDUAL LEVEL BUT COMMUNITY
LEVEL ABOUT DIVERSITY, RETURN OF
RESULTS, GETTING BENEFITS AT THE
COMMUNITY LEVEL BECAUSE WHAT WE
FIND IS KNOWING THAT WE HAVE 300
PEOPLE WITH THIS LEVEL OF RACIAL
AND ETHNIC DISTRIBUTION DOESN'T
HAPPY, A LOT ARE CLUSTERED IN
ONE NEIGHBORHOOD, A FEW IN
ANOTHER, LOOKING AT PROVIDING
BETTER INFORMATION FROM RESEARCH
BACK TO THE COMMUNITIES.
>>OKAY.
WELL, THANK YOU SO MUCH FOR THIS
REPORT.
AND FOR THE GREAT DISCUSSION
TODAY.
WE ARE READY TO MOVE TO OUR NEXT
ITEM ON THE AGENDA, WHICH ARE
FIRST OF ALL COFFEE AND TRAVEL
TO BREAK OUTROOMS, FOLLOWED BY
WORKING GROUP BREAKOUTS, JUST
SOME INFORMATION ABOUT THAT.
THERE WILL BE ZOOMS IN EACH OF
THE BREAKOUT ROOMS, BUT THOSE
WILL BE FOR RECORDING THE
SESSIONS ONLY.
SO THOSE WILL NOT BE BROADCAST.
THE STRATEGIC PLANNING AND
RESEARCH FRONTIER WORKING GROUPS
ARE COMBINED INTO ONE ROOM.
THAT IS ON THE NINTH FLOOR, ROOM
9N, 905.
AND THE PUBLIC SERVICES BREAKOUT
GROUP WILL BE ON FLOOR B1, AND I
ASSUME THERE WILL BE SIGNS AND
DIRECTIONS TO THAT, ROOM B1, N
30K, AND COLLECTIONS WILL BE
RIGHT HERE, SO IF YOU'RE IN THE
COLLECTIONS GROUP PLEASE GET
COFFEE AND RETURN BACK.
FOLLOWING THE BREAKOUTS WE'LL
MEET BACK IN THE LOBBY ON THE
LOBBY STAIRS FOR GROUP PHOTO,
AND HAVE LUNCH.
SO WITH THAT I'M GOING TO CLOSE
THE PUBLIC SESSION, UNTIL 1:00
WHEN WE RECONVENE.
THANK YOU VERY MUCH, EVERYONE.
>>PRESENTATION ABOUT THE NIH
VIRTUAL TOUR SO I'D LIKE TO
WELCOME RENATA MILES TO THE
PODIUM, ACTING NIH COMMUNICATION
DIRECTOR, MANAGING NIH'S
COMMUNICATION ON NIH PROGRAMS
AND ACTIVITIES TO NIH STAFF, THE
PUBLIC, THE MEDIA AND
STAKEHOLDER COMMUNITIES.
LOCATED IN THE NIH OFFICE OF THE
DIRECTOR,FOR PUBLIC AFFAIRS.
>>THANK YOU SO MUCH.
I WANT TO THANK DR. BRENNAN FOR
INVITING ME TO SHARE ABOUT A NEW
PRODUCT WE LAUNCHED IN JUNE.
AS WAS MENTIONED, IN ADDITION TO
MANAGING THE COMMUNICATIONS FOR
THE NIH DIRECTOR AND NIH-WIDE
PROGRAMS, WE PLAY A COURT
COMMUNICATIONS FUNCTION AND
COORDINATE ACROSS THE 27
INSTITUTES AND CENTERS, AND THE
THING -- NIH IS SUCH A COMPLEX
ORGANIZATION, AS YOU KNOW, AND
SO OUR FOCUS IN EVERYTHING WE DO
IN MY OFFICE IS HOW DO WE MAKE
IT EASIER FOR ALL OF OUR
AUDIENCES TO UNDERSTAND WHO WE
ARE AND WHAT WE DO.
NOT AN EASY TASK.
WHY A VIRTUAL TOUR?
BEFORE COVID HIT, MY OFFICE
HOSTED AROUND 6,000 VISITORS A
YEAR WHO CAME TO HAVE TOURS ON
THE NIH CAMPUS.
AND ON AVERAGE, WE HAVE ABOUT
230,000 VISITORS TO THE NIH
CAMPUS FOR VARIOUS REASONS.
WHEN COVID HIT EVERYTHING BUT
BUSINESS ESSENTIAL CAME TO A
HALT INCLUDING ALL OF OUR TOURS.
AND SO, BASED ON LESSONS LEARNED
FROM THE COVID PANDEMIC,
PARTICULARLY THE USE OF VIRTUAL
TECHNOLOGIES WE ALL HAD TO
SCRAMBLE AND LEARN TO USE, BUT
IT REALLY HELPED US TO STAY
CONNECTED WITH THOSE FOLKS WHO
WERE GOING REMOTE, WE THOUGHT,
WOW, NO BETTER TIME THAN NOW TO
LAUNCH -- TO BEGIN THE LAUNCH OF
A VIRTUAL TOUR BECAUSE WE KNOW
IT WILL MAKE NIH MUCH MORE
ACCESSIBLE TO SO MANY PEOPLE WHO
MAY NOT HAVE THE MEANS TO COME .
ACROSS THE INSTITUTES AND
CENTERS WITH A SPECIFIC OFFICES
AND CLINICAL CENTER, AND WITH
OUR FACILITIES AND SECURITY
FOLKS TO ENSURE WE WEREN'T
INTRODUCING ANY SECURITY RISKS.
WE NEEDED TO THINK THROUGH WHO
ARE GOING TO BE OUR PRIMARY
AUDIENCES, FOR THIS TOUR, AND
WHAT TASKS WOULD THEY WANT TO
COMPLETE.
AND THE FOUR PRIMARY AUDIENCES
ARE PATIENTS AND FAMILIES WHO
MAY BED THERE IN PARTICIPATING
IN A CLINICAL TRIAL AT THE NIH
CLINICAL CENTER, SCIENTIFIC
COMMUNITY WHO WANT TO WORK,
TRAIN OR COLLABORATE, CONGRESS
AND ADVOCATES INTERESTING IN
UNDERSTANDING BENEFIT OF THEIR
INVESTMENT IN NIH RESEARCH AND
FOLKS WHO ARE INTERESTED IN
EVIDENCE-BASED HEALTH
INFORMATION WHO OR UNDERSTANDING
IMPACT OF BIOMEDICAL RESEARCH ON
PUBLIC HEALTH.
THE TOUR DRAWS USERS IN THROUGH
STORY TELLING.
THIS IS NOT INTENDED TO BE A
LITERAL MAP.
BUT AN EXPERIENCE.
WE'LL NEVER HAVE EVERY BUILDING,
EVERY SITE ON THIS NAP.
WE ORGANIZE THE TOUR BY AUDIENCE
INTEREST SO USERS CAN TAKE THE
FULL TOUR BUT WE ALSO HAVE A
TRACK SPECIFICALLY FOR PATIENTS
AND CAREGIVERS, AND I WILL TELL
YOU THAT IS OUR MOST POPULAR
TRACK RIGHT NOW.
ALSO A TRACK THAT'S MORE
RESEARCH FOCUSED FOR SCIENTISTS
OR ANYBODY INTERESTED IN
RESEARCH.
INDIVIDUALS FOR COMMENTARIES TO
TELL THEIR STORIES WERE CHOSEN
TO SHOW THE DIVERSITY OF NIH,
OUR PEOPLE AND THE JOBS WE HOLD.
THE TOUR IS SCALABLE, SO PENDING
AVAILABILITY OF FUNDS IN MY
BUDGET WE HOPE TO EXPAND TO
INCLUDE THE NATIONAL LIBRARY OF
MEDICINE WHO WE COULDN'T INCLUDE
AT THE TIME BECAUSE THEY WERE
GOING -- UNDERGOING CONSTRUCTION
BUT WE DO WANT TO ADD THEM, BUT
ALSO CAMPUSES THAT ARE -- OTHER
CAMPUSES, NATIONAL INSTITUTE OF
ENVIRONMENTAL HEALTH SCIENCES IN
NORTH CAROLINA, FACILITIES IN
BALTIMORE, CERTAINLY MORE
FACILITIES IN THE SURROUNDING
BETHESDA AREA, CURRENTLY WORKING
ON A SPANISH LANGUAGE PLATFORM
TO TOGGLE BETWEEN THE TWO
HOPEFULLY LAUNCHED BY THE EDGED
-- END OF THE YEAR.
TRYING TO GIVE FOLKS A GOOD
BIRDSEYE VIEW OF WHAT NIH IS
ABOUT, THE INDIVIDUALS
HIGHLIGHTED SPEAK ABOUT THEIR
EXPERIENCES WORKING AND LEARNING
AT NIH ACROSS A RANGE OF TOPICS
DEMONSTRATING WHAT MAKES NIH
SPECIAL.
WE HOPE YOU'LL EXPLORE DIRECTLY.
IN ADDITION TO THE VIRTUAL TOUR,
THE TOUR FEATURES AN INTERACTIVE
MAP THAT HIGHLIGHTS 32 BUILDINGS
INCLUDING THOSE FULL IN DEPTH
STOPS, A LAYERING FEATURE,
PEOPLE COMING TO CAMPUS CAN
LEARN MORE ABOUT PARKING,
TRANSPORTATION, FOOD, DRINK,
MORE.
USERS CAN CHOOSE THE TRACKS OF
INTEREST OR COME TO THE
INTERACTIVE MAP AND SELECT A
BUILDING OF INTEREST.
THESE ARE BUILDINGS WE FEATURE,
A LOT OF FOLKS VISIT FOR VARIOUS
REASONS SO THERE WAS INFORMATION
AS WELL.
ALL ARE 508 COMPLIANT, OPTIMIZED
FOR SCREEN READERS, USERS CAN
EXECUTE FUNCTIONS VIA KEYBOARD,
WE WORKED CLOSELY WITH THE
OFFICE OF THE CHIEF INFORMATION
WE DID SHARE THE TOUR WITH MANY
OFFICES THAT WE KNEW WOULD HAVE
A PARTICULAR INTEREST IN USING
THIS, OFFICE OF HUMAN RESOURCES
IS USING IT ON USAJOBS.GOV, FOR
RECRUITMENT OF TRAINEES, AND
WE'RE CREATING PHYSICAL SIGNAGE
WITH QR CODES AT ENTRYWAYS AND
TOUR STOPS SO FOLKS CAN PULL UP
THE iPHONE AND TAKE IT ON THE
SPOT.
THIS IS AP OVERVIEW, WE HAVE
THIS ON THE SITE TO ORIENT FOLKS
HOW TO USE IT.
♪
>>WELCOME TO THE NIH VIRTUAL
TOUR WEBSITE.
INTERACTIVE EXPERIENCE TO GET TO
KNOW NIH AND HOW WE HELP
AMERICANS LIVE LONGER,
HEALTHIER, HAPPIER LIVES.
WITH MULTIPLE VIRTUAL TOUR
OPTIONS AVAILABLE, YOU CAN
CHOOSE THE PATH THAT BEST MEETS
YOUR INTERESTS, ALL OF THE
VIDEOS ARE DESIGNED TO PROVIDE A
SHORT OVERVIEW OF NIH'S MISSION,
RESEARCH, LABS, FACILITIES, MANY
ARE CONNECTED TO INTERVIEW
VIDEOS THAT EXPAND ON TOPICS
EXPLORED IN THE TOUR STOP.
YOU CAN DISCOVER ALL THE
INTERVIEW VIDEOS AS A
COLLECTION, AND HEAR INSIGHTS
ABOUT NIH AND ITS IMPACT FROM
SENIOR LEADERS, ADMINISTRATORS,
SCIENTISTS, AND PATIENTS.
>>THE REASON I LOVE WORKING AT
THE NIH IS I WAS A PATIENT
BEFORE I WAS AN EMPLOYEE.
A CANCER SURVIVOR, I CAME HERE
TO BASICALLY PARTICIPATE IN A
CLINICAL TRIAL, AT THE SAME TIME
SOMEONE TOLD ME ABOUT A JOB HERE
AT THE NIH.
>>FROM BROAD OBSERVATIONS ABOUT
GOALS TO EXPLANATIONS OF
RESEARCH HAPPENING AT NIH, THESE
INTERVIEWS PROVIDE VALUABLE
CONTEXT TO THE VIRTUAL TOUR
STOPS, NAVIGATING OUR
INTERACTIVE MAP IS ANOTHER WAY
TO GET TO KNOW THE NIH CAMPUS IN
BETHESDA, MARYLAND.
MANY BUILDINGS ARE INTERACTIVE
AND CONTAIN A WEALTH OF
INFORMATION ABOUT WHAT CAN BE
FOUND IN THE BUILDING RELATED
TOUR SYMPTOMS AND INTERVIEWS,
AND LINKS TO LEARN MORE.
ADDITIONALLY, THE MAP HAS MANY
LAYERS AVAILABLE THAT WILL
DISPLAY AMENITIES SUCH AS
PARKING, DINING, AND MORE.
WE'VE ENSURED THE SITE IS
SEARCHABLE AND SHAREABLE WITH
LINKS FOR PEOPLE INSPIRED TO
WORK WITH NIH, EXPLORE OPTIONS
OR CONNECTING IN OTHER WAYS.
WHEREVER YOU WITH, NIH IS READY
TO HELP YOU EXPLORE OUR CAMPUS.
♪
>>NOW I'M GOING TO HAND OVER TO
HEATHER WHO IS GOING TO WALK YOU
THROUGH WITH THE DEMO, AND WE'RE
HAPPY TO TAKE YOUR QUESTIONS.
>>HI, EVERYONE.
THANKS, RENATE.
I'M GOING TO PULL UP THE TOUR.
WE'LL JUMP RIGHT IN.
I WANT TO SHOW VIDEO CONTENT
AND HOW WE NAVIGATE.
FROM THIS HOME PAGE, YOU HAVE
THE OVERVIEW OF THE TOUR, LOOK
AT THE FULL TOUR WITH 20 TOUR
STOPS, OR YOU CAN GET INTO
TRACKS RELEVANT TO PATIENTS,
CAREGIVERS, FOLKS WHO MAY WANT
TO WORK WITH NIH.
FOR THE SAKE OF TODAY'S TOUR
WE'LL GO AHEAD AND CLICK ON THE
FULL TOUR.
WE'RE GOING TO JUMP INTO THE
WELCOME AND OVERVIEW VIDEO WHICH
HIGHLIGHTS NOT ONLY NIH'S
HISTORY AND WHAT NIH IS ABOUT
BUT THE RESEARCH BEING DONE ON
CAMPUS AS WELL AS HOW FUNDING IS
SPEND, AND REALLY JUST A LITTLE
BIT MORE ABOUT NIH BEFORE YOU
JUMP INTO THE FULL TOUR.
WE WILL WATCH THAT VIDEO NOW.
♪
>>FROM ITS HUMBLE BEGINNINGS IN
1887, AS A ONE-ROOM LABORATORY,
THE NATIONAL INSTITUTES OF
HEALTH HAS GROWN INTO A
MULTI-BILLION DOLLAR FEDERAL
AGENCY, WITH 27 INSTITUTES AND
CENTERS, EACH WITH THEIR OWN
PORTFOLIO OF RESEARCH FOCUSED ON
PARTICULAR DISEASES OR BODY
SYSTEMS.
ALL BUT THREE RECEIVE THEIR
FUNDING DIRECTLY FROM CONGRESS,
ADMINISTER THEIR OWN BUDGETS.
>>NIH INSTITUTES AND CENTERS
COLLABORATE AND WORK TOGETHER ON
RESEARCH INITIATIVES BECAUSE
MANY HEALTH ISSUES CUT ACROSS
MULTIPLE DISEASE AREAS.
ROUGHLY 82% OF NIH'S $45 BILLION
BUDGET IS INVESTED EACH YEAR IN
BIOMEDICAL RESEARCH, CONDUCTED
AT ACADEMIC AND MEDICAL
INSTITUTIONS ACROSS THE COUNTRY
AND AROUND THE WORLD.
NIH ALSO CONDUCTS RESEARCH AS
PART OF ITS INTRAMURAL RESEARCH
PROGRAM ON THE NIH CAMPUS AND AT
SATELLITE CAMPUSES ACROSS THE
NATION INCLUDING THE NATIONAL
INSTITUTE OF ENVIRONMENTAL
HEALTH SCIENCES LOCATED IN
DURHAM, NORTH CAROLINA.
>>NIH INVESTMENT IN RESEARCH
HAS BEEN RESPONSIBLE FOR MEDICAL
ADVANCEMENTS THAT SAVED
COUNTLESS LIVES.
THESE ADVANCEMENTS INCLUDE
CONTRIBUTING TO A HIGH CURE RATE
FOR COMMON CHILDHOOD LEUKEMIA,
MAKING HIV/AIDS ONCE A FATAL
DIAGNOSIS NOW A TREATABLE
DISEASE.
AND DEVELOPING VACCINES TO
PREVENT DISEASES LIKE HEPATITIS,
HUMAN PAPILLOMAVIRUS, COVID-19,
AND MORE.
>>IN ADDITION TO THE GUIDED
TOUR VIDEOS THAT INCLUDE B ROLL,
FOLKS ACROSS CAMPUS, SOME
RESEARCH BEING DONE, WE USE
DIFFERENT TYPES OF MEDIA
INCLUDING SLIDE SHOWS, PANORAMIC
IMAGES WHICH WE'LL GET TO IN A
SECOND.
WE DO WANT TO SHOW ONE OF THE
OTHER VIDEOS.
THE NICHD RESEARCH LAB,
ZEBRAFISH RESEARCH LAB.
THANK YOU.
WHICH GETS INTO OBVIOUSLY THE
RESEARCH BEING DONE BUT FEATURES
A LAB INCLUDING ONE OF THE
FELLOWS THAT IS FEATURED IN OUR
COMMENTARY INTERVIEWS AS WELL.
>>NIH HOUSES THE LARGEST
ZEBRAFISH FACILITY IN THE WORLD
WITH OVER HALF A MILLION FISH,
CURRENTLY HOUSED ON OUR CAMPUS.
ZEBRAFISH POSSESS A UNIQUE
COMBINATION OF FEATURES THAT
MAKE THEM PARTICULARLY SUITABLE
FOR STUDYING DEVELOPMENTAL
PROCESSES.
THE INCH-LONG ZEBRAFISH ARE
TRANSPARENT, REPRODUCE VERY
QUICKLY, AND CAN BE KEPT IN
LARGE GROUPS.
ALTHOUGH THE SMALL TROPICAL
FRESH WATER FISH MAY LOOK QUITE
DIFFERENT FROM HUMANS WE SHARE
MOST OF THE SAME ORGANS AND
TISSUE, 70% OF THE SAME GENES.
THIS MEANS SCIENTISTS CAN USE
ZEBRAFISH TO STUDY GENETIC
MUTATIONS, ON THOSE SHARED
GENES, TO BETTER UNDERSTAND HOW
HUMAN DISEASES MAY OCCUR.
DR. BRANT WEINSTEIN'S LAB
RESEARCHERS USE ZEBRAFISH TO
STUDY THE CELLULAR AND MOLECULAR
MECHANISMS RESPONSIBLE FOR BLOOD
AND LYMPHATIC VESSEL FORMATION.
AND BIOLOGY WHICH CAN BE
CRITICAL IN UNDERSTANDING
CONDITIONS LIKE HEART DISEASE,
STROKE, CANCER.
>>IN ADDITION TO THE SLIDE
SHOWS AND VIDEOS, WE USE
PANORAMIC IMAGES TO GET A FEEL
FOR WHAT IT'S LIKE TO BE ON THE
NIH CAMPUS.
FOR EXAMPLE, WE'LL JUMP INTO THE
CLINICAL CENTER ATRIUM.
I'LL PAUSE IT.
IT GIVES A FULL 360 VIEW OF WHAT
IT'S LIKE TO BE IN THE ATRIUM,
BUT YOU CAN LET IT AUTOMATICALLY
ROTATE, LOOK AROUND, OR YOU CAN
GO AHEAD AND GRAB IT WITH YOUR
MOUSE AND MANIPULATE THE IMAGE
SO YOU CAN TAKE A LOOK AT WHAT
IT'S LIKE TO BE IN THE ATRIUM
ITSELF, GRABBING COFFEE OR
STOPPING IN THE GIFT SHOP, WHAT
IT'S LIKE TO BE IN THE SPACE.
THIS IS REALLY IMPORTANT FOR
FOLKS WHO LET'S SAY PATIENTS,
PROSPECTIVE PATIENTS, WE'LL
CHECK OUT THE CLINICAL CENTER
PATIENT ROOM, PEOPLE MIGHT WANT
TO KNOW WHAT IT'S LIKE TO
ACTUALLY BE RECEIVING TREATMENT
OR CARE AT THE CLINICAL CENTER.
AGAIN, IT AUTOMATICALLY ROTATES
WHEN YOU JUMP INTO THE PANORAMIC
IMAGE.
BUT YOU CAN ALSO MANIPULATE THE
IMAGE, CHECK OUT CERTAIN VIEWS,
SEE WHAT IT'S LIKE TO BE IN THE
SPACE.
WE USE THESE THROUGHOUT THE TOUR
INCLUDING SPECIAL CLINICAL
STUDIES UNIT AS WELL AS MCRU.
AND AS RENATE MENTIONED WE DO
FEATURE MULTIPLE MEMBERS OF THE
NIH SPEAKING ABOUT EXPERIENCES.
SO THAT'S -- YOU CAN ACCESS
THROUGH THE WE ARE NIH TAB RIGHT
HERE, OR AS YOU CAN SEE HERE
THESE THUMB NAILS NEXT TO EVERY
TOUR STOP.
THESE ARE ALSO LOCATED NEXT TO
DIFFERENT BUILDINGS, WHICH WE'LL
GET INTO IN A LITTLE BIT.
BUT YOU'LL BE ABLE TO SEE THE
COMMENTARIES, RELATED TO
DIFFERENT TOUR STOPS AND
BUILDINGS THROUGHOUT.
TODAY WE WANT TO START WITH --
I'LL SHOW YOU THE DIFFERENT
CATEGORIES.
SENIOR LEADERS, DR. BRENNAN
RIGHT HERE, WE'VE GOT
ADMINISTRATORS.
FELLOWS TO BRANCH CHIEFS AND
HAVE THE PATIENT EXPERIENCE
CAPTURED AS WELL.
WE WANT TO SHARE A COMMENTARY
FROM DR. BRENNAN TALKING ABOUT
THE NLM, NOT ONLY ITS HISTORY
BUT WHAT IT'S LOOKING FORWARD TO
AS WELL.
>>THE NATIONAL LIBRARY OF
MEDICINE IS ONE OF THE FEW
INSTITUTES ON THE NIH CAMPUS
THAT ACTUALLY HAS ITS OWN
BUILDINGS.
WE HAVE TWO BUILDINGS, WE ALSO
HAVE STAFF IN SOME AUXILIARY
SPACE.
TWO MAIN BUILDINGS ARE ON THE
SOUTHEAST CORNER OF THE CAMPUS.
WHAT WE HAVE IS A BUILDING THAT
WAS BUILT DURING THE COLD WAR
SPEARED, IN 1956 THE NATIONAL
LIBRARY OF MEDICINE WAS
TRANSFERRED FROM THE DEPARTMENT
OF DEFENSE TO THE PUBLIC HEALTH
SERVICE, AND THEY NEEDED A
BUILDING.
AND SO IT WAS ORIGINALLY
DOWNTOWN WHEN IT WAS A MILITARY
LIBRARY, WAS GOING TO BE HOUSED
AT THE NATIONAL INSTITUTES OF
HEALTH CAMPUS.
A BUILDING WAS BUILT BUT IT WAS
BUILT TO COLD WAR STANDARDS.
SO THE BUILDING DOCUMENTS WE CAN
SEE THE DELIBERATION MADE SURE
THE BUILDING ARE WALLS THICK
ENOUGH TO WITHSTAND A NUCLEAR
BLAST, FLOORS THICK ENOUGH TO
PRESERVE ALL OF THE LITERATURE,
EARLY JOURNALS, EARLY DOCUMENTS,
SO OUR WALLS ARE 14 INCHES
THICK, FLOORS ARE 17 INCHES
THICK.
BUILDING HAS SPECIALIZED SPACES
TO HOLD SOME OF OUR VERY
PRECIOUS FRAGILE BOOKS.
WE ALSO HAVE A 12-STORY RESEARCH
BUILDING ATTACHED TO OUR SPACE.
NOW, AS YOU HEARD FROM VICTORIA,
THE NIH CAMPUS HAS TO REINVEST A
LOT TO KEEP THESE BUILDINGS
ALIVE.
OUR MAIN BUILDING WAS BUILT IN
1960, NOW IN 2022 WE'RE IN THE
MIDST OF A FOUR-YEAR RENOVATION
OF THE SPACE TO BE ABLE TO MAKE
IT MORE MODERN, HAVE MORE OPEN
SPACES FOR PEOPLE TO WORK
COLLABORATIVELY AND MORE
ACCEPTABLE TO THE PUBLIC WHO MAY
COME TO CAMPUS TO USE SOME OF
OUR RESOURCES AND HISTORY OF
MEDICINE COLLECTION.
OUR SPACE IS JUST BEAUTIFUL.
I HOPE YOU'LL GET TO SEE IT.
>>NEXT I THINK EVERYBODY WHO
WORKS AT NIH OR WITH KNOWS HOW
SPECIAL OF A PLACE IT IS BUT WE
WANT TO SHARE A COMMENTARY FROM
DR. TABAK ON WHAT HE THINKS
MAKES NIH SUCH A UNIQUE AND
SPECIAL PLACE, ESPECIALLY AS
RELATES TO THE HEALTH OF THE
NATION.
>>THIS IS A VERY SPECIAL PLACE,
NIH.
THIS SINGULAR FOCUS, THE
SINGULAR DEDICATION TO IMPROVING
THE HEALTH OF ALL AMERICANS
INDEED FOR ALL PEOPLE OF THE
WORLD IS SOMEWHAT UNIQUE.
AND, AGAIN, WE'RE A TEAM.
ADMINISTRATORS, PEOPLE IN THE
BUSINESS OFFICES, INDIVIDUALS
WHO WORK IN THE KITCHENS FOR THE
CLINIC, TO FEED THE PATIENTS AND
THE STAFF, THE TECHNICIANS, THE
CLINICIANS, THE RESEARCHERS,
EVERYBODY IS WORKING TOWARDS THE
SAME GOAL.
AND WE NEED EACH AND EVERY ONE
OF THOSE FOLKS TO SUCCEED IN OUR
MISSION.
>>OKAY.
NOW WE WANT TO TAKE YOU, NOW
THAT WE'VE SHOWN YOU TOUR STOPS
AND SOME OF THE FOLKS THAT
PROVIDED INTERVIEWS ABOUT HOW
THEY ARE CONNECTED TO NIH, HOW
THEY CAME TO NIH, WHAT MAKES NIH
SO SPECIAL, WE WANT TO JUMP INTO
THE MAP SO WE CAN SHOW HOW TO
NAVIGATE THAT.
SO AS I THINK EVERYBODY KNOWS,
NIH HAS A VERY BIG CAMPUS WITH A
LOT OF BUILDINGS ON IT.
WE'RE GOING TO START WITH OUR
NAVIGATION OF THE BUILDINGS.
AS YOU CAN SEE, A LOT OF
BUILDINGS ARE FEATURED HERE.
RENATE SHARED THE LIST OF
BUILDINGS WE DO FEATURE IN THE
TOUR IN HER PRESENTATION.
SO EVERYTHING THAT'S AVAILABLE
TO CHECK OUT IS HERE.
OF COURSE, CERTAIN BUILDINGS
WEREN'T INCLUDED FOR SECURITY
REASONS.
BUT EVERYTHING ELSE IS AVAILABLE
TO LEARN A LITTLE BIT MORE
ABOUT, WHETHER THAT'S HISTORY OF
THE BUILDING, A LITTLE BIT MORE
INFORMATION ON OTHER NIH WEB
PROPERTIES, EVEN RELATED TOUR
STOPS AND COMMENTARIES.
SO, YOU CAN NAVIGATE TO ALL THE
BUILDINGS, OF COURSE AS YOU CAN
SEE AS WE HOVER OVER THESE IT
HIGHLIGHTS ON THE MAPS SO YOU
CAN NAVIGATE THAT WAY.
OR YOU CAN JUST SCROLL OVER THE
MAP.
AND LEARN ABOUT BUILDINGS THAT
WAY.
I'LL ZOOM IN A LITTLE BIT.
I KNOW THIS IS HARD TO SEE.
WE DO WANT TO START WITH THE
NATIONAL LIBRARY OF MEDICINE.
HERE YOU'LL FIND A SHORT
WRITE-UP OF -- HOPEFULLY
EVERYBODY CAN SEE THIS, OF THE
NLM, LINKS TO EXTERNAL WEB
PROPERTIES, WE HAVE COMMENTARIES
JUST LIKE WITH THE TOUR STOPS,
AND WE'VE ALSO GOT IMAGES AND
EVEN VIDEOS FROM THE NIH
YouTube PAGE LINKED HERE.
THIS IS REALLY A COMPREHENSIVE
RESOURCE FOR FOLKS WHO WANT TO
LEARN A LITTLE BIT MORE ABOUT
EACH OF THE BUILDINGS, AND THEN
THE WEB PROPERTIES, DIRECT THEM
TO ADDITIONAL INFORMATION SO
THEY CAN LEARN ALL ABOUT THOSE
SPACES.
NEXT WE'RE GOING TO HEAD OVER
ACROSS CAMPUS TO THE CLINICAL
CENTER.
OF COURSE, BUILDING 10 IS THE
BIGGEST BUILDING ON CAMPUS, ALSO
DOES HOUSE MOST OF OUR TOUR
STOPS BECAUSE OF THE ENORMOUS
AMOUNT OF RESEARCH THAT'S BEING
DONE IN THE CLINICAL CENTER.
WE'LL CLICK HERE, AS YOU CAN
SEE, AGAIN WE HAVE THOSE IMAGES
FROM VARIOUS POINTS IN TIME, OF
THE CLINICAL CENTER, AS WELL AS
MULTIPLE VIDEOS THAT TALK MORE
ABOUT THE CLINICAL CENTER AND
EVERYTHING THAT THE NIH CLINICAL
CENTER DOES.
ADDITIONALLY, WE'VE GOT THAT
SAME -- ANOTHER WRITE-UP, A
LITTLE BIT MORE ABOUT THE
HISTORY AS WELL AS WHAT THE NIH
CLINICAL CENTER IS FOCUSED ON.
WE HAVE A LIST OF ALL THE
DIFFERENT TOUR STOPS, AS I
MENTIONED THERE'S A LOT OF TOUR
STOPS IN THE CLINICAL CENTER,
LISTED HERE FOR EASY ACCESS.
WE HAVE A LIST OF RESOURCES AND
ANY OF THE BUILDINGS ON CAMPUS
THAT DO HAVE RESOURCES THAT ARE
RELEVANT TO STAFF, AND TO
PATIENTS OR VISITORS, WILL BE
LISTED IN THOSE BUILDINGS.
AND HERE IN THE CLINICAL CENTER
OBVIOUSLY THERE'S A LOT OF
RESOURCES FOR STAFF AND PATIENTS
AND VISITORS ALIKE.
EVERYTHING FROM BADGING TO THE
BLOOD BANK, TO GIFT SHOPS, AND
DIFFERENT CONFERENCE SPACES.
SO OF COURSE ALL OF THE RESEARCH
BEING DONE IN THE CLINICAL
CENTER.
WE HAVE OF COURSE THOSE
COMMENTARY INTERVIEWS LISTED AS
THUMB NAILS.
A LOT OF FOLKS WHO WORK IN THE
CLINICAL CENTER, WE DID
INTERVIEW, FOR THOSE COMMENTARY
INTERVIEWS.
WE ALSO HAVE THEM ALL LISTED OUT
HERE.
AND THEN OF COURSE AS WITH OTHER
BUILDINGS ON CAMPUS, WE LINK TO
ADDITIONAL NIH WEB PROPERTIES SO
WE CAN LEARN MORE ABOUT BUILDING
10.
AS RENATE MENTIONED IT'S NOT
MEANT TO BE A LITERAL MAP.
WE DID DIRECT FOLKS TO OTHER
RESOURCES.
THERE'S SO MUCH TO LEARN, WE
COULDN'T PUT IT ALL IN THE
VIRTUAL TOUR, THOUGH WE
DEFINITELY TRIED.
NEXT WE'RE GOING TO GO AHEAD AND
SHARE WITH YOU, RENATE MENTIONED
THE LAYERING FEATURE, WE'LL
SHARE AMENITIES ON CAMPUS.
WE HAVE EVERYTHING FROM PARKING
TO FOOD AN DRINK, TO EVEN THE
BADGING AND INTERPRETING
SERVICES WHICH WE'LL GET INTO,
BUT WE HAVE PARKING FOR STAFF,
FOR PATIENTS, WE EVEN HAVE EV
CHARGING STATIONS AND BIKE RACKS
AVAILABLE WHEN YOU CLICK ON
THESE, YOU'LL SEE THAT THOSE
ICONS POP UP.
YOU CAN FIND EXACTLY WHERE THOSE
ARE AND A LITTLE BIT MORE ABOUT
THOSE HERE.
AND THEN OF COURSE UNDER
TRANSPORTATION, WE KNOW A LOT OF
FOLKS GET TO CAMPUS VIA THE
METRO SO WE DO HAVE THE METRO
HIGHLIGHTED OF COURSE.
AND WE'VE GOT THE CAMPUS SHUTTLE
STOP, VITAL FOR STAFF AND
VISITORS ALIKE.
AND THE SHUTTLE STOPS, YOU'LL
SEE WHEN YOU CLICK ON THOSE AS
WITH MANY ICONS THROUGHOUT THE
TOUR, THIS GIVES YOU A LOT MORE
INFORMATION ON ACTUALLY USING
THE SHUTTLE, SO THE ICONS WE
HAVE LISTED HERE ARE THE MAIN
ROUTE BUT WE DO HAVE ALL THE
OTHER ROUTES LISTED SO YOU CAN
LEARN MORE IF YOU NEED TO TAKE
THE PURPLE LINE OR GRAY LINE, WE
ALSO HAVE THE LIVE SHUTTLE BUS
MAP LINKED HERE AS WELL.
ADDITIONALLY, WE REALLY DID WANT
TO FOCUS ON ACCESSIBILITY AND
INCLUSIVITY IN THIS TOUR.
SO WE MADE SURE THAT GENDER
NEUTRAL AND ACCESSIBLE RESTROOMS
WERE LISTED ON THE MAP.
WE'LL GO BACK TO BUILDING 10
HERE, FOR EXAMPLE, WHEN WE CLICK
ON THE GENDER NEUTRAL INCLUSIVE
RESTROOMS, CLICK HERE, THIS WILL
GIVE A LIST OF WHERE EVERY
SINGLE ONE OF THOSE GENDER
NEUTRAL RESTROOMS IS SO FOLKS
AREN'T HUNTING GOING INTO
BUILDINGS TRYING TO FIGURE IT
OUT.
THIS IS HELPFUL FOR ANYBODY
VISITING CAMPUS TO JUST GET THAT
INFORMATION RIGHT AT THEIR
FINGERTIPS.
AND THEN OF COURSE WE DO HAVE
FOOD AND DRINK LISTED AS WELL.
AND THIS -- CAFES, CAFETERIAS,
CONCESSION STANDS, THINGS ARE
OPENING AND CLOSING AS THERE'S
CONSTRUCTION ON CAMPUS, AS
THINGS ARE OPENING UP MORE SO WE
DO HAVE BACK ENDS ACCESS.
AS THINGS OPEN, AS THINGS --
HOURS CHANGE, WE NEED TO UPDATE
THINGS, WE CAN DO THAT.
AND SAME GOES FOR -- I WANT TO
HIGHLIGHT ONE MORE THING ON --
LET ME GET RID OF THESE.
ON TRANSPORTATION, WE WANTED TO
FOCUS ON ACCESSIBILITY AND SO WE
INCLUDED ROADS AS PART OF THIS
MENU UNDER TRANSPORTATION, AND
THIS IS BECAUSE FOLKS WITH --
USING KEYBOARDS SHOULD BE ABLE
TO CLICK THROUGH ROADS AVAILABLE
AS WELL.
FOLKS USING THEIR KEYBOARD CAN
GET A WHOLE LIST OF THE ROADS AS
WELL.
WE MADE SURE TO -- ALL THE ROADS
HAVE THIS POP-UP YOU SEE HERE,
CEDAR LANE, EAST DRIVE, ALL THE
DIFFERENT ROADS AROUND, BECAUSE
A LOT OF MAPS ARE NOT ACTUALLY
508 ACCESSIBLE WITH EMBEDDED
STREET NAMES AND WE WANTED TO
MAKE SURE FOLKS USING SCREEN
READERS COULD ACCESS WHERE THEY
WERE ON CAMPUS, ORIENT
THEMSELVES BETTER WHEN EXPLORING
THIS TOUR.
ADDITIONALLY, WE HAVE OTHER
AMENITIES, INCLUDING
INTERPRETING SERVICES, AS I
MENTIONED, LACTATION ROOMS,
CREDIT UNION AND ATMs, AND
BADGING CENTERS.
THIS IS A REALLY GREAT LIST OF
RESOURCES FOR FOLKS VISITING
CAMPUS, WHETHER STAFF, PATIENTS,
VISITORS.
ADDITIONALLY WE HAVE A LEARN
MORE TAB, SO ANYTHING THAT'S NOT
IN THE TOUR WE HOPE HAS BEEN
INCLUDED IN WHAT WE'RE LINKING
OUT TO.
SO YOU CAN LEARN MORE ABOUT NIH,
NIH'S MISSION, WHAT YOU ALL DO,
GETTING INVOLVED IN NIH WHETHER
THROUGH A CAREER AT NIH OR
GRANTS AND FUNDING, APPLYING FOR
GRANTS, OR EVEN GETTING INVOLVED
IN A CLINICAL TRIAL.
AND THEN OF COURSE WE DO HAVE A
LINK TO OTHER CAMPUS MAPS, WHICH
DOES INCLUDE PRINTABLE MAPS FOR
THE BETHESDA CAMPUS AS WELL AS
OTHER CAMPUSES.
FINALLY, EVERYTHING IS
SEARCHABLE AND SHAREABLE.
SO, LET'S SAY YOU WANTED TO --
WE MENTIONED CONFERENCE
SERVICES.
SO IF YOU WANTED TO FIGURE OUT
WHERE THE CONFERENCE FACILITIES
WERE ON CAMPUS, ALL THE
BUILDINGS THAT HAVE SERVICES OR
FACILITIES ARE LISTED HERE AS
WELL AS THIS SPECIFIC
AUDITORIUMS AND AMPHITHEATERS
THEMSELVES.
AND FINALLY, EVERYTHING IS
SHAREABLE AND WE MADE SURE IT
WAS GRANULAR IN TERMS OF WHAT
YOU COULD SHARE.
SO, I'M GOING TO GO BACK TO THE
NLM.
LET'S SAY WE WANTED TO SHARE
THIS VIEW, DRIVE FOLKS TO THE
NATIONAL LIBRARY OF MEDICINE
WITHIN THE TOUR.
HIT THIS SHARE BUTTON RIGHT
HERE.
COPY THIS LINK.
AND WHOEVER YOU SEND THIS TO
WHEN YOU'RE SHARING, THEY WILL
GET THIS EXACT VIEW SO THEY CAN
POP RIGHT INTO THE TOUR AT THE
NATIONAL LIBRARY OF MEDICINE.
I THINK THAT'S IT FOR MY TOUR.
I'LL INVITE RENATE UP TO ANSWER
ANY QUESTIONS.
>>HAPPY TO TAKE ANY QUESTIONS.
AGAIN, IT WAS A HUGE INVESTMENT,
WE'RE TRYING TO MAXIMIZE USE.
IT'S BEING USED ACROSS NIH AND
WEB PROPERTIES, WOULD LOVE OTHER
FOLKS THINKING OF OTHER WAYS TO
USE IT IN THE COMMUNITY, WE
DIDN'T MENTION THE CHILDREN'S
INN, RESOURCES FOR PATIENTS AND
CAREGIVERS, HAPPY TO TAKE ANY
QUESTIONS YOU MIGHT HAVE.
>>WONDERFUL.
THIS IS SUCH A TREMENDOUS
RESOURCE.
THANK YOU SO MUCH FOR BRINGING
IT TO US TODAY.
I AM DELIGHTED TO WELCOME
DOCTORS SIMINO AND OGUNYEMI TO
FACILITATE QUESTIONS.
>>IT'S STRAIGHT FORWARD.
>>THIS IS AVAILABLE TO
EVERYBODY.
CAN YOU MAKE IT KNOWN TO FOLKS (
INAUDIBLE) FED-EX AND UPS, DO
THEY KNOW?
>>WE DO WORK WITH OFFICE OF
RESEARCH FACILITIES AND OFFICE
OF RESEARCH SERVICES TO MAKE
SURE THEY ARE INCORPORATING IT
IN THEIR MATERIALS, AND THEN
ANYBODY AT NIH CAN USE IT.
SOMEBODY'S COMING TO CAMPUS, OH,
HERE'S A LINK TO THIS, THERE'S
INFORMATION HOW TO GET HERE,
WHAT AMENITIES, WHEN YOU'RE
HERE, HOW TO PARK, SO FORTH.
YES, WE LAUNCHED IN JUNE,
MID-JUNE, AND WE'RE REALLY
TRYING TO PROPAGATE IT AS MUCH
AS POSSIBLE.
>>IS THERE INFORMATION ABOUT
GETTING THROUGH SECURITY?
>>YES, LINKS TO SITES, VARIOUS
WAYS TO COMMON TO CAMPUS, HOW TO
PARK ON CAMPUS, IT'S NOT EASY.
WE'RE HOPING THIS MAKES IT EASY.
MY OFFICE MANAGES THE NIH
VISITORS CENTER BECAUSE WE GIVE
TOURS TO FOLKS AND SO FORTH, WE
MANAGE VIP VISITS, AND IT'S --
YOU KNOW, IT'S A HUGE CAMPUS,
AND A CHALLENGE TO FIGURE OUT.
>>FOR PEOPLE WHO DONATE BLOOD
AND LIVE IN THE COMMUNITY, TO
CUT THROUGH TO GET TO THE METRO,
DO YOU HAVE THAT INFORMATION IN
THERE?
>>RIGHT, WE HAVE INFORMATION
ABOUT THE GATEWAY CENTER AND HOW
TO COME ON AND THE METRO CENTER
AND SO FORTH.
THE OFFICE OF HUMAN RESOURCES,
OH, WE SHOULD PUT A VIDEO HOW TO
GET FROM HERE TO THE BADGING
STATION.
AGAIN, IT'S AN EXPERIENCE, ALSO
INFORMATIONAL, BUT A LOT OF
FOLKS ARE ADDING MORE
INFORMATION TO THEIR WEBSITES AS
THEY SEE IT AND FIGURE OUT HOW
TO USE IT.
>>I THINK THERE'S LIKE GOOGLE
MAPS THINGS THAT TAKE YOU
INSIDE, AT LEAST BUILDING 10.
YOU HAVE THAT LINKED SOMEWHERE
SO PEOPLE CAN KNOW ABOUT THAT?
>>I DON'T KNOW, YOU MEAN ON THE
GOOGLE MAP?
>>YEAH, I DON'T REMEMBER HOW
YOU GET TO IT, YOU CAN GO ON THE
FLOORS AND NAVIGATE THROUGH THE
DIFFERENT FLOORS.
>>I KNOW THERE WAS AN APP, IT
MIGHT BE UNDER CONSTRUCTION.
MIGHT NOT BE ON THE SITE RIGHT
NOW BUT WE DO I BELIEVE HAVE THE
SORT OF CLINICAL CENTER LAYERING
THAT WALKS YOU THROUGH.
>>THAT'S PARTICULARLY
CHALLENGING.
>>YEAH, THERE'S A CLINICAL
CENTER, I THINK IT'S FUNCTIONAL,
HOW TO GET AROUND THE CLINICAL
CENTER, YEAH, TAKE ME THERE.
IT'S ON THEIR WEBSITE.
AGAIN, WE LINK.
WE WORK CLOSELY WITH THE
CLINICAL CENTER, THEY ARE TRYING
TO LEVERAGE AS MUCH FOR PATIENT
MATERIALS AND HOPEFULLY
CHILDREN'S INN AS WELL.
AND WE HAVE SAFFER LODGE, SO
FORTH.
>>POINTERS TO THE NEIGHBORHOOD,
RESOURCES SO PEOPLE COMING TO
TAKE THEIR KIDS TO THE
CHILDREN'S INN CAN FIND A
RESTAURANT.
>>RIGHT.
>>OR GET THINGS, RESOURCES FOR
THAT.
>>YOU MEAN IN THE SURROUNDING
NEIGHBORHOOD?
>>WELL, WE HAVE A -- MY OFFICE
MANAGES THE COMMUNITY LIAISON
GROUP, AND SO WE HAVEN'T MET
SINCE WE LAUNCHED BUT WE'RE
GOING TO BE MEETING WITH THEM
AND SHARING.
FOR THOSE MEMBERS OF THE
COMMUNITY THAT RECOMMENDS THE
COMMUNITY SO WE'LL SHARE THAT
INFORMATION WITH THEM.
AS WELL AS OUR NEIGHBORS AND SO
FORTH, YEAH.
>>IS IT POSSIBLE TO MAP OUT
ROUTES BETWEEN AN ENTRY POINT SO
YOU HAVE VISITORS YOU CAN
PROVIDE THEM WITH A ROUTE MAP?
>>WE DO HAVE PRINTABLE MAPS,
I'M NOT --
>>HIGHLIGHTED TO SAVE THE URL?
>>YOU COULD IF YOU SELECTED
PRINTABLE MAP.
I MEAN IF YOU SELECTED A ROAD,
FOR EXAMPLE, YOU CAN SAY THAT.
BUT THE PRINTABLE MAPS ARE
PROBABLY EASIER FOR PEOPLE
COMING ON CAMPUS BECAUSE
SOMETIMES YOU NEED THAT PHYSICAL
MAP.
BUT TO HAVE ALL THE KEY POINTS
ON IT -- THEY HAVE ALL THE KEY
POINTS.
>>I RECEIVED A LINK OVER THE
SUMMER AND WAS JUST THRILLED TO
SEE IT.
SO REALLY A TREAT TO GET THE
OFFICIAL DEMO.
THANK YOU.
I'M CURIOUS, IT'S ONLY BEEN UP
AND RUNNING FOR A FEW MONTHS BUT
WHAT HAVE YOU SEEN THE WEB
TRAFFIC LOOK LIKE SINCE IT
LAUNCHED?
>>WE JUST GOT ANALYTICS.
WE DID PROMOTION THROUGH SOCIAL
AND VARIOUS EFFORTS, PROMOTED
THROUGH LISTSERVS AND SO FORTH.
THE TRACK THAT GETS THE MOST
TRAFFIC SO FAR HAS BEEN THE
PATIENT AND CAREGIVER, WHICH
MAKES SENSE.
BUT I WOULD SAY, YOU KNOW,
WITHIN A MONTHS WE'VE HAD 20,000
VISITS TO IT.
>>GREAT.
>>AND NOW WE'RE TRYING TO
EXPLORE OTHER WAYS.
AGAIN, IT'S ONLY AS GOOD AS
PEOPLE USE IT.
AGAIN WORKING CLOSELY WITH OHR
FOR JOB PURPOSES, AND WE JUST SO
YOU KNOW HAVE BEGUN GIVING
ACTUAL TOURS AGAIN ON THE NIH
CAMPUS, HOORAY.
AFTER THREE YEARS OF IT STOPPED.
DEMAND IS HUGE.
PEOPLE LOVE TO COME TO THE
CAMPUS BUT NOW WE'RE ABLE TO SAY
EXPLORE THIS, SEE WHAT YOU
THINK, WHAT MIGHT BE OF
INTEREST.
AND REACHING OUT, WE SHARED IT
WITH THE PUBLIC INFORMATION
OFFICER NETWORK ON MANY FUNDED
INSTITUTIONS TO SHARE WITH THEIR
FOLKS BECAUSE WE HAVE SO MANY
VISITORS, SCIENTIFIC VISITORS,
YEAH.
REALLY TRYING TO PUSH THAT.
>>THANK YOU.
>>IT MAKES SENSE AS YOU SAID
THE PATIENT --
>>CAREGIVER, YEAH.
>>THAT IS THE MOST VISITED TOUR
BUT WHAT ABOUT RESEARCH?
>>IT'S ALSO VERY POPULAR.
WE HAVE A LOT OF FOLKS WHO WANT
TO COME TO WORK FOR NIH IN THE
SCIENTIFIC COMMUNITY, ALSO
TRAINEES AND COLLABORATORS.
ONE THING THAT'S INTERESTING
HISTORICALLY SPEAKING I FELT
LIKE -- THIS WAS BEFORE MY TIME,
SO MUCH EMPHASIS ON THE
RESEARCHER BUT NOT ON THE
WORKFORCE, WHICH ACTUALLY IS
LARGER ON THE ADMINISTRATIVE
SIDE SO WE REALLY FEATURED A LOT
OF OUR ADMINISTRATORS BECAUSE
PEOPLE WHO WORK HERE ARE NOT
SCIENTISTS OR NOT IN A
SCIENTIFIC ROLE.
WE FEATURE PEOPLE WITH
DISABILITIES TO SHOW WE'RE A
DIVERSE POPULATION.
I THINK WE'VE HAD A LOT OF
TRAFFIC ON THE SCIENTIFIC ONE AS
WELL.
>>FOLKS ARE INTERESTED IN THE
RESEARCH NIH DOES.
>>YEAH.
AND WE'LL CONTINUE TO PROMOTE IT
HEAVILY TO GET MORE TRAFFIC AND
USE OUT OF IT.
AS I SAID WE'RE GOING TO -- WE
HOPE TO EXPAND TO OTHER CAMPUSES
SUCH AS NIEHS, AND SO THAT WILL
BE OF INTEREST TO THEM AS WELL.
>>I THINK ONE THING IS THAT A
LOT OF FOLKS ARE ALSO CLICKING
THROUGH MULTIPLE PAGES WHICH IS
GREAT TO SEE.
>>THEY ARE STAYING.
>>PEOPLE ARE REALLY SPENDING
TIME.
>>EXPLORING.
>>THE TIME SPENT ON THE TOUR IS
A LITTLE BIT HIGHER THAN AVERAGE
I THINK FOR A WEBSITE THOUGH.
>>AND, AGAIN, IT'S REALLY TO
TELL THE NIH STORY IN A SIMPLE
CLEAR WAY WHICH IS ALWAYS A BIG
CHALLENGE FOR US.
BECAUSE WE ARE SO LARGE, SO MANY
DIFFERENT ORGANIZATIONS WITHIN
NIH.
THE BIG EFFORT WAS IN 2013 WHEN
WE MADE EVERYTHING HAVE ONE
LOGO, THAT WAS HUGE, A HUGE
ACCOMPLISHMENT.
HUGE CHANGE MANAGEMENT PROJECT.
SO BUT, YEAH, TRYING TO REALLY
MAKE IT EASY FOR PEOPLE TO KNOW
WHO WE ARE AND WHAT WE DO.
>>WELL, VERY GOOD.
THANK YOU SO MUCH.
>>OUR PLEASURE.
>>THIS WAS A TREAT AND IT WAS
NICE TO SEE THE CHILDREN'S INN
HIGHLIGHTED.
THANKS FOR SHOWING US THAT.
AND I THINK WITH THAT WE'RE
READY TO GO TO OUR NEXT ITEM OF
BUSINESS.
[APPLAUSE]
NEXT ITEM OF BUSINESS IS
CREATING A CULTURE OF CONTINUOUS
INNOVATION, AND I'M DELIGHTED TO
WELCOME DR. DANA BENSIKER TO
PROVIDE COMMENTS, A SUBJECT
MATTER EXPERT IN OFFICE OF THE
DIRECTOR, NATIONAL LIBRARY OF
MEDICINE.
, A RECOGNIZED INFORMATICS AND
INNOVATION LEADER WITH OVER 30
YEARS OF EXPERIENCE ALIGNING THE
STRATEGY AND CULTURE OF HEALTH
CARE PROVIDERS AND BIOMEDICAL
ORGANIZATIONS.
THANK YOU FOR JOINING US TODAY.
>>THANK YOU FOR HAVING ME AND
THE OPPORTUNITY TO SHARE WITH
YOU A PROJECT WE JUST STARTED
HERE, BEGINNING TO DEVELOP AND
BUILD A CULTURE OF CONTINUOUS
INNOVATION AT THE NATIONAL
LIBRARY.
I'M NOT GOING TO FURTHER
INTRODUCE MYSELF, OTHER THAN TO
SAY MY COLLEAGUE WAS UNABLE TO
JOIN ME TODAY SO YOU'LL BE
LISTENING TO ME THE ENTIRE
PRESENTATION.
AS WE TALKED WITH SOME FOLKS
DURING THE BREAK HOW CAREERS
HAVE GONE THROUGH THE NATIONAL
LIBRARY OF MEDICINE, NATIONAL
INSTITUTES OF HEALTH, THEY HAVE
COME BACK, I ACTUALLY IN THE
LATE 1980s WAS A VERY YOUNG
AND VERY FIT SECOND LIEUTENANT
IN THE ARMY NURSE CORPS, AND I
HAD AN OPPORTUNITY TO COME TO
THE NATIONAL INSTITUTES OF
HEALTH FOR WHAT AT THE TIME
WAS -- WE DIDN'T CALL IT
INNOVATIVE BUT IT WAS.
I WAS TOLD THE NATIONAL
INSTITUTES OF HEALTH HAD A CUTER
SYSTEM DOCTORS AND NURSES WERE
ENTERING THEIR OWN ORDERS, TAKE
A LOOK.
GOT HERE, THERE WAS THIS HUGE
CRT WITH GREEN FLASHING SCREENS,
DOING THEIR ORDERS, I WAS
SHOCKED.
I WAS IN THE RESERVES, I WENT
BACK TO MY CIVILIAN JOB, TAKE A
LOOK, THIS IS WHAT WE'RE GOING
TO BE DOING.
DIDN'T GET THERE AS FAST AS I
THOUGHT BUT WE GOT THERE.
WE LOOK AT INNOVATION AND LOOK
AT THINGS THAT STIMULATE
CAREERS, FOR ME I GO BACK TO THE
TIME WHEN I SAW WHAT TO ME WAS
AN AMAZING INNOVATION, AT THE
TIME.
TO START OUR TALK TODAY I WANT
TO TALK ABOUT SOME LEVEL
SETTING, THAT LEVEL SETTING IS
TO DEFINE SOME TERMS THAT WE'LL
TALK ABOUT TODAY, AND AS WE GO
THROUGH THIS PROJECT WITH THE
TEAM.
FIRST OF ALL WHEN WE TALK ABOUT
INNOVATION WE TALK ABOUT THE
INTRODUCTION OF NOVEL IDEAS,
METHODS, PRODUCTS, SERVICES,
THINGS THAT CREATE AN
EXISTING -- ENHANCE CHANGE
THROUGHOUT OUR ORGANIZATIONS,
IT'S INTENTIONAL AND ITERATIVE.
THAT'S IMPORTANT.
INNOVATION IS INTENTIONAL AND
IT'S ITERATIVE AS OPPOSED TO
CHANGE IS GOING TO HAPPEN NO
MATTER WHAT, IF WE DON'T DO
ANYTHING CHANGE WILL HAPPEN
WHETHER POSITIVE OR NEGATIVE.
BUT WE INTENTIONALLY HAVE TO SET
FOOT INTO AN INNOVATION PROJECT.
AND INNOVATION ALSO IS AT
DIFFERENT SCALES.
WE'LL TALK ABOUT THAT AS WE TAKE
A DEEPER DIVE INTO THIS.
THE OTHER PIECE THAT'S IMPORTANT
FOR US TO LEVEL SET ON IS THAT
CULTURE OF CONTINUOUS
INNOVATION.
THAT IS THAT SHARED BELIEFS,
VALUES, PRACTICES, THAT SUPPORT
THE GENERATION OF INNOVATIVE
IDEAS, NEW SOLUTIONS, NEW WAYS
OF DOING THINGS.
AND IT BECOMES PART OF OUR CORE
IDENTITY AND STRATEGY.
IT'S WHO WE ARE.
INNOVATION, AS DR. BRENNAN
CAUTIONED US AS WE STARTED THIS
PROCESS, SHOULD NOT BE THOUGHT
OF AS SOMETHING I'M GOING TO DO
IN ADDITION TO MY CURRENT JOB.
IT NEEDS TO BE EMBEDDED IN OUR
CULTURE OF WHAT WE DID, WE'RE
NOT THINKING BIT, WE'RE THINKING
IN INNOVATIVE WAY AND THAT'S
PART OF OUR GOAL TO BE ABLE TO
BUILD THAT CULTURE OF INNOVATIVE
THINKING.
SO WE TALK ABOUT THE DIFFERENT
SCALES OF INNOVATION, I LIKE
THIS GRAPHIC FROM McKENZIE
MANY YEARS AGO, THERE'S SOME
INTERESTING PERSPECTIVES.
THIS DIAGRAM CAME OUT, THIS WAS
INNOVATION WAS OCCURRING SLOWER
BECAUSE TECHNOLOGY WASN'T TO THE
POINT WHERE IT IS TODAY.
SO WE HAVE THIS THREE HORIZONS
APPROACH TO INNOVATION, SCALES
OF INNOVATION.
WE LOOKED AT THAT VERY FIRST
HORIZON BEING INCREMENTAL AND
PERIOD OF TIME RELATIVELY SLOW,
IN AREAS WELL KNOWN TO US.
AND WE LOOK AT THAT SECOND PHASE
OF THAT NEW, WHAT'S NEW, NEW
PROCESS, NEW WORKFLOW, SOMETHING
THAT'S NEW WITHIN OUR
ORGANIZATION.
TAKES A LITTLE BIT MORE TIME TO
DEVELOP, MORE TIME FOR US TO BE
ABLE TO GET EMBRACED INTO OUR
CULTURE AND WE LOOKED AT THAT
DISRUPTIVE INNOVATION, THAT
LONGER PERIOD OF TIME, MORE
RESOURCES, MORE PEOPLE, BUT WE
NOW KNOW THOSE ARE COMPRESSED,
AND PRETTY MUCH WE'VE FLIPPED
THROUGH THOSE PHASES, FAIRLY
QUICKLY.
I USE IS THIS EXAMPLE TO SHOW
INNOVATION OCCURS AT DIFFERENT
LEVELS WITHIN ORGANIZATIONS.
WE STILL HAVE THAT INCREMENTAL
INNOVATION WORKFLOW CHANGES,
THINGS HELPING US DO OUR JOBS
MORE EFFICIENTLY.
WE DID HAVE NEW THINGS WE'RE
BRINGING IN AND WE HAVE
DISRUPTORS.
IT'S STILL A VERY RELEVANT TO
WHAT WE'RE TALKING ABOUT, BUT
IT'S ALSO MUCH MORE COMPRESSED
THAN WHEN WE ORIGINALLY LOOKED
AT THIS TYPE OF A MODEL.
I WANT TO BE CLEAR THAT THE NLM
IS INNOVATIVE TODAY.
WE'RE NOT HERE BECAUSE THE NLM
IS NOT INNOVATIVE.
THE NLM OBVIOUSLY, YOU'VE HEARD
TODAY WITH ALL OF OUR
PRESENTATIONS, A LEVEL OF
INNOVATION IS OCCURRING HERE,
HAS ALWAYS OCCURRED HERE,
WHETHER THROUGH A.I., MACHINE
LEARNING, SOME EXAMPLES THAT WE
HAVE HERE, SOME FOLKS WHEN WE
STARTED GOING THROUGH THE
PRESENTATION DON'T
NECESSARILY -- DIDN'T THINK OF
THESE AS INNOVATIVE THINGS.
WHEN WE START TO TALK ABOUT A
PROJECT, WE'RE SAYING LET'S TALK
ABOUT THIS PARTICULAR PROJECT.
WELL, IT'S SOMETHING WE DID,
IT'S VERY SUCCESSFUL, WORKED
REALLY WELL, BUT WE STARTED
PUTTING LABEL, DEFINITION OF
INNOVATIVE ON, IT WASN'T
INNOVATIVE, IT MAY HAVE BEEN
DISRUPTIVE, SO WE'RE TRYING TO
IN BUILDING THAT CULTURE TO
IDENTIFY INNOVATION THAT'S
OCCURRING THROUGHOUT THE NLM.
SO WHY?
WHY FOSTER THAT CULTURE OF
INNOVATION?
WELL, FIRST OF ALL I THINK IT
INVESTS IN THOSE LONG-TERM
VALUES, WITHIN THE NLM.
IT IS IMPORTANT FOR US TO
CONTINUE TO INVEST IN THOSE NEW
AND INNOVATIVE THINGS WE'RE
DOING TO CONTINUE TO BE CUTTING
EDGE OF WHAT WE'VE BEEN DOING
FOR MANY, MANY YEARS.
WE LOOK AT THE ATTRIBUTES OF
INNOVATIVE ORGANIZATIONS, WHEN
OUR FIRM CAME IN WE STARTED
TALKING TO FOLKS AND WE'RE
STARTING TO LOOK AT DIFFERENT
ATTRIBUTES OF INNOVATIVE
ORGANIZATIONS.
ONE OF THE THINGS WE SEE IN
INNOVATIVE ORGANIZATIONS IS THAT
THAT VALUE AND TIME AND ENERGY
THE STAFF INVESTS IN DEVELOPING
INNOVATIVE IDEAS IS VERY
IMPORTANT.
THINK ABOUT IT YOURSELVES AS
YOU'RE SITTING BACK AND COMING
UP IN YOUR ORGANIZATIONS, YOU
HAVE A NEW IDEA, YOU THINK IT'S
A GREAT IDEA, IT'S GOING TO BE
CHANGING WHAT YOU DO, HOW YOU DO
IT, AND ENORMOUS AMOUNT OF
ENERGY, EMOTIONAL AND
INTELLECTUAL ENERGY FOR US TO
DEVELOP THOSE IDEAS.
WE NEED TO CELEBRATE AND
ENCOURAGE THAT.
THAT'S WHAT'S IMPORTANT IN
HELPING US IN DEVELOPING THAT
CONTINUED CULTURE IS TO VALUE
THE AMOUNT OF TIME FOLKS ARE
PUTTING INTO THOSE TYPES OF
IDEAS.
THE FREE AND OPEN SHARING OF
IDEAS CREATING THAT ENVIRONMENT,
THAT OPPORTUNITY TO PROMOTE FOR
LACK OF BETTER WORD, A
BRAINSTORMING, LET'S SIT DOWN
AND THINK ABOUT THIS,
BRAINSTORM, SHARE HOW WOULD YOU
SOLVE THIS PROBLEM OR HOW WOULD
WE ADDRESS THIS ISSUE.
HAVING AN OPPORTUNITY TO HAVE
THAT FREE AND OPEN SHARING OF
IDEAS.
DIVERSITY AND INCLUSION IS VERY
IMPORTANT.
WE NEED TO REMEMBER THAT, WE ALL
EXPERIENCE INNOVATION IN
DIFFERENT WAYS, THAT INNOVATION
IS CREATIVE, IT REQUIRES A LEVEL
OF CREATIVE THINKING, REQUIRES A
LEVEL OF CREATIVE TRUST AND THAT
ALSO IS AFFECTED BY OUR
DIVERSITY AND INCLUSION.
HOW WE EXPERIENCE OR EXPRESS
CREATIVITY MAY BE DIFFERENT
BASED ON OUR EXPERIENCES.
WE NEED TO UNDERSTAND AND BE
RECEPTIVE AND BE ABLE TO
ENCOURAGE THAT IN OUR INNOVATIVE
PROCESS.
ONE OF THE THINGS WE LOOK AT IN
INNOVATION, IT STARTS WITH A
PROBLEM TO SOLVE.
WE THINK OF INNOVATION AS I'VE
GOT THIS THING AND NOW WE'RE
GOING TO DO IT.
IN LOOKING AT THE CULTURAL
CHANGE, LET'S START WITH THE
PROBLEM.
OFTENTIMES IF WE DON'T START
INNOVATION WITH THE PROBLEM TO
SOLVE, WITH JUST WHAT WE THINK
IS THE SOLUTION, OFTENTIMES WE
COME UP WITH MAYBE A PRODUCT
THAT DOESN'T SOLVE THAT PROBLEM
IN THE FIRST PLACE.
WHEN WE START INNOVATION, WITH A
PROBLEM TO SOLVE, WE MAY FIND
THAT THE PROBLEM WE'RE TRYING TO
SOLVE WASN'T THE PROBLEM IN THE
FIRST PLACE, NUMBER ONE.
WE MAY FIND MULTIPLE DIFFERENT
SOLUTIONS, OR MULTIPLE
OPPORTUNITIES, TO SOLVE THAT
PROBLEM.
SO AGAIN AS WE BEGIN TO BUILD
THAT CULTURE WE WORK WITH TEAMS
TO UNDERSTAND, LET'S START WITH
A PROBLEM WE WANT TO SOLVE
FIRST, NOT NECESSARILY WITH WHAT
WE THINK THE FIRST SOLUTION IS.
RISK TOLERANCE AND SAFE PLACE
FOR EXPERIMENTATION, THIS IS AN
IMPORTANT PART BECAUSE THIS IS
ALLOWING US TO HAVE A LITTLE BIT
OF CREATIVITY TO PUT OURSELVES
OUT THERE AND SAY, HEY, I GOT
THIS GREAT IDEA, THIS IS WHAT I
WANT TO DO.
YOU DON'T WANT SOMEONE TO SAY
THAT WAS THE DUMBEST THING, GET
OUT OF HERE.
HAVING THAT SAFE SPACE WHERE
EVERYONE'S OPINION IS VALUED,
EVERYONE'S IDEA IS VALUED, IT
DOESN'T NECESSARILY RESULT IN AN
INNOVATIVE PRODUCT BUT IT'S
SOMETHING WE NEED TO BE ABLE TO
CONSIDER AND PROVIDE THAT SAFE
SPACE FOR PEOPLE TO BE ABLE TO
TALK ABOUT AND EXPERIMENT.
THIS IS A BIDIRECTIONAL
INNOVATION.
WHEN I TALK TO ORGANIZATIONS,
IT'S HOW THE ORGANIZATION THINKS
OR WHERE THE ORGANIZATION THINKS
INNOVATION SHOULD LIVE.
IS IT IN THE LEADERSHIP, IS IT
IN THE STAFF?
OR IS IT A COMBINATION OF BOTH?
MY ANSWER HERE IS IT IS VERY
BIDIRECTIONAL.
THERE IS INNOVATION THAT IS
TOP-DOWN, STRATEGIC INNOVATION,
THAT THE ROLE THAT YOU ALL PLAY
IS LEADERS, GUIDING THE STRATEGY
AND THROUGH INNOVATION IS AN
IMPORTANT COMPONENT OF
INNOVATION.
BUT THERE'S ALSO THAT
OPERATIONAL INNOVATION, THERE'S
THAT -- I DON'T LIKE THE TERM
BOTTOM-UP, BUT IT'S HOW WE
UNDERSTAND IT BEST.
BUT IT IS THE NON-LEADERSHIP
GROUP THAT IS HELPING US IN
THOSE INNOVATIONS IN THEIR DAILY
WORKFLOWS, DAILY WORK.
THE TWO WORK TOGETHER.
WHEN WE LOOK AT INNOVATION
THAT'S LED BY A LEADERSHIP TEAM,
THE CHALLENGE WE HAVE WITH THAT
IS THAT WE ONLY INNOVATE BASED
ON WHAT THAT LEADER OR THAT
LEADERSHIP TEAM WE THINK THEY
VALUE.
AND I ALWAYS USE THE OTHER
EXAMPLE, IF DR. BRENNAN'S
FAVORITE COLOR IS BLUE WE'LL
ONLY INNOVATE ON BLUE BECAUSE WE
WANT TO MAKE DR. BRENNAN HAPPY.
THAT'S A STIFLING PROCESS IN
INNOVATION SO WE'LL SURE WE
DON'T DO THAT BUT CAN'T GET RID
OF THAT STRATEGIC LEADERSHIP,
THE TEAM NEEDS TO BE ABLE TO
INNOVATE AS WELL.
WE NEED TO NOT PUT THAT BARRIER
IN INNOVATION.
WHEN WE LOOK AT THE CULTURAL
ALIGNMENT, CULTURE BEGINS WITH
DEFINING CRITICAL ELEMENTS WE
NEED TO DELIVER FIRST.
WHAT IS IT, WHAT DO WE NEED TO
DELIVER TO MAKE THIS HAPPEN?
IDENTIFYING EXISTING CULTURAL
ELEMENTS THAT COULD ENABLE OR
HINDER NLM STRATEGY IS OUR
SECOND STEP.
AS WE TALK TO PEOPLE ABOUT THEIR
IDEAS AND THOUGHTS AND
INNOVATION, WE PAY SLOWINGS
ATTENTION TO THINGS THAT WOULD
INHIBIT INNOVATION.
YOU KNOW, WHY DON'T YOU BRING
THAT MESSAGE FORWARD?
IS IT THAT YOU'RE AFRAID TO
BRING IT FORWARD OR THERE'S NO
MECHANISM TO BRING IT FORWARD,
NO POLICY, NO PROCEDURE TO DO
THAT?
SO WE LISTEN TO THOSE THINGS,
WHETHER CULTURAL OR WITHIN THE
STRATEGY WITHIN THE LEADERSHIP,
AND BE ABLE TO IDENTIFY HOW
WE'RE GOING TO MITIGATE THOSE.
THEN WE WORK ON AN UNDERSTAND
OFFING VARIANCES IN CULTURE AND
LEVERAGE THOSE, IN ORDER TO
BRING IN A CULTURAL CHANGE TO
THE ORGANIZATION.
UNDERSTANDING THOSE BARRIERS,
OVERCOMING BARRIERS WE CAN
EASILY OVERCOME, CELEBRATING
AREAS THAT SUPPORT AND ENGAGE
INNOVATION.
WHEN WE LOOK AT NLM'S INNOVATION
PRIORITIES, NLM IS FOCUSING ON
THAT CONTINUOUS INNOVATION.
BEING ABLE TO HARNESS ENERGY OF
CONTINUOUS INNOVATION WITHIN THE
NLM.
SO, TOP LEFT CORNER WE TALKED
ABOUT ASSESSING CULTURE, THAT'S
WHERE WE ARE TODAY WITH OUR
FIRM, ASSESSING CULTURE OF
INNOVATION HERE, AS THE INTEGRAL
PART OF THE FIRST STEP OF THIS
PROCESS.
THEN ESTABLISHING APPROACH TO
FOSTER INNOVATION, CONTINUE TO
GROW, CONTINUE TO BUILD ON THE
INNOVATION THAT'S HAPPENING.
THEN EVENTUALLY DEVELOPING THAT
MULTI-YEAR INNOVATION ROADMAP,
WHAT DOES IT LOOK LIKE, NEXT
YEAR, NEXT TWO YEARS, HOW DO WE
MAKE SURE CULTURE CONTINUES TO
MOVE FORWARD YEAR AFTER YEAR AND
CONTINUE TO GROW AND MEET NEEDS
OF THE LIBRARY.
ENABLE AND IMPLEMENT FUTURE
VISION.
WE DON'T FOCUS ON THE END PIECE
BECAUSE THE FIRST THREE PIECES
ARE A LARGE SCOPE OF WORK BUT
ALSO A LARGE SCOPE OF CHANGE WE
WANT TO MAKE SURE THAT IS
EMBEDDED WITHIN THE CULTURE
BEFORE WE MOVE TO, OKAY, THE
NEXT BIG STEP AND BIG PIECE.
WE WANT A STRONG FOUNDATION TO
WHERE PEOPLE UNDERSTAND HOW TO
INCORPORATE INTO THEIR DAILY
LIVES.
THE MODEL WE PUT TOGETHER FOR
GUIDING THROUGH THIS WORK, IT'S
OUR INNOVATION ASSESSMENT
FRAMEWORK, SIX COMPONENTS WITHIN
THE FRAMEWORK.
WHEN WE LOOK AT THE FIRST TOP
COMPONENT, GOVERNANCE IS, TO ME
AND TO ALL OF YOU, UBIQUITOUS,
NO MATTER WHERE YOU'RE DOING,
WHETHER INNOVATION, WHETHER IT'S
A RESEARCH PROJECT, YOU'VE GOT
TO HAVE SOME LEVEL OF
GOVERNANCE, IMPORTANT TO HAVE
THAT STARTING POINT.
THESE ARE THE PEOPLE THAT ARE
GOING TO GUIDE US, FUND US, MAKE
SURE THAT WE ARE ABLE TO
CONTINUE WITH THIS PROJECT.
NEXT STEP, NEEDS IDENTIFICATION,
NEXT THREE STEPS ARE GROUPED
TOGETHER, NEEDS IDENTIFICATION,
DESIGN AND BUILD TEST, LOOKING
AT UNDERSTANDING NEEDS AND
CHALLENGES AND ASPIRATIONS OF
THE NLM, WE'RE CREATING AN
INNOVATIVE SOLUTIONS THAT
EMPOWER CONTINUOUS INNOVATION.
WE MOVE INTO TAKING IDEAS AND
THAT IDEA GENERATION, WHAT IS
THAT COLLABORATIVE INCLUSIVE
ENVIRONMENT THAT SUPPORTS US ALL
GETTING IN ONE ROOM, TO A
VIRTUAL EVENT, GETTING
SOMEWHERE, WORKING ON THE SAME
PROBLEM BEING ABLE TO GENERATE
IDEAS FOR HOW WE CAN SOLVE THAT
PROBLEM OR HOW WE CAN CHANGE THE
WORKFLOW OR WHEN INNOVATIVE
PROCESS WE'RE WORKING FOR AT THE
TIME.
OUT OF IDEA GENERATION, A FEW
MIGHT WORK.
WE'RE AGREEING SO LET'S MOVE
INTO THIS DESIGN, BUILD, TEST.
WE'LL GO THROUGH ITERATIVE
PROCESS, WE'LL DESIGN THIS IDEA.
FANTASTIC SOMETHING THAT NEEDS
TO BE BUILT OR WORKFLOW THAT
NEEDS TO BE TESTED, IT'S THAT
PERIOD OF TIME WE'RE DOING SMALL
INCREMENTAL BUILDS, CHANGES,
TESTING TO MAKE SURE THAT THIS
IS A WORKFLOW, A PRODUCT, AN
INNOVATION THAT THAT'S GOING TO
IMMEDIATE OUR NEEDS AND WORK.
WE GO BACK AND LOOK AT
ORGANIZATIONAL READINESS,
IMPORTANT BECAUSE NO MATTER WHAT
YOU ARE INNOVATION SPITS OUT OF
THIS DESIGN, BUILD, TEST PHASE,
IF THE ORGANIZATION IS NOT READY
FOR IT, IT MAY NOT WORK, IT MAY
FAIL.
WE NEED NEED TO UNDERSTAND IS
THE ORGANIZATION READY SO THE
INNOVATION TAKES HOLD.
THE LAST PHASE, DID IT WORK, OR
DO WE NEED TO TAKE IT BACK TO
THE DESIGN, BUILD, TEST TO TWEAK
IT AND GO BACK TO THE DEPLOYMENT
AND MEASUREMENT.
OUR GOAL IS TO MAKE SURE WE HAVE
AN ITERATIVE AND STRUCTURED
PROCESS THAT ALLOWS US TO MOVE
IDEAS THROUGH OUR INNOVATION
ENGINE THROUGHOUT THE NLM.
AND THE OVERLAY I HAVE HERE IS
WE LOOK AT THESE FIRST THREE
GROUPINGS, OUR INNOVATION PHASE,
THE DESIGN THINKING PHASE, IT'S
THAT DESIGN THINKING COMPONENT
OF INNOVATION.
AND THE TOP TWO ON THE LEFT ARE
CHANGE COMPONENTS.
SO WHEN WE LOOK AT INNOVATION,
THOSE THREE DESIGN THINKING
COMPONENTS OF INNOVATION ARE THE
INNOVATION ENGINE, WHAT'S
DRIVING INNOVATION, DRIVING THE
PROCESS TO MAKE SURE WE'RE
APPROPRIATELY MOVING IDEAS
THROUGH THIS PROCESS AND WE GET
GOOD PRODUCT OUT THE OTHER END.
SO THAT BECOMES THAT INNOVATION
ENGINE.
CHANGE IS, AS WE MOVE FORWARD,
ANYTIME WE'RE BRINGING SOMETHING
NEW, SOMETHING COMES OUT OF THAT
DESIGN, BUILD, TEST PHASE, IT'S
GOING TO BE CHANGE WITHIN THE
ORGANIZATION INTO SEPARATE
COMPONENTS.
GOVERNANCE IS OFF TO THE SIDE
BECAUSE AS WE SAID EARLIER IT'S
UBIQUITOUS TO EVERYTHING, NOT
THAT IT'S NOT INCLUDED IN THIS
PROCESS, IT'S THAT WE ASSUME
IT'S ALWAYS IN THE PROCESS.
SO WE MAKE SURE THAT THAT
GOVERNANCE TEAM IS GUIDING THE
INNOVATION GROUP, THEY CONTROL
THE MONEY, CONTROL THE
SCHEDULES, THEY CONTROL THAT
MISSION OF THAT GROUP.
SO KIND OF THE QUICK OVERVIEW OF
THE FRAMEWORK, HOW WE SEE
INNOVATION CONTINUING TO BE
SUPPORTED.
WHERE DO WE GO FROM HERE?
WE WANT TO MAKE SURE WE
ARTICULATE A CLEAR VISION AND
COMMUNICATE ITS IMPORTANCE TO
THE GREATER NLM COMMUNITY.
WHEN WE LOOK AT INNOVATION,
INNOVATION IS NOT JUST THE
PEOPLE WITHIN THE WALLS OF NLM.
ALL WORKING WITH OUTSIDE
PARTIES, THERE'S A LOT OF THINGS
WE DO NOT JUST DESIGNED TO ONLY
BE IN THIS FOUR WALLS OF THIS
BUILDING.
HISTORY THAT GREATER COMMUNITY
INVOLVEMENT ALSO IN INNOVATIONS
AS WELL.
DEFINING CULTURAL ELEMENTS TO
ACHIEVE THAT MODEL, WHAT ARE THE
CULTURAL PIECES TO MAKE SURE ARE
IN PLACE SO THE MODEL CONTINUES
TO GROW AND MEET YOUR NEEDS.
PRIORITIZING THOSE NEXT KEY
STEPS TO MAKE SURE OUR
INNOVATION PURSUITS ARE DONE
ACCORDING TO THE SUPPORT OF YOUR
MISSION, SO THAT THERE MAY BE
THINGS THAT COME OUT OF
INNOVATION THAT, WELL, THIS
ISN'T QUITE READY, WE'LL PUT
THIS ON HOLD, BUT THIS OTHER
INNOVATION IN RIGHT IN LINE WITH
OUR STRATEGY, STRATEGIC PLAN,
WE'LL MOVE IT FORWARD,
UNDERSTANDING PRIORITIZATIONS IN
THE INNOVATION.
AND CONTINUOUSLY MONITORING AND
EVALUATING THE PROCESS.
JUST BECAUSE WE'VE BROUGHT
INNOVATIVE IDEAS, AND PRODUCTS
AND PROCESS DOESN'T MEAN IT'S
ALWAYS GOING TO MEET OUR NEEDS.
WE NEED TO CONTINUE TO EVALUATE,
CONTINUE TO TWEAK IT, NEED TO
CONTINUE TO MAKE SURE IT'S
SERVING THE PURPOSE WE HAVE
IDENTIFIED AND DESIGNED IT TO
DO.
SO, I TALK FAST, I WENT THROUGH
IT VERY QUICKLY.
BUT THAT IS KIND OF THE SCOPE OF
WORK THAT WE'RE DOING IN A
RELATIVELY SMALL FRAME OF TIME.
I'M HAPPY TO TAKE ANY QUESTIONS
YOU MAY HAVE IN THE PROCESS.
>>WONDERFUL.
THANK YOU SO MUCH.
SO I'D LIKE TO WELCOME PAUL
WESTER AND JENNIFER LUCCA TO
FACILITATE THE DISCUSSION.
>>I HAVE A QUESTION BEFORE WE
LET ANYONE ELSE ASK ANY.
WE HAVE OUR COLLECTION SUBGROUP
CONVERSATION THIS MORNING.
WE TALKED ABOUT A LOT OF
DIFFERENT INNOVATIONS THAT HAVE
COME FROM NLM OVER A NUMBER OF
YEARS THAT ARE ALL COMING
TOGETHER.
AND I FORGET HOW THE PHRASE
GOES, YOU GO ALONE, YOU GO FAST.
BRING EVERY TOGETHER, IT TAKES A
LONG TIME.
>>YOU GO FAR.
>>THANK YOU FOR THE CORRECTION.
>>ALONE YOU GO FAST, WITH US
YOU GO FAR.
>>BRING OTHERS AND GO FAR, IT
TAKES LONGER.
[LAUGHTER]
I WAS WONDERING IF YOU COULD
TALK ABOUT THE NEXUS OF
COLLABORATION WITH WHAT YOU'RE
TRYING TO DO WITH THE CONTINUOUS
INNOVATION, BECAUSE THAT'S WHERE
I THINK A LOT OF ORGANIZATIONS
STRUGGLE AND IN A PLACE LIKE
THIS WITH TREMENDOUS INNOVATION
ALL THE TIME HOW DO YOU FIGURE
OUT HOW TO DEAL WITH THAT
PROBLEM?
>>VERY GOOD QUESTION.
IT'S A CONCERN WE RUN INTO
MULTIPLE TIMES, PUT A GROUP OF
40 PEOPLE IN A ROOM, AND START
INNOVATING, START IDEATING,
THAT'S GREAT, BUT WE WHITTLE IT
DOWN, PEOPLE FALL OUT OF THE
GROUP INTENTIONALLY.
WE'LL BRING A GROUP OF PEOPLE IN
THAT WILL CONTRIBUTE THEIR
EXPERTISE, KNOWLEDGE TO THE
IDEATION, THE DESIGN THINKING
PIECE.
THAT'S NOT NECESSARILY THE
ENTIRE GROUP TO TAKE IT THE
WHOLE WAY THROUGH.
AS WE STRUCTURE LEADERSHIP AND
GOVERNANCE PROCESS THERE WILL BE
SUBSETS OF PEOPLE THAT FALL OUT
IT THAT CONTINUE TO TAKE THIS
FORWARD.
I WANT AN ARMY OF PEOPLE TO HELP
ME THINK.
YOU'LL THINK OF SOMETHING I
NEVER THOUGHT OF.
I DON'T NECESSARILY NEED THAT
ARMY TO BE WITH ME THE WHOLE
TIME.
SO THAT'S WHY AS WE START TO
DEVELOP THAT CULTURE, LEAD
PEOPLE THROUGH THE PROCESS,
THAT'S WHERE WE SAY, OKAY, NOW
WHAT'S THE NEXT GROUP LOOK LIKE?
HOW DO WE MOVE INTO THE NEXT
PHASE?
WHO MOVES INTO THE NEXT PHASE?
WE DON'T WANT TO BE IN A
NEVER-ENDING PROCESS, NUMBER
ONE, AND LEVERAGE TIME AND
TALENT OF THE RIGHT PEOPLE,
RIGHT TIME, RIGHT PLACE.
I NEED YOUR EXPERTISE THIS WEEK
BUT THEN I'M DONE WITH YOU,
WE'LL BRING YOU BACK WHEN WE
NEED TO.
>>THANKS.
>>I GUESS TWO QUESTIONS, WHEN I
THINK OF NLM, ESPECIALLY MY
THREE YEARS ON THE BOARD OF
REGENTS, INNOVATION ALREADY
GOES.
I'M TRYING TO FIGURE OUT THE
PROBLEM WE'RE TRYING TO SOLVE
WITH THE FRAMEWORK.
IS IT THAT INNOVATION WILL STOP?
>>NO, GREAT QUESTION.
WHAT WE'RE TRYING TO DO IS
HARNESS INNOVATION CULTURE
THAT'S ALREADY HERE.
THERE ARE POCKETS OF INNOVATION,
EVERYBODY'S INNOVATING EVERY
AREA.
BUT WHAT WE'RE TRYING TO DO IS
BRING IT ALL TOGETHER WITH ONE
CULTURE THAT ALLOWS US TO BE
ABLE TO SUPPORT EACH OTHER
THROUGH THAT PROCESS.
THERE ARE TIMES WHEN WE LOOK AT
AREAS THAT MAYBE AREN'T BE A
INNOVATIVE OR DON'T HAVE THE
PROCESS IN PLACE, MAYBE THEIR
IDEAS AREN'T GETTING FORWARD
WHERE THEY WANT THEM TO GO.
ANOTHER AREA, THERE'S SOME
REALLY GREAT INNOVATIONS COMING
OUT.
WE WANT TO LEVEL THAT PLAYING
FIELD SO INNOVATION IS COMING
FROM ALL AREAS WITHIN THE NLM.
SO, LOTS OF INNOVATION, WE WANT
TO CONSOLIDATE AND GIVE SUPPORT
AND STRUCTURE THAT IS NEEDED TO
BE ABLE TO CONTINUE TO DRIVE.
>>I'M INTERESTED TO UNDERSTAND,
INNOVATION, WHICH BECAME A HOT
TOPIC, I DON'T KNOW, PROBABLY
TEN YEARS AGO, INTERESTED TO
UNDERSTAND WITHIN THESE
FRAMEWORKS WORK ENVIRONMENTS, I
DON'T SEE IT IN THE FRAMEWORK
AND WONDER IF IT'S NECESSARY,
POST-PANDEMIC WORK ENVIRONMENT.
>>IT'S ANOTHER VERY GOOD
QUESTION.
HOW DOES OUR REMOTE OR SEMI
REMOTE WORK ENVIRONMENT AFFECT
INNOVATION, IT'S INTERESTING
BECAUSE WHEN WE TALK TO FOLKS
ONE OF THE QUESTIONS, WE DON'T
HAVE THE WATER COOLER
CONVERSATION ANYMORE, LET ME
BOUNCE SOMETHING OFF OF YOU.
SO THAT IN MY UNDERSTANDING
BECOMES AN INNOVATION IN AND OF
ITSELF.
WE RAMP UP THAT INNOVATION TEAM
TO SAY, OKAY, OUR ENVIRONMENT
HAS CHANGED, WE'RE NOT JUST
GOING AROUND THE CORNER WORKING
INTO SOMEONE ELSE'S OFFICE OR
CUBICLE AND HAVING A
CONVERSATION.
SOMEHOW THAT IMPACTING YOUR
ABILITY TO INNOVATEE AND HOW DO
WE SOLVE FOR THAT?
I'D LOVE TO GIVE THE PERFECT
ANSWER BUT IT'S AN INNOVATIVE
PROCESS TO TAKE FOLKS THROUGH
AND GET FOLKS LIKE YOU IN A ROOM
TO SAY WHAT ARE THOSE UNIQUE
THINGS THAT WE NEED TO DO IN
ORDER TO STIMULATE OR REPLICATE
SIMILAR TO WHAT WE DID IN THE
SAME ROOM TOGETHER AND HAD THAT
COMMUNICATION.
>>THANK YOU.
>>YEAH, SURE
>>COULD YOU GO BACK TO THE
PREVIOUS SLIDE PLEASE.
>>SURE.
>>I WONDER IF YOU COULD ANCHOR
THIS FOR ME WITH SOME EXAMPLES
BECAUSE I THINK WE ALL HAVE OUR
OWN IDEA WHAT INNOVATION IS.
BUT IT'S BEEN A VERY GENERAL
LEVEL AND DOESN'T HAVE TO BE NLM
EXAMPLE.
BUT SOME EXAMPLES WHAT VISION
FOR INNOVATION WHO LOOK LIKE,
THAT IS SPECIFICS BUT RELEVANT
TO ONE ORGANIZATION AND NOT
ANOTHER ONE.
DO YOU KNOW WHAT I MEAN?
AND THEN WHAT'S AN EXAMPLE OF A
CULTURAL ELEMENT?
AND THEN WHAT DOES IT MEAN TO
PRIORITIZE STEPS?
I THINK I UNDERSTAND MONITOR,
YOU SAY EVALUATION, EVALUATING
THE INNOVATIVE PROCESS OR
EVALUATING WHAT INNOVATION IS
TRYING TO ACHIEVE.
>>I'LL ANSWER LAST QUESTION
FIRST.
YES.
SO IF WE GO BACK, LET'S TAKE A
LOOK IN THAT CULTURE, WE WANT TO
ENSURE THAT IN GETTING AN
INNOVATIVE CULTURE WE WANT TO
MAKE SURE EVERYONE IN THE NLM,
IN WHATEVER COMPANY WE'RE
INNOVATING IN UNDERSTANDS THEIR
ROLE, THAT THEY HAVE A ROLE IN
INNOVATION.
>>BUT A SPECIFIC EXAMPLE, MAYBE
FROM A PREVIOUS --
>>SO I'LL GIVE AN EXAMPLE.
IN THE NEWS THIS WEEK, AN
ARTICLE, THEY ALWAYS MADE
APPLIANCES FOR BEING IN THE
HOUSE, YOUR REFRIGERATOR, YOUR
RANGE, HERE'S THIS.
A GROUP OF EMPLOYEES WERE
R.V.-ERS, WHY AREN'T WE MAKING
SMALL -- THEY GOT A SMALL GROUP
TOGETHER AND INNOVATED ON THAT.
AND THEY DEVELOPED A WHOLE
BUSINESS LINE THAT IS RUNNING
VERY SUCCESSFULLY NOW, IT WAS
MAKING THEIR EMPLOYEES, THEY
CALL IT -- WE SAY ENTREPRENEURS,
THEY CALL THEM INTRAPRENEURS, TO
BRING DOWN TO THE LEVEL OF
EMPLOYEES, WE GOT A GREAT IDEA,
BUILD THIS OUT.
THAT'S AN EXAMPLE HOW A FIRM
WOULD HAVE --
>>WHAT'S A CULTURAL ELEMENT?
>>THIS IS RISK.
THIS IS CREATIVITY.
AND TO BE CREATIVE, SIT DOWN AND
THINK HOW TO SOLVE THIS PROBLEM,
BEING ABLE TO CREATE THAT
CULTURE, GIVING THAT ENVIRONMENT
WHERE WE FEEL COMFORTABLE TAKING
THAT RISK, THE BOSS WON'T SAY
GET OUT OF HERE, CREATE THAT
CULTURE, SUPPORTIVE CULTURE THAT
ALLOWS US TO BE ABLE TO TOLERATE
RISK AND FAILURE.
AS WE GO THROUGH INNOVATION, NOT
EVERYTHING BECOMES INNOVATIVE
PRODUCTS.
WHEN WE TALK TO LEADERSHIP WE
WANT TO SAY, IT'S IMPORTANT
THAT, YOU KNOW, MAYBE 80% OF
WHAT COMES OUT OF INNOVATION
GROUPS NEVER IS GOING TO COME TO
REALITY.
BEING ABLE TO SUPPORT THAT FROM
A LEADERSHIP POINT OF VIEW
UNDERSTANDING THERE'S GOING TO
BE FAILURE.
IF WE'RE NOT FAILING A LOT,
WE'RE NOT DOING IT RIGHT.
DOES THAT MAKE SENSE?
>>I APPRECIATE THE CONTEXT OF
THE MATURITY, THINKING ABOUT
INNOVATION IN THE CONTEXT OF
MATURITY.
IF WE THINK ABOUT AN
ORGANIZATION, AND THEIR WORK ON
THIS INNOVATION JOURNEY, THEY
ARE GOING TO BE AT VARYING
LEVELS OF MATURITY ON ANY OF
THESE PARTICULAR POINTS.
HOW DO YOU ASSESS -- THIS IS AN
INNOVATION MODEL.
HOW DO YOU ASSESS THE MODEL IS
APPROPRIATELY REFLECTING
INNOVATION AND CHANGING --
ACCOMMODATING CHANGES SO IT
CONTINUES TO BE RELEVANT?
>>WE WANT OUR INNOVATION
PRODUCT TO REMODEL AGAIN.
IF WE GO BACK AND LOOK AT BRING
UP THE MODEL AGAIN, LOOK AT THAT
MODEL, WE'LL RUN THE WHOLE
INNOVATION FRAMEWORK AGAIN BACK
TO OUR INNOVATION FRAMEWORK TO
SAY, YOU KNOW, ARE WE MEETING
THE NEEDS, CREATING IDEAS, SO
THE INNOVATION MODEL SERVES
ITSELF AS WELL TO MAKE SURE
WE'RE MEETING THE NEEDS THROUGH
THE INNOVATIVE PROCESS.
DOES THAT ANSWER YOUR QUESTION?
>>IT DOES, IT DOES.
CAN I ASK ONE MORE QUESTION?
>>ABSOLUTELY.
>>I'M CURIOUS, I FIND THIS
TOPIC FASCINATING BECAUSE
THERE'S A LITTLE BIT OF ART AND
A LITTLE BIT OF MAGIC AND THEN
BRINGING THE RIGHT PEOPLE
TOGETHER IN A ROOM SOMETIMES.
IN ALL YOUR WORK IN THIS AREA
HAVE YOU FOUND THERE ARE SOME
HALLMARKS OF TEAMS THAT ARE
GETTING THAT RIGHT COMBINATION
OR SEEM TO BE HEADED ON THAT
INNOVATION JOURNEY?
>>THERE ARE HALLMARKS OF TEAMS,
IF WE LOOK IN TWO INDUSTRIES, IN
HEALTHCARE TODAY THERE'S A LOT
OF HEALTH SYSTEMS THAT PUT
TOGETHER NURSING INNOVATION
CENTERS, PUT TOGETHER COMBINED,
A LOT OF HOSPITALS REALIZE THE
PEOPLE AT THE BEDSIDE REALLY
HAVE THE IDEAS AND ANSWERS, THEY
NEED THE ENGINE TO GET THEM TO
GO FORWARD.
I'M A NURSE, I CONCENTRATE ON
NURSING FIRST.
IF YOU LOOK AT INNOVATIONS AND
INVENTIONS THAT CAME OUT OF
BEDSIDE NURSING, THAT HAD WORKED
IN ORGANIZATIONS THAT HAD AN
INNOVATION DEPARTMENT THAT THEY
WERE ABLE TO RUN THESE THROUGH
AND BECOME A REAL PRODUCT, IT'S
AMAZING.
THERE'S COOL THINGS THEY HAVE
COME OUT WITH.
SOME BECAME COMMERCIAL PRODUCTS
SOLD THROUGHOUT THE INDUSTRY.
DID I ANSWER YOUR QUESTION?
>>YOU DID.
THANK YOU SO MUCH.
>>SO IN THE INTRAMURAL RESEARCH
PROGRAM WE HAVE A LOT OF
INDIVIDUAL INVESTIGATORS WHO ARE
DOING INNOVATIVE RESEARCH THAT'S
INDEPENDENT.
YOU MENTIONED THAT YOU ALSO WANT
TO HAVE STRATEGIC INNOVATION,
COMING FROM LEADERSHIP.
THERE MIGHT BE INNOVATIVE
PROJECTS THAT COME ACROSS THE
NLM, YOU KNOW, THE SYSTEM.
HOW DO WE INCENTIVIZE TO
PARTICIPATE?
>>WHEN YOU LOOK AT THAT, SOME
INCENTIVE IS HOPEFULLY DOING
THEIR JOBS EASIER WITH, YOU
KNOW, LESS OBSTACLES IN THEIR
WAY.
IF YOUR INVESTIGATORS ARE SAYING
HERE IS MY PROBLEM TO SOLVE
I'M HERE AND CAN'T GET TO HERE
BECAUSE OF BUREAUCRACY, BECAUSE
OF THIS OR THAT, SAY LET'S WORK
THROUGH THIS.
GET TOGETHER WITH LEADERSHIP,
STRATEGIC PEOPLE AND
INVESTIGATORS TO COME UP WITH A
SOLUTION GIVING THEM THE FORUM
TO WORK TOGETHER ON SOLVING THE
PROBLEM.
>>DO THEY HAVE TO SEE SOMETHING
THAT'S GOING TO BENEFIT THEIR
DAY DAY-TO-DAY ACTIVITIES?
>>WHAT'S GOING TO MAKE MY
POSITION EASIER, THE WHOLE
PROCESS IS GOING TO THE GREATER
GOOD.
>>I'LL RESPOND TO THE COMMENT,
WHAT EXAMPLES.
I WANT TO BACK UP AND SAY ONE OF
THE MOST ESSENTIAL THINGS THE
NLM CAN DO IS ADOPT THIS CULTURE
OF CONTINUOUS INNOVATION.
WE HAVE TO BE ABLE TO MOVE
TOWARDS THE FUTURE WITH A
DIFFERENT MODEL, ACCESS, WE NEED
TO STOP THINKING OF NEW THINGS,
REALLY THINKING TO WHAT EXTENT
DO WE HAVE TO REORGANIZE CORE
BUSINESS, CAN WE ADD SMALL
PILOTS, LARGE PILOTS, THIS TAKES
MANAGEMENT STRUCTURE.
AS I EXPLAINED THIS MORNING
WE'VE BEEN EXPOSED TO MANY IDEAS
ABOUT LARGE LANGUAGE MODELS,
CHAT GPT.
I'LL HAVE DIANNE BABSKI TALKS
ABOUT THIS, IN JUST A MINUTE, AN
EXAMPLE OF HOW WE BUILD A
CULTURE OF CONTINUOUS
INNOVATION.
WE HAVE A KNOWLEDGEABLE PERSON,
A RISK ASSESSMENT, WHAT DO WE
HAVE TO TRADE OFF?
WE HAVE WAYS TO ENGAGE OUR
LEADERSHIP IN RISK TOLERANCE.
THIS IS FAIRLY LOW RISK BUT
MIGHT GET TO HIGHER RISK,
LEADERSHIP HAS TO BE INVOLVED.
WE HAVE TO HAVE CHAMPIONS,
SOMEBODY TAKING THIS FORWARD,
THEY CAN ARISE FROMFULLY WHERE
AND BRING OTHER CHAMPIONS WITH
THEM.
WE DON'T HAVE THE STRUCTURE TO
SAY WHO ARE THEY AND HOW DO WE
EMPOWER THEM?
WE HAVE TO HAVE A STRATEGY FOR
MONITORING COSTS, NOT ONLY WHAT
WE THINK IS NICE, INTERESTING
NOVEL IDEA BUT ALL THE OTHER
STUFF THEY SAME TIME, WHETHER
CAN WE TAKE OTHER FUNDS FROM,
WHAT WILL IMPACT BE MAYBE ON
FUTURE SAVINGS.
AND WE HAVE TO HAVE EVALUATION
OF METRICS, BUILD IN THIS
CULTURE THAT SAYS THIS IS A
COMMON WAY OF DOING THINGS.
RIGHT NOW IT'S A ONE-OFF.
WE MOBILIZE PEOPLE, THEY GET
EXCITED AND THAT GOES, WE WANT
TO CAPTURE THAT LEARNING AND ONE
OF THE WAYS IS ESTABLISHING
PARTNERSHIPS.
IT MIGHT NEED A SMALL CORE GROUP
BUT AS IDEAS GROW MIGHT BE
SUSTAINED BY LARGER COMMUNITY OF
PRACTICE OR PARTNERSHIPS.
LET ME HAVE DIANNE TALK ABOUT
LARGE LANGUAGE MODELS.
COME UP TO THE TABLE PLEASE.
>>SURE.
SO WE HAVE JUST LAUNCHED A
PILOT, AND LET ME GIVE
BACKGROUND ON IT FIRST.
ACROSS NIH, WITHIN NLM, THERE'S
BEEN A LOT OF EXCITEMENT ABOUT
GENERATIVE A.I., WHAT CAN WE DO
WITH THIS, SEEING PINGS
STARTING, LITTLE PLANTS GROWING
ALL OVER THE PLACE.
WE WANT TO CREATE AN ENVIRONMENT
WHERE WE COULD BRING PEOPLE
TOGETHER THAT HAVE DIFFERENT
LEVELS OF SKILL, AND ALSO IT'S A
LEARNING PROCESS FOR US BECAUSE
INSTEAD OF EVERYONE REINVENTING
THE WHEEL WE WANT TO BUILD FROM
EACH OTHER, BOTH WITHIN NLM AND
EXTERNALLY THROUGHOUT NIH BUT
ALSO WITH COMMERCIAL ENTITIES AS
WELL.
SO, WHAT WE'RE DOING IS WE HAVE
A PILOT HERE AT NLM THAT'S GOING
OUT.
>>USE YOUR OUTSIDE VOICE.
>>OH.
SO WE HAVE ABOUT SIX USE CASES
THAT SPAN A VARIETY OF DIFFERENT
AREAS.
SOME OF THEM ARE LOOKING FOR
EFFICIENCIES IN OUR PROCESSES,
SOME ARE LOOKING AT HOW TO
PROVIDE BETTER OR DIFFERENT
TYPES OF CUSTOMER SERVICE AS
MUCH LOWER MORE TARGETED
RESPONSE FOR USERS, JOHN LU IS
WORKING ON CREATING A WAY WITH
TRIAL GPT THAT'S MATCHING
PATIENTS TO CLINICAL TRIALS, AND
SO THERE'S A LOT OF DIFFERENT
CLINICAL ADMINISTRATIVE AND
INFORMATION MANAGEMENT THAT'S
GOING ON WITH IT.
WE HAVE ANOTHER RESEARCHER AT
NIH THAT'S LOOKING AT USING HELP
DEVELOP DATA MANAGEMENT PLANS
THAT IS CROSS-MAPPED WITH CDEs
AND STANDARDS SO THERE'S THAT
INTEROPERABILITY.
WE'RE BRINGING THESE PEOPLE
TOGETHER.
WE'RE PROVIDING THEM A SIMILAR
PLATFORM.
WE ARE WORKING WITH MICROSOFT
AZURE BECAUSE WE ALREADY HAVE
ACCESS TO THAT AND HAVE ACCESS
TO CLOUD, WHERE WE NEED TO PUT
ADDITIONAL DATASETS IN.
WE'LL TRY TO ANSWER SOME OF
THESE USE CASES, BRING PEOPLE
TOGETHER WITHIN NLM AND ACROSS
NIH, NOW CDC.
WE WANT TO SHARE WHAT WE'RE
DOING AND HOW WE'RE PUTTING THIS
TOGETHER AND LONG TERM IS WHAT
INVESTMENTS DO WE WANT TO MAKE
GOING FORWARD, DO WE WANT TO ADD
MORE DATASETS, HOW DO WE DO
THAT, HOW DO WE SYNC ACROSS
CAMPUS AND BEYOND.
SO, WE'RE DOING THIS FOR SIX
MONTHS, WE'LL HAVE A STOP POINT,
TAKE A LOOK AT WHAT WE'RE DOING,
WHAT'S WORKING, WHAT'S NOT, AND
MAKE DECISIONS GOING ON FROM
THERE.
>>SO YOU ILLUSTRATED THIS WHERE
DO WE GO FROM HERE AS LINEAR.
HOWEVER, WHEN I THINK ABOUT THE
FORTHCOMING CHANGE IN
LEADERSHIP, HOW FAR BACK DOES
THAT PUSH YOUR HE GUESS
CONSULTATION RECOMMENDATIONS?
AND ALSO DOES THAT STIFLE THE
NEXT LEADER TO SAY WE HAVE THIS
PLAN, YET MAYBE I DO WANT TO
CHANGE THE ELEMENTS OR MAYBE THE
VISION IS SLIGHTLY DIFFERENT, SO
HOW DO YOU MIX THAT -- YOU ALSO
WANT TO COME IN WITH VISION, TO
BE PREPARED FOR THE NEXT
STRATEGIC PLAN, BUT YOU HAVE
THIS HERE, AND YET I CAN SEE
ARROW COMING BACK DOWN TO GO UP,
AND DOWN TO GO UP, HOW DO YOU
BRING IN YES, LET'S MOVE FORWARD
BUT THIS IS WHAT WE WOULD LIKE
TO DO RIGHT NOW?
>>SO I THINK I'LL ANSWER AND
PASS TO DR. BRENNAN.
AS WE LOOK AT -- THIS IS NOT
NECESSARILY LINEAR, IT STARTS
AND STOPS IN MULTIPLE AREAS.
IN SUPPORTING THAT CULTURE OF
INNOVATION WE HAVE THE
OPPORTUNITY TO RETHINK IT.
SO IT IS NIMBLE, NOT SOMETHING
THAT'S WRITTEN IN STONE, WE'RE
MOVING FORWARD.
IT SHOULD BE ABLE TO FLEX ITSELF
WITH ANY PERSPECTIVE FROM
LEADER, FROM ANYONE ELSE, AND
STILL SUPPORT WHAT WE'RE TRYING
TO GET OUT OF AN INNOVATIVE
CULTURE.
I DON'T KNOW IF DR. BRENNAN
WANTS TO WEIGH IN.
>>SO, WE DID A COUPLE THINGS.
FOR ONE, I DIDN'T LEAD THE
PROCESS OF THE CONSULTATION.
TODD AND MIKE AND WHILE HE WAS
HERE JERRY, THEY HAD THE
CONVERSATION WITH LEADERSHIP.
WE WORK TO GET LEADERSHIP BUY-IN
A YEAR AGO, IT TOOK A YEAR GET A
CONTRACT IN PLACE.
I WOULD HAVE LIKED TO HAVE
STARTED THIS LAST SEPTEMBER.
I'M GOING TO BE HERE FOR THE
PARTY.
IT'S GOING TO GO ON WITHOUT ME.
ONE OF THE THINGS, I WORK WITH
AN EXECUTIVE COACH, HE'S BEEN
SAYING THE LAST THREE MONTHS,
YOU CANNOT RULE FROM BEYOND THE
GRAVE.
YOU CANNOT LEAVE PEOPLE WITH
WORK TO DO AND EXPECT THEY ARE
GOING TO DO IT.
THEY HAVE A CHOICE, WHEN YOU'RE
GONE THEY MIGHT DO SOMETHING
DIFFERENT.
TRY IT.
[LAUGHTER]
BUT THIS IS SOMETHING THAT I
THINK I'M GOING TO ASK MIKE.
WEIGH IN.
ARE WE STARTING OFF, IS IT GOING
TO DISAPPEAR OCTOBER 2?
>>NO, IT'S NOT GOING TO
DISAPPEAR ON OCTOBER 2.
WHEN WE ENVISIONED THIS
ACTIVITY, WE REALLY ENVISIONED A
LEADERSHIP DEVELOPMENT FIRST.
AND ORGANIZATIONAL DEVELOPMENT
SECOND.
AND WE DID NOT START FROM A
PREMISE THAT WE HAVE A PROBLEM
HERE AT NLM.
WE STARTED FROM THE PREMISE THAT
WE HAVE REAL STRENGTHS AND THAT
WE NEED TO OPTIMIZE AND BECOME
MORE SYSTEMATIC ABOUT HOW WE
THINK ABOUT INNOVATION AND HOW
WE DRIVE IT FORWARD AS A
LEADERSHIP TEAM.
AND SO WE SET UP THIS ACTIVITY
WITH A BASE AND SEVERAL OPTIONS
THAT WE COULD EXECUTE IN THE
FUTURE.
SO RIGHT NOW WE'RE JUST REALLY
IN THE FIRST PHASE.
WE'LL HAVE A SEARCH FOR A NEW
DIRECTOR THAT WILL TAKE PLACE
OVER THE NEXT YEAR.
AND STEVE, AS YOU KNOW,
INTRODUCED HIMSELF AND WILL BE
ACTING OVER THE NEXT YEAR UNTIL
WE HAVE A PERMANENT DIRECTOR
APPOINTED.
AND SO WHAT WE WANT TO DO IS
MAKE SURE THAT NLM IS BEST
POSITIONED FOR OUR FUTURE,
TOGETHER, AND SO THAT WHEN A NEW
DIRECTOR COMES IN, WE CAN
SHOWCASE WHAT WE'RE DOING HERE
AND THEN MAKE APPROPRIATE
ADJUSTMENTS.
BUT AS DANA SAID, THIS IS NOT A
RIGID ACTIVITY.
IT'S NOT SET IN STONE.
AND THERE'S NOT A LOT OF
OPPORTUNITY FOR ADJUSTMENT AS WE
GO ALONG OF THE BEING IN THE
FIRST PHASE WE DON'T KNOW WHAT
THE END RESULT IS GOING TO LOOK
LIKE.
YOU KNOW, WHEN DANA WAS LEVEL
SETTING, THE INITIAL TERMINOLOGY
YOU COULD HAVE WRITTEN THAT A
THOUSAND DIFFERENT WAYS.
>>RIGHT.
>>AND SO, YOU KNOW, MAINLY KEEP
IN MIND THAT THIS IS JUST THE
VERY START TO BUILD UPON THE
STRENGTHS THAT WE ALREADY HAVE.
>>IF I COULD ADD TO THAT, REAL
FOCUS HAS TO BE ON THE WORD
"CULTURE" THAT.
GETS TO SOMETHING THAT PATTI
BROUGHT UP THIS MORNING, THE
STRENGTH OF ONE NLM AND WHEN YOU
TALK ABOUT CULTURAL CHANGE,
YOU'RE TALKING ABOUT CHANGES IN
BEHAVIOR, TALKING ABOUT
INCENTIVE STRUCTURES, AND I
THINK THOSE WILL LEVERAGE THE
ONE NLM AND VICE VERSA.
ONE NLM WILL LEVERAGE THIS
ACTIVITY AS WELL.
SO I SEE A LOT OF POSITIVE
COMING OUT OF IT.
CERTAINLY WON'T END ON OCTOBER
2.
>>STEVE, ARE WE GIVING YOU A
PRESCRIPTION?
DO YOU FEEL LIKE THIS IS ROLLED
INTO YOUR OWN LEADERSHIP
THINKING?
>>SO, IT HAS ALL THE RIGHT
ELEMENTS FOR CULTURAL CHANGE.
CHOICES YOU MAKE HOW YOU
ACTUALIZE, TO THE POINT OF
SOMETHING RAISED ABOUT IS THIS
ENDURING, DANA WAS RIGHT.
ALL OF THE ELEMENTS ARE ALWAYS
REQUIRED.
IT'S HOW YOU CHANGE.
I THINK WE'RE ON THE RIGHT
TRACK.
FIGURING OUT WHAT WE WANT THE
CULTURE TO DO HERE BASED ON
STRENGTHS, ALL IN THE DISCOVERY
PROCESS OF SHARING, TRYING TO
ALIGN IT.
I WOULD SEE MY TENURE TRYING TO
SUPPORT THAT DISCOVERY ACTIVITY
AND THAT FIRST ALIGNMENT,
PERMANENT DIRECTOR COMES IN.
I THINK THERE'S SOMETHING IN
PLACE, WE'RE ALL SELF-AWARE
ABOUT, WE CAN THEN APPROVE OR
FOLLOW.
[ INAUDIBLE, OFF MIC ].
>>I WOULD ADD WHEN YOU LOOK AT
EXPENSIVE INNOVATION AT THE
NATIONAL LIBRARY OF MEDICINE AND
ASK ANY ONE OF US TO STRIKE THE
FRAMEWORK HOW WE ACCOMPLISHED
THAT, WE WOULD HAVE LIKE UM, UM,
UM, YOU KNOW.
SO IT JUST SEEMS LOGICAL TO TRY
TO INSTITUTIONALIZE A WAY OF
SUPPORTING INNOVATION SO WE CAN
BE EVEN STRONGER.
BUT, YEAH, INNOVATION, IT'S
ALWAYS OCCURRED, ALWAYS OCCURRED
THROUGH THE STRONG LEADERSHIP OF
OUR DIRECTORS AND INSTITUTE
DIRECTORS, IT JUST HAPPENS.
WE'VE BEEN PREPARED TO TAKE
ADVANTAGE OF OPPORTUNITIES AS
THEY HAVE ARISEN.
BUT AS FAR AS LIKE A STRUCTURE,
SET OF PRINCIPLES, MANAGEMENT
FRAMEWORK, I DON'T KNOW WHAT I
COULD PUT UP OVER THE LAST 10 OR
20 YEARS.
>>WE WOULD WELCOME YOUR
FEEDBACK ABOUT WHAT YOU TRIED IN
YOUR ORGANIZATIONS AND WHETHER
YOU THINK THIS FITS WITH
ESPECIALLY THE PEOPLE WE SPOKE
ABOUT THIS MORNING, ABOUT THE
NEED TO THINK ABOUT HOW WE
PRIORITIZE OUR ACTIVITIES AND
HOW WE DECIDE WHAT WE INVESTED
IN AND WHAT WE DON'T INVEST IN.
>>I WOULD JUST ADD TO THINK
ABOUT THAT THE TRUE INNOVATIONS
ARE HARD TO THINK ABOUT BECAUSE
WE HAVEN'T THOUGHT ABOUT THEM
YET.
RIGHT?
WHAT I FIND OFTEN HELPFUL ARE
INTELLECTUAL EXERCISES.
HOUSING IN LOS ANGELES, LET'S
ASSUME THE HOMELESS PROBLEM IS
NOT SOLVABLE.
NOW LET'S IMAGINE THAT AN
EARTHQUAKE DESTROYS 40,000 UNITS
OF MIDDLE CLASS HOUSING.
HOW DO YOU THINK -- DO YOU THINK
EVERYBODY WILL SAY, WELL, WHAT
CAN YOU DO?
HOMELESSNESS IS NOT A SOLVABLE
PROBLEM.
YOU KNOW, WE'LL PASS OUT TENTS.
AND JUST LET PEOPLE LIVE ON THE
STREET.
NO.
YOU KNOW WHAT WOULD HAPPEN IF
40,000 UNITS OF EXISTING HOUSING
WERE SWEPT AWAY.
WHEN WE TALK ABOUT MENTAL
HEALTH, I OFTEN SAY THAT I
BELIEVE, OTHER PEOPLE DON'T HAVE
TO SHARE AS A CLINICIAN, CURRENT
TREATMENT OF MENTAL HEALTH WILL
BE LAUGHED OUGHT IN 25 YEARS.
PEOPLE WILL SAY WHAT YOU THOUGHT
BY GIVING THIS ONE DRUG WHICH
WOULD KEEP A CONSTANT LEVEL OF
INHIBITION, OF THIS ONE
NEUROTRANSMITTER, THEY THOUGHT
THEY WERE GOING TO CHANGE
PSYCHOTIC THOUGHT.
HOW RIDICULOUS!
THAT IF YOU REALLY WANT TO
INNOVATE, YOU THINK -- THE TEMPT
OF TEMPTATION IS TO DO VERY
SMALL THINGS, AND THINK YOU'RE
INNOVATING.
THE DISRUPTIVE -- WHEN YOU PUT
IT UP, IT WAS INTERESTING, AT
LEAST ON THAT SLIDE, IT WASN'T
YOURS, DISRUPTIVE WAS SEEN AS
LONGER TIME FRAME BUT I DON'T
THINK DISRUPTIVE HAS A TIME
FRAME.
DISRUPTIVE MEANS THAT YOU'VE
COME UP WITH A WAY THAT IS
COMPLETELY DIFFERENT THAN HOW
YOU CURRENTLY DO THINGS.
SO, YOU KNOW, I WOULD JUST ADD
THAT TO THE PRESENTATION, TO
REALLY GET INNOVATION, YOU HAVE
TO ALLOW PEOPLE A LITTLE BIT OF
FANTASY, A LITTLE BIT OF
OPPORTUNITY TO THINK ABOUT
THINGS THAT ARE IMPOSSIBLE.
BECAUSE OTHERWISE YOUR
INNOVATION WILL BE LIMITED BY
SOLVING THE SMALLEST PROBLEM.
>>I LOVE THE IDEA OF ALLOWING
FANTASY.
HOW IS THAT SITTING WITH YOU,
DIANNE?
>>(INAUDIBLE).
>>OKAY.
THANK YOU FOR YOUR PRESENTATION.
ALL RIGHT.
SO WE ARE NOW ON SCHEDULE FOR
COFFEE BREAK.
AND WE WILL RETURN BACK, LET'S
HAVE COFFEE BREAK FOR 15
MINUTES, WE'LL RETURN BACK TO
THE SESSION AT THE SCHEDULED
2:45.
THANK YOU VERY MUCH, EVERYONE.
AND WE'LL BE BACK SHORTLY.
>>WE'RE GOING TO COME BACK INTO
SESSION.
SO I AM NOW DELIGHTED TO
INTRODUCE DR. ANDREW GOSTEIN,
PRACTICING ANESTHESIOLOGIST,
FOUNDER OF ARTISIGHT
INCORPORATED.
HE FOUNDED THIS IN 2017 TO
ADDRESS FRUSTRATIONS OVER
INEFFICIENCY MEDICINE IS
PRACTICED IN HOSPITALS.
OVER TIME IT HAS DEVELOPED INTO
THE LEADING ENTERPRISE GRADE
COMPUTER VISION AND IoT VISION
FOR HEALTH WARE.
WE WELCOME YOU TO THE BOARD OF
REGENTS MEETING AND LOOK FORWARD
TO YOUR PRESENTATION.
>>THANK YOU.
CAN EVERYONE HEAR ME?
WHEN I DO PRESENTATIONS I HAVE
TO PACE.
IT BRINGS ME BACK TO MEDICAL
TRAINING, JUST HOW HORRIBLE OF
AN EXPERIENCE THAT WAS, I GET
HEATED.
MY PRESENTATIONS ARE VERY BLUNT.
I DON'T WANT YOU TO HAVE TO
THINK AND DIGEST FOUR-SYLLABLE
WORDS BUT NORMAL PEOPLE DON'T
START COMPANIES.
NORMAL PEOPLE WOULD GIVE UP.
IT'S WAY TOO HARD.
WHAT I'M GOING TO SHOW IS REALLY
ME FIGHTING TRYING TO CHANGE 40
YEARS OF MEDICAL PRACTICE, MY
DAD'S A PHYSICIAN.
IF I JOINT HIS JOINTS WE WOULD
BE TALKING ABOUT THE SAME
PROBLEMS TODAY.
I STARTED ARTISIGHT BECAUSE I
WAS FRUSTRATED AS ALL HELL.
IT CONTINUES TO MOTIVATE ME.
I'M STILL UPSET WITH HOW MESSED
UP IT IS BUT WE'RE MAKING IT A
LOT BETTER.
REALLY CAME HERE TO SAY THANK
YOU.
THANK YOU FOR BELIEVING IN US,
AGAIN PEOPLE GIVE UP BECAUSE A
THOUSAND PEOPLE WILL SAY, NO,
YOU GUYS SAID YES, AND I WANT TO
SHOW YOU WHAT WE DID.
WE DID NOT LET YOU DOWN.
SO WE'LL TAKE ABOUT WHY WE NEED
ARTISIGHT, WHAT THE PLATFORM IS,
ARTIFICIAL INTELLIGENCE TRAINING
AND VALIDATION BECAUSE NOBODY
REALLY UNDERSTANDS THAT.
THEN THE AREAS OF SUCCESS, BULK
IS ABOUT THE COMMERCIAL SUCCESS
WE'VE HAD TO SHOW THIS WAS NOT A
WASTED INVESTMENT.
FAST FORWARDING, YOU GAVE US
COLLECTIVELY $2 MILLION
INVESTMENT IN THE FORM OF A
GRANT, WE RAISED MONEY AT $200
MILLION VALUATION.
WE BEEN A DRAMATIC SUCCESS FROM
THAT METRIC.
HEALTH CARE'S PRODUCTIVITY AND
LABOR CRISIS, WHEN I WAS IN
TRAINING, JUST GOING THROUGH MY
DAILY ROUTINE IN THE HOSPITALS,
I FOUND IT INCREDIBLY
FRUSTRATING WITH HOW HARD IT WAS
TO COMMUNICATE INFORMATION OR TO
GET ACCURATE DATA.
I LEFT AND DID VENTURE CAPITAL
FULL TIME, MICROWAVE TOWERS TO
COMMUNICATE INFORMATION A
MICROSECOND FASTER.
WE DID IT, MADE A BILLION
DOLLARS IN PROFIT WITH A
THOUSAND PEOPLE.
I WENT BACK TO MY RESIDENCY,
THEY GAVE ME A PAGER BACK AND
FAX MACHINE.
WITH A 15-MINUTE ROUND CYCLE
TRIP FOR COMMUNICATION.
AND THEY LOOKED AT ME, HERE'S
THE LATEST AND GREATEST.
THERE WAS 17 GENERATIONS OF
TECHNOLOGY BETWEEN WHERE WE WERE
OPERATING AND WHERE THE REST OF
THE WORLD WAS.
THIS HAS LED TO THIS.
HEALTH CARE IS THE ONLY INDUSTRY
THAT GETS LESS PRODUCTIVE.
THIS IS BOB COKER, NEW ENGLAND
JOURNAL OF MEDICINE, 2011.
EVERY YEAR IT GETS HARDER TO DO
MY JOB.
WE COMPENSATE BY HIRING PEOPLE
SO WE CAN CONTINUE TO EXPAND THE
SERVICES WE PROVIDE FOR THE
NATION.
70% OF US ARE CLINICIANS.
NOBODY GIVES ME AN AUTOMATION
SOLUTION.
AUTOMATION IS ON BACK OFFICE
I.T.
BILLING CYCLE MANAGEMENT,
CYBERSECURITY, THREAT DETECTION,
IMPORTANT THINGS BUT NOBODY
CARES ABOUT ME.
I STARTED ARTISIGHT.
THIS IS HAPPENING AT THE TIME
WHEN BABY BOOMERS ARE RETIRING.
COVID HIT.
A LOT OF NURSES DROPPED OUT OF
THE LABOR FORCE, FED UP WITH IT.
LABOR FORCE PARTICIPATION IS
GOING DOWN.
AT THE SAME TIME THE BABY
BOOMERS ARE IN THAT 65+ RANGE,
SO NUMBER OF BABY BOOMERS WE
HAVE TO TAKE CARE OF GOING UP
28% THIS DECADE.
WHICH MEANS WE HAVE A VERY
UNBALANCED EQUATION, MORE
PATIENCE THAN EVER TO TREAT,
FEWER HEALTH CARE WORKERS THAN
EVER, AND THE NUMBER OF PATIENTS
WE CAN TREAT PER WORKER IS GOING
DOWN.
EVERY ONE OF THESE IS HEADED IN
THE WRONG DIRECTION.
IF WE TREAT FEWER PATIENTS WHAT
DO YOU THINK ABOUT HAPPEN?
DISPARITIES IN CARE ARE GOING TO
EXPLODE.
WE'RE SEEING MATERNAL MORTALITY
SKYROCKET.
WE'RE SEEING HOSPITAL ACQUIRED
INFECTIONS GO UP.
WE CAN'T CLONE HEALTH CARE
WORKERS.
WE'VE TALKED ABOUT IT, NOT ON
THE HORIZON.
WHAT MAKES SENSE IS INCREASE
PRODUCTIVITY.
DO THAT THROUGH AUTOMATION.
SO WHEN WE FIRST STARTED TALKING
TO YOU, WE WERE COMPUTER VISION.
WE'VE NOW ADDED SENSES OR
SENSORS THAT REPLICATE ALL HUMAN
SENSES.
YOU CANNOT TELL A DOCTOR OR
NURSE TO GO TO WORK AND SAY YOU
CAN USE YOUR EYES TODAY.
DOESN'T WORK LIKE THAT.
WHEN I SEE A PATIENT, I SEE
THEM.
I TALK TO THEM.
I LISTEN TO THEM.
I TOUCH THEM.
I HAVE RADAR SENSORS THAT
COLLECT VITAL SIGNS WITH FDA
CLEARANCE FOR HEART RATE AND
RESPIRATORY RATE, TAKING THIS
DATA SO THAT THE CLINICIANS
DON'T HAVE TO BE THE ONES TO SIT
DOWN AT THESE COMPUTERS LIKE
COURTROOM STENOGRAPHERS ALL DAY.
WE DO THIS WITH PASSIVE SENSOR
TECHNOLOGY THAT STRUCTURES THAT
DATA AND FEEDS IT INTO
APPLICATIONS, OUR GRANT WITH YOU
ALL WAS ON THE O.R
THIS IS NOW EXPLODED INTO A
WHOLE HOSPITAL AMBIENT SYSTEM.
SO BEST WAY TO EXPLAIN
ARTIFICIAL INTELLIGENCE
DEVELOPMENT IS TO COMPARE IT TO
SOMETHING PEOPLE HAVE MAYBE A
LITTLE BIT MORE KNOWLEDGE OF.
I COMPARE TO AUTONOMOUS DRIVING.
WE GOT THE MODEL T, YOU COULDN'T
TURN THE KEY TO TURN IT ON.
YOU CRANKED IT.
THEN WE STARTED GETTING MORE AND
MORE AUTOMATION IN THE CAR.
ELON IS CHASING LEVEL 5 FULL
SELF-DRIVING.
YOU DON'T JUST GO IT ZERO TO
FIVE.
YOU KEEP SEQUENTIALLY AND
SERIALLY ADDING MORE
CAPABILITIES.
HEALTH CARE NEEDS TO GO THROUGH
THE SAME PROGRESSION.
HEALTH CARE IS VERY MUCH IN THE
ZERO PHASE.
EVEN JUST A 1 HELPS A LOT.
WE DON'T REALLY WANT LEVEL 5,
HOSPITAL FALLS BIG PROBLEM.
I CAN EASILY TRAIN A COMPUTER
VISION ALGORITHM ON THAT CAMERA
THAT MONITORS PATIENTS GETTING
OUT OF BED BUT THE INTERVENTION
IS A NURSE.
THAT'S LEVEL 2.
TO BE LEVEL 5 I NEED THE CAMERA
TO DETECT THEM, KETAMINE DART
OUT OF THE CEILING THAT DROPS
THEM BACK IN BED.
NOBODY WANTS THAT.
WE WANT AUGMENTATION SYSTEMS
BECAUSE WE'RE TRYING TO GET RID
OF DRIVERS WITH ARTIFICIAL
INTELLIGENCE FOR DRIVING BECAUSE
94% OF ACCIDENTS, WE'RE NOT
TRYING TO GET RID OF DOCTORS AND
NURSES.
YOU'LL NEVER MAKE A ROBOT TO DO
WHAT A NURSE DOES, HOLD HANDS,
GET ICE CHIPS, START AN I.V
IF YOU TAKE A FEW THINGS OFF
THEIR PLATE TO AUGMENT THEM IT'S
INFINITELY EASIER AND YOU'LL GET
A WAY BETTER RETURN, PLUS CAN
YOU DO IT NOW.
ARTIFICIAL NURSE ROBOTS, 100
YEARS AWAY.
MACHINE LEARNING IS CALLED
MACHINE LEARNING BECAUSE IT
NEEDS TO BE EDUCATED.
IT'S NOT CALLED MACHINE ALREADY
KNOWS.
YOU HAVE TO EDUCATE IT.
THIS IS HOW EVERYONE TRAINS
ARTIFICIAL INTELLIGENCE.
YOU TAKE A VERY LARGE IMAGE
DATASET, SEND IT OVERSEAS, THE
TITLE FROM THE WASHINGTON POST
WAS ARTIFICIAL INTELLIGENCE HAS
ITS ROOTS IN RURAL CHINA.
BECAUSE THEY PAY FARMERS TO COME
INTO THESE PLACES, DRAW PICTURES
AND BOXES AROUND US, THIS IS A
BUS, THIS IS A CAR.
WE TAKE DATASETS BACK TO THE
UNITED STATES, WE TRAIN
ALGORITHMS.
THAT DOESN'T WORK IN HEALTH
CARE.
CAN'T PUT A BUNCH OF CAMERAS
INTO WALTER REED AND TAKE A
BUNCH OF PICTURES AND SEND IT
OVER TO CHINA.
BEING VERY BLUNT
WHAT DO WE DO?
WE HAD TO SPEND THE FIRST TWO
YEARS OF OUR COMPANY BUILDING
ANONYMIZATION TECHNIQUES TO
TRAIN THESE ALGORITHMS WITHOUT
EVER SENDING DATA OUTSIDE THE
HEALTH SYSTEM WITHOUT EVER
SAVING A PICTURE, BECAUSE EVEN
THAT REQUIRES PATIENT CONCEPT.
BUT THE HARDEST PART ABOUT
TRAINING ARTIFICIAL INTELLIGENCE
IS GETTING ALL OF THE DATA TO
MAKE SURE YOU MAKE A VERY GOOD
ALGORITHM.
SO WE HAD TO SOLVE THAT PROBLEM
FIRST.
WE SUBMITTED EVERYTHING TO AN
INDEPENDENT THIRD PARTY WHO
DECLARED IT IN EXCESS OF
STANDARDS DEFINED BY HIPAA TO BE
DE-IDENTIFIED.
THIS IS HOW WE DID IT.
WE USED UNSUPERVISED TRAINING.
SO THIS IS THE SAME WAY CHAT GPT
WAS TRAINED, TAKE A SENTENCE,
COVER A WORD, PREDICT THE
MISSING WORD AND DO A FEEDBACK
LOOP.
WE TAKE A PICTURE, DELETE PART,
AN ALGORITHM PAINTS IN MISSING
PIXELS AND GETS GOOD AT
UNDERSTANDING NORMAL PIXEL
COMBINATIONS IN THIS HOSPITAL.
WHICH IS PART OF NORTHWESTERN
UNIVERSITY.
WE THEN GIVE IT 100 EXAMPLES.
HOW WE GET THAT IS THROUGH
GAMIFICATION OF OUR TECHNOLOGY
HAVING NURSES AND DOCTORS
INTERACT WITH TECHNOLOGY FOR
SOME TYPE OF TELEHEALTH CLINICAL
REASON, SIMULTANEOUSLY
RETRAINING THE ARTIFICIAL
INTELLIGENCE.
THIS IS HOW WE DO WITH LLMs,
TAKE IT TO THE HOSPITAL, READ
THE CLINICAL NOTES, ASSOCIATE AN
OUTCOME.
SAY THE PERSON IN THIS NOTE
STAYED FOR 7.4 DAYS.
I'LL SHOW YOU BECAUSE WE
PUBLISHED THAT IN "NATURE."
THE REASON WE DO ALL OF THIS,
LAST MILE OF A.I. IS LOCAL.
IF WE ONLY EVER TRAINED TESLA IN
SAN FRANCISCO, WOULD ANY OF YOU
TURN AUTONOMOUS DRIVING ON IN
LONDON?
RIGHT?
WHY DO PEOPLE THINK YOU CAN TAKE
AN ALGORITHM MADE AT STANFORD
AND TURN OUT IN EVERY OTHER
HOSPITAL AND HAVE IT DO ANYTHING
EXCEPT CREATE CONFUSION?
DOESN'T WORK LIKE THAT.
YOU HAVE TO RETRAIN AT EVERY
SITE AND BECAUSE WE CAN EXPLAIN
IT, IF YOU ONLY EVER TRAIN LIKE
SILICON VALLEY, ALGORITHMS ON
37-YEAR-OLD WHITE GUYS AT NOON,
THAT'S THE ONLY TIME IT'S GOING
TO WORK.
WHEN WE DO THIS SAMPLING WE KEEP
ANONYMIZEED METADATA RECORD
ABOUT WHAT PATIENT DEMOGRAPHIC
WAS IN THE ROOM.
SO I CAN PROVE WE HAD ENOUGH
AFRICAN AMERICANS REPRESENTED IN
THIS DATASET, WE WERE
UNDERWEIGHTED IN ASIAN BASED ON
WHAT GOT ADMITTED, WE'LL START
OVERSAMPLING FROM ROOMS WITH AN
ASIAN PATIENT, HAVE ALL SEXES,
ALL AGES, AND WE HAVE TO TRAIN
AT ALL TIMES OF DAY BECAUSE IT
CAN'T JUST WORK IN THE
AFTERNOON.
EVERYTHING LOOKS DIFFERENT AT
NIGHT.
SO WHAT HAVE WE DONE NOW WITH
ALL OF THIS?
HERE IS WHERE THE GRANT CAME IN.
AGAIN, THANK YOU.
THIS IS WHAT THE OPERATING ROOM
OF THE FUTURE LOOKS LIKE.
IDENTICAL TO NOW EXCEPT WITH
CAMERAS AND SPEAKER AND
MICROPHONE, INDOOR POSITIONS
SYSTEMS FOR ASSET TRACKING, USE
IT TO COLLECT INFORMATION.
NOW AGAIN GOING BACK TO
AUTONOMOUS DRIVING, 0 TO 1, 1 TO
2, 2 TO 3, FIRST LEVEL 1, A
FRICTIONLESS VIEW INTO OPERATING
ROOMS SO YOU DON'T HAVE TO GO TO
EVERY SINGLE OPERATING ROOM.
WHEN I WAS A RESIDENT I HAD TO
CALL 85 OPERATING ROOMS TO
FIGURE OUT WHAT WAS HAPPENING IN
THEM, A HERCULEAN TASK.
YOU CANNOT CALL 85 OPERATING
ROOMS SIMULTANEOUSLY.
IT IS DESTINED TO FAIL.
WE PUT EYES IN THE OPERATING
ROOMS.
THEN WE ALLOWED THE REVERSE OF
THAT, MANY TO ONE, CAN HAVE FOUR
SURGEONS REMOTELY CONSULT INTO
AN OPERATING ROOM, SEE THE
SURGICAL FEEDS, PROVIDE COUNSEL,
PRETENDING THERE'S A
COMPLICATION, THEY WANT ANOTHER
OPINION.
NOW THAT SENSORS ARE THERE WE
CAN TRAIN ALGORITHMS TO DO
THINGS LIKE MONITOR DIFFERENT
EVENTS TO BUILD REALLY ACCURATE
DATASETS ABOUT HOW PERFORMANT WE
ARE AS A HOSPITAL.
YOU CAN TAKE DATASETS AND
OPTIMIZE THE HOSPITAL.
SO HERE BECAUSE WE NOW COLLECT
THIS DATA PASSIVELY, WE SEND
NOTIFICATIONS TO THE PEOPLE THAT
ARE SUPPOSED TO BE IN THE O.R
WE DO THE DOCUMENTATION INSIDE
THE EMR.
SO EVERYONE WAS IN THIS ROOM
WHEN THE PATIENT SHOWED UP, NO
ONE IS PICKING UP THEIR PHONE TO
TEXT ME, THE ANESTHESIOLOGIST,
COMING TO OPERATING ROOM.
NOBODY'S SITTING DOWN AT THE
COMPUTER TO DOCUMENT IN EPIC
FOUR A FOUR-MINUTE LOG-IN
PROCESS, HEY, THIS PATIENT
ENTERED THE OPERATING ROOM.
BUT WE ALSO COLLECT SURGICAL
VIDEO BECAUSE SURGEONS WANT
ACCESS TO IT, TO TRAIN
RESIDENTS, THE LAST TIME I GOT
FEEDBACK ON ME AS AN
ANESTHESIOLOGIST WAS MY LAST DAY
OF RESIDENCY.
YOU DON'T PUT TWO
ANESTHESIOLOGISTISTS IN THE SAME
O.R
WE DON'T HAVE ENOUGH.
SO THIS, LIKE THE POST-GAME
DEBRIEF, YOU CAN GO BACK AND
LOOK AT IT.
RIGHT HERE WE CLIPPED THE
ARTERY, SHARE WITH THE RESIDENT,
BUT IT'S HOW I GET THE 100
EXAMPLES OF WHAT A SURGEON
COMING INTO THE SYSTEM TO TEACH
THE ARTIFICIAL INTELLIGENCE,
THIS IS WHAT IT LOOKS LIKE WHEN
THEY CLIP THE CYSTIC ARTERY AND
DUCT.
WE GAMIFIED.
THERE'S A REASON TO PUT THIS IN,
THAT SIMULTANEOUSLY RETRAINS THE
ALGORITHMS.
WE WANTED TO MAKE SURE THIS WAS
SAFE.
ANONYMIZED VIDEO.
WHEN THE CAMERA GOES IN THE
BODY, RECORD IT.
IF IT COMES OUT, I DON'T WANT IT
TO SEE SOMEONE'S FACE AND OPEN
EMR SCREENS, WE ALGORITHMICALLY
DELETE THAT FOOTAGE WHEN IT
COMES OUT.
IT GOES BACK IN, WE SAVE AGAIN
FOR SURGEONS, RESIDENTS, WHOEVER
NEEDS TO TRAIN ON THE VIDEO.
WE'RE TRACKING DIFFERENT
INSTRUMENTS AND IF I KNOW A
CAMERA IS IN THE BODY, WHAT
INSTRUMENTS AND ORGANS, FIGURE
OUT THE STEP, COMPARE TO
AVERAGE, LAST TIME THEY HAD 30
MINUTES BUT THEY ARE BOOKED TO
HAVE 40 MINUTES, RUNNING AHEAD
OF SCHEDULE, GET THE NEXT
PATIENT PREPPED SO WE DON'T HAVE
A SITUATION LIKE THIS.
PROCEDURE IN PROCESS, 1:43 TO
GET THE PATIENT ON THE TRANSPORT
BED AND OUT.
NO HOSPITAL HAS DATA THAT
ACCURATE.
TOOK FIVE MINUTES AND 16 SECONDS
TO CLEAN, 7:13 TO SET UP FOR THE
NEXT PROCEDURE, THERE WAS 25
MINUTES WHERE WE WERE JUST
SITTING THERE PLAYING PAC-MAN OR
NOBODY WAS IN THE OPERATING ROOM
BECAUSE NOBODY WANTED TO WALK
300 YARDS AT MY HOSPITAL OVER TO
PRE-OP TO TELL THEM GET THE NEXT
PATIENT READY.
EVEN IN EPIC NOW WHICH WE USE AT
NORTHWESTERN, I CANNOT FIGURE
OUT THE PRE-OP NURSE TAKING CARE
OF MY NEXT PATIENT.
FASTEST WAY TO GET THAT
INFORMATION IS TO WALK OVER
THERE.
WE'VE DONE THIS NOW AT 11
HOSPITALS, WE'VE GOT RESULTS,
WE'VE DELIVERED INCREASED CASE
VOLUME, 5 TO 30%, BUT 5 IS A 27X
RETURN ON INVESTMENT FOR THE
HOSPITAL.
EVEN IF WE HAD ONLY ONE .5%
INCREASE, IT WOULD HAVE BEEN ONE
OF THE HIGHER ROIs HOSPITAL
ARE SEEING, WE GOT AN EXTRA 350
PROCEDURES DONE.
HOSPITALS ARE A VOLUME GAME,
MEDICAID, EVERYTHING, IF IT'S
THAT LAST PROCEDURE OF THE YEAR,
THAT'S HOW YOU IMPROVE ACCESS TO
CARE.
HOW SUCCESSFUL HAS THEN BEEN?
WE SIGNED A CONTRACT, RUNNING
50% OF OPERATING ROOMS, MOVING
THIS IN, WE'RE THE EXCLUSIVE
PROVIDER OF STORZ, STRYKER'S
BIGGEST COMPETITOR, PUTTING US
IN 9,000 OPERATING ROOMS, GLOBAL
TO CHINA, UK, GERMANY.
THIS WAS SO SUCCESSFUL THAT
EVERYONE SAID CAN WE DO THE SAME
THING IN THE PATIENT ROOMS?
SURE.
WE TOOK THE SAME TECHNOLOGY,
SPEAKER, CAMERA, MICROPHONE,
APPLE TV FIRE STICK THING THAT
GOES BEHIND THE TV TO CONTROL
THE PATIENT TV.
WE WRAPPED THE PROCESSES AROUND
CHANGE MANAGEMENT INTO THIS.
WE TAKE THE TRADITIONAL CARE
TEAM, WE GIVE THEM THE BEDSIDE
NURSES GET A VIDEO FEED OF THEIR
PATIENTS.
WE GIVE THEM A REMOTE NURSE SO
IT'S BEDSIDE NURSE AND REMOTE
NURSE WORKING TOGETHER, BUT
REMOTE NURSE LIKE THE SURGEON
PUTTING THE ANNOTATION AND
VIEWING SOFTWARE IS RETRAINING
ARTIFICIAL INTELLIGENCE TO DO
DOCUMENTATION AND THINGS LIKE
THAT.
THE VIRTUAL NURSE CREATES A
MASSIVE AMOUNT OF AUTOMATION FOR
THE HOSPITAL, WE PLANT THEM TO
THESE PATIENTS AT HOME.
EVERYBODY'S TRYING TO GET TO THE
HOSPITAL AT HOME, NOBODY KNOWS
HOW TO DO IT.
LIKE YOU'RE NOT GOING TO TAKE A
MODEL T AND MAKE IT A TESLA, YOU
HAVE TO WALK THESE HOSPITAL
SYSTEMS THROUGH THESE LITTLE,
LITTLE STEPS.
TO HELP THEM CHANGE THEIR
PROCESSES.
HOW DID WE DO IT?
WE WROTE A BUNCH OF PLAY BOOKS,
REMOTE NURSING FOR ICU VERSUS
STEPDOWN, WE PUT A SPEAKER,
CAMERA, SET UP COMMAND CENTERS,
THEY NEED TWO SCREENS, ATRIUM
HEALTH IS RUNNING OUR SYSTEMS
DISTRIBUTED.
REMOTE NURSES WORK FROM HOME.
TALK ABOUT EXTENDING THE LIFE OF
A CAREER FOR A NURSE, WHO CAN
WORK FROM HOME, OR WHILE SHE'S
PREGNANT, AND IS NINE MONTHS
PREGNANT, DOESN'T WANT TO COME
IN FOR THE LAST FEW DAYS, IT
OPENS A WHOLE LOT OF OPTIONS TO
BRING NURSES BACK TO THE LABOR
FORCE.
FIRST THING WE DO, LIKE IN THE
O.R., GIVE THEM A VIDEO FEED.
DO TELECONSULTATION, PUT MANY,
UP TO EIGHT PEOPLE ON THE TV.
SPANISH TRANSLATORS, PATIENT
FAMILY MEMBER, NEUROSURGEON, ICU
PHYSICAL EXAMINATION, ALL SHOW
UP AND TALK TO THE PATIENT.
WE ADD THE REMOTE NURSE.
IF YOU WALK INTO THE ROOM, SAY
HEY ARTISIGHT, VOICE ACTIVATED
LIKE ALEXA, HEY ARTISIGHT,
REMOTE NURSE, THIS BLINKS,
CLICKS THE BUTTON, SHE WILL SHOW
UP ON THE TV, HOW CAN I HELP?
BEDSIDE NURSE WILL SAY I'M
PUTTING 18 GAGE IV IN RIGHT
HAND, REMOVING FOLEY, INCISION
BLOODIER, CAN YOU PAGE THE
RESIDENT?
YOUR MAKE THEM 127% MORE
EFFICIENT, IN AN INDUSTRY THAT
GETS .6% LESS EFFICIENT EVERY
YEAR.
THAT IS A MASSIVE SWING.
SO THIS, WE'VE MEASURED THIS,
I'LL SHOW YOU RESULTS, OUTCOMES,
BUT IT TRAINS THE ARTIFICIAL
INTELLIGENCE SO WE HAVE CAMERAS
WITH ALGORITHMS THAT CAN DETECT
PATIENTS NOT JUST GETTING OUT OF
BEDS BUT THE CHAIR, THE STOOL,
WHATEVER THING THEY ARE SITTING
ON THAT THEY SHOULD BE STAYING
ON SO THEY DON'T FALL.
WE HAVE PRESSURE ULCER
PREVENTION ALGORITHMS MAKING
SURE PATIENTS GET ROTATED, HAND
HYGIENE BECAUSE REGULATORY
BODIES THAT BE WANT TO KNOW HOW
WELL WE ARE AT WASHING OUR
HANDS.
SO WE DO THIS BUT FOR FOR
1/1,000 THE PRICE.
WE HAVE STAFF FOR SOLUTIONS,
WE'LL SEE IF THE AUDIO COMES
THROUGH.
NOT SURE.
YOU WALK INTO A ROOM.
FEEL THREATENED BY A PATIENT.
YOU SAY HEY ARTISIGHT, SPEAKER
TEST, CODE WORD, IT WILL
CONFIRM, SEND NOTIFICATION TO
SECURITY.
WE'LL SEE IF IT PLAYS.
>>HEY ARTISIGHT, SPEAKER TEST.
>>SPEAKER TEST COMPLETE.
>>I'M HAPPY TO SHOW YOU THAT WE
ACTUALLY GOT A CIO THAT REPLIED
THE OTHER DAY, ALREADY SEEING AN
IMPACT.
UNFORTUNATELY, WE HAD AN
EXPERIENCE LAST WEEK, PATIENT
WAS CHOKING A NURSE.
THIS ISN'T MADE UP SHIT, I'M NOT
MAKING STUFF UP.
REMOTE OBSERVER, ANOMALY
ALGORITHM WE HAVE STARTED
FLASHING.
EVEN BEFORE SHE SAID THE WAKE
WORD.
TRIGGERED REMOTE NURSE TO CALL
SECURITY.
MULTIPLE LAYERS OF REDUNDANCY IN
THIS SYSTEM.
CAPACITY ORCHESTRATION, I CAN
TELL YOU THE ROOMS OCCUPIED,
THAT ARE OPEN, WHICH HAS A
DISCHARGE PATIENT, SEND
NOTIFICATION, LIKE AIR TRAFFIC
CONTROL.
BUT NOW WE'RE TAKING THE CASE
MANAGERS WHOSE JOB IT IS TO MOVE
PATIENTS THROUGH THE HOSPITAL
WHO DIDN'T GO TO MEDICAL SCHOOL,
DIDN'T GO TO NURSING SCHOOL,
WHAT WE DO IS WE ENABLE THEM
WITH LARGE LANGUAGE MODEL
SUPPORT.
I HAVE LARGE LANGUAGE MODELS
READING EVERYONE'S CHART,
BEHIND THE FIRE WALL, SAFE FROM
THE INTERNET, NOT SAVING BUT
TELLING CASE MANAGERS WHEN YOU
SHOW UP THESE ARE THE TEN
PATIENTS MOST LIKELY TO BE
DISCHARGED THIS MORNING.
THE PATIENT CAN GO AS SOON AS
THE MRI IS READ, HAVE RADIOLOGY
PRIORITIZE THAT TO GET THE
PATIENT OUT OF THE HOSPITAL.
THIS ONE CAN GO BUT THEY WILL
NEED HOME OXYGEN SUPPORT, THAT
TAKES SIX HOURS TO ARRANGE, THEY
WON'T GO HOME UNTIL THAT'S
DELIVERED.
TELL THEM WHEN THEY SHOW UP
START WORKING BECAUSE WE PREDICT
THEY WILL BE DISCHARGED IN FOUR
HOURS.
DO THINGS LIKE PREDICT ICU NEED,
REALLY EARLY WARNING SYSTEM WHO
IS GOING TO BE SEPTIC, HAVE A
BAD OUTCOME, WHO IS GOING TO GET
DELIRIUM BASED ON EYE OPENING
AND MOVEMENT AT INAPPROPRIATE
HOURS OF THE DAY.
CLIENT RESULTS.
THAT LARGE LANGUAGE MODEL WORK,
MY CO-FOUNDER ON THE GRANT,
ERIC, JUST PUBLISHED THIS AT
NYU.
WE READ ALL 7.25 MILLION NOTES
INSIDE EPIC.
TRAINED THE LARGE LANGUAGE
MODELS.
FIVE TO 15% DEPENDING ON
OUTCOME.
MORE ACCURATE AT PREDICTING
OUTCOMES THAN ANYTHING EVER
PUBLISHED BEFORE.
SO SUCCESSFUL THAT EPIC
THEMSELVES CAUGHT WIND OF IT AND
STARTED HIGHLIGHTING GUTHRIE,
ONE OF OUR EARLIER CUSTOMERS
DOING REMOTE NURSING IN O.R.
OPTIMIZATION, SAYING GUTHRIE IS
SAVING $7 MILLION A YEAR.
IN PENNSYLVANIA, THEY HAVE A
BILL TO FIX NURSING RATIOS.
THE GOVERNOR CAME TO GUTHRIE AND
SAID THIS IS SUCH A PHENOMENAL
SOLUTION YOU CAN EXEMPT FROM
NURSING RATIOS, YOU DO WHATEVER
MAKES SENSE FOR YOUR
INSTITUTION.
SO JUST OTHER ROIs, WE HAVE
ONE PERSON MONITORING 48 VIDEO
FEEDS INSTEAD OF 48 PEOPLE
SITTING IN THE ROOMS TELLING
PEOPLE DON'T GET OUT OF BED.
THAT'S A 24X ROI.
REMOTE NURSING RESULTS AT
NORTHWESTERN HIGHEST EVER
PATIENT SATISFACTION SCORES,
TOOK THREE WEEKS TO FIGURE IT
OUT.
BUT THEN HIGHEST EVER PATIENT
SATISFACTION SCORES.
NURSING OVERTIME FROM AVERAGE OF
80 HOURS TO 40 HOURS, THEY STAY
OVER TIME TO DO CHARTING.
NURSES STOPPED LEAVING, STRAIGHT
UP.
SAID I CAN'T GET A JOB LIKE THIS
ANYWHERE ELSE IN THE COUNTRY,
I'M NOT LEAVING.
DO YOU HAVE ADEQUATE TIME TO
COMPLETE ALL OF YOUR PATIENT
CARE TASKS, FROM 30 TO 71% YES.
WE HAD ONE FALL ON THE DAY OF GO
LIVE, A LOT OF TIMES PEOPLE WILL
REDUCE 60 TO 80%.
WE ELIMINATED BECAUSE NURSES
WERE SPENDING WAY MORE TIME IN
THE PATIENT ROOM ELIMINATING
THEIR NEED FOR GETTING OUT OF
BED TO GET ICE CHIPS OR GO TO
THE BATHROOM.
WITH
FOR NURSING RAISES, NEW BEDS,
NEW OPERATING ROOMS, EXPANDING
CAPACITY, ALL OF THESE THINGS IS
REALLY HOW YOU FIX CARE AND WE
HAVE THIS NOW LIVE, 87 HOSPITAL,
200 HOSPITALS WORKING THROUGH
THE SALES PROCESS RIGHT NOW.
THAT'S IT.
>>THANK YOU VERY MUCH.
SO, WITH THAT I WOULD LIKE TO
OPEN THE DISCUSSION PORTION OF
THIS PRESENTATION AND WELCOME
DR. KATZ.
>>I THINK IT'S HELPFUL, PEOPLE
SPEND LESS TIME IN A HOSPITAL,
YOU HAVE MULTIPLE INTERVENTIONS
GOING ON AT ONCE.
SO, THE MOST SORT OF COMMON
SENSE AND WHERE I THINK
HOSPITALS, WITHOUT NECESSARILY
BUYING ALL THE GADGETS ARE
DOING, IS THE MONITORING.
EVERYBODY AGREES THE OLD MODEL
OF THE PATIENT RINGS A BELL AND
SOMEBODY HAS TO FIND THE NURSE,
THE NURSE HAS TO WALK FROM THE
DESK TO THE PATIENT ROOM TO GO
IN TO DISCOVER THAT THE THING
THE PATIENT NEEDED WAS BACK AT
THE NURSING DESK, EVERYBODY
AGREES THAT THAT'S ABSURD.
SO I THINK THE CAMERA, THE
VOICE, THE PICTURE ALL MAKE
TOTAL SENSE.
PEOPLE ARE MOVING.
WHAT YOU'RE ADDING THAT IS MORE
THAN WHAT MOST PEOPLE ARE DOING,
THAT IS USING THAT DATA TO TRAIN
A.I.
THAT'S WHAT I SEE IS BEING MORE
THAN WHAT MOST PLACES HAVE
THOUGHT THEY ARE GOING TO DO.
EVEN VIRTUAL NURSES, THERE'S
SOME MOVEMENT ON THAT.
TRAINING THE A.I. PART, YOU
KNOW, I WOULD SAY I'M NOT AWARE
OF ANYBODY WHO IS NECESSARILY
USING VISUAL IMAGES OF STUFF
GOING ON IN THE O.R
I THINK THE NEXT STEP, MAYBE
IT'S IN THE ARTICLES, MAYBE YOU
WANT TO TALK ABOUT IT, IS SORT
OF WHAT'S THE EVIDENCE THAT PART
IS MAKING A DIFFERENCE, THAT THE
A.I. PART IS WORKING TO MAKE
PEOPLE'S CARE BETTER.
>>SO, IT DEPENDS, RIGHT?
THERE'S A LOT OF WAYS TO ANSWER
THAT QUESTION.
I THINK THE BEST EXAMPLE I HAVE
OF THAT, THERE'S CERTAINLY OTHER
COMPANIES THAT PUT CAMERAS IN
ROOMS.
CERNER PROVIDES THAT AS A PART
OF CERNER.
YOU CAN ONLY MONITOR SIX
PATIENTS FROM THE CERNER COMMAND
CONSOLE.
THE FIRST BIG COMPANY PUT ONE
PERSON MONITORING 12 CAMERAS,
BECAUSE WE HAVE AN A.I. CO-PILOT
I WOULD NEVER TRUST A PURE A.I.
SYSTEM.
NOW I PROBABLY WOULDN'T TRUST A
PURE HUMAN SYSTEM BUT WORKING
TOGETHER, COVERING UP EACH
OVER'S WEAKNESS , THE OPTIMAL
RESULT IN 2023, MONITORING 48
CAMERAS, A.I. IS TELLING PEOPLE
TRYING TO MONITOR VIDEO STREAMS,
LIKE HERE, THERE'S ACTIVITY OF A
PATIENT GETTING OUT OF BED.
THE OTHER 47 ARE LAYING IN BED.
EVEN MONITORING 12 PEOPLE
WITHOUT A.I. WHEN YOU'RE TRYING
TO KEEP AN EYE ON EVERYTHING
THAT'S HAPPENING IS DIFFICULT
AND TAXING FOR A 12-HOUR SHIFT.
HAVING THAT A.I. CO-PILOT SIT
THERE FOR FALL PREVENTION TO
TELL YOU LOOK HERE, OR LOOK
HERE, WE'VE GOT A LOT OF
POSITIVE FEEDBACK.
AMOUNT OF TIME DOCUMENTING
THINGS OR SHOWED UP LATE TO
OPERATING ROOM BECAUSE NURSES
WERE TOO BUSY TRYING TO START AN
I.V. AND DIDN'T PAGE ME, 15
MINUTES, 30 MINUTES A DAY.
BY AUTOMATING THE SYSTEMS AROUND
CLINICAL CARE, WE'VE SEEN HUGE
RESULTS.
I COULD ANSWER WITH A BILLION
EXAMPLES.
>>BEFORE I GO INTO MY
CO-MODERATOR, PRIVACY.
DO PATIENTS -- ARE PATIENTS
ASKED IF THEY MIND THERE'S A
CAMERA?
IF SO, WHAT PROPORTION OF
PATIENTS SAY NO, THIS IS
PRIVATE, I DON'T WANT A CAMERA
ON ME.
>>THERE ARE POSTERS IN THE
ROOM, IT NEVER SAVES AUDIO OR
VIDEO.
I HAVES POLITICAL.
IN THE REDDEST OF RED STATES,
SOUTH DAKOTA, UNDER CONTRACT
WITH EVERY SINGLE HOSPITAL IN
THE ENTIRE STATE.
TYPICALLY THE MORE CONSERVATIVE
STATES WE SEE PEOPLE ASKING
ABOUT THE CAMERA, CAN I HAVE IT
OFF, WHATEVER.
EVEN IN THE REDDEST OF STATES,
IT HAPPENS FAR LESS THAN 1% OF
THE TIME.
BUT YOU ALSO HAVE TO COMPARE TO
A NEW STANDARD.
I DON'T LET PATIENTS COME TO MY
HOSPITAL, I DON'T WANT THE BED
ALARM TURNED ON.
NO, YOU'RE HERE, YOU'RE NIGH MY
RESPONSE, I'M TURNING IT ON.
SO THERE IS AN OPT-OUT PROCESS
AT MOST HOSPITALS, BUT MOST
HOSPITALS WILL NOT LET PEOPLE
OPT OUT.
THE COMPLAINTS WE GET ARE VERY,
VERY RARE.
>>SO, MY BROTHER HAPPENS TO BE
AN ANESTHESIOLOGIST, WE WERE ON
VACATION LAST WEEK, GETTING
READY TO MOVE SOMETHING HEAVY.
HE SAID WE'RE GOING ON TWO.
I'M A UROLOGIESIST.
WHY TWO, NOT THREE?
IF I MOVE EVERY PATIENT ON TWO,
EVERYBODY GOES HOME SEVERAL
SECONDS EARLIER AT THE END OF
THE DAY.
[LAUGHTER]
SO YOU'VE TAKEN THIS TO THE NEXT
LEVEL.
[LAUGHTER]
SO, WITH THAT, YOU CAN SAY, HEY,
I HEAR NURSING METRICS.
DO YOU HAVE METRICS ON
IMPROVEMENT OF PHYSICIAN,
QUALITY OF LIFE?
>>YEAH.
GETTING DATA FROM HOSPITALS ON
THEIR BASELINE IS VERY, VERY
DIFFICULT.
YOU WOULD THINK EMRs DID THAT.
OFTENTIMES HOSPITALS WILL BE
LIKE CONVINCE US OF ROI.
SURE, SHOW ME YOUR BASELINE.
WE DON'T HAVE A BASELINE.
HOW DO YOU WANT ME TO SHOW SOME
THEORETICAL IMPROVEMENT FROM
SOME UNDEFINED BASELINE?
SO WE DO GET ANECDOTALLY
FEEDBACK, SUBJECTIVE SURVEY
RESULTS FROM CLINICIANS SHOWING
IMPROVMENTS.
WE NEVER HAVE A BASELINE.
IT'S ALWAYS AN UNDEFINED
IMPROVEMENT.
>>ARE YOU IN ANY HOSPITALS
(INDISCERNIBLE).
>>NYU HAS UNIONIZED NURSES.
UNIVERSITY OF CHICAGO HAS VERY
PUBLICLY HAD UNION SPATS WITH
U.S. INS.
CEO OF UNIVERSITY OF CHICAGO,
ALSO A NURSE, JOINED OUR BOARD
AFTER RESULTING.
EVEN NOW GETTING READY TO GO
LIVE AT STANFORD WHERE I DID MY
FELLOWSHIP, WHO HAS UNIONIZED
NURSES, WE FOUND OTHER WAYS,
THEY HAVE FIXED RATIOS IN
CALIFORNIA SO OTHER WAYS WE'RE
DELIVERING VALUE THERE.
>>(INAUDIBLE).
>>I'M HAPPY TO SAY IN THE 140
MILLION HOURS OF PATIENT
MONITORING WE'VE NEVER HAD A
CLINICIAN PERSONALIZED BY OUR
SYSTEM.
I WON'T ALLOW IT.
WE WON'T ALLOW FACIAL
RECOGNITION TO BE USED ON OUR
PLATFORM BECAUSE IT'S A SLIPPERY
SLOPE.
YOU ADD SOMETHING LIKE THAT,
SOON ADMINISTRATORS WANT TO KNOW
WHO WAS IN THE ROOM WHEN THAT
HAPPENED, WHERE IS THE MISSING
BOTTLE OF FENTANYL.
GOOD USE CASES BUT IT'S A
SLIPPERY SLOPE SO WE WON'T ALLOW
IT.
FIRST THING WE DO IS JUST STREAM
THE VIDEO FEEDS TO THE NURSING
STATION.
IF FOR NO OTHER REASON THAN IT
JUST BUILDS TRUST WITH THE
SYSTEM WHEN YOU PUT THE VIDEO
FEED IN THE HANDS OF THE BEDSIDE
NURSE, IF YOU START THERE, THE
CULTURE CHANGES.
IF YOU WERE TO HAVE IT NOT
ACCESSIBLE TO THEM, IT'S THIS
MYTHICAL BLACK BOX, THEY DON'T
KNOW WHERE IT'S GOING.
YOU HAVE TO GIVE THE END USER
NURSE AT THE BEDSIDE ACCESS TO
THE FEED.
>>SO LOOKS LIKE YOU'RE DOING A
LOT OF DIFFERENT THINGS THAT
REQUIRE DIFFERENT TRAINING.
AND WONDERING ABOUT HOW YOU
SCALE HORIZONTALLY IN TERMS OF
DIFFERENT KINDS OF TASKS AND
VERTICALLY IN DIFFERENT PLACES.
SO WHEN YOU DECIDE YOU'RE GOING
TO DO A NEW TASK, DO YOU KIND OF
HAVE TO START FROM SCRATCH OR DO
YOU HAVE A FRAMEWORK TO BUILD ON
FOR THE NEXT TEST, THE NEXT
TEST, AND DIFFERENT PLACES HOW
MUCH TRAINING YOU HAVE TO DO TO
MAKE SURE IT KNOWS WHAT A BED
LOOK LIKES IN THAT HOSPITAL.
>>YOU KNOW SOMETHING ABOUT
ARTIFICIAL INTELLIGENCE CLEARLY.
>>I AM ARTIFICIALLY
INTELLIGENT.
[LAUGHTER]
>>SO, WE HAVE SOMETHING THAT WE
DEVELOP, ARTISIGHT NET, A
COLLECTION OF FOUNDATIONAL
MODELS, LIKE A CHAT GPT, A
FOUNDATIONAL MODEL.
THERE'S EIGHT COMPANIES IN THE
WORLD THAT ACTUALLY MAKE
FOUNDATIONAL MODELS, THE REST
ARE JUST RETRAINING THEM.
TYPICALLY RETRAINING THE LAST
FEW LAYERS OF A NETWORK.
SO WE HAVE A TOOLBOX OF A
CERTAIN SET OF ALGORITHMS,
WHETHER FOR NLP, OBJECT
DETECTION, BODY POSE ESTIMATION,
CLASSIFICATION, THAT HAVE BEEN
INTEGRATED INTO OUR SYSTEM.
THAT THEN EVERY TIME WE TAKE ON
A NEW PROBLEM THERE'S A
COMMERCIAL APPLICATION, WILL
SOMEONE PAY US FOR THIS, IS THIS
A PROBLEM IN AT LEAST 40% OF
HOSPITALS.
WE WILL THEN START TRAINING THE
ALGORITHM THROUGH A HUMAN IN THE
LOOP PROCESS, WITH THE
UNSUPERVISED PRE-TRAINING
UNDERLYING IT.
THAT TYPICALLY TAKES 3 TO 6
MONTHS.
WHEN WE TAKE THAT ALGORITHM TO
THE NEXT HOSPITAL DEPENDING ON
HOW DIFFERENT IT IS, IT COULD BE
FROM 60 TO 85% ACCURATE OUT OF
THE BOX.
THAT RETRAINING PROCESS WHICH
TAKES 100 OR 200 EXAMPLES
DEPENDS HOW FAST WE CAN GET THE
HUMAN IN THE LOOP ANNOTATIONS TO
RETRAIN IT.
SO TYPICALLY WE SEE A WEAK OR
TWO WEEKS.
>>YOU SAY YOU DON'T RECORD, HOW
DO YOU DO THE TRAINING?
>>A HUGE SOURCE OF IP, A TRADE
SECRET.
BUT I'LL TELL YOU
CONFIDENTIALALLY, WE BASICALLY
CREATE A VECTOR EMBEDDING SO WE
DON'T SAVE THE IMAGE, WE CREATE
A VECTOR MAP OF WHAT WAS
REPRESENTED IN THAT IMAGE THAT
IS IRREVERSIBLE AND ANONYMIZED
BUT CONTAINS 99% OF INFORMATION
WHAT THE ALGORITHM WOULD HAVE
LOOKED FOR, CREATING A SYNTHETIC
IMAGE, WE DO NOT SAVE THE RAW
IMAGE, ANY WAY REIDENTIFIABLE.
WE GOT THE THIRD PARTY TO SIGN
OFF ON.
>>WHAT I'M HEARING A LOT IS, AT
LEAST WHAT IN THE LITERATURE,
EVIDENCE GENERATING MEDICINE,
HAVE YOU HAD DISCUSSIONS OR EVEN
ANY OPINIONS WHETHER OR NOT -- I
SEE YOU'RE PUBLISHING ON THE
MODEL, THE TECHNOLOGY, THINGS
LIKE THAT, BUT HAVE YOU HAD
DISCUSSIONS ON HOW THIS CAN
IMPACT WHAT WE WILL CALL
EVIDENCE IN THE FUTURE AND
CHANGE OF PRACTICE AS WELL AS
POLICY?
>>YEAH JUST NEED MORE SUPPORT.
ONE OF THE REASONS I CAME HERE.
WE HAVE 120 PEOPLE IN THE
COMPANY.
WHEN WE FILED THE GRANT WE HAD
12 PEOPLE.
WE WERE 10X THE SIZE NOW.
EVEN PUBLISHING EVIDENCE BASED
LITERATURE IS A HUGE
UNDERTAKING.
WE TEND TO PUBLISH A LOT OF CASE
STUDIES WHICH DOES NOT GO
THROUGH A PEER REVIEW PROCESS
BUT IS ENOUGH TYPICALLY TO GET
HOSPITALS TO READ IT, CALL THE
HOSPITAL, MAKE SURE IT WAS
LEGITIMATE, TO MOVE FORWARD WITH
CONTRACT.
WE HAVE TO DECIDE, DO WE JUST
FUND R&D ALL DAY AND DO
LITERATURE OR OPEN ACCESS TO
CARE?
WE'RE JUST RESOURCE CONSTRAINT,
RAISED $40 MILLION TO ACCELERATE
ON ALL FRONTS BUT LIMITED BY
RESOURCES.
WITH MORE SUPPORT WE'LL BE
FILING MORE GRANTS.
THANK YOU.
HOPEFULLY CAN DO MORE
EVIDENCE-BASED.
>>IF YOU HAVE A WORK CAN THEY
OBTAIN DATA TO DO RIGOROUS
PUBLISHING?
>>DEPENDS ON THE OUTCOME.
FOR THINGS LIKE CASE VOLUME, IN
THE OPERATING ROOMS, ABSOLUTELY.
THAT DATA IS PRETTY ACCURATE IN
THE EMR.
THINGS LIKE I JUST SEPARATELY,
SOME RESEARCH, INSTALLED BLUE
LIGHTS IN THE O.R., NEAR
ULTRAVIOLET, 400-NANOMETER, TO
SEE IF I COULD REDUCE INFECTIONS
WITH JUST KIND OF SIMILAR TO
SUNLIGHT WAVELENGTHS, TOOK ME
NINE MONTHS TO GET OUR DATA ON
SURGICAL SITE INFECTIONS,
WORKING WITH EDW, TRYING TO
CLEAN UP THE DATA.
THIS IS THE NINTH BEST
INSTITUTION IN THE COUNTRY.
THAT HAS ABOUT $400 MILLION IN
PROFIT AS A NON-PROFIT LAST
YEAR.
EVEN WITH THOSE TYPE OF
RESOURCES, IT TOOK ME LOOKING
CASE BY CASE IN A DATASET TRYING
TO VALIDATE EVERY SURGICAL SITE
INFECTION.
SO IT IS AN INCREDIBLY TEDIOUS
MANUAL PROCESS DESPITE DIGITAL
TRANSFORMATIONS WE'VE UNDERGONE.
THE REASON I WANT TO
DISINTERMEDIATE THE CLINICIANS
FROM DATA COLLECTION BECAUSE WE
DON'T DO A GOOD JOB AND THE DATA
WE HAVE IN MASSIVE DATABASES IS
LARGELY GARBAGE.
SO IT'S VERY HARD TO PUT OUT
REALLY GOOD MEDICAL RESEARCH
WITH HIGH QUALITY DATASETS IF
YOU DON'T PAY AN ARMY OF PEOPLE
TO GO THROUGH THESE THINGS.
WE JUST DON'T HAVE THE
RESOURCES.
>>THIS MIGHT BE A QUESTION BEST
OVER COFFEE BUT I'M GOING TO ASK
IT ANYWAY.
WHICH IS, WHAT DOES YOUR
WORKFLOW LOOK LIKE AS YOU'RE
INTERFACING WITH THE ELECTRONIC
DATA WAREHOUSE TEAM, SO THEY
HAVE A STRONG I THINK SERVICE
CULTURE IN TERMS OF HELPING
PEOPLE ASK THE QUERIES BEFORE
THEY REALLY NEED TO DIVE IN DEEP
INTO THE DATA.
SO ARE YOU ABLE TO CONNECT WITH
THAT TEAM OR WHAT DO THOSE
THINGS LOOK LIKE?
>>JUST FOR FULL TRANSPARENCY, I
HAVE GODLIKE ACCESS AT
NORTHWESTERN, IF I'M BEING TRULY
HONEST.
NORTHWESTERN IS AN INVESTOR.
THE CEO OF NORTHWESTERN, HIS SON
WORKS AT MY COMPANY NOW.
THE CIO SITS ON MY BOARD.
C.E.O. SITS ON MY BOARD.
I TALK TO DOUG DAILY.
HE'S PROBABLY TEXTING ME NOW.
I CAN GET INNING.
DAN SCHNEIDERU TALK TO HIM ALL
THE TIME, HE GAVE ME ACCESS TO
PULL A SURGICAL SITE INFECTION
DATASET, FIRST FIVE LINES WERE
THE SAME CASE, DUPLICATED FIVE
TIMES.
AT NORTHWESTERN, NOT A DIFFICULT
THING.
OPEN THE DATASET AND SEE THAT
IT'S DUPLICATED.
THERE WAS A HUNDRED AND LIKE
THIRTY THOUSAND CASE RECORDS FOR
ONE YEAR IN A HOSPITAL THAT DOES
7,000 CASES.
THERE WAS THAT MUCH DEDUPING TO
CLEAN UP THE DATASET.
THIS IS WHAT WE'RE WORKING WITH.
WHY WOULD YOU WORK IN HEALTH
CARE IF YOU COULD GO TO FINANCE,
CLICK A BUTTON, MAKE A 10X
RETURN?
IT'S JUST THE SYSTEMS THAT WE
HAVE IN PLACE.
WE'RE TRYING TO JUMP FORWARD TO
TAKE ARTIFICIAL INTELLIGENCE TO
CREATE BETTER DATASETS, START
OVER.
BECAUSE WHAT WE HAVE IN THE
EMRs RIGHT NOW IS REALLY NOT
RESEARCH GRADE INFORMATION.
>>SO WHAT DOES DOCUMENTATION
LOOK LIKE WITH THESE SYSTEMS IN
PLACE?
WHAT YOU'RE RECORDING, IS IT
MAKING THOSE BIGGER, SMALLER,
BETTER?
>>WE DON'T DO NOTE
DOCUMENTATION, WE HAVE A
PARTNERSHIP ARE AUG METICS WHO
DOES AMBIENT NOTE TRANSCRIPTION.
WE'RE TRACKING DISCRETER THINGS.
YOU CAN SAY, ARTISIGHT, OR
ENTRY, DOCUMENTING THAT DISCRETE
DATA FIELD BUT FRICTIONLESSLY,
HANDS FREE.
OR VOICE RECOGNITION COULD TRAIN
COMPUTER VISION OTHER ULTRA WIDE
BAND TRACKING COULD DETECT
EVENT, TRAIN COMPUTER VISION.
A LOT OF WHAT WE'RE GOING AFT
ARE DISCRETE DATA FIELDS.
IT TAKES TWO TO FOUR MINUTES TO
LOG INTO EPIC, FIVE SECONDS TO
DOCUMENT.
THAT BARRIER MEANS WE NEVER GET
DATA IN REAL TIME AND DON'T GET
ACCURATE DATA, A LOT OF TIMES
WITH REMOTE NURSING THE BEDSIDE
NURSE IS TELLING REMOTE NURSE
SOMETHING, REMOTE NURSE IS
ALREADY LOGGED INTO EPIC OR
CERNER DOING THE CHARTING.
IT'S JUST SPLITTING WHO IS DOING
THE PHYSICAL ACTION AND WHO IS
DOING THE ACTUAL DOCUMENTATION.
YOU'RE HAVING THE SAME LENGTH OF
NOTES, EVERYTHING IS ENDING UP
IN THE SAME USER INTERFACE.
BUT A LOT OF WHAT OUR SYSTEM
DOES IS AUTOMATES THE DISCRETE
VARIABLES, THE NLP TYPE USE
CASES OR NOTES ARE TYPICALLY
DONE BY HUMANS, IN THE FUTURE
MAY HEAD INTO THE VERY CROWDED
AMBIENT DOCUMENTATION SPACE,
MORE LIKELY WITH A PARTNERSHIP.
>>WITH DATA YOU'RE COLLECTING,
IS IT APPROPRIATE?
>>WE PUT IT INTO THE EPIC OR
CERNER DATABASES, AND PEOPLE CAN
PULL IT INTO THEIR NOTES THROUGH
NORMAL MECHANISMS.
WE DIDN'T WANT TO HAVE TO
RECREATE MECHANISMS SO WE PUT
IT IN THE SAME DATABASES
EVERYONE IS ACCESSING
>>CAN YOU GO BACK TO THE SLIDE,
BUDGET SLIDE.
>>WHICH ONE?
>>YEAH, THERE.
>>SURE.
>>SO, THIS IS -- OVER FIVE
YEARS, THE COST OF YOUR
BUSINESS, YOUR MODEL INCLUDED?
>>WE CHARGE ANNUALLY, $2,000
PER CAMERA PER YEAR.
>>WHAT ABOUT THE NURSE REMOTE
NURSE?
>>THAT'S HOSPITAL STAFF.
SO WHAT THEY ARE DOING, YOU CAN
LOOK AT THIS MODEL, IT'S HARD TO
SEE AND HEAR.
HERE IS THE NUMBER IN BLUE OF
BEDSIDE NURSES.
AND THEN THE REMOTE NURSES GOES
UP.
YOU ACTUALLY END WITH A VERY
SIMILAR AMOUNT OF NURSES BUT IN
A NEW CARE MODEL WHERE INSTEAD
OF EACH NURSE HAVING FOUR
PATIENTS, THEY EACH HAVE FIVE,
BUT THEY GET AN OWN DEDICATED
PCT, PATIENT CARE TECHNICIAN OR
CNA, AND REMOTE NURSE TO DO
THEIR DOCUMENTATION.
THE NET IS REDUCTION IN THE
AMOUNT OF WORK A NURSE HAS TO DO
WITH THESE SAME HUMAN, LOOKING
AT SAVINGS, FIVE MILLION A YEAR,
ROUGHLY UNCHANGED FOR A
3,000-BED HEALTH SYSTEM.
IT'S JUST A NEW MODEL.
>>WHO IS LEGALLY RESPONSIBLE
FOR THE NOTE?
>>THE HOSPITAL STAFF.
>>IT'S AN INDIVIDUAL NURSE
ACCOUNTABILITY, IS THAT SHARED
ACROSS THE SPEAKER AND
RESPONDER?
>>SO, THE WAY IT WORKS IS IN
EPIC THEY CHART WHO IS THE
ACTUAL BEDSIDE NURSE, DOING THE
ACTION.
AND THROUGH THEIR EPIC LOG-IN,
THE REMOTE NURSE IS KEEPING AN
AUDIT TRAIL OF HER DOCUMENTATION
OF THOSE EVENTS.
SO YOU RAISE A VERY GOOD POINT.
>>GOT IT.
>>THERE'S A LOT OF TRUST
BETWEEN THE TWO NURSES, ONE OF
THE THINGS WE PUT IN THE
PLAYBOOK, DO NOT SET UP
DEDICATED REMOTE NURSES THAT
HAVE NEVER WORKED WITH THOSE
BEDSIDE NURSES.
USING A HYBRID SYSTEM, WHERE
INSTEAD OF WORKING THREE DAYS AT
THE BEDSIDE, YOU WORK TWO DAYS
AT THE BEDSIDE, ONE IS REMOTE
NURSE, AND NOW WHEN YOU CALL,
HEY, ARTISIGHT, REMOTE NURSE,
STACY WHO YOU'VE BEEN WORKING
WITH FOR TWO YEARS ANSWERS, YOU
TRUST HER TO DO THE
DOCUMENTATION.
THIS IS FAR MORE ABOUT THE KIND
OF CHANGE MANAGEMENT, PEOPLE AND
PROCESSES, THAN IT IS ABOUT THE
TECHNOLOGY BECAUSE DR. KATZ IS
RIGHT.
PUTTING A CAMERA IN A ROOM IS
NOT A NOVEL THING BUT FIGURING
OUT EVERYTHING THAT HAS TO BE
WRAPPED AROUND THAT TO MAKE A
NEW CARE TEAM MODEL IS
COMPLICATED, THERE'S A BILLION
WAYS TO MESS IT UP.
>>THANK YOU.
>>ALL RIGHT.
>>LAST QUESTION.
>>DO YOU WORK WITH HOSPITAL
SYSTEM TO SET THAT UP BEFORE YOU
--
>>OH, YEAH, ALL THE CHANGE
MANAGEMENT, PARTNERSHIPS WITH
DELOITTE, BAKER TILLY, WE DRIVE
CONSULTING.
THERE'S A HUGE ECONOMY AROUND
ARTISIGHT WITH CDW, INVIDIA, YOU
DON'T HAVE TO BUY A $40,000
CAMERA TO MAKE THIS WORK.
WE BUILT THIS ECONOMY AROUND
ARTISIGHT FROM CONSULTANTS TO
HARDWARE RESELLERS, TO GOD KNOWS
WHAT TO JUST HELP MAKE THIS WORK
AT SCALE.
>>OKAY.
THANK YOU FOR YOUR PRESENTATION.
WE APPRECIATE IT.
WITH THAT WE WILL MOVE INTO OUR
NEXT ITEM OF BUSINESS, WHICH IS
MOVING INTO CLOSED SESSION.
SO WE'RE GOING TO BE ENDING OUR
VIDEOCAST AND THANK EVERYONE FOR
TUNING IN TODAY.
AND WELCOME YOU TO JOIN US
TOMORROW FOR OUR OPEN SESSION.
THANK YOU.