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>> Brad: Welcome back.
It's now my pleasure to introduce Aneesh Chopra.
Aneesh served as President Obama's first Chief Technology Officer in his first term,
and previously had been the Secretary of Technology for the State of Virginia.
I had the opportunity to interact with Aneesh at Educause a few years ago, where he was talking
about the potential for open data and open innovation and where that could take the nation
in terms of startups and students being involved with creating companies drawing on open data.
And I thought it would be really good for us to hear what he has learned as he's continued to work
and think about innovation and openness.
So it's with great pleasure that I welcome Aneesh Choprah.
[ Music ]
>> Aneesh Chopra: All right, hello.
I want to begin by saying how much I am grateful for Brad.
As you know, Brad was recently honored for his leadership by Educause,
the nation's leading organization.
Can you give a round of applause for Brad?
[ Applause ]
When we thought about engaging on technology and innovation matters
in higher education Brad was among the first of the folks that I would call.
So it's a real privilege for me to join you today and be a part
of your continuing focus on always learning.
This is a tremendous gathering.
And it's particularly interesting to contrast the discussion about sort of closed security concerns
with this spirit of openness and collaboration, and the contrast is an interesting one
as you grapple with how much of your institution's assets digitally become open and how do you do
that while balancing privacy and security concerns.
So if you'll indulge me for the next many minutes I'd love to walk you through a journey
of how I believe the next decade of our country will be defined by our capacity to innovate,
largely around open data, but in large part in a spirit of collaboration
to fix growth opportunities in the sectors that our economy needs
where the most innovation should flourish, health, energy and education.
But to get started I might provide a little bit of a roadmap for this conversation by sharing
with you how we intend to walk through this journey together.
I want to begin with an early set of remarks on the innovation imperative,
what is it that's happening in the American economy and our place in the world
and why is innovation and openness so critical for our long-term success.
The second section of my remarks will focus on these growth markets,
what specifically are we doing to promote innovation and health
in energy and in education markets.
And last, but certainly not least, while our government is run with three million
or so Americans at the center, Federal employees, we're a nation of over 300 million people.
How can we uncover the hidden talent throughout the country in communities all
across every neighborhood we live in and we have friends and neighbors,
so we can uncover that talent and put it to best use to solve these big challenges.
This is the journey I'd love to walk you through this morning.
But I want to start with my journey and my family's journey.
I had the honor and privilege, as Brad mentioned,
to serve as our nation's first Chief Technology Officer, but I wanted to put this in context
for where my family has come from.
I'm the son of immigrants, like many in this University community.
This is the village where my father and his elder brother grew up.
This is me visiting them at the age of 11.
I was visiting India for the first time, and I was struck by the lack of infrastructure.
In this village there was no indoor plumbing, no real paved roads, no significant infrastructure,
and I was struck because I was curious how this nation of soon to be a billion people would plug
into the 21st Century economy when it had such limitations on its capacity to connect people
to jobs and more generally economic opportunity.
Contrast this visit when I was 11 to my visit with President Barack Obama in November of 2010.
The President very much wanted to visit a rural community,
but for security reasons wasn't able to.
So we brought one to him via high definition video conference.
The village, in particular, we brought to the President was very similar
to the one where my father grew up.
To this day no indoor plumbing, no traditional forms of infrastructure, about 50 kilometers
or so from any significant urban environment, but this particular village was unique.
Ninety days earlier the Government of India flipped the switch on an experiment
to connect rural communities to 21st Century infrastructure.
My counterpart, the chief technology officer and innovation advisor to the Prime Minister,
chose to run an experiment, what would happen in a community if you dropped fiber broadband
to the village center and a 4G, in this case,
Wimax tower for wireless connectivity throughout the village?
At two weeks' notice the village was wired up and ready to go.
In fact, the joke was we were visiting in prep for the President's trip about 90 days earlier
and that was the impetus in many ways for them to set up the infrastructure.
And so with two weeks' notice these villagers were connected to this infrastructure,
and 90 days later they had the pleasure to, they had the opportunity
to present their story directly to President Obama, who wanted to know what happens
in a community that has this type of connectivity.
The President heard three stories.
First, was an awkward story, it was a farmer who shared
with the President the good news on a bad news situation.
A year earlier the farmer tried to borrow money from the local bank to pay for the seeds
to get the crops going and to be successful.
The bank required a certified copy of his land records, and the farmer had traveled
to the urban center to go get those records, but came up empty.
Now he didn't say this, but I interpreted that to mean he was asked for some kind
of extra transactional fee that was not part of the process and he was unsuccessful.
So he ended up having to rely on a money lender to provide the capital for his farm.
This year, however, he shared with the President that he was able to walk right
into the village center, which in this case is a room smaller than this stage,
maybe just a few sections of the stage, where he had the authority to print out that certified copy
of the land record right there in the village,
was able to go to a bank this year and obtain a market rate loan.
The second student spoke up, a young man who faced this very difficult choice,
he was the only surviving child of a grandmother who had fallen ill in the village,
but he was at graduate school earning his MBA and he had that very difficult stress,
do I drop out of school to care for my grandmother, I'm the last one available to do that
or can I find an alternative route?
Thanks to this infrastructure he essentially teleconferenced into his courses
and was able to complete his studies.
And then a nurse shared with the President that now when she visits the village she's able to look
up in real-time the immunization records for the kids in the village so she can be more precise
in her interventions, all in 90 days, all with nothing but 21st Century digital infrastructure.
It compelled the President to make the following statement, that one of the incredible benefits
of technology is that it can position one to leapfrog, leapfrog the operative word,
some of the intermediate stages of government service delivery and going straight to the 21st.
So this is a bit of a journey.
The village is the same, but for one big difference,
it's been powered by technology and innovation.
The second story I want to share at the outset is early in my tenure, it was the fall of 2009,
we had the great privilege of celebrating the 40th anniversary of the internet.
And our good friends at DARPA that had made the initial investments in technical work
to get the internet off the ground,
decided to commemorate the anniversary with a bit of a competition.
Any of you in this room heard of or participated in the DARPA Red Balloon Challenge?
Anyone here?
One of you.
Well, I want to share with you the story of the MIT media lab to give you a sense
for what happened and just the sheer power of openness and connectivity.
Well, first, what's the challenge?
DARPA decided to do something that they didn't really know how they would go about solving,
but that in a sense was the whole point.
They said that in 90 days from this September launch they were going to float 10 red balloons
in undisclosed parts of the country.
The first team that reports back to DARPA the latitude and longitude for each
of the 10 red balloons would win a $40,000 prize.
Now they had no idea how one would go about recruiting a team,
let alone how they would operationalize this hunt for red balloons.
Well, almost immediately teams from all over the country began signing up and had taken
on their strategies to find the red balloons, but three days before the actual launch
of the balloons word hit the MIT media lab, where my good friend, Riley Crane [assumed spelling],
decided that he wanted to join the competition.
Seventy-two hours before the balloon launched the grand total of the individuals on this planet
that knew that Riley wanted to have a team was less than 10, his colleagues at the media lab,
and they sat at a counter or at a table around the conference room
and they brainstormed what they could do.
Riley didn't want to introduce some new technology,
he decided to introduce an innovation of the business model variety.
He decided to take the prize money and establish an incentive structure that might appeal
to more folks who'd want to participate.
He took the fair market value of the balloon, finding one balloon is worth $4,000,
and he cut the value in half and said if you are the one who reports the balloon
with the accurate number you get $2,000, but the person who recruited you
to the network would get $1,000, and the person who recruited that person
to the network would get $500, and again to $250.
He created a tiered incentive structure where everybody had a stake in the outcome.
Within an hour or two of his idea thousands of people got wind and signed up to join the cause
and together they activated over three million people through social media.
So just take this into context, it took 90 days, call this 87,
for other teams to get up and running.
Riley had to catch up, and in three days built the award winning team.
They found every one of the balloons in less than nine hours, less than nine hours.
So you take a look at the environment we're in, the opportunity to leapfrog legacy infrastructure
with what you're seeing all around the world and the limitless potential to solve big, difficult,
complex challenges in new and creative ways.
This is why I'm so bullish on this decade for the American story
in fixing the challenges that confront us.
The President spoke of this in a document we worked on,
called The Strategy for American Innovation.
By a show of hands have any of you read or heard of The Strategy for American Innovation?
A couple of you, thank you, whitehouse.gov/innovation.
The centerpiece of this study is depicted on this pyramid.
It basically outlines the role of government in spurring long-term economic growth.
In the President's vision technology and innovation are at the center
of long-term economic growth, and it's defined by three key attributes.
Number one, the notion of 21st Century infrastructure
or the building blocks of innovation.
Traditionally if you were to ask Congressman Hamilton, who is here,
if you'd asked what are the building blocks of an economy you would hear the three R's --
roadways, railways, runways, infrastructure that we know.
But in today's economy infrastructure is almost equally defined by the attributes at the bottom
of this slide -- human capital, what you do every day in educating the leaders of tomorrow.
Infrastructure, broadly defined like we saw in India,
with information technology at the foundation.
And the intersection of intelligence to legacy infrastructure, what you might think
of the internet of things to help us get smarter about what the economy looks
like and how well is it performing.
So the first role is to make these thoughtful investments.
The second role is to set rules of the road.
Now the morning panel was all about the challenges of privacy and security.
These are rules of the road, and in an innovation economy we need to do as much as we can
to promote market based innovation.
So you'll hear some traditional policies around tax credits for innovation,
commercialization activity, but you'll also hear very specifically
in a digital environment the importance of getting privacy and security right.
Last, but certainly not least, the President spoke of our country tapping into all the expertise
of the nation for catalyzing breakthroughs, and it is in this latter category
where I'll spend the bulk of our time today, describing what it means
to thinking about openness and innovation.
Before leaving the Administration the President asked if I could sort of codify, if you will,
a set of attributes for what it means to be an open innovator in the public sector,
and we refer to this as the Open Innovators Toolkit, which defines four key roles
that the public sector can play in fostering these breakthroughs.
Number one, we can open up data and encourage its use.
Number two, we can play the role of convener, or a I like to say an impatient convener
to bring parties together that lower barriers to entry and promote more shots on goal.
Third, we think about that spirit of ingenuity that has been the hallmark of America,
and we start incorporating prizes, challenges, and competitions into the fabric
of our policy making, to tap into external expertise.
And last, but certainly not least, we celebrate and cultivate entrepreneurship
as a value even within our own workforce.
So I'd like to walk you through a few of these attributes and then provide the context
for why health, energy and education are ripe for change.
First, the importance of a robust infrastructure, now this is timely because I understand that here
at IU you're in the midst of an IT transformation, you're building a robust foundation
for all the business units that are in need of your services.
We went through a similar endeavor when I was Virginia's Secretary of Technology.
We walked in the door, my predecessor and the prior Governor, had walked into the door
and uncovered untold stories of inefficiency.
If you added up all the servers that we had on our balance sheet
and actually measured utilization we were I think a little under 20%
of all the server capacity actually in use.
The cyber security protections were absolutely diminimous.
Each agency was responsible for security and, therefore, we had none of the scale you'd need
to actually identify threats and to handle them in a thoughtful way.
We had completely disjointed haves and have not's, so some Federal agency would fund one state agency
with robust technology support so they'd have kind of the Cadillac offering,
and then you'd have others that were struggling to sort of put two cents together
and they had the bare bones, independent of their value or mission,
their contribution to the mission of the Commonwealth.
And if you took a look at anything, PC refresh cycles, just the modernization of the data centers
in general, we were behind the curve.
I think at last count we had north
of 200 independent data centers, and I use the term loosely.
We had some data centers that would be seen as sort of a couple of boxes in a closet.
I'm sure this is not unusual, right?
Right, okay.
So we went through a pretty painful process.
Our state legislature refused to fund the transformation,
so we had to enter into a creative public, private partnership.
What we did was we invited a third party to come in and actually front the investment,
north of $270 million, and to finance the investment they would have the operational
maintenance work for the next decade and any savings they could achieve
by modernizing the infrastructure would allow them to sort
of pay back the investment that they had initially made.
The taxpayers of Virginia were promised a flat lining, if you will, of IT spend
and for that we would get dramatic improvements in our infrastructure.
IT now is treated like a utility service
and with consistency providing a little bit more reliability and security on the assets
that are collected, regardless of the agency that you're in.
Now transformations are not easy and depending on your process and how you're going
through it I'm sure it's difficult.
I'll just share one little anecdote to give you a sense for how hard it was to kind
of standardize the infrastructure.
We thought that some of these basic applications, like e-mail and your PC,
could more easily be standardized across the enterprise.
Well, it turns out that was not true.
One of my agencies, that I remember, fondly -- fondly is the wrong word, perhaps with disdain --
but the agency had like cowboy culture.
They had coded into their e-mail client a whole series of other security and log on activity,
so when we swapped out e-mail for sort of upgrades and modern day service unintentionally we knocked
out access to all these critical applications.
No one documented anything, nothing, it was all cowboy culture.
So it was not a very smooth process, but the outcome is a more robust utility service
that will support the mission needs of the organization.
We talked about rules of the road, and I thought I'd bring some context.
It was really helpful to hear the conversation earlier today, why is this so difficult,
why is security and privacy something that is hard to get our arms around?
Well, my good friends at DARPA published this graphic,
which just gave me a sense for the level of the problem.
If you can follow along, malware has been consistently small in terms of lines of code,
about 125 lines of code to present a threat to the organization, yet if you take a look
at today's commercially available security applications we're now north
of 10 million lines of code.
So we've got this divergence of threat, 125 lines of code can attack us with the same ferocity,
even though we've been bulking up in our security posture.
This just tells you the challenge that we're facing globally in protecting our data assets.
The privacy issue is an interesting one.
Part of what I tried to do on the privacy debate was shift it from kind
of what I call the lawyerly debate about what you can or cannot do to more
of a technical one more defined by knobs and dials that individual users would have control over.
And you had some of that in the dialogue earlier today, which is the data, itself,
might be available but it will be controlled by a set of rules and conditions
that we have the authority to set.
This culminated in the President's call to action, challenging the private sector to set
up a do not track functionality so that if I wanted better control over, say,
my browsing history I want to have the knobs and dials at my disposal to set what level
of sharing I'd like to have, what level of personalization, what I want in adds in order
to have a better experience on the internet, that control is mine,
not constrained by some artificial barrier.
This call to action on an internet privacy bill of rights has not yet moved forward.
This requires congressional action, but they do not track work, those stalled,
I hope still holds promise for how an industry can come together to define the rules of the road
and then provide this functionality to the American people.
The third aspect of the innovation strategy, we've talked about the infrastructure,
we've talked about rules of the road -- the third aspect is what does open innovation look like?
Now I'm going to spend the bulk of my remarks now finishing up that argument,
but I wanted to give you one slide to tell you why open innovation matters.
Now this is an interesting story, NASA has been grappling with the problem of mapping dark matter
and measuring solar activity and a whole range of monitoring and computational work
around predicting solar flares, for example.
And they found that their rate of productivity was falling, they had sort of reached a level
where they were looking for new ideas, a fresher approach.
So as part of the President's open innovation agenda they turned to a startup in California,
called Kaggle, and they ran a competition.
And the competition was modest, I think it was in the tens of thousands of dollars,
but the premise was how might you help solve the problem of measuring this dark matter?
What can you do about it?
Well, exactly as we would expect, tapping into expertise from people who don't do this
for a living might create opportunity for innovation.
So within two weeks of the contest's launch a Ph.D. in glaciology, is that the term,
whatever it is, it's the study of glaciers -- someone in this room might know what that is,
someone here might even be doing that work -- a person looking essentially on the earth,
not in the sky, took his predictive models, looking at the edge of glaciers
and measuring their activity, applied it to the NASA challenge
and instantly effectively doubled their productivity rate, two weeks.
Open innovation is about this philosophy, that if we engage the expertise
of the world we can solve big challenges that might feel like we've been up against a brick wall
in our own little corner of the world, but the potential for breakthroughs still exist.
So the question now is how does one create a culture of innovation and then how might we apply
that culture into the sectors of the economy that need help the most?
I turned to a startup within the government.
Many of you might have read about the Dodd-Frank Bill, the Bill that came out in the wake of all
of the challenges on Wall Street and the economy, homeowners' mortgages,
obviously an area of great concern, why did we allow this sector of the economy to underperform?
So buried in the Dodd-Frank Law was the creation of a brand-new agency,
the Consumer Financial Protection Bureau.
And the President asked Elizabeth Warren, now Senator Elizabeth Warren, to lead the charge.
Within days of her arrival we had the pleasure of getting together for lunch,
and we chatted about the operating culture she intended to have in the agency.
And I asked if she would wish it to operate in the culture of a Silicon Valley startup?
Now this is a government agency so these things might seem a bit counterintuitive,
but she said I would love to embrace data as an asset and to adopt the culture that has kind
of that Silicon Valley ethos on day one, that we're going to need to bring creative minds.
So we decided to put this to work in the first act of the agency.
If any of you have bought a home before you know that filling out those papers is kind
of an annoying exercise at the time of the signing.
I think there are like two or three forms in particular, the HUD 1,
and a few others that I can't quite remember the name of, and the law explicitly said
by regulation the new Consumer Protection Bureau is supposed
to design a consolidated form, a simple form.
Now the rulemaking process, for those who follow kind of government culture,
you'd have to have a confirmed head of the agency and then you'd have a year or two on the clock
for the rules to even get formalized or codified.
And because of the politics of the agency we didn't have a confirmed secretary
for the first couple of years, but that didn't stop the agency
from adopting this startup culture to solve the problem.
We decided to crowd source the activity, so within months of the agency's launch a website went
up called knowbeforeyouowe.gov and it invited the public to provide feedback.
30,000 Americans actually looked at these draft forms, suggested where they saw problems
and offered suggestions for improvement.
This process of engaging the public happened seven times over the course of a year, year-and-a-half.
You can see the heat map from the agency's human testing to see what is it that people saw
that was useful, where were their challenges, and how might they iterate and improve.
This allowed President Obama to present the Homeowners Bill
of Rights long before the official regulatory process had even begun.
I don't even think it's still codified in rules, but the public had been engaged
and the product had been built in that spirit of a lean government startup.
So with that background, I thought I'd share some perspectives
on where I see the biggest opportunities for growth and why this is a two-for-one deal --
good for the American economy and will solve big problems.
This is a slide from McKinsey, the McKinsey Global Institute, more specifically.
And it presented a very interesting data point.
It suggests that job creation follows industry sectors that become more productive.
Now I always thought, maybe foolishly, that productivity meant doing more with less,
that it's actually fewer jobs, not more jobs.
So when McKinsey published this it was a bit confusing.
What McKinsey found is that when industry sectors
as a whole become more productive they're putting their capital to higher and better use,
which creates more opportunity, which creates growth.
And if you look at the top of this slide you can see the sectors of the American economy
that have done very well, creating jobs and becoming more productive.
And if you looked at the MIT research it is the introduction of data driven decision making
that can boost the industry's overall productivity rate between 5% and 6%.
So I looked down the list, and I said what are the sectors of the American economy
that have not seen productivity growth?
And you can see them circled in there.
And, with all due respect to my friends here at IU, the reality is that healthcare
and education are two of the sectors that have struggled with the question
of productivity growth, and I will add to that list our utility industry,
to suggest that if we can find a way to make the sectors more productive we can create more jobs
and, hopefully, solve these financial conundrums that we're in.
Literally, fixing healthcare and education as cost centers to the American economy, looking at inputs
and outputs, will literally be the fuel
that charges our next decade of growth, could be the fuel.
So what are the opportunities in each of these sectors and why am I so bullish
that we're going to make a difference?
I want to talk about healthcare for a moment.
It is unfortunate that we're having this conversation weeks after this difficult launch
of healthcare.gov, but I wanted to take a step back from healthcare.gov to provide
for you why I think the industry is still poised for change, glitches and all.
There are three reasons why I believe there's never been a better time
to be an innovator in healthcare than right now.
Number one, we are opening up more data than had ever been made publicly available before,
literally at HHS there are billions of dollars of datasets sitting in servers and in file cabinets
that are now for the first time publicly available.
Second, we are digitizing that which was previously on paper, so if you take a look
at the average physician's office today we're now well north of 50% of doctors and hospitals
that are digital, that have adopted electronic health records,
and that these new digital assets are also opening up and enabling new products and services on top.
And then last, but certainly not least, what's on this slide.
We are changing what we pay for in the American healthcare system.
A show of hands, how many of you are on the healthcare side here
in the IU family, any of you on the health side?
A few of you.
Well, let me just give a quick overview of what we're seeing on the payment side
and provide context for why I'm so excited about this moment in time.
It used to be and for the most part currently still is, though changing,
that whatever your condition if you needed to get care you would visit the emergency room,
you would visit a clinic, you'd come into the hospital.
The organization would get paid to treat the service that you came in for.
If you left the organization there would be no further economic relationship,
despite the fact that what happens after you leave is almost as important
as what happened while you were in in terms of your long-term health.
One out of every five patients who discharges from the emergency room comes right back
within 30 days, in large part for things that are controllable, they didn't take their meds,
they didn't get a follow-up appointment with the doctor to make sure
that their vital signs are under control.
For these reasons there's been this gap in the care quality
because no one has paid for that service.
One of the ways we get measured in service
to the President is how often is your stuff in the State of the Union.
I remember in this 2011 State of the Union President shared a line that really spoke to this,
he was talking about wireless technology and the power of 21st Century infrastructure,
it was winning in the future was the theme.
And he made a statement that said imagine a time
where a patient can Face Time video chat their doctor.
There's no technical reason why a patient can't Face Time video chat their doctor today,
but do they do it?
No, it's not reimbursable, it's not reimbursable.
So you have to go to the doctor's office for the six-minute visit, for the two-second validation
that you're okay because that's what we reimburse.
Not any more, this chart shows you all of the specific new models of care payments
that are changing what we do with data to make healthcare work.
We are creating medical homes so that primary care doctors can be essentially your physical
and now virtual gatekeeper, where they collect all the data on your behalf,
and could conceivably tell you, by the way, you haven't gotten your foot exam
and you're a diabetic and it's important for us to check.
So care gaps are now being discovered by these medical homes.
Accountable care organizations, when hospitals and doctors and others come together
to say we'll take responsibility, so it doesn't matter who you see in the organization we're going
to make sure that you're getting all the right treatments that you need to get to stay healthy,
even if you see a specialist you should make sure your blood pressure is under control and so forth.
Bundled payments changes this whole idea of what it means to come in for hip surgery, for example,
where now we can bundle in all the post and pre services beyond the surgery to make sure
that you have a better experience.
And that readmission rate that I was describing that now motivates hospitals as of last October
to actually provide follow-on care so that you don't show up again
because of something that's very routine and easy to address.
These new payment models are ushering in a whole new set of technologies.
We're now mining patient's data.
It's funny, anyone in this room a doctor or an IT clinician, physician clinician, IT?
Well, if you ask the doctor, when you walk into the clinic,
what are the list of patients that you're treating?
It's who calls the office for an appointment, but IT could tell you with predictive models
who are the 10 patients that if you don't talk to today are going to have an adverse health outcome?
Produce the list, show me the list of those at risk patients, that's coming.
Care integration tools, the ability to communicate with patients on text messaging
or Face Time video chats, as the President said.
New ways of engaging consumers -- I was talking to the Executive Team at Walgreens just this week,
today Walgreens is processing a prescription refill every second on a mobile device.
We are engaging people in new ways.
What are some of the applications that we've seen come out of this confluence of innovation factors?
Well, I'll give you a quick overview of what's been powered by open data.
I'm particularly fond of iTriage.
An emergency room doctor at a hospital in Colorado came to visit me at the White House
and basically said too many people are going to the emergency room
when they should be getting their care elsewhere,
that also happens to be elsewhere being lower cost.
And he decided to take matters into his own hands, he hired a bunch of programmers
and he built an iPhone app called iTriage.
And the nature of the conversation that we had was what might the government have in terms of data
that could make that application more useful?
Well, it turns out we keep a provider directory of any organization in the country that can care
for patients, and we particularly have a list of all
of the Federally qualified health centers that happen to be lower cost.
Now today we ask you to visit hhs.gov to find that director of providers.
Raise your hand if anyone has visited hhs.gov for purposes of looking for a lower cost provider?
Let the records show that not a single hand has gone up, and that's fine,
you shouldn't really have to know to visit hhs.gov to access the data.
So by opening it up, within a few months iTriage took the exact same database
and integrated it into their workflow.
So if you've gone through their application it says you don't have to go
to the ER, you can go to a clinic.
It pulls the geo file from your phone, your GPS location, with your permission,
and it tells you what are the low cost clinics that are available to you in your backyard,
at no cost to the taxpayer and at no cost to their consumers,
iTriage ran this without a lot of fanfare.
In its first year iTriage generated 100,000 referrals
to Federally qualified health centers in this country.
People had access to data where they were and that empowered them to make a choice that was better
for their health condition and lower cost to society.
Second case study, the story of iBlueButton.
If you take a look at healthcare we've got aggregate data that HHS would collect
that would include provider directories, medical information, spending data, research data,
but our sensitive personal data sits in these systems that are digital,
but they're still in the confines of the organization that we're in.
Well, we had a bit of an epiphany, and it asked the question HIPAA had always been cited
as a reason why people can't share data for privacy and security, but the centerpiece
of HIPAA had always been that the consumer is entitled to their own data.
So what we said was there should be a very simple way, as the President said in August of 2010,
there should be a single blue button that a patient could push that would allow them
to download his or her medical information and do with it what they wished,
store it on their iPhone, keep it as a printed copy, store it in an online data locker,
whatever they want, it's their data.
And to make that promise he said I will direct the VA
to offer this service to every veteran this fall.
It didn't take us 90 days to have the service up and running.
And when Secretary Schinseki asked how many veterans do we think will actually access the
service, my colleague, Peter Levin, the CTO
at the VA said maybe a few thousand, maybe 25,000 if we're lucky.
Within its first year over one million veterans downloaded
and accessed their own Blue Button file.
In fact, the Chief Medical Information Officer of the VA, himself, a disabled veteran,
found himself using Blue Button in the most inopportune circumstance,
he had fallen off of the wheelchair lift to get into a van and had hit his head, was bleeding
and was rushed to the emergency room.
Had a difficult time speaking, but he was able to call up his Blue Button file,
which listed all the medications that he was on, and the emergency room doctor having access
to that information from the patient was able to change the medication intervention,
which actually saved his life because he had access to that list on his device.
iBlueButton is just one commercial example, there are now dozens of private companies
that are trying to provide a commercially viable service so that if you wanted
to download our Blue Button file you can store it with them.
The reason I love iBlueButton is that I use it, my father is on Medicare, it took me about 90 seconds
to set up my father's mymedicare.gov account, and instantly I shared it with iBlueButton,
and now wherever I am I have a list of all the doctors that are treating my dad,
including their contact information, if I need it.
I have all the conditions that my dad has.
I can click on any of those conditions and get sent over to the National Library of Medicine
and get back a few paragraphs of information to explain to me in English what's wrong.
And if I needed to I can transmit my dad's medical records to anyone that is safely
and securely available for me to share.
If you look at the video for iBlueButton they've got an example
where grandma is fist bumping her medical record to a physician as she's transferred
from the hospital to the nursing home.
So these examples, I'll share just one more to give you a sense for what's coming,
give us great hope that we're in the first, maybe second,
maybe third inning of a very exciting journey where innovation will bring better value
to the American healthcare system at lower cost.
The last story I wanted to share with you is of my friend, Esmopolis [assumed spelling],
who had been a researcher at the University of Wisconsin, he's a public health researcher.
He doesn't even have broadband in his house, but he said, look, Aneesh, I see great potential
in treating asthma not as a chemical problem,
you've got to ingest this inhaler, but as a data problem.
He decided to add a GPS chip, roughly 15 bucks, on top of an asthma inhaler
so he could record the time and the location of an asthma attack.
Any patient that's on this system can share this back with their physician,
and then the physician can provide guidance as to environmental factors and locations
that they might wish to avoid as part of their daily commute.
The provision back of the Esmopolis data in his earliest trial cut uncontrollable asthma by 50%.
He's a startup, raising millions of dollars of venture capital.
Walgreens is experimenting with him in the Louisville market
to see whether or not this could have an impact.
Already the Mayor of Louisville has publicly reported that he's adjusted some
of his environmental protection government resources because they've uncovered areas
where asthma attacks have been more frequent in the town, and so now he's putting resources
to address the pollutants that happen to derive from that area.
One funny little example of what this looks like, about a day or two before our health data palooza
in 2010 a physician, Ronny Zeeger [assumed spelling] at Google,
decided to run a little bit of an experiment.
HHS has data on all kinds of quality and patient satisfaction measurements
for every hospital in the country.
It's available on a website, hospitalcompare.gov.
Anyone visit that?
Yes, you staff, a couple of you, you have to by rules.
Well, again, that's one way of interfacing with the data.
The other is what Ronny did, Ronny wrote a blog post,
where in New York City is the best place for you to have chest pain?
He created an index, he mapped every hospital in New York on a set
of heart friendly and people friendly factors.
My particularly favorite one is apparently we track something called quiet at night,
if you had a good night's sleep in the hospital.
There isn't a single hospital in New York City that's north of 50%, by the way.
But here's the point, the point is Ronny in accessing the open data could take the raw file,
put it in Google fusion tables, and then run a Google maps integrated with data outcomes
so that he could provide this contextually relevant information, and he did so in a matter
of days because he wanted to present this at the health data palooza.
There is absolutely no barrier to entry for this initiative.
Let's move on to education.
As all of you know education is the hallmark of the American success story.
Our educational attainment rates for the past several decades have virtually guaranteed our
leadership status as an innovation hub for the world.
Unfortunately, as all of you now know, we've fallen a bit on educational attainment,
despite our investments in higher ed we are now ninth in the share of our population,
the young adults, that have a college degree.
And if you benchmarked us against the other countries you can see that they are rocketing fast
and furious to get their folks educated, the message is out,
an educated workforce is key to an innovation economy.
So the President has called for an unprecedented set of activities, including opening up data
through the college scorecard and proposing new pay for outcomes models that would reward schools
if they're successful in getting folks to complete degrees.
In the words of Arnie Duncan, who was speaking mostly about the K-12 system,
it's time to stop treating the problem of educational productivity
as a grinding eat-your-broccoli exercise, it is a time for innovation and accelerating progress.
The innovation agenda is coming to education and you live it every day with MOOCs
and the entire open data revolution.
I wanted to give you one snapshot at open data from my home State of Virginia.
We were the first state in the country to publish our linked student outcomes file.
If you go to high school in Virginia, college in Virginia,
and have a job in Virginia we can report your starting salary by degree, by institution.
This is a screenshot that on the headline
that says the two-year community college technical degrees have a $10,000 a year edge
on the four-year social science degrees for starting salaries.
And there's a lot of dispute, why is that relevant,
that shouldn't matter, what are we doing?
The premise is this information is coming, and it'll be in the hands
of students in new and creative ways.
As we go about empowering students with information to make better choices
for their career, these datasets will start to arise.
By the way, I did a look on undergraduate business degrees, and it turned out I had thought
that the UVA McIntire School, which UVA was ranked in all kind of the U.S. news kind of things
as the best, actually underperformed the University of Richmond on starting salaries
and success factors by the statewide longitudinal data systems.
Now, again, it's got limits, and we're not where we need to be,
but the point is it's now coming, the open data revolution is here.
Another aspect of this is to make it easier for clinicians, for professors,
for front line workers to share information.
Call this the internet on top of the internet or the learning internet.
If we believe in a personalized learning environment, well, one of the things we have
to do is to do a better job of sharing what we're doing in the first place.
I want to highlight the learning registry --
anyone here participating in the learning registry, learningregistry.org?
It is an attempt to standardize content on the internet
for educational purposes by standardizing the metadata.
So what we've done in the learning registry under Secretary Duncan's leadership is allow us --
we started with our own assets, National Science Foundation data, NASA data, anything that's useful
in the educational context, we are tagging those objects, aligned for the common core
and aligned to a variety of other assets.
You can see just one case study of how this actually impacts K-12 education.
This is a Mozilla plug-in browser that uses, that has access to the learning registry database,
so while you search for something
around interactive surface area the Google-like results appear,
but in the yellow highlighted text, it is essentially a Google-like search,
but only on those tagged objects in the learning registry.
So you can then see where those objects have been used, and you can call up one of them,
which is a lesson plan by this teacher, named Kimberly Bowman [assumed spelling],
where she's referencing the Mars Rover video as part of a larger curriculum,
something around engineering design.
And there's even the opportunity to create Facebook newsfeed-like services to say, hey,
the anatomy of a Mars Rover video has now been incorporated
into a lesson plan, click here to learn more.
I have met more K-12 teachers who are constrained in their lesson plans by what's been handed
down to them on paper or what's on their word file, in their local hard drive.
The degree to which people are sharing their learning objects is dramatically low.
And my humble opinion is that we're on the verge
of a new 21st Century educational organizational model that is built around three key attributes,
a faster path to new concepts of what we teach, the incorporation of these new technologies
in the method by which teachers do their work, and the spirit of collaboration and sharing
to make it easier for us to identify what works and what doesn't.
This is all enabled by the work you do in building a utility-like service on data,
but it matters that you actually go through the heavy lifting of tagging
and resharing what works and what doesn't work.
Last topic, energy.
I thought I'd share with you why I believe the intersection of IT and energy holds great promise,
just as we saw IT in health and IT in education.
I want to begin by sharing two case studies
where data is making a huge difference in clean energy future.
First and foremost is the story of solar costs.
If any of you are following the cost of solar energy, we're down 80%, 90% on the actual hardware
and software associated with the conversion of sun power to energy.
That reduction is happening worldwide, yet for some reason we are still a more costly country
in installing solar relative to places, like Germany.
What explains the gap?
IT, the biggest difference in costs to install solar is not the hardware,
it's in the permitting processes or the soft costs, customer acquisition costs,
permitting processes that are all controllable if we use technology in a better way.
In fact, the President has launched a $10 million prize competition,
$10 million is to the prize winner and $2.5 million for second
and third place, for a race to the rooftop.
The first team that can install solar on a thousand roofs at an average
of $1 a watt installed cost will win the prize.
I hope, like Riley Crane won the DARPA red balloon challenge, there's a team up and running here
at IU and you're supporting them and making it possible,
getting the local jurisdictions throughout Indiana to go to same-day permitting,
to allow virtual permit submissions as opposed
to having a physical inspector come out and check out the design.
Similarly, there's the need to have a change in business model.
So utilities today get paid more if you consume more energy, but if you save they lose.
States, like California, are experimenting with new reimbursement techniques
that actually keep the, hold harmless the utility whether you save on your energy bill or not.
That saving was brought to fore when I participated in a clean web hackathon
that developed this thing called the Watt Quiz, helping consumers in California
when they can access their energy usage data using a green button, healthcare is a blue button,
education we didn't pick a color, it's called the My Data Button,
and in energy we picked the green button.
So these are all methods at which you can access your own sensitive personal data.
So what Watt Quiz does is if you download your green button data from the utility
and you upload it to the Watt Quiz, they can tell you based on your last month's usage
which rate plan would save you the most money.
And this particular actual case study demonstrated a 44% savings
to the individual had they shifted to a different rate plan.
This kind of consumer empowerment is just getting started.
By the way, raise your hand if any of you have a smart meter
at your house that's tracking your data?
A couple of you.
I have one at my house, my utility hasn't quite gotten religion yet, I still get my usage data
as one value at the end of the month on my bill, even though the device has the capacity
to collect usage every six seconds.
Now I may not want to look up www.whatismyusagerightnow.com because that's kind
of a boring thing to look at, but if I hand that data stream to a third party and connect it
to my smart thermostat, like NEST, maybe I could get a price signal to say, Aneesh,
if you lowered your consumption pattern right now based on the demand in the market for energy,
where at peak loads you could save some money if you made some adjustments.
That's coming, and that will lead to 10% to 15% savings.
I'm particularly bullish on what this means for buildings.
You can see a startup called Melon [assumed spelling] that now allows you
to take your green button data if you're a small commercial building manager,
and you can benchmark your building's energy performance
against the EPA's national portfolio manager database.
This kind of benchmarking tool gives you information about what you can do
if you find yourself below the benchmark
on how you can be more energy efficient, data driven decision making.
Who was the most active on this?
A dorm at UNC Chapel Hill.
Brad, I'm sorry to say it wasn't an IU institution, but a dorm at UNC Chapel Hill.
What did they do?
They mashed up their energy consumption data
with the building's occupancy data, and they set some rules.
If the building occupancy is less than 60% we should let the buildings HVAC controls float
up or down.
Saved over 36%, $250,000 in savings associated with their reuse of data.
Saves money, improves the environment, grows the economy, as companies that build tools
to make this happen succeed in the marketplace.
Final comments about talent, I think it's critical for us to understand that all of this happens
if we have a workforce in this country that's capable of delivering these results,
to be creative, to take advantage of the openness of the information
to build new products and services.
I want to just say one big story, then I'll close
out with a couple more smaller ones, of Victor Garcia.
Victor Garcia was a Sizzler waiter.
He didn't -- he was a Mexican immigrant, came to this country at the age of five,
but saw a television ad while waiting tables at Sizzler that he could be an auto designer,
he wanted to then design sports cars.
He went and pursued his degrees to get some technical work.
He graduated, but let's just say he wasn't on the Big Three Automakers' list
of the first recruits out of the gate.
So Victor found himself as a entry level contract worker at a trucking company in Texas,
probably a decade or more away from anyone looking at his work
to see whether his designs should make it.
At the exact same time of Victor's journey on his professional career, the military was responding
to the President's call to action to be more open and collaborative.
And it turns out that the military spends a ton of money making stuff, and it's not very productive.
There's an expression called Augustine's Law, from Norm Augustine.
This particular statement is pretty shocking because it's been true over the decades.
What Norm Augustine said is that by the year 2054 the cost
to produce a single aircraft carrier will exceed the entirety of the DoD budget,
and based on the F35, the most recent joint strike fighter, that's in a mess,
you can see that we've followed Augustine's Law since 1910, shocking.
So the military decided we've got to cut not 5%, not 10%, but 80% in the cost
to produce a new manufactured item.
So to test this hypothesis, can they do it, they decided to crowd source the initial entry.
They said, what we're going to do is offer a very modest prize, like a $10,000 prize,
if someone could help us design a new combat support vehicle capable
of medivacing two injured soldiers from the battlefield.
They gave three weeks' time for contestants to participate, and they announced it
on Twitter, Facebook and other social media.
Tens of thousands of people answered the call, including Victor Garcia.
Now to put this in context, it takes the DoD more than three weeks to add a comma to an RFP.
[laughter] Yet here they were putting a call to action to get results.
Now Victor's wife was pregnant, and because he was an entry level worker he had no insurance.
What Victor decided to do was to put all his heart and soul to winning this competition,
it would afford him the money to buy health insurance,
and he could demonstrate that he has the talent all along.
You can get to the punch line, Victor Garcia submits the flip mode, which is the graphic
on the upper left, he comes in first place, wins the prize.
And I had the great privilege of calling DARPA to say is there any way Victor
and his team can make it to Pittsburgh, Pennsylvania on June 24th?
Why? Because President Obama was announcing the National Advanced Manufacturing Partnership,
and he wanted to personally thank the team that not only designed the vehicle,
but built a prototype in four months.
This is the power when you uncover hidden talent.
Or Bob, Dave and Andrew, three tech dudes that work at a nonprofit educational organization,
who saw a contest to make sense of open government data,
looked for the most complicated dataset they could find to make it more accessible.
And it was the Federal register, the most boring document ever printed on the planet.
I really feel sad for people that have to read it every day.
Well, what Bob, Dave and Andrew decided to do in a matter of weeks was take the API
and produce a brand-new Federal register, one that was dramatically more engaging
than the website federalregister.gov.
The archivist of the United States were so impressed with their contest, he called them
and said the 75th Anniversary for my agency is coming up in three months,
can you take over my website and deliver it from what you guys have done?
They said, no, no, we did this on a lark, we did it at Starbucks on a weekend,
we're not doing this for a living.
Yet they turned around and said, yes, sir.
Today federalregister.gov is powered by Bob, Dave and Andrew, and every few weeks they're throwing
out a new feature, the level of innovation on that service is something I had never seen before.
Finally, we understand that to get there we need an all hands on deck approach.
This cannot be reserved for the privileged few that go to computer science programs
and have expertise in Big Data analytics.
We need a way to get everybody at the table.
We need to rethink what STEM means in the 21st Century economy and, for me,
that is a broader definition that emphasizes the act of STEM,
the engineering and the technologists.
If you remember the old VOTECH days of plumbing and electrical work and welding,
we now have to modernize those sectors of the American economy so that they can be equipped
to help folks participate in this vibrant and open innovative ecosystem.
If we do this America's best days are ahead.
Thank you so much.
Brad, let's rock and roll, man?
[ Applause ]
>> Brad: Okay, we've got about 10 minutes for some questions,
so we'll be monitoring the Twitter stream if you want to tweet some questions out.
I think they're going to give us a moment to sit down here.
I'm going to lead off with a question, Aneesh, you're really all about scale, you think big,
you're trying to change the behemoth of the Federal Government and other areas
that you've worked, so as I listened what I heard was in many cases the data are there,
the problems are there, smart people and innovation are there, networks are there,
so how do we overcome the no we can't do that or my data is secure,
my data can't be trusted to be opened up.
Have a seat.
>> Aneesh Chopra: It starts with air [assumed spelling] cover
from the boss, so when the President ...
>> Brad: I can do that.
>> Aneesh Chopra: ...
yes, so when you provide air cover then people realize that they have access to information,
the public has access to information that they've paid for.
The second piece that we learned was, to me this is actually an era of platforms,
so by shifting the data into platforms that are standardized now it makes it easier,
almost frictionless for the agencies to participate because we asked them in 90 days
in our culture with this open government directive -- sorry, Brad --
60 days, every agency had to publish three high value datasets just
to get the culture back on the spirit of openness.
>> Brad: So what was it like overcoming that because I can imagine the objections were ...
>> Aneesh Chopra: It's all culture, it's all culture, Brad.
And I've got to tell you the beauty of this was that front line workers saw this not
as an unfunded mandate, but a chance to shine.
One thing I didn't mention is that the participants in a lot
of these open data competitions are front line workers, who they have an idea
and their boss would say, no, you can't do your idea.
Brad, now they're building apps on the weekend and showing prototypes to their boss to say, hey,
we've already got it and it's getting traction.
So now front line workers see a new tool in the toolkit to advance their mission objective,
and that's why there's actually a lot more support
from the bottom waiting for someone with air cover.
It's really the management in the middle that's been the headache, and they kind of, you know,
they've now gotten religion in many cases.
>> Brad: So the first time I met Aneesh was at the Educause Conference,
and he was there serving the role somewhat as the irritant of essentially he was, he took the CIOs
and others and he said you guys really need to open up education in ways and not open courses,
that wasn't the point, but open the big blue button.
>> Aneesh Chopra: Yes, sir.
>> Brad: Of being able to go and a student extract his or her transcript, things such as that,
and he had an army, the first year Educause had innovation alley.
So there were a lot of students who came in with ideas and had built a little bit of software
and some very young stage companies that said we can fix that old higher ed IT beast
and we can drag it into the 21st Century.
So the question that I want to ask you, now that you're talking to the keepers of the beast,
what's some advice for us in how to move some of the ideas that we talked about there,
empowering students, empowering faculty with these ideas, what can we do?
>> Aneesh Chopra: So I believe in this concept of an innovation pipeline management,
which is to say test, validate, then scale.
You have scale in mind, but you may be a little bit scared to do something.
I'll give you an example.
>> Brad: So a small blue bunch?
>> Aneesh Chopra: Do a little pilot.
So where I'm at, Brad, we were discussing this issue,
your student information systems presumably have access to all of the courses the students take,
your bookstore has its database of the ISBN numbers that match up,
and so the one little hack we were trying to figure out is could we do a better job
of giving students information for shopping on a more cost effective,
like your e-text [assumed spelling] model?
The e-text model becomes a much more obvious choice because it's cost effective
and it's a better value to the consumer, but maybe there's an app that provides that kind
of decision support engine, if you will.
Well, the way we thought about this was define the problems you'd love to see solved,
find the datasets that could be contributing to solving it, organize a codeathon
or we call them hackathons and invite folks to come in for the weekend
and just build what they might think is interesting.
And I did this at Virginia Tech, we called it the Hokey Health Codeathon,
and we focused on healthcare, and in one weekend we had the CIOs from the hospital side
of the area, plus the University side, and within the weekend,
by the weekend's end these 25 random kids that showed up had built
over a dozen products and services.
One of them got nationally featured by what they were doing to make the local economy work better.
So if you've got a problem you want solved, you know where the datasets are,
invite the public to come in and build prototypes, and you'll see what's possible.
And then you might want to build some industrial strength stuff on the back end.
>> Brad: I can tell you we have a whole stream of questions.
You have an eager audience.
The audience is asking lots of variants of the same question of how do we get moving onto this?
How do we start this happening?
So I think you've heard already the notion of prototypes.
And I really like this point that you've made, scale is what you want in the end,
where a campus has 115,000 students and ultimately innovations can go beyond us, but start small.
I think that's a really important point.
If you think about the connection between Aneesh's talk with opening up and innovation
and the concerns of the panel this morning, the rightful concerns, we are the stewards
and the caretakers of privacy in this community in some way and security for areas
where we have Federal compliance with FERPA law or HIPAA on the healthcare side.
But this notion of how individuals, front line staff, who have ideas can move this forward,
I think is a really important point for us in always learning.
Now I don't want to miss the opportunity, since it is in the news today and we were talking
about this briefly back stage, so we're trying to do something to go
to scale pretty fast with healthcare.gov.
>> Aneesh Chopra: Yes.
>> Brad: And you were giving a little information back there of some of the approaches
that were thought through in the earliest stages of this.
Maybe you could share with our technical audience here some of the tradeoffs and choices
that were made and what we're learning from this?
>> Aneesh Chopra: So there are two areas that I think are lessons learned,
and only the last several weeks, so let's go through them.
The first one is this idea of cloud versus legacy infrastructure, and all of us live in this world.
The challenge of when can we move to the cloud,
when are the privacy and security rules appropriate?
So the challenge for us was, and I hope this may be the case that this may be the last project
that really is built in the legacy environment because it took us until 2013
to get the cloud vendors to be certified under what's called the FedRAMP Program,
which is the privacy and security standards for Federal Government.
And, by the way, the universities, I think, can plug right into the FedRAMP certification process,
so the Microsoft cloud, the Amazon cloud, they are now --
you can buy the version that's FedRAMP certified, but those were not available
when healthcare.gov made its initial choices.
So what you're reading in the paper reads a lot more like legacy infrastructure,
not because they weren't aware of the cloud, but because the security
and privacy standards hadn't yet been met.
So I think the first tension is what's the technical architecture for some of this?
The second one is the story has not yet played out, but it's an important one to understand,
in the policy we designed healthcare.gov with the presumption
that not everybody would visit healthcare.gov.
You will learn shortly that a series of companies, called web-based entities,
can essentially provide the shopping experience but in a private sector way,
they get a reimbursement model, they're going to get paid broker commissions,
so there's an incentive for these companies to build these innovative products,
and it'll compete over how to make it easier for the consumer to find a plan that's right for them.
They're not yet online, but when they do you'll find that healthcare.gov is one
of many destinations, so there should be no wrong door.
Which is another interesting question when we think about our role,
are we building the destination site or are we supplying the data that could then be put to use
in multiple destination sites that we may or not fully control?
Business models are a separate matter, but this is this.
And I would just point out the original version of healthcare.gov that my successor, Todd Park, led,
the one that went live in 90 days, that was built with an API, that was not --
that was basically a catalog of public and private insurance options.
If you go to U.S. News or World Report today and you type in the health insurance finder,
that entire site is powered by healthcare.gov data from the original version,
that is a list of all public and private insurance options sold in America.
The current version is the marketplace, but the original version was sort
of the comprehensive catalog, and that openness is what led to companies, like U.S. News, investing.
>> Brad: So this openness, as we were discussing,
I also play a role on IU Health Bloomington Hospital Board, and Indiana University,
you should have seen a note from HR some weeks or months ago about a service that we signed up for,
and somebody is going to have to remind me of the name -- is it Gas Lamp?
>> Aneesh Chopra: CAS Light.
>> Brad: CAS Light, thank you, and where you can go and see all of these shopping,
literally what's the price of -- I need to have a particular procedure done, local providers,
you know, do you save hundreds and hundreds of dollars if you just drive over to Brown County
and have it done there, or if you go to Indianapolis?
And so this transparency of this is just remarkable.
We've never had that before.
Of course, on the hospital side that presents us with some challenges.
>> Aneesh Chopra: Correct.
>> Brad: As we continue to align our business model.
Last question, and then I'll just due to time, if you were visiting us again in one year,
we will have this Conference next year, if you were coming back in one year within the means
of what Indiana University can do with our data sources, what do you hope we will accomplish?
>> Aneesh Chopra: Well, my first and foremost hope is that the level of product
and service innovation will dramatically increase
so there won't be just one e-techs [assumed spelling] platform,
but there might be a dozen student retention strategies that are deployed in new products
and services, powered by IU data, but may not be built
on the balance sheet of IU, that's my hope number one.
My hope number two is that on healthcare the countries on this fast journey
to value-based care delivery, and my real hope is that IU can be a leader in some
of those early examples of what it means, like can you produce a list to the primary care doctors
of the patients that need them to call outbound as opposed to them waiting for the patient
to call in, and these kinds of population health capabilities, so that it's in Indiana
that we found the way to lower costs, improve quality, that there's a research element to this,
there's an actual University health system delivery aspect of this,
and then you're training a workforce to be able to think differently about the jobs in healthcare.
All three in combination could be done, and I think a year from now there could be a couple
of prototypes that are very exciting to watch.
See, that's validation from the fireworks outside -- yes, you can do it.
>> I thought it was just your stomach talking.
>> Brad: We'll wrap it up.
The key point of bringing Aneesh, paired with the morning panel about privacy and security
and the growing threats in a cyber world, was to say what a tremendous time for IT professionals
and the stewards of IU datasets to be always learning about how we continue to reshape
and reshape and reshape IU to the very best opportunities that are out there.
We've got a great Conference lined up for the rest of today, and tomorrow there's
over I think 60 breakout sessions, just more than you can possibly get to.
I know we had queues and things at some of the doors last year, they're doing their best
to get the right sessions balanced to the right areas.
I hope you will take every opportunity today at lunch and through the day
to meet people outside of your area.
One of the things you heard that you may be able to -- you may know a lot about glaciers,
but you saw problems in astronomy -- so this is an opportunity for you to reach outside
of your technical area, your functional area, your campus and meet people.
We have a big blowout staff appreciation event tonight out at the Cyber Infrastructure Building.
I hope everybody will be able to join us for that, and I will wrap up tomorrow at the luncheon
with my thoughts on always learning.
Enjoy the statewide IT Conference.
Aneesh, thank you very much for coming.
Thank you.
>> Aneesh Chopra: Excellent.