 In the next 10 minutes, I have a sole objective to convince you that educational institutions can be your most important impact partner and the most important impact platform in moving all of your causes forward. And maybe there's a little bit of a selfish reason here as well. I'm going to claim that the University of Utah may be the best. Now what is a university? Any of you who watch football on Saturdays may think we're just professional sports franchises. Any USC fans in here today? Sorry, it was a great day for to be a U. So specifically what is a university and in particular what is the University of Utah? Well first off we're a city of nearly 40,000 students who are inspiring to be around. Who want to change the world if there's anything I've learned in my educational career it's that every single generation has something they're passionate about and this generation is passionate about justice and passionate about social causes. They are at the ready to change the world. We are fortunate to have the Sorenson Impact Center at our university training some of the future leaders of this change. The second thing that we are is that we are a 700 million dollar research franchise that examines on a daily basis social issues. Boy you want to examine RCT studies, I've got them coming out the wazoo. I have for example a researcher in social work who has done the best work in trying to take interventions to reduce opioid addiction. What I need to do now is to try to figure out how to take that research and that research platform and scale it into the real world. I am a unique university and that I'm one of two dozen that has a medical center attached to it right next door. Actually in my greedy world it's also under my governance so some days I can tell it what to do. Imagine now combining that research impact and a healthcare system and what you actually might be able to do in the world. So I think we are uniquely, uniquely poised to make deep and social change and now let me give you an example. One more piece of background. Like most new university presidents you walk around and you listen. I've been in about 14 months and what you find at a university is there are analytical brains and there are incredible hearts and what you try to do is motivate those individuals to come together into a common goal and what our university wants to be is one of the top public universities in the country with unsurpassed societal impact. So what that means to us is that we have to look at every one of our activities in terms of being great but also having enormous impact on the world in which we serve and for me to try to invoke that change in my university I have to have and I had to have a project. A project that would change the culture and the hearts and minds of every individual on my campus and within my healthcare system and the project walked in my front door literally in the first six months that I was university president. It came in the form of a typical dossier. We would like to put up a new 500 million dollar hospital in West Valley City, Utah. It will employ 1500 people. There is plenty of healthcare coverage. There are plenty of workers that we can find but not really. This is just another investment that we can make. But if you pause for a second and you say what if we looked at that investment through the impact lens? How would we change the way we go about building a new hospital? We started with one of our great organizations at our institution university neighborhood partners. This is a group that works in the community from the ground up. Initially it was started by a president about 22 years ago who realized universities were inaccessible to communities. We start by giving classes through a leadership academy and in those classes in that leadership academy we expose individuals from a wide variety of backgrounds to what university life is about. We took this organization and their trust that they had built in this community and we said I want you to have a set of conversations. Let's try to understand what this opportunity really is. They came back to us with a remarkable story. Let me tell you a little bit about West Valley. This is the largest majority minority city in Utah. The second largest city in Utah. Thousands of refugees arrive in the city. Hundreds of languages are spoken. It is the most rich cultural geographic area in the entire state of Utah. This is where the American dream begins. Interestingly, it also has some big differences from where I am located simply about 10 miles away. Educational attainment is lower. Health outcomes are worse. Here was our opportunity. A set of extremely motivated partners in the leadership of that city who believe intensely that what they do is different than any other place in the world. Many of you may or may not know, but Utah is known for its social mobility and it actually happens. Ground zero for that is West Valley, Utah. So how could we actually accelerate that process? Well, we decided that building a hospital was not enough. We had to come up with three basic outcomes or three basic pillars that would lead to the outcomes we wanted. Number one, we needed to advance health outcomes in a community. Number two, we needed to design not only a hospital but an educational platform and a community investment platform. We needed to design that to build opportunity. And number three, we needed to measure that impact. So what does that mean practically to advance health outcomes? Well, it means you go in and you do not deliver health care on a fee-for-service basis. The University of Utah is pioneering an approach called population health. What do we do? We've done this once. We walked in. We found a group of Medicaid recipients who are costing the system $70,000 a year on average. We took them. We analyzed their health issues. We designed clinical pathways that would change the way they live their lives. And three years in, population health and our intensive outpatient climate has actually delivered health care costs that are reduced by over half of what they were previously. We think about culturally sensitive care. Myra, a woman who is developing a doula program to provide maternal services to individuals is building a remarkable, remarkable service model for the Hispanic population in this area. How do we integrate her into our health care system? How do we make her business sustainable? How do we design for opportunity? We need 15,000 workers, excuse me, 1,500 workers. That would be a hell of a big hospital. 1,500 workers. And we want to train them in and in that community and bring them from that community. So our health care system is in our educational system. We're coming together to design stackable credentials where you can literally start as a CNA with a certificate coming out of high school partnering with the community college and end up with an MD. You think that's impossible? Two of the people working on that program did it themselves navigating the system. Why don't we systematize that? Can they afford that education? Probably not. Well, guess what? We can adjust the benefits on our health care system so that you can actually opt into being paid four hours a week as you move along, just a study, as you move along in that credentialing system. And then finally, right, finally we're trying to measure for impact. Sorenson Impact Center is putting a baseline in this community and hopefully 10 years from now I can come and give this talk in a very, very different vein. What do we need? We need hundreds of different platforms. How do we provide workforce housing? How do we make sure that as we make an investment in this community, the equity of the community and the wealth is built, there are hundreds of questions we have yet to answer. But I think we can do it. I am lucky enough every month or so to sit down and to just have lunch with these people. And I want to invite every one of you that want to participate in this process to come and do that. I want you to meet Issa Friedman. Issa is from a Polynesian heritage for years, for years. She has had veterans at the end of life in her home. She cares for them until they die. They typically don't have anyone to care for them. And if you ask Issa what her dream is, her dream is to build a home for the brave. A home where veterans can live together at the end of life. Die in dignity remembering the incredible service that they have given to our country. We want to facilitate that for her. I believe that universities can be the largest and most important social impact platform you have to work with. I would invite you to come work with us on this project. I have in the audience today a few of our people that are helping. I'm looking out there. Anna Carpenter, Jenny Meyer Glenn, Nicole Cottle, Jeff Jackson and Mark Nord. Talk to them that love to work with you. Thank you very much for all the time. All right.