 I'm very glad to have the opportunity to join the CTSI retreat today. When I spoke to Clay, I very much wanted to be with you in person, but we thought second best would be that you have a conversation with virtual chancellor. So here I am. I wanted to tell you how important the work you do is for UCSF. When I think of where we're going at UCSF, so much of my hopes and dreams for us as an institution are in the area of translation. The great work that goes on in science here has special meaning when it helps human beings, and that's what you're all about. I know you're talking about where CTSI will go next. I know you're talking about the future, and I want you to know how important it is to me and how meaningful it is to think five years, ten years from now, what will translation look like? How will we be able to sustain the important work that you do? And how do we think that future generations of not only patients and their families and human beings benefit from the work, but future researchers, clinical scientists of any sort will so benefit from your great work. So I wish you great luck with the rest of your deliberations, and I can't wait to hear the outcome of your discussions. How do you see CTSI fitting into your future vision of UCSF? Well, in every way. I think CTSI is, since I wasn't part of starting it, I can give a lot of credit because it won't be bragging. I think it's just what the doctor ordered. I'm really glad that CTSI is at UCSF, because I think CTSI, it starts with providing some glue across our community. One of the reasons that life sciences innovation is inefficient is we tend to work in silos. Collaboration is not instinctive across an academic medical center, and CTSI helps with tools and approaches that help with collaboration, but the connection to the community that the CTSI has, the innovation in methodology and the training in methodology. CTSI can play a role. So what I think is the CTSI is capable of is asking questions on a bigger picture level. An investigator asks a question about what's the best therapy for stroke, or how can we prevent a recurrence of this cancer? A community of translational scientists can ask a question of how do we ask those questions? What's the best methodology to ask those questions? How can we more efficiently ask those questions? What are novel ways, more cost-effective, novel, faster, more effective ways for us to get those answers? So how can we assure that CTSI thrives in the future? Given all the pressures, you know, NIH funding, and we've heard from NIH that they want to cut our funds, you know, the pressures on the university too in terms of just core funding for our mission, so how can we assure that we can continue to thrive with those pressures? I don't think there's one tactic. I think long-term the most effective way for CTSI to thrive is to be a seamless part of the clinical delivery system. I think we've got to get away from a world where an experience of going to the doctor is seen as a clinical experience or going to the nurse or the pharmacy, whoever the healthcare provider is. So right now we've been things, that's your clinical care, and it's done in this avenue, in this route, and then there's the research enterprise, whether it's basic or clinical research, these are in two separate silos, that's very inefficient and expensive, so for sustainability of the clinical research and translational research enterprise coming to the point of clinical care, so when those come together, then every time I see my clinician, every medical or clinical experience I have is part of what I can see in the future will be a seamless combination of clinical care and research. We now have a lot of tools like electronic health records that should enable that to happen, but I don't think ultimate sustainability will come about until that happens. Short-term CTSI can help convince the clinical delivery enterprise that they won't inevitably lose a lot of money by coming together more closely with clinical research. I think that's got to be a short-term goal. Great, so sort of a provocative last message. I mean, not just not lose money, but that we can help them to maybe even make money or at least provide better care, so being partners as opposed to distractions from care delivery, and that is something that we're thinking about a lot and actually how we do that. Actually, the example that I gave about the electronic health record and how we can compel the Medical Center to make that an investment for use for research purposes because it meets its mission, I think is a good example. So it's a shame we don't have her here so that you guys could also ask her questions, but we'll do the same thing again and we'll just keep pounding her and make sure that the others who control her calendar don't get in our way. So we thought it'd be interesting, too, to hear from the schools about how they see things moving forward and about how we can help them to deliver on their mission. So, David, do you want to start us out? Well, the CTSI has been incredibly important for all of the schools and certainly I've been here just a little bit over a year and just seeing the interactions and impact that it's had on the school nursing has just been tremendous and we look forward to that continuing. I mean, that's happened in terms of the training, traineeships in terms of the pilot, kinds of studies that are allowed to happen, but also the bringing together the people to network and, again, having that go across the schools, thinking about the project, that's something that we really value and want to see continue. There's been a particular interest, I think, in the mobile health, now digital health and the ability of people who have the interest to be interconnected with each other and I think there's been phenomenal progress just in the past year and we really look forward to seeing that continue to build because I think that's clearly an area of growth and development and also the sustainability that we are all interested in seeing. So, the stimulus that comes from CTSI in that area I think is going to have huge rewards and I think that impacts and comes from all the schools together. You heard that underlined today by one of the suggestions that came up. Sam, where do you see school and medicine going and how can we help? Thanks, Clay, and I apologize for not having been here for the whole day but I had the great privilege of going to the East Bay to meet with Bert Lubin. Is he here? He has been, yeah. Good, he got back earlier and I came back just as the Giants game was starting so I experienced the beginning of a Giants game and then I had to go to the campus and I came down as they threw the last pitch and the Giants game is just ending so I'm feeling a little trafficked out. So, I'll be brief. I had the privilege of seeing Sue's video previously and I just pick up on a couple of themes that came up so that I don't just keep saying the same things. When you think about how are we going to sustain the kind of innovation and excellence that we think of having achieved at UCSF and aspiring to continue, well, it's all about differentiation. What makes us special? And I think it's relatively easy. We are one of the very, very few, probably count on one hand, significant universities that are dedicated just to health sciences and if you think in terms of how do we respond the sustainability question that Clay asked Sue, what do we do in times of tighter resources? Well, I think it's more important than ever that we look at the core. So, what is the core of a health science campus? Well, the core of a health science campus, I think, is represented in this room and that is how do we take the phenomenal basic science discoveries that we do and better human health and the CTSI is positioned to do just that. So, I think investing in the core, identifying those areas that we need to enhance the core, a key to what I think the acceleration theme and I assume that's what you've been discussing throughout the day to day. The one thing that I think we as leaders have to have the discipline and you in this room have to have the discipline in these times, however, is as we identify the next exciting thing that we need to do and we need to be doing it in the core mission and as I said, the CTSI is right central to our core mission is we need the discipline of saying if we're going to add something, let's just take a look at the portfolio and make sure that everything is absolutely critical and functionally important because I think the one thing we're not going to be able to do over the next five or six years is just keep adding and adding and adding. So, we need to keep moving, we need to keep advancing, we need to keep accelerating. The CTSI is right in the sweet spot of our core so it should be the focus for resource investment but we need the discipline to be continuously reviewing our portfolio and making sure that everything is critical to the core so that we can do those new investments, those new accelerations. So, I hope that wasn't too much off base of what you've been talking about because I haven't been here and I look forward to hearing the last hour. Very intuitive, Sam, you got it. And Joe, can you give us a perspective from the School of Pharmacy? So, I guess we all try to talk about UCSF and its uniqueness and we often describe the benefit of the four schools of pharmacy, four schools including pharmacy, medicine, dentistry, nursing. I did say pharmacy first, didn't I? And the graduate program but I guess what I'd like to comment on is that while we talk about that a lot I would say the true benefits of those inter-school relationships I think are far from realized. That said as well, I would say CTSI actually represents I think one of the greatest successes of bringing these schools together. And a little bit of a history lesson I look back when this first came to be when Mike McCune started off as PI and others such as Dan Lowenstein and Deb Grady and Joe Pilewski, Mori Shamblin and the like at that time period it was a time of reaching out to others in a very collaborative way and I believe the reason that we were so successful first time around was in fact taking advantage of the relative strengths that were offered by this unique interdisciplinary group. And since that time I think it's continued to exhibit itself. I think the fact that we got the renewal, we've recruited Clay and Bill and others and all schools were part of that as well. I think this is what I think the message would be. Now all that said, while I think this is one of the success stories of UCSF I still think we have a long way to go. I hope that we never forget the opportunities to realize these successes by inter-school relationship. One area I think we still have a ways to go is on the basic science and I think speaking for my school specifically the T1 side I think by reaching out and figuring out a way to get those colleagues more involved would be I think an opportunity for the future. Great, thanks Joe. We asked John Featherstone to speak as well but make a few comments but he unfortunately got called away to a funeral and we're going to be hearing more from our other partners. I just want to say that one of the things that's great about this job is working with such fantastic partners. Our mission about many other missions on the campus including the missions of all the school deans and also the Chancellor's Office, Executive Vice Chancellor and Provost's Office and we really just have wonderful partnerships with all those organizations and that's allowed us to benefit each other does well. That's evolving rapidly over time we expect that to evolve even more going forward so that we're better integrated with those activities in all of those places. So thank you all too for being great partners and letting us succeed.