 Okay, Ken. Thank you very much for the introduction. I assume people can see my first slide. Yes, I can. So, welcome everyone as well to genomic medicine 13 meeting. It's a pleasure to be here and to start this meeting I think it would be helpful to provide a broader context and since NHGRI has recently published a new strategic vision. And it provides actually a very fresh and new context to think about some of the things that are going to be discussed here. Now it's also important to keep in mind of course that when NHGRI publishes a strategic vision, it comes on the heels of a history of publishing such a guiding documents, three that were published, along with co funders during the human genome project that created the project. And then more recently, since the end of the human genome project NHGRI has published two such strategic visions, and the one we published recently is the third that we've published alone as an institute. As we thought about entering this new decade and recognizing that the previous strategic vision was published in 2011 we recognized it was time to refresh that vision. As a result, we went forth through a strategic planning process that began in 2018 or so that really aimed if you will to establish a 2020 vision for human genomics that would guide us throughout this decade. And that effort which involved many of the participants of this GM 13 meeting and many, many others involving over 50 events over two plus years, eventually yielded a lot of input and a lot of ideas that we eventually synthesized, and then ultimately published in a 10 page paper in in nature at the very end of October. The thing and I would also point out that the packet of materials provided as part of this genomic medicine workshop includes this PDF of this strategic vision from published in nature. Another important thing to keep in mind about this 2020 strategic vision compared to previous strategic visions is how much the fields has changed how much genomics is disseminated, and how much we it was impossible for us to focus on all of genomics, but rather we organized our new organizational mantra, the forefront of genomics and really aligned the process of strategic planning to that mantra but also organize the paper and even included in the title of the paper, the idea of focusing on the forefront of genomics. What I mean is by the time we got all the input through all the all the ways that we captured ideas from the research community. It was very clear that what we were hearing was very heterogeneous in nature the elements that we're going to come together for this new strategic vision, we're quite heterogeneous in nature. At the end of the day we found that we could categorize these and been these elements into four major bins that together really provide the kinds of guiding ideas at the forefront of genomics that we felt very much reflected what we wanted to describe in our new strategic vision. The first, the first such bin, if you will, really related not so much to scientific projects or even technologies but rather to guiding principles and values that really undergird all of human genomics and one of the things we heard that we needed to do as an, as an insurance as a funder was to provide responsible stewardship for really what's going on at the forefront of genomics, and that includes articulating, enhancing and coming up with new guiding principles and values that undergird the entire community and all those people doing human genomics. And so at the end of the day we outline nine important guiding principles and values for human genomics in this section of the paper. Another aspect of showing responsible stewardship at the forefront of genomics includes thinking about and enhancing the basic foundation by which everybody does genomics research. And so taking responsibility for sustaining and improving that foundation is beneficial to everybody, those who consider themselves genomicists and those who just use genomics as part of their daily work, even if they don't consider themselves genomicists. And so at the end of the day there actually were 11 elements that we described that were important for us to think about in terms of sustaining and improving a foundation for genomics in general. Another aspect of having responsible stewardship at the forefront of genomics is thinking about what's impeding progress by others. What are barriers that stand in the way. The inspirational prototype for this was when 17 years ago we said a major barrier in genomics was the cost of DNA sequencing. And so 17 years ago we said let's come up with $1,000 human genome sequence by developing technologies that's occurred and wow, knocking that barrier down changed everything. And so there are barriers that are impeding progress for everybody to be able to really be able to contribute using genomic approaches. And at the end of the day we described six elements that we think are barriers that we would like to see knocked down that would be beneficial if we were successful at that. And then finally of course at our heart where we want to do research projects and what are some of the most compelling genomics research projects really that represent the forefront of genomics that are really compelling that. And then we described six of these in the strategic vision. Now one thing we did new in this strategic vision that we've never done before but we took it from the playbook that's been going on for the NIH strategic plan of late was the idea of not even describing elements but also maybe making some predictions. It was fun by ending the paper describing a set of 10 bold predictions that might come true in human genomics by the end of the decade. These were deliberately meant to be inspirational and aspirational and quite high risk. I can't imagine they're all going to come true even if a couple of them came true we'd be thrilled, but they very much stimulated conversation and inspired people we believe to think, think a little bit out of the box and maybe think about things that they previously just might be possible. So that's the general framework for the strategic vision there is a lot in addition to that, including a lot of materials that fed into the strategic vision through these 50 events and all basic workshops and all sorts of white paper so forth. If you're interested in digging deeper we have a website that has organized all aspects of the strategic planning process and the actual strategic vision itself. This is a dynamic site that we will build on over time as we go forward to doing things that directly emanate from the strategic vision. So this would always be a good website to keep track of if you want to follow progress going forward. And in fact that leads me to a very important aspect of really what I want to share with you. And that is that we are now pivoting, you know we spend two plus years putting together a strategic vision. But now of course we're interested in moving from that vision development to actual implementation of the elements of that vision. And it's really important to recognize that the strategic planning process is really essentially over now although we sort of do it on an ongoing basis. But when we did it intensely for those two plus years, we can't we heard the ideas and the needs and the proposals and the obstacles that people described, and we, we heard an immense amount of information come in and we attempted to synthesize that information. And at the end of the day, we were able to write this out the best we could in 10 pages of the journal nature. And that of course was published in October. And of course, what we now need to do is to take we can't take everything we heard and execute it but we could take a subset of that. And we could take the most important things that we think need to be implemented at least by us as a funding agency, and specifically turn those a subset of those ideas into specific projects into programs and to initiatives in some new policies. And so we really have begun to shift quite aggressively fact I've already been doing it for a number of months from having the development of the strategic vision to actually implementing that vision. Let me give you a couple of examples we were going to enter 2021 standing on our standing on our feet or leaning back on our heels we were going to be on our toes and we were ready to move forward. So we deliberately were ready to sort launching some new things. And we decided there was one topic in particular that we thought was such high priority we were going to lead with that, as we entered 2021. If I just take you back to the strategic vision itself under the guy and this is actually a topic that came up not once but twice in the strategic vision, first in the guiding principles and values section on this box that feature these guiding values and principles, we really called out the idea that we need to champion a diverse genomics workforce, because the promise of genomics cannot be fully achieved without attracting developing and retaining a diverse workforce, which includes individuals from groups that are currently underrepresented in the genomics enterprise. NHGRI feels very strongly that this has to be among one of the highest priority things we need to be dealing with addressing and aggressively pursuing. It's surprising therefore that then later when we came to writing the robust foundation for genomics. Indeed, this came up again, and we talk about the need to foster a diverse genomics workforce. And I'll let you read this when you look at the strategic vision where we describe in a little more detail what we want to do in that area. We had twice in the strategic vision you knew this was going to be important to us, and so we deliberately had ready to go as we entered this new year. A set of actions that we wanted to move forward to start to address this very challenging, but very important area. Specifically in the first week of January, we released on our website and you can see a specific web page and the URL there, an action agenda as we call it an action agenda for building a diverse genomics workforce. Particularly to describe and to get word out about this action agenda. My senior advisor for genomics and health disparities vence bonham and I published a commentary actually it's the very first paper in the American Journal of Human Genetics in 2021 where we articulate some of the elements that are in this larger and longer action agenda. We have a central graphic from both the action agenda and also published in our commentary, and I'll let you read the goals, but needless to say we recognize the need to address issues around the diversity of the workforce at multiple stages of somebody's professional existence from very early on in their education all the way through what active researchers who are performing genomics research. Much under that that when you read the action agenda we are moving forward with some funding opportunities you'll be hearing about in the coming weeks and months that we hope will stimulate and move towards the goals that we articulate in this action agenda. We regard this as a very important high priority area, and I will also tell you we are working with a number of partners as a Serena particular professional societies, American Society of Human Genetics American College of Medical Genetics and Genomics, American Society of Genetic Counselors. We need to bring as many people as possible to address this very important aspect of genomics. In addition, we have a number of other initiatives and time doesn't really allow me to describe these in great detail I just want to mostly make you realize there's a lot going on. In terms of new initiatives directly emanating out of the strategic vision I've just talked about this first action agenda. Indeed, there's a series of others I'll just show you these some of these actually we started sort of last year. Before the actual publication it's not like we waited for the publication and then acted on things we knew we're going to be in the strategic vision. Some of these things just for a variety of logistical and funding reasons we needed to get out of the gate earlier. Others are things that are out already in terms of different stages of funding opportunities or getting funded into people's hands and so forth. But, but these are all things that we're now are now public. By the way, I will point out under bullet number two related more broadly to training. Some of you may have heard that earlier or I guess that last year, working with our advisory council NHGRI has basically committed to increase the amount of resources we are investing in training writ large with a goal of maybe increasing it by upwards of 50% over the next five years. In particular, we have again funding opportunities that will be coming out and and we're talking about in some specific areas. I'm highlighting here things that are particularly relevant to genomic medicine implementation that some of you might be particularly interested in, but all of these I think would be of interest to many of you. But I just want to highlight just a few and I and my colleagues from NHGRI are happy to answer questions about any of these if you happen. I guess I'll just put in a shameless plug, but maybe it's something that you would be interested in. We have found that the 10 bold predictions have a have attracted a lot of press interest and just a lot of even community interest because they're really things that make us lean forward. And so we actually wanted to have a life associated with the strategic vision in terms of a seminar series it's a virtual seminar series you might imagine, but we are now having a 10 part series on these bold predictions one a month we just have the first one like a little over a week ago or something like that. And we all have 10 of them throughout the year. And I just look at the URL we are video recording all these will make them available we had a huge audience even for the first bold prediction. But we're having two speakers come in each time and also have a moderated discussion associated with each session. So we've been getting word out about this but look at this webpage if you're interested this should be a great 10 part series associated with those bold predictions. So in closing, I introduced this idea that these earlier chapters of strategic visions have been so important for the community been so important for NHGRI. We certainly hope this latest one will similarly be valuable and really help guide the field that will guide NHGRI in the coming decade. You want to keep up to date and want to learn more I can assure you that both through my monthly newsletter and through my Twitter account we will keep you informed about all aspects of implementing the strategic vision, as well as other things going on at the Institute and in the genomics community. So, with that I will stop and happy to take any questions. Sorry I needed to unmute my screen. Thank you Eric. So the help so people understand how to ask questions. There's a Q&A feature at the bottom of the tool at the Zoom feature. You can post your questions using the Q&A feature and we also have, you can also raise your hand. Eric, we do have one question in the chat. One is from Jeff, he's asking if you look across NIH, is the agenda for the GM-13 unique to NHGRI or are there opportunities for us to work with other ICs and should we? Specifically around GM-13. Yeah. Yeah, I would, I mean I think there's tremendous overlap with some parts of NIH more than others. But I don't think the way I, now obviously I see how the workshop plays out, the way I'm looking at GM-13 is that it certainly has things in common with other parts of NIH. So the All of Us Research Program comes to mind, but other institutes that are really trying to harness clinical information in creative ways where clinical informatics is going to become very important. Obviously bringing the genomics component in, but everybody's bringing the genomics component in. So I think we should, one of the things we probably should get out of this workshop is what are the most likely other parts of NIH that we should immediately make sure we are synergizing with. I don't know, maybe someone will be participating in a meeting in this particular workshop, but we're not alone by any means at NIH in this case. If I could just follow up, this is a huge topic, I imagine that there would be others. And as you said, I think I'll leave it up to Mark and Ken, but you know, if we could figure out ways to channel some of the output of this meeting to work more synergistically with other groups, I think we'll have greater impact. That's just my opinion. Any other questions? So Eric, I actually asked, I have a question. For this new vision, is there, how would you, how would you measure success for this? We're going for the Institute and the community. It's that just addressing all of these efforts are, is there some critical ones that we really have to pay, that we should pay attention to. We're going to have time for ones and more complex ones that we're going to take more effort to do. It probably speaks to a much broader set of issues of how do we measure success at anything at NIH, let alone how do we measure success, specifically aligned with strategic documents. And I would say, one way, we really thought about this a lot over the last 10 years, at least during my 10 years at NIH, I don't know, 11 years, like we published the 2011 strategic vision roughly a little over a year after I've been director. And I asked and many of my staff heard, you know, multiple times, when's the time to write to come up with a new strategic vision, when's the time to call the new strategic vision. And we ranked by about 2016 2017 when we pull out the 2011 strategic vision and we read it, and we say, my gosh, we've actually done most of these things this thing really is starting to look very great. That's one measure of success is when you feel like you're missing a lot that you've done a lot of these things and there's a lot of things you're not articulating I'm not very quantitative by any means. But, you know, some, some goals are easier to measure than others, obviously the cost of sequencing was a really easy goal to measure, you know, a number of rare diseases, you know, the genetic basis of that's a number you can count. But a lot of the other things are a little more difficult. But I said, I think it's a combination of things, you know, but I will say that I do think for some of these things, you know, and even if I do, I do want the Institute to pay a little more attention to, to maybe from the beginning, putting into place things that will allow us to monitor progress and as a subtle point on the action agenda I went over very quickly but if you look at goal number four on a four goals the fourth goal is to monitor progress. Because we don't want to just say let's enhance diversity of the genomics workforce and then 10 years later not really know whether we've made progress or not and so committing early to one of the four goals being measuring progress I think is a really important signal that we're going to take that seriously to be able to assess 10 years from now whether we've moved the needle or not. Thank you. Does anyone have any questions. Okay. Enjoy the rest of the meeting. I'm looking forward to it myself. Thank you.