Good afternoon. I'm Steve Morrison from CSIS, and welcome to this very nice event here this afternoon. Happy holiday to everyone, and I'm sure you're happy to be back at work. We're thrilled today and honored to be able to host Dr. Ariel Pablos-Mendes from USAID, the Assistant Administrator for the Global Health Bureau at the U.S. Agency for International Development. He's come here today several months now into that post. The President nominated him back in March. He took up his duties in August, and he's been very busy since then. And from the early days when Ariel began, we had hoped we could get him here to CSIS at the right moment to speak to this audience here and beyond to the thinking and the direction that thinking has been moving within USAID on the global health key of global health issues before the Bureau as it refines and strengthens its own capacities and its own leadership role in moving forward U.S. interests in global health. And that's what Ariel's agreed to do here today, and we're really honored and thrilled that you've done that, Ariel, and thank you so much, and we're very pleased at the staff support that we've received from AID in pulling this event together. Ariel comes from a very distinguished career of almost 13 years at the Rockefeller Foundation, where he really became the dominant personality and leader there across a broad range of issues around research, public-private partnerships and research in diseases of poverty, very instrumental, very integral in defining the Foundation's approaches on AIDS care in Africa. And, of course, the Foundation became a global leader in taking on the health workforce issues, the Joint Learning Initiative on Human Resources for Health. He is an internist, a professor, has been a professor for many years at Columbia University, a professor of clinical medicine and epidemiology. And I think that there's a point that many people have made upon his arrival at AID. We did, the Obama administration did very well in succeeding and enlisting Ariel to come and take on this job at this particular moment in time, and we're all very fortunate. So please join me in welcoming Ariel Pablos Mendes. Thank you. Thank you all. And it's great to see so many friends and all colleagues and new colleagues who allow me to be standing here before you. I'm very pleased to be here to share my perspective in global health in the context of USAID's emerging strategic framework. I want to start by thanking CSIS and Steve pointed out we've been trying to find a time to do this and this is a good time for hosting this forum, and I want to thank you all for joining in as well. Earlier this month USAID celebrated its 50th anniversary. We were just sharing that it's also CSIS 50th anniversary, so happy birthday Steve. President Kennedy founded the United States Agency for International Development on the belief that all people deserve a decent way of life and that peace can be fostered through development. Over the past 50 years the world indeed has experienced a peaceful revolution of hope and human progress. This process has also contributed to our own nation's peace and prosperity. Dozens of new democracies came into existence. The Green Revolution saved billions from hunger. Global poverty rates fell and global literacy grew by 60%. The rates of child mortality have declined by nearly 70%, with more than 50 million lives saved in the last 20 years alone, children who otherwise would have died. And the hopelessness brought on by the AIDS epidemic has greatly diminished, particularly in a continent where there was an implosion of hope. Future generations will look back at this period as a turning point in the history of public health, and one could say in the history of civilization. USAID's contribution to this success has enjoyed bipartisan political support, the engagement of multiple US government agencies, and the participation of civil society and the private sector. The American people and their partners can and should feel very proud of the part they played in achieving these extraordinary accomplishments. Nevertheless, preventable disease and premature death continue to plague much of the developing world, particularly affecting poor women and children. Of the 7.5 million children under five years of age that died last year, two-thirds of the deaths were easily preventable. One of every three children in the developing world suffers from stunting due to chronic malnutrition, which often results in needless deaths. For those who do not perish, malnutrition cripples opportunities and condemns young lives to learn and to earn much less than otherwise. Women in developing countries are more than a hundred times more likely to die from pregnancy-related complications than women in the developed world. More than 215 million women have an unmet need for voluntary family planning. HIV and AIDS-related diseases continue to kill more people in Africa than any other disease, and neglected tropical diseases affect over one billion people worldwide. Our job is far from done, and our bodies are indeed not growing. But for those of you who may doubt that we will see change on a revolutionary scale in our lifetimes, I challenge your wisdom. I believe there are indications that we are closer than ever before to narrowing the gap between our ideals and the reality of our time. Today, I will introduce USAID's strategic framework for global health. The next chapter of USAID's efforts in global health will build on the strong foundation of prior success. The blueprint will ensure we are better able to adapt to changing realities and challenges which are sure to present themselves in the years ahead. Our strategic framework itself is not new. It is driven by the vision of President Obama's Global Health Initiative, the direction articulated by Administrator Shah in his Barms Lectures to the NIH Scientific Community early this year, and reflects our agency reforms efforts called USAID Forward. The actual document is being circulated among U.S. government agencies at the moment. I hope to share with you some of the highlights and engage your views actively. I will begin my presentation by touching on the U.S. government context in which this strategy has been developed over the last two years. We are guided by a dynamic and complex set of national policies, directives, initiatives, and other factors that influence USAID operations into a cohesive approach that will guide a more strategic global health response. Secondly, I will outline how our strategy fits with the ever-changing global health landscape. The world is changing. We must have an improved understanding of the forces that directly and indirectly influence our ability to fulfill our mission, our shared mission. And thirdly, I will discuss our priorities and the way forward. With a solid foundation of success, we are poised to make significant impacts on maternal health and child survival. We will march with conviction on what has been a long road towards an eighth-free generation, while maintaining progress against a host of other infectious diseases. To do so, we need to challenge the world and ourselves, and we will need to adjust the way we work. U.S. efforts in global health are heavily influenced by our international commitments and consensus around the Millennium Development Goals, the Paris Declaration, and the Accra Gender for Action, and more being discussed today in Busan. The structure of U.S. assistance is also guided by a number of national policies, presidential initiatives, principles, and guidelines. In May 2010, President Obama issued a national security strategy that recognized development as a central pillar of our national security capacity. In September of last year, through the first ever Presidential Policy Directive on Global Development, the President outlined high-level principles and called for a new approach to international development. Further, and it's almost its first anniversary, Secretary of State Hillary Clinton issued a quadrennial diplomacy and development review, an unprecedented joint review of the mandates and capabilities of the Department of State and USAID to ensure that these core elements of American civilian power work in tandem. USAID's strategic vision is inspired and aligned with the principles and goals of President Obama's Global Health Initiative and the recently released USAID's Policy Framework 2011-2015, which is making operational USAID forward reforms in our agency. As Administrator Shah has remarked, USAID is aggressively doing its part to usher in a new era. Through procurement reform, talent management, better policy capacity, and a focus on innovation and results, USAID is undergoing an ambitious transformation of the way we do business, something recognized this year by an independent OECD peer review. USAID's strategic vision is guided by the principles and goals outlined in the GHI. Since the launch of the GHI in May 2009, significant progress has been made towards a more comprehensive global health strategy for America. After some initial bumps on the road, GHI is now fostering greater interagency coordination, country ownership, and smart service integration while aligning previous health initiatives for greater efficiency, namely the President's Malaria Initiative and the President's Emergency Plan for AIDS Relief. Portfolio reviews across each of our global priorities have opened up our thinking to external participation, while 42 GHI country strategies are either completed or in development and integrating USG programs across health for improved collaboration and efficiencies. The GHI's principles, which really bring to life the GHI, are now being operationalized and after some consultations will be systematically implemented by US government teams on the ground. On to the changing landscape. Many things are changing in our global health space, far beyond the Beltway and our national borders. The rapidly evolving nature of our sector and its context will require a large degree of flexibility, innovation, and even greater collaboration in the global health community in the years ahead. USAID is prepared for those changes and is engaging proactively to meet those challenges. The epidemiologic transition by product of our success to date in child survival and family planning is manifesting itself with a pandemic of chronic noncommunicable diseases like cancer, diabetes, and cardiopulmonary disease and concerns over road safety are bound to grow. These strengths will require attention and progressive adjustments in our work, even if we cannot launch a whole new platform today. But there are other more contextual developments and we all know that context is paramount to better health. I would like to take this opportunity to emphasize what I call the economic transition of health. Despite the economic slowdown in OECD countries, developing countries are in the midst of an unprecedented economic expansion driven by better governance, globalization of trade and technology, and the demographic dividend. The demographic dividend itself is brought about by family planning and child survival success in combination with rising girls' education. For families and nations, fewer children per woman translate to significant savings while the demographic pyramid gets an expansion of its working age segment further strengthened by empowered women during the workforce. This demographic dividend adds one to two percentage points to the GDP growth of a country for a period of 30 years or more. We have seen this scenario unfolding in Latin America. And more recently, Asia. It is just beginning in Africa and elsewhere. Today, the world's economy is 500% larger than it was when USAID started. Persistent inequality is notwithstanding. That's more than twice the growth of the population. So GDP per capita in the world has been growing at a presidential rate historically. Countries that were once aid recipients are now amongst our major trading partners, as well as participants in a new emerging aid scape. For many countries, from India to Nigeria to Philippines and Uzbekistan, the $50 per capita cost of a basic healthcare package represents 10% or less of the additional per capita income growth projected between 2009 and 2012. How do these developments affect health in those countries? How should we adjust to these shifting patterns of economic growth? If experience elsewhere holds truth, these countries will invest proceeds from growth disproportionately in health. There's a very tight correlation between total health expenditure and GDP of countries. By the end of this decade, domestic health spending may double in many of USAID partner countries. Yet, the default of this growth in the health sector tends to be an expansion of unregulated private provision and out-of-pocket payments, which now accounts for 50 to 80% of the total health expenditure in Africa and in Asia according to the national health accounts. Such default leads to inequitable access and catastrophic expenditures across all health conditions, old and new, as noted in last year's World Health Report, every year 100 million people are pushed back into poverty defeating development by health bills, because they like prepaid risk pool schemes. This cannot be the future of health, especially when growing economies should afford better health for all without families going bankrupt. How do we turn this challenge into an opportunity? At USAID, we are exploring how we can support health financing reform to extend coverage and decrease out-of-pocket expenditure. It's their own money. It can be spent better. We're feasible. We will discuss how we can crowd in local investments of governments and even private sector. Unlike others, we are in discussions with BRIC countries and other emerging economic powerhouses as strategic partners and donors. This brings me to my final point. Our five-year success will be measured by our contributions to saving lives among the poor and vulnerable, particularly mothers and children, strengthening health systems and technological innovation, and by inclusive leadership in global health and international development. The global health portfolio at USAID spans many crucial areas for the health of poor people, from family planning to tuberculosis control. A core belief of the Global Health Initiative reflected in the strategic framework is that improving the health of mothers and children and realizing an ACE-free generation are areas that have a great potential for impact. Earlier this month, Secretary Clinton outlined a vision to accelerate the decline of HIV infections by maximizing preventive interventions like PMTCT, voluntary medical circumcision, and treatment as prevention, as supported by new scientific studies. As the number of new HIV infections falls below the number of deaths from HIV, the AIDS epidemic will enter a period of self-reforcing decline. Since our programs account for most of PEPFAR's work in countries, USAID will contribute to this ambitious yet achievable goal working with CDC and many other agencies and partners. The current budget environment will require us to do work with even greater efficiency and lower cost, while engaging new partnerships and fostering country ownership for sustainability. As I've said before, we cannot solve the challenges of our time unless we solve them together. This challenge for collective action goes beyond combating a single disease. Child survival is a paramount priority for the U.S. government. It is at the heart of USAID's work and cuts across many of our elements, from nutrition to PMTCT to malaria control and immunization, to the growing challenge around birth itself. For those of you who are mothers and fathers, I know at times you have put yourself in the shoes of the people we were to help. As Vice President Biden put it at USAID 15th anniversary celebration, imagine what it feels like to be stripped of your dignity because you can look your child in the eye and know that you will be able to provide for that child's needs. The world agrees that no child should die when it can be avoided. The very idea of a child dying from an easily preventable cause is today a foreign concept for most American families. I believe it is our duty to bring this reality home to every American, both the great achievements to date and the remaining challenges. It is to such an understanding that we will be able to maintain strong support for the work we all do. GSI's emphasis on collaboration, innovation and integration will greatly facilitate our efforts to accelerate the decline of under five mortality. Dreaming of the day when differences between rich and poor countries will disappear and it's not far, the experiences that we have in Europe a hundred years ago have been pretty much replicated in the last 20 years around the world. We are close. A ministeria, a champion of this vision will share more of it at an upcoming CSIS forum and immunizations on December 9th. Beyond specific diseases or age groups, GSI also challenges the world and ourselves to work in new ways. USAID's mission in global health, aligned with GSI's principles and USAID policy framework, focuses on the following, providing technical leadership in responding to global health challenges, partnering strategically with a wide range of actors, accelerating the development and introduction of innovative technologies, scaling up evidence-based and locally adapted health solutions, strengthening local health systems, promoting gender equality and working efficiently as effective stewards of public trust. Many of you are familiar with the Preston curve, those who are in public health, that plots the health outcomes against gross domestic product for all countries over several decades. That graph shows the richer countries do better than poorer ones. But also the recent decades have delivered better health outcomes for the same level of income. This actually has been attributed to knowledge, science, technology, local capacity. While development moves the curves along the GDP line, our work ratchets those curves up. As others have put it, it's not only about more money for health, but more health for the money. To support our mission, we are harnessing the technical excellence of our staff in implementation science. How do we adapt, scale and sustain solutions? We are also strengthening our country's support, monitoring and evaluation and communications functions. And we are strengthening our work in health systems as well as in technology and innovation. USAID has a long tradition of supporting technology for development, and Administrator Shah has endorsed a new platform for science, technology and innovation. Efficiency will be more important than ever to continue to deliver on health equity. Public prior partnerships supported by USAID are yielding novel vaccines and short treatments for tuberculosis. In the last decade alone, USAID has formed more than 900 alliances for greater health impact. And we will continue to test innovative models such as crowdsourcing and impact investments to better deliver on our mission. We are also leveraging the potential of ICT, information technology for global health. From 2006 to 2011, the number of mobile phone subscriptions in the developing world soared from 1.6 billion to 4.6 billion. The growth in Africa has been particularly dramatic. What this will mean for global health is only now starting to come into focus. USAID is committed to leveraging the power of the mobile revolution to improve the lives of women and their families. The agency will also harness the economic transition of health, referred to earlier. This new paradigm calls for greater capacity for national stewardship of mixed public-private health systems, as well as modernizing health financing for greater efficiency and equity. For this purpose, we will strengthen our health systems platforms in the agency. We are fostering greater country support through a dedicated office, geared to operationalize the principles of the Global Health Initiative on the ground, including greater integration, country ownership, accountability, and sustainability. Where economic development and our programs are successful, we will also work towards a progressive transition to independence from foreign aid, as we have done recently in several missions to Latin America and Eastern Europe. USAID has left about 30 countries in its history, so we are not meant to be there forever. To conclude, investment in global health are a pillar of American leadership, advancing our national interests, making other countries more stable, and the U.S. more secure. They are a fundamental expression of our values. We have an impressive brain trust in our global health community, and I am proud of the talent and the dedication of our diverse USAID staff, as are we of the collaboration with countless partners in the U.S. and abroad. We have made incredible progress in international development and global health in recent decades, and a crop of recent demographic health service results give pose for optimism. We can now imagine near-zero deaths among children and mothers, as well as an AIDS-free generation. The budget environment notwithstanding the President's policy directive, the QDDR, and USAID Forward and the Global Health Initiative position us to maintain momentum and move forward with game-changing innovations and better health systems as countries write this economic transition of health. President Kennedy once said, the conquest of poverty is as difficult if not more difficult than the conquest of outer space. His vision to reach the moon took a decade to be realized. Beyond the technological feat, that achievement crystallized a sense that humans are all together in this universe. I have to believe that if we can develop technologies capable of sending men into orbit, we can find ways to deliver better health right here on Earth. The fact is we only have this small planet, and collectively we share the responsibility to ensure that every man, woman, and child is provided with an opportunity to live and to succeed. Given the trajectory of recent decades, I'm optimistic we can realize the founding vision of President Kennedy and complete in our lifetime a peaceful revolution of human progress and health for all. Thank you all very much. Thank you very much, Ariel, for that eloquent presentation. We'll turn to our audience in a few minutes and request some quick comments and questions for Ariel. We also have received a number of questions from folks online, and we're joined by a few hundred people who are able to watch this, and I'll turn to those. Some of those questions, there's quite a bit of commonality across some of the submissions. Let me turn to some of the sort of tougher issues that are out there today for all agencies that are involved in contributing to development and global health. Obviously, the budget uncertainty is acute, and last week we saw the outcome of the Global Fund Accra board meeting, the admission that a $2.2 billion shortfall and pledged contributions, fully a third of the funds that had been pledged, and an inability really to make new commitments for the next two years and hopefully reorder some of those resources to keep sort of the emergency and immediate life sustaining commitments alive in their core countries. For us as a country here in terms of our bilateral budgets, clearly we're living still in the midst of considerable uncertainty and angst about what will happen in this period, but it's fair to say that the resource base, the foundational resource base is going to at best be flat and more likely than not be dropping in this next phase, how badly is to be determined. In your view, as you look at this uncertainty, and we know that development and global health have been the subject of a lot of speechmaking lately around the value and the achievements and the need to preserve those, but I think also the pressures are going to build inevitably upon all of the agencies like yourselves to pick your spots and to protect your vital interest and pick your spots in this next period, which makes for uncomfortable kind of decision making, but it's one that the global fund was forced into doing just most recently in saying, okay, these are the things we can and cannot do, these are the things that are most vital in moving forward. Given the span of things that you talked about just a moment ago in terms of the core agenda of AID, how do you begin to prioritize and communicate to an American public about what the core vital pieces of those are that as we head into the tough headwinds of declining budgets, how do you respond to that challenge, which I think is inevitable and going to be with us for this next period? Thank you, Steve. It is the case that the economy has not been what we would like it to be, and budgets are being reviewed, and we are working with our colleagues in Congress, with our colleagues in the administration. I think in general these scenario people would like to protect, but also we are sensitive to the fact that cuts are being discussed as we speak. So how do we go about making choices? I think what I have stated here and has been studied by the U.S. Administration to the Global Health Initiative is we are focusing on saving lives of mothers and children. There are many specific areas that can accomplish that, and we are looking at which combinations can achieve the best value for the money. We are committed to our work on AIDS, and that remains, and there has been a lot of success and a lot of efficiency gains, as you all know, and we want to carry on that while maximizing prevention. We believe key for the future is to ensure prevention is maximized. Treatment as prevention is part of that equation, but PMTCT and circumcision among others are paramount. So those are the areas, but as the GHI itself also guides, we need to change the way we work. And for us, that means not only a greater emphasis on technology and innovation, but also a greater emphasis on health systems strengthening and working different with partners in the private sector, but also with the governments that we serve. Those are the areas in which we are putting our emphasis. The Global Fund is a pivotal entity, and we all share concerns over recent developments at the Global Fund. The rounds strategy approach to funding is evolving into a more flexible way to respond to country needs, and so the idea of having a round to specify this may not be anymore. General Manager has been added to the equation to make sure that all of the recommendations of the Board and recent reviews will be implemented. And we are working, of course, with PEPFAR and others to maintain our commitments to the fund. The fund is very important to align our work with and to leverage three-to-one other governments and other donors into the causes that we spouse. It was about a year ago that the Quadrennial Development and Diplomacy Review, the QDDR, was completed, and the decision taken to call upon AID to take a larger role as a leader and a convening leader, but also a technical and managerial leader in respect to global health programs and to prove its value and its ability to do more in those areas looking forward. Can you talk a little bit about where we are in that process? Because there were some general benchmarks established. There were groups created to try and refine the indicators, but most importantly was really to begin to substantiate and prove the case that AID was moving forward in this respect and demonstrating its proven capacity and leadership and taking on more and more responsibility. Can you talk a bit about what has happened and what lies ahead in this? Because I think that's very fundamental to the future, the outcome of that process of deliberation. It's very fundamental to the future of the Bureau and of the agency's ability to carry forward on the mothers and children and the AIDS-free generation and the other pieces that you talk about. Thanks, Steve. Well, it is indeed a very important issue. It's almost a year, and USAID has been moving all along. I want to recognize Amy Batson, who is our senior deputy, who has indeed been driving a lot of the work in this benchmarking process over the last 12 months or so. Basically, a lot of progress has been made, a lot of well-documented exercises from the interagency portfolio reviews to the integrated country strategies to better communications. All of those pieces are actually coming along very well. It just happens to be the case that Luis Cuam joined us, Executive Director of the GHI, only this year. And there were many things to pay attention to from the strategy, getting us all aligned in the same direction and so on. And the State Department is only now moving on really validating the process that we have put in place early this year. And there's a consultant that is working with the State Department with the Operations Committee. And we expect to have an interim report to the Secretary this January so that although the timeline that was specified by the QDDR is September of 2012, we hope to have significant progress reports for the Secretary whose decision will be made, will be to decide when and how the GHI will transition. Thank you. Of the questions that came in from our folks online, there were at least four different questions that approached the issue of nutrition. And there was another two that raised the question around water, sanitation, and hygiene. And I think what prompted those questions is the realization that of course USAID plays a very important role in those other areas. And as you lay out your health framework and your strategy, the question that's coming forward is can you explain how that will involve AID's linkages and contributions in the nutrition, water, and sanitation areas as well? Thanks. As you know, nutrition has always been a very important pillar of the work of USAID. And when it comes to child survival, we know it cuts across almost all of the conditions that end up making kids vulnerable to the diseases that kill them. And for that reason, we are very much devoted to, and this has been a great partnership process in the last year or so on nutrition and the scaling up nutrition. And our work on nutrition, which has a lot to do with supplements and micronutrients and so on, is very much aligned with the President's Feed the Future initiative that is also hosted in USAID. So there's a lot more there on the food security, on the production and supply side, but working quite closely with us. The intention is to make sure that all kids in the first 1,000 years of life from up to the second birthday will have appropriate nutrition for the reasons we said before. Some others will actually add that feeding, providing food security and good nutrition in those first 1,000-year days of life will then also help preempt an adult risk of obesity and related conditions. So we believe it's a very important area for our work. Water and sanitation, hygiene has always been also a key point of action for USAID and like nutrition, it builds on the work that is done across the rest of the agency. There's a lot of heavier lifting on the provision of water and sanitation access to communities. We are focused being more on hygiene and drinking water and again, those are essential for the child survival goals that we have noted earlier. Thank you. I want to invite some comments and questions from the audience. Please, what we'll do is we'll bring some microphones over. We'll start here. What we'll do is take three or four quick comments and questions. Please identify yourself. There are three hands up here. Matt, if you could, and we'll, and if you could identify yourself and offer a quick comment or question, I apologize that the podium here blocks your view a bit. Please. Yes, I'll stand up. My name is Michelle Forsley. I'm a professor of global health law at Widener School of Law in Wilmington, Delaware, and work in the field of health sector reform, anti-corruption, pharmaceutical supply, medicines access, et cetera. One of my observations over the last 15 years has been in this field coming from a field of just practicing law to a field of combining my role as a lawyer with that of public health in the global arena is that lawyers are not active participants in the work that you do. They're certainly in the corporate offices of USAID and the World Bank and in the World Health Organization and in other development organizations, but they don't seem to be in the field. And from my observation and experience, there are many times when the interventions that USAID and others try to implement are limited by the lack of analysis and understanding of the wider legal infrastructure that may have relevance to your desired outcome. I mentor students and I run an externship program in global health and the law, and I have to ask myself sometimes, where are these young bright minds going to go? Whether they're U.S. students or foreign students, they come from all over the world. And I'd like to invite you, sir, to consider having the presentation we did last week at the World Bank on law justice and development where we demonstrated the variety of ways in which lawyers and law have been highly relevant to the outcomes. And that includes the World Justice Project, the Rule of Law Index, very much connected to economic outcomes. If Rule of Law is important to economic outcomes, then therefore it's important to health. I'd like to hear your thoughts on that and how we might bring in this extra army. Thank you. And the row right behind, Matt. Please identify yourself and offer a quick comment. Thank you. Juan Manuel Sotelo, PAHO WHO. Congratulations, Ariel. Excellent presentation. Two things I would like from you. You made a comment on partnerships, and we are talking about global health. I would like your comments on how do you see a multilateral approach, for instance. How is WHO and PAHO in this region of the world participating in the strategy? And my second matter is related to how does Latin America and the Caribbean show in the global map of USAID in your strategy? I'm Bob Hershey. I'm a consultant. You had mentioned the Internet and your work, and I wonder how it might be used to get together the communities you're working with and gather private funding and get transparency on some of these projects. Thank you. Do we have any other folks who'd like to join in? There's a woman right here. Seth, right here. Thank you. Nula Moore with American Thoracic Society. I wonder if you can address USAID's goals for tuberculosis control, particularly the need to scale up addressing multi-drug-resistant TB. Thanks. Thank you. So why don't we come back to Arielle? We've got these four questions on the table, and those of you who would like to join in for the next round, please do. Thank you, Arielle. Thank you. To Michelle, as a public health person, I remember beginning to learn from business people and lawyers and economists, we need to engage all of those disciplines and communities in our work. We have done a lot of that over the years, and USAID has been leading in so many ways. Our work in the agency beyond our Bureau on Democracy and Governance is paramount, as you all know. And I've also made a solution to the fact that reform will be important, and the law is crucial to provide clarity and guidance to governments and society. Nigeria, for example, with clear legislation, allowed the private sector to emerge with almost 40 HMOs in Nigeria that are providing services and respooling and so on. Again, so the legislation will be important in health systems going forward. It's not just the community work, but especially those countries mature. The way for us to imprint a sustainable and equitable future will have to involve legislation. So health system reform is the space where I will see some of that. On WTO partnerships and multilaterals, of course we are committed, as you know, the US government in so many ways to the multilateral space, especially in leveraging many of the strengths that technical agencies like WTO have in providing normative guidance, technical assistance, and so on, and working always in tandem with ourselves. We were very closely with WTO, as you know, in terms of making sure we agree and we support the development of guidelines for countries and then we help align the implementation. Latin America and the Caribbean is indeed a place where an icon originally from Mexico where the economic transition has been taking place. And so whether it's Brazil or Mexico or Argentina or Chile, you have to imagine that the world is changing there and that's our role in terms of assistance has also evolved. We still are committed to, of course, the region and Haiti is one such an example more recently of our commitment to the region. The internet, well, we don't need to say much. The internet is out there, everybody's using it. So whether it is for sharing ideas, forming groups, getting resources, the number of possibilities are huge. E-learning and increasingly we are also leveraging through cell phones for many other areas, whether it's electronic records, making sure pregnancies are followed closely or early childhood immunizations also. The IT space is just all over us and in USAID is doing a lot just on mobile health. We have over 70 projects out of a global portfolio in headquarters plus those that our countries are engaging. And we are now developing a strategy for eHealth to bring a cohesive intelligence as to what we do in a very important new space for health and development. Tuberculosis, as some of you may know, I come from the tuberculosis community. That was my original work in MDRTB. So I care a lot for this space. I think that we have witnessed a very successful period in the last 20 years globally and MDRTB remains a great concern and so we know that in addition to the taking and treating MDRTB we must ensure good dose programs are in place to prevent, which is a lot cheaper, MDRTB. So this is a very important area. We work a lot with WHO in supporting the dose programs at WHO, but it's an area that is vulnerable, no doubt, in terms of our priorities on child survival that we have stated before. Yet through MDRTB and through the HIV interactions we are trying to remain supportive of our work in tuberculosis. Thank you. We have a hand up right here and two down in front. Yes, please. Hi, doc. Mendez, thank you for your extra presentation. Please speak up a bit. My name is Nana Sangbende and I am with the UN Foundation. I work a lot on maternal and newborn health and when I realize, if you look at the UN MDGs, four and five, which suppose to focus on child health and maternal health, they bypass what is supposed to be the critical issue or how to achieve this, to address this issue. And what you said with your presentation, what stuck with me was that USID works to save children and mothers. So I wonder what kind of program do you have that actually address family planning and reproductive health, to help to achieve this objective? Thank you. Good afternoon, I'm Mi-Lan Huynh. I'm the director of the Air Force International Health Specialist Program. And as you know, when we work with partner nation militaries, we've had partnered with USAID in the past in areas like pandemic influenza preparedness and HIV prevention. And you mentioned health system in your presentation and our experience with working with other nations is that in their health system, there's really no barriers between the military health system and the civilian health sector. And as we go forth in terms of partners, I wonder what you see would be sort of the military medical role in assisting USID. Hi, my name is Paul Emer. I was a career Foreign Service Officer with AID for many, many years, a health officer. And I'm now working with a group based in the U.K. called HLSP, which has done a lot of work with health systems. I just have a question. I'm very supportive of your comments about kind of going back again toward a focus on maternal and child health. I will point out though that in the mid-80s, AID focused on a very important child survival program as well, which then kind of dissolved out. And I'm just wondering now, given the importance of the health system stuff that you've talked about and moving back toward a focus on child survival and maternal health, how are you going to make this transition between a disease-oriented approach which has been relatively successful with PEPFAR and PMI into a more horizontal, kind of broader health systems approach focused on child survival and maternal health? Thank you, Paul. There's a hand right back here. Yes. Just one second, we'll get a microphone over to you, ma'am. Hello. Barbara Seligman with DAI. My question is, in view of your attention on focusing on capturing or harnessing the economic transition for health, does that change the priorities of countries in which the GHI will be working or how it will look at allocation of resources across countries? And secondly, with regard to health systems strengthening and some of the things that you suggested you might be doing differently, could you please maybe describe a few of the things you might see doing a little bit differently in that area than has been done before? Thank you. Thank you. Hello, and thank you for those great remarks. My name is Adora Iris Lee, and I am with International Relief and Development, IRD. You spoke a lot, doctor, about the relationship between poverty and health, and we all know that quite well. And I'm wondering if you could share your vision, since you are still relatively new here in Washington, but your vision of how the Global Health Initiative will incorporate economic strengthening and women's economic empowerment measures into your global health programs. Thank you. Thank you. Ariel, why don't we come back to you now? We've got five different angles. Thank you. Thank you very much. Onala, yes. MDGs four and five, the role of family planning. Just like nutrition is central to child survival, family planning is also central. About 20% of maternal deaths from unwanted pregnancies could be prevented. So family planning is important for that. It's important also for women's empowerment, which is a core principle of the GHI. And it's also important because it actually helps with the demographic dividend or economic success, although that's not the reason why we actually drive it. The military has been so important in so many ways. We work closely with the OE, not only in emergency response, but across the scope of our works. And your relationships with other militaries are also very important. And I can think of Senegal where the military were so important in helping prevent HIV taking off in that country. So we look forward to continue that relationship. There are so many dimensions to the collaboration. It's hard for me to pin it down, but clearly a referral assistance might be an area where the availability of hospital services where they are not existent in relief and other situations might be an opportunity. Paul, thanks for your work all along in this space. Yes, in the 1980s we had an emphasis on the child survival revolution. Many of you here were part of that. And the issue was sustainability. And so how do we make sure that this time all of the efforts we are making can achieve that sustainability so that indeed as ways come and go we don't have to go back. My sense is we have reached a new level in many countries now around the world, and it is in that transition where we still need to be committed to many of those vertical programs, but also countries are requiring a greater level of integration. So we are still built in a way vertically. We are still accountable to the American people through specific areas and we will probably not change that immediately. But the Global Health Initiative already has opened the door for us to talk more about country ownership. And that usually means country ownership means they are looking at all of their needs, their own priorities and so on. Health system strengthening, sustainability, all of these requires attention. So the question that was asked by Barbara, so what exactly do we do with health system strengthening? There's plenty there from gathering better evidence because it's been a field that has not had the same degree of science than other areas to communicating better. The American people need to understand exactly what it does. How expanding coverage in Ghana leads to not only safer pregnancies, but lower infant mortality. And that sort of evidence will become important because it will then support the priorities that we have again as construed vertically but by supporting countries in a more integrated fashion. So we will do a lot of technical assistance will be important. We will do a lot of technical assistance like the demographic health service have been hugely important flagship programs of UCID that allow us to understand not only ourselves but the rest of the world and the countries where things are, where things are going. So that type of evidence data capacity for stewardship of mixed systems. Many governments are still thinking that the private sector is another deal, it will go away. It's actually two thirds of the sector and how to engage constructively the private sector is very important going forward. And then finally on poverty and health well yes we have noted that I mean global health is one of the largest segments in UCID but UCID is devoted very much to development as a whole. So there are many other groups in UCID working to foster development and across the agency, across our foreign portfolio women empowerment is crucial. It's crucial for all sort of reasons but the most important because the payoff is huge, education and empowerment are huge both in terms of economic development and also in terms of health, the health of families. Thank you. I think we have time for another round. I'm going to ask one question which and then we'll turn to some of you here. We've had the chance recently to visit Ethiopia and South Africa and Zambia and there's a couple of themes that came through quite powerfully that from that trip, from those visits that one in particular that I wanted to ask you to comment on RAO and that is that enormous upsurge of pressure from the partner governments upon AID CDC, OGAC leadership to reduce the number of implementing partners that are non-governmental implementing partners, reduce them and streamline and consolidate them and move them towards away from direct service delivery and towards technical support to government organizations and move towards a greater direct funding by USAID and others of partner government institutions and from the standpoint of the government of Ethiopia or the government of South Africa this is what they understand as country ownership is higher efficiencies fewer implementing partners not saying that implementing partners don't remain very valuable but it seems to be a core right now in a court managerial challenge because you have many many many different contracts out there with implementing partners they can't just be ended overnight it's a managerial challenge it's a political challenge in terms of whether you take a huge risk of accountability if you begin direct funding of government agencies and of course there's a lot of resistance from implementing partners in terms of being basically asked to phase out their work in some of these countries I was struck by just how much turmoil and how much drama and debate is centering around that very issue and how much it really lies at AID's door as one of its key challenges if you could talk about that for a bit thank you very much in South Africa the change is more complex South Africa is sort of in the upper of that economic transition ladder and so indeed and now that the government is so committed to their own HIV AIDS programming it is allowing to change really where the priorities go so there is a change in South Africa in terms of our commitments as well as both one and other countries where success and country engagement and economic development allow us to do so but your point is a bigger point about the way in which we engage in what we call in USAID procurement and procurement reform is indeed one of the key elements of USAID forward as we look at the way in which USAID operates both the global enterprises and the country-based enterprises often there is an emergency of the two through integrated vehicles allow us to provide standardized services scale and the discounts that we get because of that integration of multiple components one very specific successful platform is our supply change management platforms for example and so there is an issue how can we change the way we do our business we also want to foster country ownership which will then mean that we should be willing to support governments that qualify in terms of transparency and capacity and so on but also local NGOs and this is not an easy transition and it's not an overnight transition but if the intention is to get more of that capacity locally so that indeed our success stick in the long term there is a change the change will not be as dramatic I mean the feasibility itself but also the concern that you may be speaking to may not be as big because I mean today maybe only 10 or 15% of our funding ends up being local and so even if we can go to 25 or 30% as part of this reform the majority of our funding will still be in a similar way but the other growth of that small part will be quite significant in many of those countries to allow local NGOs and local capacity and better governments in this space and so whether it is in the case of South Africa or Latin America when there is some transition in programs what you see is indeed our funding moves from the direct service provision and into providing technical assistance, regional coordination and that's just the reasonable path during transitions Thank you we have time for one more round of questions we had a gentleman here in the front row we have two hands here we'll take as many as we can here so please be patient Yes sir. Thank you nice talk Ariel, nice to see you just to Marcos Espinal from PAHO just to ask you and I don't know if you probably will be able to answer this question but one of the issues we're seeing is the challenges of the international community in Haiti you mentioned Haiti as a priority and there's two questions at the beginning about water and sanitation when we see all these problems about cholera about earthquake and some I mean and some NGOs going into to vaccinate you know with limited numbers these are good initiatives but I'm not going to solve the problem Haiti has probably a lot of population without lack of access to water is there any discussion going on or anything that the global health initiative of global health bureau or your role is doing with your counterpart in USAID because it's about development to improve access to water in Haiti and work with the new government Thank you Seth there are two women right there please Thank you Joan Holloway with IAPAC and I'm mentioning this because I know this is an area where you've had a lot of experience Ariel it's human resources for health and I am concerned that with the broader rubric of health system strengthening the area of human resources for health is getting lost now the private sector is taking up a real I think leadership in this with the frontline health worker coalition the goal of a million new community health workers government has to take a bigger role too and I would just like to hear what your thoughts are and how USAID can really expand and foster this Yes Kay Halpern government accountability office earlier you mentioned the austere budget environment and you gave an example as an example actually I think the moderator did the global fund and how they've had to cut back on the future grant rounds and you spoke about procurement reform and I'd like to know how the global health initiative could work with the other large donor out there the multilateral donor the global fund to leverage resources Thank you Thank you there was a hand back here a moment ago Yes right there Hi I'm Grace Chi from apt associates you had mentioned health system strengthening many times and it is identified as a key part of the global health initiative but we haven't seen a lot of very specific guidance of vision out of USAID so I was wondering if you could speak a little bit to that McEwen Hardy development finance international can you elaborate on USAID's strategy to address non-communicable diseases around the world Thank you Thank you great questions Marcus in clearly what an invitation is paramount as it's also housing and many other priorities in Haiti I mean is there's been an incredible community from the US government and the state department has been coordinating a lot of the efforts it's not as easy of course being the ground where the government was weak to begin with and half of it was almost destroyed during the pandemic very quick as you know very well but indeed what an invitation is a priority and availability at least to ensure that water may be accessible USAID has been working very much so in the last year in particular to ensure that that is the case on cholera and having many small scale vaccine and well it is an issue I mean the vaccine exceeds the supply is limited and if you're going to do it you have to do it and I know it's an area where PAHO and CDC ourselves are quite involved in and but I agree that it's probably better to have water and sanitation for the long haul and that is indeed the priority. Joey was worried about health systems swallowing human resources well human resources are the health system and from line workers to the professional service providers to I would say the policy makers in the health space there they have been also relatively neglected and they are very important. It was through the HR window that I began to understand health systems and the reason why is that the economics of the HR only makes sense when you understand the larger economics of the health sector and so what is appropriate in a poor country may not be appropriate as those countries are moving and while we all like to have a very good professional providing services in a poor setting it's a lot more efficient and I think the HR community has done a lot with PAHO and others in the touch shifting to make sure you have community-based workers in those poor areas and so on. So it is paramount and the USAID as you also know has been probably been a lead to the capacity project capacity plus in leading this space over the last almost 10 years Kenya but just how do we leverage others well that's what we try to do every day and we believe that the time is right in OECD countries you know how the situation is in Europe and although the bridge are quite courageous and coming along the Global Fund is a platform for liberation that's why it's important for us to remain to keep the Global Fund as a viable platform for engagement as well as many others the private sector many of you work in private corporations but more and more importantly will be how do we crowd back in local public and private financing for the needs of people in countries where the economics are not beginning to allow it Grace well you know health systems 2020 and so next year is up for renewal and so that will be an opportunity for a redesign of our work in health systems and there will be guidance for that coming up in NCDs again we do not have an office for NCDs NCDs is important and we are doing a few things one is we already have a lot of platforms for measurement demographic health service that are allowing us to understand the prevalence and trends of smoking of obesity so it's very little or no cost we are trying to get the dimensions demographic health services have been so important in building the stories and monitoring the intervention of success so that's a very important platform for us going forward second we are we know that in order to achieve our MDG sometimes you have to do things like advising a pregnant woman to quit smoking and that's another thing that we are doing third integrated community platforms quite often is healthy lifestyles and USAID has a lot of experience in behavioral modification or in mass communications on the whole for healthy lifestyles exercise nutrition and diet all of that lends itself already quite quite well where we are present to make a dent I mentioned nutrition the first 1000 days of life as being probably a way to pre-empt adult obesity and associated risk factors and so all of these are the pieces we are doing today we invest I mean America invest almost all of the NIH colleagues 30 billion is almost all in NCDs and the 50 or 60 billion in R&D that US pharma does is almost all NCDs and quite often food industries and other industries will be on the table for many of these conversations so NCD is going to be very important in our foreign affairs in the future and we are preparing for that future so jumping until we make sure our priorities are addressed in our current government environment thank you let me just close with one last question for you Ariel which has to do looking forward to next year we'll have the international AIDS conference the biannual global meeting will be here in Washington in July third week of July next year will be the first time in 22 years that this conference has been back on US soil the Obama administration lifted the immigrant ban the migrant and visitor ban on persons living in HIV and became possible to do this 20 to 25,000 people will be here for a full week can you talk a little bit about how you see the impact and the value of all of this for an American public that hasn't witnessed this directly on their soil for over two decades and it's going to be coming in the middle of some budgetary tough times in a very heated presidential and congressional set of races so getting the messages right will be very important and there's been a lot of deliberations about how to get the very best outcomes from this very important historic moment if you could offer us your closing thoughts on that please thank you as I noted before next year in particular we are coming out with the priorities that I stressed before for the global health initiative saving mothers saving children and AIDS free generation and each of those three will have opportunities next year you're asking about the particular one of the AIDS conference a major opportunity visibility I have to say that the US communities working in HIV all along have been very strong participants in this country and abroad so that it's not that it hadn't happened because the conference hadn't taken place here I mean I see Shelly and others who have been so involved in the work that we have done in AIDS in the last few years and so I think it's an important opportunity nonetheless because it will bring attention a lot of voices and case stories all of that will matter and at the end the work that we do is the work that the people, the American people ask us to do and to the extent they are compelled whether it's on AIDS or saving mothers and children's lives that should help the work that we do so the AIDS conference an opportunity stay tuned for the others as well Thank you very much Before we close just a reminder December 9th at the Willard Hotel from 9 a.m. to 2 p.m. we'll be staging a major conference on the strategic power of vaccines we'll have an all-star cast there the administrator of AID Rod Shaw will be delivering an address Tony Fauci will be delivering an address and we have three very high level panels I won't go into all the details but please join us either in person or online on that occasion I want to thank Barbara Bennett and her staff from AID for helping make this event happen and from our staff many people worked very hard to pull this together Suzanne Brundage, Julia Nagel Matt Fisher, Carolyn Schroht great thanks to all of you Arielle, it's been great to have you here I hope we'll have you back soon and I wish you the best of fortune in moving this very ambitious agenda forward please join me in thanking Arielle


live from San Francisco. It's theCUBE, covering Oracle Open World 2016. Brought to you by Oracle. Now, here's your host, John Furrier. Okay, welcome back everyone. We are here live in Oracle Open World this is theCUBE's Silicon Angles flagship program. We go out to the events and extract the signal noise. I'm John Furrier, founder and co-CEO of Silicon Angle Media, next to us calling Cassidy. Oracle Citizenship, welcome to theCUBE. Great to see you. Thank you, delighted to be here.  One, you're just radiating energy, love that. But more importantly, you really are doing amazing work with Oracle. Most notable in the press recently is DTAC, the high school charter program that you guys have been part of. Here on the Oracle campus, and I think the story I read, Stafford Castle, I think we own that land over there. Let's give it a... That's one of many things that you guys are doing. And we'll get into a second, but let's talk about what you guys do. Quickly get, spend a minute and talk about what you guys are doing relative to Oracle giving and also citizenship. Sure, so Oracle Corporate Citizenship encompasses a variety of activities, one of which is running our business in the most sustainable and responsible way that we possibly can. But beyond that, there's genuine philanthropy and that takes a few different forms. So the Oracle Education Foundation is a nonprofit funded by Oracle and its board of directors is chaired by Safra Katz. That's the entity through which we engage Oracle employees in coaching high school students through these really immersive multi-day workshops and we're piloting that program with Design Tech High School. So that's where that relationship resides. In addition to that, we have a really robust Oracle giving program, which is our corporate grant-making program. It gives tens of millions of dollars to nonprofit and non-governmental organizations around the world annually in three areas, which include education with a really strong emphasis on computer science education and STEAM. Environmental protection that includes the natural world and wildlife and community, which is health, human services, poverty alleviation. And then we have such an enormous base of employees that's something like 140,000 worldwide and tens of thousands of them volunteer every year. So they co-develop projects with nonprofits and NGOs and execute them. I think we had 28,000 employees participate in the last 12 months. Well, a lot of folks don't know that SiliconANGLE Media has a nonprofit called TechTruth as part of the Brown Truth Project, which really is a philanthropy fellowship model. But this is a shift in generational gaps of people. You're seeing a new generation, certainly the younger folks getting in the industry. They don't really, I shouldn't say they don't care about making money, but it used to be in the 80s. Green is good. Gordon Gekko, Wall Street, you know, okay. But now it's really different. You're seeing a different, can you share any data on that? Are you seeing the same things? The kind of involvement, any trends in giving, whether it's volunteering or actually just nonprofit? Well, one of the things that we see not only among our students, but also among our younger employees, millennials, is a real commitment to trying to improve matters in the world, right? To make the world a better place. So it's not simply about gain for yourself. It's also about a sense of purpose in your work and a sense of efficacy in terms of your positive impact on the world. We definitely see that with the high school students that we're working with too. And one of the things that's so special about Design Tech High School is that its mission is to develop students who believe the world can be a better place and that they are the ones who can make it so. So to teach them the skills along with that sense of efficacy, that they can be the designers of solutions to the world's problems. Education is really one of the hottest issues in every election even more than ever now. Can you take a minute, just talk about how the D-Tech and how the nonprofit of the educational group that you founded came to be. How did you guys decide that, hey, we're Oracle. We're a corporation. We have some extra land. We're going to build a charter ice school. Take us through that, play by play. What, how did it happen? Sure, sure. So if we, we got to go back to 2000 for the Genesis of the Oracle Education Foundation. It was the idea of Larry Ellison and, and Safra Katz and a wonderful man named Dan Cooperman. The foundation has always had a focus on teaching young people, computer science and technology and creativity. And it's always had an emphasis on underserved populations. So that includes girls and students of color are significantly underserved populations in these dimensions of education and careers. As far as the relationship between the foundation and D-Tech and how this current state of affairs which is so wonderful came to be, we had moved into the process of creating a new mission program for the foundation just over two years ago. We had sunset the program we'd run for the prior 10 years, took a little break, stepped back, wanted to think about what we do next. And the board of directors of the foundation got together for a holiday dinner in the winter of 2013 and it was just supposed to be that. It was just supposed to be a social dinner. And instead- So wine was pouring and, you know? Exactly, and instead Safra walked in and she had just come from Washington DC and she was, she was a little bit steamed. She was saying, you know, I just came from DC. Everybody talks about education and the need to improve things in the United States. But I don't really see anybody doing very much and I want us to do something. And she said, we have wonderful people. I really want our people to be involved. And I have amazing jobs. And really we don't have enough young people graduating from universities here in the States to fill them. What can we do about that? And what followed was about a three hour conversation that started to give rise to the bones of what would become our new program. But at the staff level, we realized that the thing we needed to do to truly develop a good program was to engage our users. So Safra had identified one group of users for us, which is Oracle employees, Oracle volunteers. That was a group of users. We had also determined that high school was going to be our sweet spot because your Oracle, your teaching technology at a certain level- You can make the most impression at that level. You can make the most impression there. Elementary school kids not going to be the greatest place for us to engage, right? High school is a really good place for us to engage. And so because we are design thinkers at the Oracle Education Foundation, we realized it was a design challenge. So we brought together our user groups, Oracle employees, nine different high schools from the Bay Area, very diverse high schools, put them all in a room together with a facilitator from a company called Lime Design for eight hours. And we had them rapidly prototype potential elements of our new mission program with us. And among those nine schools were four members of the founding team of Design Tech High School. This was May of 2014. D-Tech, which is the nickname of the school, had not even opened its doors yet. It would open in August of 2014. And they were so extraordinary and they were such good design thinkers because design thinking is core to the model that we recognize them as the organization that we wanted to partner with in this program. And a lot of the jobs that are going to be out there haven't been invented yet. That's right. There's no curriculum for them. That's right. So it's part of the vision for the interdisciplinary and Stanford has been very progressive in this. Absolutely. Is that a big part of it? It's a huge part of it. So the most, you need to understand subject matter and have a broad knowledge base, obviously, all of us do. But more importantly than that, you need to be a lifelong learner and you need to have a sense of self-direction and self-efficacy that whatever new thing it is that I need to learn to adapt to changing situations, I can learn that. Whatever problem or challenge you may encounter, I can be the designer of a solution to that problem. You got to give props to Stafford Katz on this one because a lot of athletes can be like mailing, oh yeah, I donated to that cause, you check the box. There's a real intersection between a core business problem by hiring people for jobs. Right. Yeah. What a great win-win. Exactly. And at the same time, it's this beautiful blend of completely authentic philanthropy because there's a leap of faith here, right? There are no strings attached. These students from Design Tech High School, they don't have to come to work for us or for our partners. It's a genuine investment in developing people who are gonna be really good citizens of global society and are gonna be really effective for the need. And I think this is a real progressive move by Oracle. I think other people should follow and will follow in my opinion. Yeah, we hope they do. We started the Tech Truth as a fellowship for journalists and we think philanthropy will fund journalism too. This does not enough jobs for real journalists so we're training our own. It's true. So this authentic philanthropy is a huge deal. Agreed. Thank you so much for sharing here on theCUBE, Colleen. What a great mission. Check out Oracle's educational nonprofit. Of course, there's Citizenship and the D-Tech, the design school that's gonna be on their campus, Oracle giving back with authentic philanthropy. This is theCUBE doing our share of sharing the authentic content with the original content. I'm John Furrier. Thanks for watching. We'll be right back with more after this short break.


Hey everyone, welcome to Tutor Terrific. Today we're going to look at my third lesson in my second unit of physics. We're looking at one-dimensional motion in this unit and specifically in this lesson we're going to look more at some more graphing examples like we did last time. We're going to do some simple calculations involving speed velocity and acceleration and then I'm introduced to you the big three. These are the big three equations of kinematics for constant acceleration. We're going to look at those for the next few lessons to be exact. They are going to play a role in so many things that you do in kinematics and dynamics. It's not even funny. So let's get started. All right, we're going to do some more graphing to get started because I gave you some examples last time but I believe you need some more. We're going to continue to create position velocity and acceleration graphs but I'm not just going to give you the position graphs to start. You are going to be given some scenarios and be asked to make the position graphs as well from those scenarios. Then after that we'll use the methods from last time to generate the velocity and acceleration graphs. So let's say you're on an elevator and it's on the eighth floor and it descends to the second floor in eight seconds. How can we use this grid to denote that information? Well, we know that the vertical graph is our position. It's the one-dimensional world we live in and so we can treat each of these tick marks as a floor if we wanted. So we're not in SI units per say on the vertical axis but we're still using it. In eight seconds we could use each tick mark on the horizontal axis for time as a second. One, two, three, four, five, six, seven, eight seconds. So from zero to eight seconds you have to go from the eighth floor to the second floor and it says at a constant velocity. So that means it's moving down at a constant rate so it should be linear. So let's see what we generate here. The eighth tick mark down to the second tick mark from zero to eight seconds constant rate of decrease or descent. Perfect. So that's our position function with time in terms of floors. Now how do we get to the velocity graph? Well, we need to look at the slope of the position graph. Now if we're careful here we're going to see that we run eight but we rise one, two, three, four, five, six negatively. So that's a negative six rise over an eight run. Negative six eighths is equivalent to negative three fourths. So that's the slope of this graph simplified. Negative three fourths and that's a constant slope. So that slope becomes the values of the velocity graph. So they have one value everywhere. Negative three fourths. We should have a constant line at negative three fourths on this graph for velocity and that's exactly what I generated here. Now to go to acceleration we look at the slope of velocity. We could see that the slope is constantly flat. It's zero. So we get zero value for acceleration right on the t-axis. So I want you to keep a note here whenever your position function is made up of linear portions or is completely linear the acceleration will be zero. All right, on to another example. We have a cannonball and it's dropped from the top of a cliff and it hits the ground sometime later. So if we're dropping something it starts out by having no velocity and the farther it goes the more velocity it gets because it's under acceleration. We're going to look more at that in a little bit later lesson but this is an acceleration that we're under. So we would expect with time that the slope of the position graph would decrease meaning it would get more negative. We'd expect this thing to start falling really slowly. Basically start falling with no initial speed or velocity and then its velocity would decrease becoming more negative with time. So this kind of graph would result from that. Something like this. It actually looks like it's being thrown outward but remember we are only looking at one dimension of position. In this case that would have to be the vertical position because we cannot look at the horizontal position. It wouldn't change if it's being dropped straight down. So this is a graph of vertical position. So our one-dimensional position number line is vertical in this case and as we increase time we can see that it falls faster and faster to the ground. So that's our position function.  Now the velocity starts out. Let's look at the slope. The slope of the position function at first is 0. It's flat and the slope decreases and becomes more and more negative. The velocity function the graph should start out at 0 and get more and more negative in a linear fashion like this. Perfect. So the slopes of the position function match estimatively because we don't have exact values. The velocity functions values. Slopes turn into values for the next graph. So the velocity is linear and it's negative sloped. It's some value which we could look at. It looks like about we run 3 over before we rise 1 somewhere between there. So the acceleration's value is something negative and it's some negative fraction less than 1. Like so. About negative one-half it seems. So that's the acceleration graph. You can see it's constant. These are constant accelerations. So that's another example of making graphs. Now I want to visualize some of these vectors in two simple scenarios here. Let's say a car accelerated to the right. These units are not SI units, kilometers per hour per second, but it does help us illustrate how the numbers match. I am sorry for the glare here. So at the start the car has 0 velocity at time t equals 0. According to this acceleration, every second that passes it will be going 15 kilometers per hour faster. That's what is meant by 15 kilometers per hour per second. So in the first second we're going 15 kilometers an hour. The next second, 2.20 seconds, we've added another 15 kilometers an hour to its velocity. So now we're going 30 kilometers an hour. Now if we look 5 seconds ahead we've added 15 kilometers an hour 5 times. That's 75 kilometers an hour. As you can see the velocity vector, this little green vector here, is growing in size because we can relate all these because the same vector is the same unit. Now what if the acceleration was pointing in the opposite direction? I'll have that for you over here. Let's say the car is moving to the left and it was moving at a certain velocity and with time that velocity vector would decrease in size since it's moving to the left because the acceleration points in the opposite direction, the velocity vector will decrease. Eventually if the acceleration vector continues to act the car will actually turn around and start backing up so its velocity vector points in the same direction as the acceleration. So these are two examples of acceleration in the same direction as velocity, acceleration in the opposite direction of velocity. We often call this scenario over here the second one deceleration, but it doesn't have to be called that. Alright now I want to do some examples with you so we can use the equations for the speed, velocity, acceleration that we learned last time. We can use those in this lesson because we need to get used to computing in physics doing some calculations and so this is basically our first start at doing that after estimation in unit one. So in this problem we've got a position of a runner as a function of time and it's plotted as moving along the x-axis of this coordinate system here doing a three second time interval. Notice how it was given three significant figures, two significant zeros, a decimal and a three and the runner's position changes from x1 so its initial position is 50.0 meters and its final position x2 is 30.5 meters and that's shown in this figure right here from 50 to just bigger than 30 meters positions. What is the runner's average velocity? That's what we're asked for. I want you to notice what this vector is, this blue vector here. Notice how it's called delta x. We've got a start and finish position so this is the displacement vector. Now what we're going to calculate though is the average velocity. Now if you remember from last time average velocity is equal to final position minus initial position over the change in time or delta x over delta t. We need to compute delta x from the two particular positions so we would do final 30.5 minus initial 50. We're going to get some negative value for that just under negative 20, negative 19.5 meters so that's its displacement. We have to keep that negative sign here because displacement is a vector. Now we will divide that by the time which was told to us three seconds and so we got negative 19.5 divided by 3.00 and that would be negative 6.50 meters per second. Notice how I've still preserved the negative sign. Velocity has a direction and in one dimension it's either to the left or to the right or up or down. Those are our only choices and they are dichotomous pairs so they only work with each other. You can't mix them in one dimensional motion. So its average velocity was negative 6.5 meters per second. Notice how I didn't ask for instantaneous velocity so I don't know how fast it was going at every spot but if we assume it was constant then this is its velocity everywhere. Alright, next problem. This is going to ask us to compute average acceleration for the following example. We've got a car accelerating along a straight road from rest to 75 kilometers per hour and it took five seconds to do that. What is the magnitude of its average acceleration? You might recognize this from the previous couple slides where I showed you examples of acceleration and velocity vectors. It's the same situation. This problem wants specifically the magnitude of this average acceleration. So this is the equation we're going to use. Average acceleration is final velocity minus initial velocity over the change in time or just delta V over delta T. Okay, but we've got a problem. The 75 kilometers per hour that is not the SI units for our velocity. We need to turn this into meters per second. So we have to convert the kilometers to meters and the hours to seconds. So this is done with the factor label method that I showed you. This is a compound unit conversion. I'm going to start with the kilometers. I'm going to convert that to meters by multiplying this number by 1000 meters for every kilometer. So 1000 meters over one kilometer. That's a prefix unit conversion. The kilometers will cancel. Then we will take care of the hours. I want seconds on bottom. So I will put a conversion factor from seconds to hours. So it's one hour is equal to 3600 seconds. I'm multiplying that on next. So the hours are going to cancel here. We're going to end up taking 75 and multiplying it by 1000 and dividing it by 3600, which gives us approximately 21 meters per second. Now the initial velocity wasn't given to us except in coded language. This word from rest. Rest means zero meters per second. It means we are not moving initially. So the initial velocity that we'll plug in here for v0 is zero meters per second. Plugging everything in, we have the five seconds for delta T. We have the 21 meters per second for the final velocity in the correct units and zero meters per second for the initial velocity. Now when we do this calculation, we get about 4.2 meters per second per second. As you know, acceleration, this is what occurs and those two seconds multiply together to get meters per second squared. 4.2 is probably not as accurate as I could have been with the calculator's raw results. However, I only had two sig figs to start with for both of my initial measurements. And so we're doing some dividing. We have to look at the number of sig figs and that determines the number of our final sig figs. Both the initial ones have two. So my final one can only have two sig figs. Alright, last example. We're going to have an automobile that is moving to the right along a straight highway. And we choose the positive x-axis as the number line. So that's our number line situation. It's a horizontal number line along the straight highway. The driver decides to put on the brakes. Now, if the initial velocity when he hits the brakes is 15 meters per second and it takes him five seconds to slow down to 5.0 meters per second, what is the car's average acceleration? And it looks like we have everything we need. However, you have to realize that we're slowing down. So we might have a peculiar situation here where the acceleration vector points in the opposite direction as velocity. But we're going to start by using this equation. And this time we have no conversions to do. Everything is in the proper SI units for us. So we have the final velocity 5 meters per second minus the initial velocity 15 meters per second divided by the time 5 seconds. And that gives us a negative number for our answer. Negative 2.0 meters per second squared. Acceleration is a vector. You preserve the negatives to show that we chose the positive direction as to be in the direction it's moving. And so acceleration has to point in the negative direction because it points the other way. All right, so this situation is what we're getting at here. Acceleration is pointing in the opposite direction of velocity. All right, now I've been excited for this. The big three. Now this is literally a big three. And this is not what I'm talking about here. I'm going to show you three kinematic equations for motion in the next few slides. Okay? I want to look at how they're derived so I don't just give them to you and expect you to just memorize them. It will help you if I show you how they were derived. Okay? Now, what we must assume in these equations is that the acceleration is constant. Okay? It could be zero, but it's definitely something constant. Okay? The acceleration is not allowed to vary. We are going to be working in one dimension only. Okay? I know there, in our world, everything moves in three dimensions and you see a lot of stuff in your video games or whatever you do on your papers or even in the textbook if you looked ahead where the dimensions of motion are two dimensions, but we are only assuming one dimension of motion right now. So a number line is the world we live in. We're going to start our derivation of these equations with an equation for acceleration with respect to time. Now you might think, wait, you just said the acceleration has to be constant. That's correct. So that's our starting condition. Now if you look specifically at this equation, all we have is just this simple equation for acceleration. A of t equals some constant value of a whatever it happens to be. It's not allowed to change with time. So we're going to start with that. Now we're going to go backwards and get the equation for velocity. What we would do is we will, and I don't have to memorize this, I'm just showing you how this works, is we would take the acceleration as a constant and put a t by the variable for time and then add a new constant for velocity, initial velocity, on top of that. And so that's how we get from this acceleration to this velocity equation, v0 plus at. Okay. Now we're going to take this back one more step. We're going to get back to position with this equation. We're going to take the constant of this equation and multiply it by t and add a new constant in front of it, which will be x0, the initial position. And we're going to take the old at term and we're going to put a 1 half in front and a squared next to the t. And so we get this. Okay. It seems like this process could continue on, but there's nothing to continue on to. Position, velocity, and acceleration are three main quantities that are vector quantities in physics for motion. And so we stopped the process here. Now, to be truth be told, we've actually derived two of the three equations already. What we just did, you may not understand the rules for it, but you don't have to because what we just did requires calculus. I'm just showing you what the results are. But all of these equations involve time. Okay. What if we didn't want, or what if we couldn't use time? And we needed another way to study one dimensional motion that had acceleration, but we didn't have any time information. Well, we're going to take the two of the big three equations that we've already derived, which are the second and third ones on the other page. And we are going to do the following. We are going to substitute things into them so that time disappears. If you do that, I'm not going to show the whole thing. If you do that, you substitute out time algebraically, you get the following. The final velocity squared equals the initial velocity squared plus two times the acceleration times the displacement x minus x naught. So that's what occurs when you just take these two equations and make that happen. This x refers to x of t, and this v refers to v of t in this equation. So now we have something that is independent of time. This is called a time independent equation in kinematics. So these three equations right here are the big three, and here they are written in nice, beautiful math script, the big three kinematic equations. Notice how the first one has no position information in it. It's just the final velocity equals the initial velocity plus the acceleration times the time. The second equation is the most complicated. It is a quadratic equation in time. It's the final position, and it equals the initial position plus the initial velocity times time plus one half times the acceleration times time squared. Then the final time independent equation is the final velocity squared equals the initial velocity squared plus two times the acceleration all times the final position minus the initial position. In other words, the displacement in this parenthesis. These are the big three kinematic equations. We're going to spend the next few lessons learning them. Now, if the acceleration is zero, we're going to get a different version of the second equation, which we would get a different version of all the equations, but they would be meaningless. If you look at the first and third equation, if you plug in zero for a, you just get that the final velocity is equal to the initial velocity. You would expect that if it's not accelerating because it would have a constant velocity. The second equation is actually unique if a is zero because you still have position changes. The final position would be equal to the initial position plus the initial velocity times the time. That's an extra equation. This is like a little wart on the big three. It's nothing new. It's just one that's used all the time because there's lots of times when a is zero. Here they are, guys, the big three kinematic equations. You will not have to memorize these. You'll always have access to them in physics, but it's good to become familiar with them. That can only be done by doing problems. We're going to look at that next time. Guys, thanks for watching this video. Lesson three of unit two. Stick around for the next one. It's coming soon. This is Falconator, signing out.