The second thing that these new technologies allow us to do is to tackle big problems in new ways. We had a conference in Washington a few weeks back on what we’re calling precision medicine — the capacity today to potentially cure diseases because we understand the human genome and we understand that a cure for me may not be the same as a cure for you. And there’s incredible research taking place all around the country, but we haven’t gathered all that data together to make sure that the whole is greater than the sum of its parts.
And number three, we want to make sure that we’re using big data, analytics, technology to make civic participation easier. Voters — increasing voting rights and making sure that people are informed about who they’re voting for and why they’re voting. Making sure that community organizations or activists are able to meet and help to shape our society in new ways.
So the reason I’m here really is to recruit all of you. It’s to say to you as I’m about to leave office, how can we start coming up with new platforms, new ideas, new approaches across disciplines and across skill sets to solve some of the big problems that we’re facing today. Because I’ve said this before, I said this at the State of the Union, the most important office in a democracy is the office of citizen. And right now, with all the talent that’s out there, our government is not working and our politics isn’t working as well as it should — the only way we’re going to solve that is make sure that we’re getting citizens involved in ways that we haven’t up until now.
Evan Smith: Mr. President, the theory of bringing tech more closely aligned with government in solving problems is great, but the reality is that the culture of the tech sector and the culture of government could not be more different. Government is big and bloated and slow and risk-averse, and it’s run on outmoded systems and outmoded equipment. Tech is sleek and streamlined, and fail fast and enamored of the new and the shiny. How do you take these two things that seem culturally to be so unalike and put them together in a way where they can and want to work together?
President Obama: Well, let me give you an example of the big and the bloated and the frustrated. You may recall that I passed this law called the Affordable Care Act to sign people up for health care. And then the website didn’t work.
Evan Smith: I heard that.
President Obama: And this was a little embarrassing for me because I was the cool, early adaptor President.
Evan Smith: Right. Not exactly an advertisement for —
President Obama: And my entire campaign had been premised on having really cool technology, and social media and all that. Well, here’s what happened, was that the procurement systems, the specifications, the way that software was built in government was adapted for the age when procurement was for buying boots or buying pencils or buying furniture as opposed to buying software. And so there’s an example of an outdated system — bloated, risk-averse, not working well.
Here’s what happened as a consequence of healthcare.gov breaking down, though. We had to bring in a SWAT team of all my friends from Silicon Valley and from Austin and some of the best software engineers in the world to come in and fix it — which we did in about three, four months’ time. And what we realized was that we could potentially build a SWAT team, a world-class technology office inside of the government that was helping across agencies. We’ve dubbed that the U.S. Digital Services. And we’ve got some of the top talent from Google, from Facebook, from all the top tech companies. These folks are coming in, in some cases, for six months, in some cases for two years and they are making an enormous difference in making sure that veterans are getting services on time, fixing outdated systems, making sure that agencies like the Small Business Administration that has been clunky, is redesigning itself so that if an entrepreneur wants to start up a business here in Texas, that they can go to one spot and within a day they’ve handled all the regulatory red tape that used to require them maybe months to navigate.
Now, the folks who are working in this Digital Service, they’re having a great time, and in part because they are harnessing incredible skills to a purpose where they know that millions of people can be helped. And what they’ll tell me is that as long as they feel that they’ve got a President and somebody who’s providing some air cover, there’s no system that they can’t get in there and work and change and make it significantly better. So part of my job is to try to institutionalize that over the next several years. And I want to make sure that the next President and the federal government from here on out is in constant improvement mode and we’re constantly bringing in new talent and new ideas to solve some of these big problems. It can be done. It requires some effort, but everything requires some effort.
Evan Smith: Because, Mr. President, I talked to tech people in advance of your coming, and I said, if you were asked by the President or by the administration to come in and work with them, what would the conditions need to be that would make it possible? And they said, well, we would need some kind of a carve-out, some kind of flexibility from rules and regulations. We would be willing to work with the government, and maybe we would then donate back the IP to the public sector. Or if we want to give some of the employees from our payroll the opportunity to work in government, maybe we could get — as you would with another kind of donation — some sort of a tax break back. We’d be willing to work, but the government would have to come at least a little bit in our direction. You’re saying you’re willing to do that?