Summary

The Biden-Harris Administration should expand the focus of the Department of Energy’s (DOE) Loan Program Office (LPO) to meet the demands of a changing energy industry. The LPO was established to serve as a backstop to private-sector financing for large-scale energy projects with embedded technology risk. The program’s success in scaling large scale power plants and manufacturing plants for next generation energy technologies is well documented. However, the energy industry has changed since the program’s beginning, and the needs for support from the federal government have evolved. For example, technology areas that were deemed risky in 2009 are now mature, and in some circumstances, for example in electricity generation, the industry structure that was historically highly centralized has become much more distributed. Modernizing the LPO is a critical means for advancing the Biden-Harris Administration’s climate agenda because the Office supports the development of clean energy projects at commercial scale, leverages private sector capital, and creates middle-class jobs.

This memo recommends three important changes to the DOE LPO:

1. The aperture of the LPO must be expanded to include a much larger set of technology areas. In particular, energy storage, hydrogen production and carbon capture, utilization and storage, among other nascent fields, should be supported. Authorizing legislation should be changed to give the Program Office the opportunity to support a technological area at its discretion.
2. The Loan Program must reduce the cost of application to incentivize more deployment of smaller projects. This will expand the potential set of projects to be supported and align the Office with overarching trends in the energy sector.
3. The Loan Program should expand its purview to support projects impeded by other financing risks in the energy system. These could include grid modernization, system hardening or smart grid updates (which often do not pass traditional cost-benefit analyses), and electric vehicle infrastructure deployment.

Summary

The United States leads the world in the market share – and ‘mindshare’ – of massive digital platforms in domains such as advertising, search, social media, e-commerce, and financial technologies. Each of these digital domains features one or two dominant market players who have become big through the ‘network effect,’ wherein large volumes of customer activity provide data inputs to make these platforms work even better. However, the gains that big players enjoy from the network effect often come at the expense of the platform’s customers. The network effect is further amplified by platform lock-in, whereby new platforms are unable to interoperate with existing market players. A more serious risk manifests when the dominant platform provider provides the same services as that of businesses using the platform, thus becoming a competitor with a built-in information advantage. This prevents new entrants to the market from growing big, limiting the choices available to consumers and creating the conditions for harmful monopolies to emerge.

Therefore, the Biden-Harris Administration should advocate for legislation and enact policies designed to bring openness and transparency into the digital platforms marketplace. A key aspect of such policies would be to require a set of interoperability standards for large digital platforms. Another would be to require open Application Programming Interfaces (APIs) that allow customers (end-users as well as businesses) to seamlessly take their data with them to competitors. These actions will unleash greater competition in the digital marketplaces that are becoming the mainstay of the US economy and increase transparency, choice and opportunities that the US consumer and businesses can benefit from.

Summary

Collaboration among federal, state, local, and other stakeholders is essential if real progress is to be made in healing racial divisions in our country. The federal government invests billions in programs aimed at improving equality and diminishing substantial barriers to progress by racial and ethnic minorities. There is scant evidence, however, about which programs are most effective at achieving diversity, equity, and inclusion goals. Creating a temporary commission consisting of officials from relevant agencies can fill this gap. It can begin the process of building a body of evidence about what works and reinvesting in more effective practices. The commission would be responsible for inventorying programs designed to improve diversity, equity, or inclusion; assessing the body of evidence about them; and clarifying common goals. The Inclusion, Diversity & Equity in American Life (IDEAL) Commission would make an important contribution to finding more effective remedies to some of our country’s most lasting, difficult wounds. In fact, it would reinforce the Biden-Harris Administration’s recent executive order, “Advancing Racial Equity and Support for Underserved Communities Through the Federal Government,” which stated unequivocally that “[a]ffirmatively advancing equity, civil rights, racial justice, and equal opportunity is the responsibility of the whole of our Government.” A close working relationship between the commission proposed here and the Equitable Data Working Group established by the executive order would be essential.

Summary

The United States is an invention and innovation powerhouse that has long produced remarkable achievements. Yet American invention is at a crossroads today. After more than a half-century of unrivaled global leadership in basic science, innovation, and manufacturing, the U.S. is losing ground throughout the innovation pipeline across a wide range of sectors. The COVID-19 pandemic has exposed this vulnerability, making brutally clear the need for innovation to address major challenges that arise and highlighting weaknesses such as our dependency on global supply chains. A strong Invention Ecosystem can power our path to economic recovery, sustained growth and societal resilience.

This report explains the functions of the Invention Ecosystem, presenting a framework that highlights the ecosystem’s main components and the inventor and innovation pathways that 1) inspire and prepare students and future inventors to address crucial challenges and thrive and support the innovation economy, and 2) build and sustain today’s inventors and entrepreneurs to enable value creation from their ideas in the form of products and businesses. These pathways together will yield a pipeline of people and businesses that create jobs, foster resilient economies, and produce solutions to our most pressing challenges.

The ecosystem is outlined in four sections, represented by its distinct pillars including K-12 education, higher education, entrepreneurship and industry. Each section describes the role of the pillar, features specific challenges related to the ecosystem, and offers a set of discrete policy recommendations for a policymaker audience to extract and optimize the full value of U.S. innovation.

This report was produced by the Day One Project with support from the Lemelson Foundation.

Summary

Comprehensive and reliable mortality data is vital for public health research. Improving our infrastructure for managing these data will generate insights that promote longevity and healthy aging, as well as enable more effective response to rapidly evolving public health challenges like those posed by the COVID-19 pandemic. A modernized mortality data system will ultimately be self-sustaining through access fees, but will require federal investment to update state reporting infrastructure and data use agreements. The Biden-Harris administration should launch an effort to modernize our nation’s infrastructure for aggregating, managing, and providing research access to mortality data.

Summary

Developed during a different industrial era, today’s education system was never designed to meet modern learners’ needs. This incongruity has heaped systemic problems upon individual educators, blunted the effectiveness of reforms, and shortchanged the nation’s most vulnerable young people — outcomes exposed and exacerbated by COVID-19. Building back better in a post-pandemic United States will require federal investments not only in schools, but in “learning ecosystems” that leverage and connect the assets of entire communities. Tasked with studying, seeding, and scaling these ecosystems in communities across the country, a White House Initiative on Community Learning Ecosystems would signal a shift toward a new education model, positioning the United States as a global leader in learning.

Summary

The coronavirus pandemic has forced a sudden acceleration of a prior trend toward the virtual provision of healthcare, also known as telemedicine. This acceleration was necessary in the short term so that provision of non-urgent health services could continue despite lockdowns and self- isolation. Federal and state policymakers have supported the shift toward telemedicine through temporary adjustments to health benefits, reimbursements, and licensure restrictions.

Yet if policymakers direct their attention too narrowly on expanding telemedicine they risk missing a larger—and as yet mostly unrealized—opportunity to improve healthcare in the United States: increasing the overall share of health services provided directly to the home. At-home healthcare includes not only telemedicine, but also medical house calls (home-based primary care) as well as models in which individuals within communities offer simple support services to one another (i.e., the “village” model of senior care, which could be extended to included peer- to-peer health service delivery). The advent of “exponential” technologies such as artificial intelligence (AI), blockchain, and the Internet of Things (IoT) is unlocking new possibilities for at- home healthcare across each of these models.

The next administration should act to reduce four types of barriers currently preventing at-home healthcare from reaching its full potential:

1. Labor-market barriers (e.g., unnecessarily restrictive scope-of-practice rules and requirements for licensing and certification)
2. Technical barriers (e.g., excessively slow and burdensome processes for regulatory approval, weak or absent standards for interoperability)
3. Financial/regulatory barriers (e.g., methodologies for determining eligibility for reimbursements that favor incumbents over innovators)
4. Data sharing / interoperability barriers (e.g., overly restrictive constraints related to data privacy and portability)

Summary

The surge in education technology use in response to COVID-19 represents a massive natural experiment: an opportunity to learn what works at scale, for which students, and under which conditions. However, without the right data standards in place we risk incomplete or inaccurate inferences from this experiment.

The COVID-19 pandemic has dramatically increased use of educational technologies. There is evidence that this “emergency onlining” will lead to learning loss, especially among underserved communities. To understand and address the extent of learning loss—as well as to explore and support potential future uses of educational technologies—the U.S. Department of Education (ED) must systematically implement established open-data standards that allow us to understand how students engage with learning technologies. Wide-scale implementation of these standards will make it possible to combine and analyze validated data sets generated by multiple technologies. This in turn will provide unprecedented, on-demand reporting and research capabilities that can be used to precisely identify gaps and create targeted interventions. Specifically, we recommend that ED mandate the use of the open Experience API (xAPI) standard for educational technology purchased with federal funds. We further recommend that ED invest time, talent, and resources to further develop this standard and pilot efforts to leverage educational-technology data for insights through the Institute for Education Sciences (IES) and other agencies.

Summary

Artificial intelligence (AI) and machine learning (ML) models can solve well-specified problems, like automatically diagnosing disease or grading student essays, at scale. But applications of AI and ML for major social and scientific problems are often constrained by a lack of high-quality, publicly available data—the foundation on which AI and ML algorithms are built.

The Biden-Harris Administration should launch a multi-agency initiative to coordinate the academic, industry, and government research community to support the identification and development of datasets for applications of AI and ML in domain-specific, societally valuable contexts. The initiative would include activities like generating ideas for high-impact datasets, linking siloed data into larger and more useful datasets, making existing datasets easier to access, funding the creation of real-world testbeds for societally valuable AI and ML applications, and supporting public-private partnerships related to all of the above.

Summary

The energy transition underway in the United States presents a unique set of opportunities to put Americans back to work through the deployment of new technologies, infrastructure, energy efficiency, and expansion of the electricity system to meet our carbon goals. Unlike many previous industrial transitions, the U.S. can directly influence the pace of change and create new jobs while old ones are phasing out. The next administration should launch the Energy Transition Workforce Initiative to put Americans back to work with well-paying, union jobs building a stronger, more climate-resilient nation.

The Energy Transition Workforce Initiative proposes a collection of actions that the incoming administration could enact on Day One and through the Administration’s first year. This set of actions largely tracks the following three principles:

1. Utilize carbon-reduction investments – such as energy efficiency upgrades, infrastructure investments and electrification technologies – as economic development tools in under-served communities and those impacted by the loss of fossil-fuel jobs.
2. Expand our existing energy workforce training system to respond to all communities experiencing dislocations and high levels of unemployment, while also providing opportunity and training for the additional employees necessary to complete the energy transition.
3. Allocate $20 billion over the next decade specifically to retrain the existing energy workforce with a focus on their impacted communities.

With success, the Energy Transition Workforce Initiative will ensure that the U.S. captures all the opportunities presented by the energy transition for the middle and working class.

Summary

America’s leadership in space exploration and utilization could greatly accelerate by using a fundamentally different approach to in-space operations than that which exists today. Most of today’s spacecraft are locked into their launch configurations, with little or no ability to be updated or serviced once in space. But by leveraging recent and emerging capabilities to manufacture, assemble, and service spacecraft in space, we can dramatically improve the cost-effectiveness, productivity, and resiliency of our space systems.

To achieve this, the Biden-Harris Administration should launch a new Advanced Space Architectures Program (ASAP) to enable a new generation of in-space operations. ASAP would operate under a public-private consortium model to leverage government investment, engage a broad community, and bring in the support of international partners. In this memo, we propose two specific missions that the next administration could undertake early to initiate the ASAP program and demonstrate its efficacy. Initiating ASAP as soon as possible will help the new administration’s mission to build back better: for our economy, for science and exploration, for international leadership in mitigating the climate crisis, and for the security of our nation.

Summary

To overcome the unprecedented backlog of court cases created by the pandemic, courts must be reimagined. Rather than strictly brick-and-mortar operations, court must consider themselves digital platforms. To accomplish this, the U.S. Department of Justice (DOJ)—with support from 18F, U.S. Digital Service, the Legal Services Corporation, and the State Justice Institute—must build and fund professional and technical capacity at the state level to develop and adopt standardized digital infrastructure for courts and other justice agencies. Due to the replicable nature of this solution across states, the federal government is perfectly positioned to lead this effort, which will be more cost effective than if each court system attempted this work on their own. The estimated cost is $1 billion.

This once-in-a-generation investment will allow courts to collect granular, raw data, which can help overcome the current backlog, increase access to the justice system, inform policies that drive down mass incarceration, improve transparency, and seed a public and private revolution in justice technology that improves access to justice for all Americans.