Jennifer Doudna1:01:50
Right. Well, the institute was started in 2015, and when the pandemic started, or when it was just on the horizon, maybe you could say, in very early 2020, we were not quite five years old at the time as an institute. And I, like everybody else, started wondering what is it that we as scientists can do in this moment to be useful and to be helpful. And our labs were being closed, our universities were being closed, we were being told that we couldn't really proceed with our work. And so there was an afternoon, it probably was sometime in March of 2020, when it was becoming clear that there was a real crisis emerging, that we held a meeting at the Innovative Genomics Institute that was mostly virtual, people joining by Zoom. And I was astounded that we called this meeting the day before we held it, and yet there were dozens of people that joined the meeting from all over our campus. So it was clear there were a lot of people asking themselves the same question: What can we be doing to be helpful and useful in this moment? And the outcome of that meeting was, well, the most urgent thing that's needed right now is we need to be able to diagnose the virus and people that are ill with this virus. And there's a very well-known technology called PCR for doing that, where you can amplify genetic sequences and detect them very quickly using very well-established PCR technology. It was just that we didn't have a lab set up to do that at the time. And if you want to do that in a clinical sense, meaning that you want to be able to take patient samples and diagnose them for disease and then be able to report the results to the people donating the samples or to their doctors, you have to have certification. You have to be a clinical testing lab, and that requires all kinds of regulatory guidelines. UC Berkeley is not a medical school, right? So we didn't have a pre-existing clinic that did that type of diagnosis that we could pivot for that purpose. So it was fascinating to see what happened because there was such a determination on the part of all of us that we must figure out how to do this. It is essential that we get this done. So we ended up working with our student health center at Berkeley, who did have a diagnostic lab there. It was very small, but they already had the framework in place for diagnostic testing. We actually went all the way up to the governor of California to get an approval quickly for establishing a larger version of that testing lab at the IGI. And then we worked with companies to get equipment in place, again, robotic equipment, so that we could do very high-throughput, scalable testing quickly. And then hiring in some people that were trained in clinical testing that could help manage the lab. We trained a lot of our students with how to safely collect samples and feed them into this process for testing. We all had to be HIPAA certified so that we could report clinical data in an ethical fashion. All of those things had to happen very fast, and it really took about three weeks. It's amazing. I mean, if you tried to do that in the absence of a crisis, it would probably take three years at least, right? But it went very fast because I think many people appreciated that it was an emergency. And as a result, we ended up with this wonderful testing lab that until very recently was operating as a real clinical testing lab. We've now pivoted to use it for other things. But it was a lab that allowed us to quickly provide testing to not only our campus, but to members of our community. We had firefighters, we had the police giving us samples to test because they really couldn't get rapid testing done anywhere else. We had a lot of donors that stepped up to fund the process and make it possible to very quickly ramp up those procedures. And it taught me something very important, and that is that when you have an organization like ours, you have the ability to harness the incredibly exciting potential of people with different types of expertise to do things that are really big, really hard, really impactful, and that none of us could have done independently. And so it really underscored the value of the institute, and I think it showed everybody in our institute and beyond what would be possible.