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Dear Colleagues, 

When I became dean, I knew from the beginning that I wanted to leverage the breadth and depth of the Bloomberg School to tackle the most pressing public health issues, and that this would require strategic and deeply collaborative thinking. We soon embarked on the creation of a five-year strategic plan. This was a dynamic, interactive process that reflected thoughts and ideas from our entire School community, including students, staff, faculty, and alumni. 

We aimed for more than a short-term operational plan. Rather we envisioned a strategy encompassing longer-range goals and priorities that would advance our vision of a healthier world for all. The result was a living document that focused our energy and resources on five pillars: people, education, science, partnerships, and advocacy. Importantly, our plan was built on the principle that public health must relentlessly adapt—and very soon we were called on to uphold that principle with creativity and determination. 

Almost immediately after we launched the plan, our world was upended by COVID-19 and an overdue reckoning with racism and social injustice. War broke out in Ukraine and then the Middle East. We saw Roe v. Wade overturned and a torrent of extreme weather events. And now, federal directives are disrupting and dismantling public health work at home and abroad. The challenges have been formidable, but we have been able to pivot and adapt, guided by the five pillars and fueled by our collective resolve to carry out the mission that unites us.  

Time and again, our plan helped us to meet the most pressing issues of our time. Working together, we strengthened our School and continued to protect health and save lives worldwide. Among the many achievements of this time, we deepened our roles as communicators and advocates, launched major initiatives in emerging areas such as planetary health, expanded our efforts to support our School community, and broke ground on a new building that will transform and modernize our campus.  

Through it all, we continued to deliver on our core mission. We made major scientific progress, from genetically engineering mosquitoes to resist the malaria parasite to advancing convalescent plasma treatment. We shaped real-world policy outcomes—from extending Extreme Risk Protection Order legislation to 21 states, to expanding access to over-the-counter hearing aids. And during COVID-19, we contributed on every front, from the laboratory to the community, bringing in $150 million in new funding across all 10 departments. 

Of course, we also continued to educate and train exceptional students. We now have 28,000+ alums spread across 160+ countries. This includes 448 Bloomberg American Health Initiative Fellows linked to 352 collaborating organizations—many of whom are engaged in work outside the traditional boundaries of public health.  

These accomplishments, and so many more, were made possible by strong partnerships and the extraordinary commitment of our alumni and friends of the School. During our time together, we received gifts from almost 17,000 donors and created 40 new scholarship funds and 36 new professorships. Philanthropic support also allowed us to establish new centers or expand existing ones, all focused on emerging areas of relevance to public health, including Lyme and tickborne diseases, hearing and public health, Indigenous health, gun violence solutions, total worker health, global mental health, planetary health, child sexual abuse, and global gender equity, among others.    

Over the past eight years, we have embraced both our core mission and the need for constant innovation—work that must continue. With an increasingly complex social, political, and economic environment; and the rapid evolution of technology and AI, the need for strategic leadership becomes even more critical. 

While there is a hard road ahead, the Bloomberg School can continue to leverage its strengths to meet the moment, staying true to its values while being open to innovations and adaptations. I believe our School is uniquely positioned to make an impact as we welcome our new dean. 

Keshia Pollack Porter is the leader we need, and she is ready to guide our community with vision, empathy, and renewed strategic thinking. I am excited to see all that she will do for our School and for the field.  

The world will need you in the months and years ahead. As I reflect on our strategic plan, I am reminded of all that we have achieved in times of seemingly insurmountable challenges. I know we can do it again. Public health has never been afraid to take on the tough work. Now, more than ever, it’s vital to believe in ourselves and all that we are capable of as we build and plan for the future. 

Sincerely, 

Ellen  

Ellen J. MacKenzie, PhD ’79, ScM ’75  

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Bloomberg Distinguished Professor