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To champion the best in public health research, we proposed to 1) transform our research ecosystem to propel major discoveries that depend on interdisciplinary collaboration and innovative approaches; 2) invest in programs that foster our competitive advantage of being one of the few accredited schools of public health where researchers collaborate on the full spectrum of scientific inquiry, from bench science to policy implementation; and 3) further promote translation and discovery into real world solutions.  

Transform our research ecosystem

illustration of the genetic journey
  • Established an Office of Research. Under the leadership of the Vice Dean for Research, the organizational structure of the Office emphasizes research strategy and development, implementation and impact, and integrity and oversight. Within these three target areas, the Office is responsible for developing a compendium of resources that are translatable across departments, with the goal of increasing efficiency and reducing administrative burdens on faculty and research teams. We have hired a coordinator to support these efforts, with a formal launch planned for 2022. 
  • Established a Research Council that works with the Vice Dean for Research to identify and develop plans to address challenges to conducting research at the School. The Council provides an avenue for timely and efficient bidirectional communication, soliciting feedback from faculty and disseminating universally adaptable resources and information about strategic initiatives. With diverse representation from all departments, the Research Council informs the overall research strategy and targeting of School resources. 
  • Established a Schoolwide Data Council that focuses on navigating increased faculty access to data, enhancing data security and integrity, and developing the School’s data infrastructure. The Data Council will advance best practices for data management and security while curating large datasets for broader shared access. In partnership with the Data Trust and School of Medicine leadership, the Council has clarified and reduced the administrative barriers to accessing Johns Hopkins Medicine clinical data. 
  • Launched IRB navigator services to ensure the integrity and rigor of our research endeavors—one of our highest priorities. These services include presubmission assistance to help faculty, students, and postdocs in navigating the review process, identifying potential challenges, and developing high-quality IRB protocols.  


Promote collaborations across the full spectrum of scientific inquiry, from bench science to policy implementation.  

  • Applied our deep expertise across the bench sciences, epidemiology, data science, and the social sciences to tackle the multiple facets of the pandemic and its aftermath. As of July 1, 2021, School faculty had submitted more than 280 COVID-19–related proposals and received 147 awards, with total funds awarded exceeding $105 million. Much of this research is summarized in a searchable log of our COVID-19 research and practice efforts. 
  • Developed the Novel Coronavirus Research Compendium (NCRC), a centralized, publicly available resource that rapidly curates and reviews the emerging scientific evidence about SARS-CoV-2 and COVID-19. 
  • Researcher in cryo chamber.
    Invested in SCIBAR (Support for Creative and Innovative Basic and Applied Research) to promote high-impact, cross-disciplinary research within the School. Central to this initiative was the goal of providing resources that would allow members of the School community to learn more about the principles of team science and to build skills in science communication, as well as to foster Schoolwide enthusiasm and excitement around interdisciplinary research.  
    • Funded four major $1 million SCIBAR projects in partnership with the Bloomberg American Health Initiative, after reviewing 28 proposals.  
    • Provided training on science communication from the Alan Alda Center for Communicating Science for all SCIBAR finalists as well as a general session conducted for the larger School community. Our finalist teams received coaching and resources to develop a TED-style presentation on their proposals. The School community viewed the presentations virtually, provided input, and ranked their preferred proposals based on impact.  
    • Provided guidance from the Office of External Affairs to teams that were not selected on pursuing other funding sources. 
    • Hosted a panel and provided resources highlighting the importance of addressing equity in all research endeavors.  
  • Continued investing in the collaborative recruitment of Bloomberg Distinguished Professors (BDPs). Among the first 50 appointments across the University, 19 BDPs had appointments at the School.  
  • Obtained support from the University to co-lead four of the nine BDP clusters selected under the BDP 100 initiative: 1) Climate, Resilience, and Health; 2) Preparing and Responding to Emerging Pandemics; 3) The Knowledge to Action and Business of Health Initiative; and 4) Advancing Racial Equity in Health, Housing, and Education.  
  • Recruited and nominated 18 faculty as Bloomberg Professors of American Health over the past three years. Together with the two professors named in 2018, the Initiative met its goal of naming a total of 20 faculty who will provide leadership for the Bloomberg American Health Initiative’s five focus areas and three crosscutting themes of evidence, policy, and equity. 


Promote Translation  

  • People in HAB meeting.
    Collaborated with the SNF Agora Institute on the recruitment of a tenure-track associate professor with a primary appointment in the School’s Department of Health Policy and Management. This collaboration will enhance our overlapping goals to advance civic engagement, translate policy research to action, and improve population health.  
  • Explored opportunities to commercialize our research discoveries and innovations in partnership with the School’s Health Advisory Board and its Innovation and Commercialization Committee. Early efforts have not resulted in the scope of opportunities initially envisioned, but the committee has collected important information on the School’s entrepreneurial culture and potential. Alternative approaches for accelerating these opportunities are being explored, including investing in a Director of Corporate Relations to help the School engage with industry and explore the creation of a fund to support the transition of promising ideas to commercialized innovations.