Reinventing Public Health Charting a Path to Financial Renewal

Harvard’s Chan School at a Crossroads: Reinventing Public Health Education and Research

The T.H. Chan School of Public Health at Harvard, a name synonymous with excellence in global health research and education, is now facing a turning point that could reshape its future. With a sudden and dramatic shift in federal research funding, the institution is challenged by tangled issues that force tough decisions and bold pivots. In this op-ed, we dive in to discuss the new strategic direction under Dean Andrea Baccarelli’s leadership—a future where sustainability, quality, and impactful research take center stage.

Shifting Federal Funding and Its Ripple Effects

For decades, federal research funding was the sturdy backbone of the Chan School’s budget. However, recent political maneuvers and budget cuts have left the institution reeling. With approximately 47 percent of its revenue historically coming from federal sources, the abrupt loss of funding has left the school with a $200 million shortfall. This has forced the administration to confront overwhelming financial challenges head on.

Dean Baccarelli’s first reaction, like that of many institutions facing similar issues, was to protect every program and preserve the status quo. However, as the financial headwinds grew more intimidating, it became clear that clinging to the past would only delay the inevitable need for transformation. The school’s leadership rapidly pivoted from mourning lost funding to rethinking its model, steering through the maze of funding repercussions with a renewed focus on long-term sustainability.

Indeed, the federal funding crisis has exposed not only budgetary weaknesses but also the hidden complexities of relying too heavily on one funding source. The financial shock, compounded by an added endowment tax and threats to international enrollment, has unleashed a period of painful layoffs and budget-cutting measures that ripple throughout the entire institution.

Understanding the Funding Breakdown

An important nuance in this financial debacle comes from the fact that public health research has traditionally enjoyed a close relationship with the government. With competitive grants awarded by panels of prominent scientists, federal funding was once a badge of honor—a sign of leading-edge research. Yet, when a major stakeholder pulls back, the ramifications are severe. A quick glance at the following table illustrates the diversity of funding sources and highlights where the gaps now exist:

Funding Source	Previous Contribution	Current Challenge
Federal Research Grants	47%	Substantial Reduction
Corporate Partnerships	Minimal to Moderate	Potential Growth
Endowment Income	Steady	Increased Tax Burden
International Enrollments	High Value	Enrollment Uncertainty

This breakdown serves as a reminder that the institution’s financial viability depends on a delicate balance among multiple revenue sources, each containing its own tricky parts and tangled issues. Facing such overwhelming challenges, the Chan School must now build a model that is less dependent on any single stream of support.

Embracing a Vision for the Chan School of 2030

In the midst of financial uncertainty, Dean Baccarelli has boldly declared that the focus is no longer on making savings to keep the school just as it was in the past. Instead, the vision centers on creating a leaner, more impactful institution—a Chan School of 2030 that is about quality rather than quantity. This approach represents a significant cultural shift from the traditional academic mantra that growth is inherently virtuous.

The proposed transformation hinges on the idea that academic excellence is not measured by the sheer size or the number of programs but by the quality of research, the effectiveness of education, and the real-world impact of its work on public health. With careful course correction, the reforms aim to streamline operations, merge departments where beneficial, and particularly focus on programs that generate revenue while expanding research horizons.

This new strategy, full of both promise and challenges, is driven by several core commitments:

Quality Over Quantity: The emphasis now lies on research and education that yield significant public health improvements, rather than simply expanding the number of offerings.
Focused Innovation: Streamlined programs and strategic partnerships aim to push the boundaries of applied public health research.
Financial Sustainability: Reducing dependency on a singular revenue source by diversifying into corporate-sponsored research and self-sustaining educational models.

These guiding principles are intended to not only safeguard the institution against further financial shocks but also to ensure that it continues to produce groundbreaking insights and tangible improvements in global public health.

Corporate Partnerships: A Double-Edged Sword

One of the most significant shifts in the Chan School’s strategy is the increased focus on corporate partnerships to replace lost federal funding. Already, corporate-supported projects contributed about 14 percent of the school’s operating revenue in the fiscal year 2024. For example, a recently announced $30 million collaboration with biotech firm Enlila on diabetes and aging represents a promising new direction. However, this strategic pivot is not without its tricky parts.

While corporate sponsors bring fresh financial resources and the promise of research leading to commercially viable products, they also introduce their own set of tangled issues. Corporate interests often run counter to the abstract pursuit of basic science, potentially skewing priorities toward projects with quicker, marketable outcomes. This clash between commercial drive and academic inquiry presents significant challenges, including:

Assessing Research Quality: Traditional academic metrics—such as NIH grant success—have long been a benchmark for evaluating faculty performance. A move toward corporate-sponsored research demands new ways to figure a path for assessing the true impact of research projects.
Managing Conflicts of Interest: When research funding comes from entities with specific commercial agendas, ensuring impartiality and maintaining transparency becomes even more critical.
Long-Term Implications for Innovation: There is a risk that overreliance on corporate sponsorship could lead to a narrow focus on projects with immediate market applications, potentially stalling the exploration of innovative ideas that may not have a direct commercial payoff.

To address these issues, the Chan School is actively working on developing a standardized framework to measure research quality and rigor—one that accommodates both government and corporate-sponsored projects. This approach involves creating objective benchmarks and regular reviews of faculty performance, a process that should ultimately safeguard the independence and integrity of academic research even under commercial pressure.

Transforming Graduate Education and International Engagement

The current financial crisis has also accelerated changes within the Chan School’s educational paradigms. Historically, the institution has prided itself on supporting doctoral students with generous multiyear funding. In the wake of these budgetary setbacks, however, the number of available spots for incoming Ph.D. candidates has been slashed by nearly half—a move considered almost unthinkable in the past.

Despite this reduction, there is a silver lining: the school will continue to fully support all current doctoral students, ensuring they complete their five-year programs. Yet, for future programs, this recalibration signals a broader, more thoughtful look at how best to nurture talent in an era where funding is not as readily available as before.

At the same time, master’s and executive education programs are playing an increasingly critical role. These programs, which have proven to be self-sustaining, are set to expand further. The goal is not just to cater to local demand but also to leverage online formats and nondegree initiatives to cater to a global audience—particularly international students who bring essential perspectives and contributions to public health discourse.

International students historically represented about 42 percent of the student body at the Chan School. Their presence has always been key to extending the school’s influence across borders. Many have gone on to become influential figures in public health in their home countries—ranging from national program leaders to even heads of state. Maintaining and growing international enrollment is therefore a must-have strategy for ensuring the school’s enduring global impact.

A summary of the educational shift includes:

Selective Ph.D. Admissions: Reducing intake to focus on quality while continuing robust support for current students.
Expansion of Master’s Programs: Increasing accessibility and reach through online course offerings to maintain an international footprint.
Customized Executive Education: Tailoring programs for working professionals and organizations, like the U.S. Navy, to foster real-world solutions and partnerships.

Academic Culture: From Mourning to Momentum

The financial crisis at the Chan School has not only reshaped its fiscal landscape but also spurred an important cultural transformation. It has catalyzed a move away from the old mindset of clinging to legacy models toward a more proactive, future-oriented approach. Faculty and staff—long embedded in an environment where about 65 percent of their salaries were generated through external funding—have been called upon to rethink their methods and consider new avenues for collaboration and innovation.

At a recent Commencement, a faculty member reminded Dean Baccarelli that resilience and an entrepreneurial spirit are woven into the school’s DNA. This acknowledgment of inherent strength has provided the energy needed to move forward. Instead of grieving the past, the community is now actively planning, setting its sights on reinventing the institution into a leaner organization that is sharper in focus and more adaptable to a rapidly changing funding environment.

The transition is not without its nerve-racking challenges. Administrators are busy rethinking traditional models of faculty evaluation and research quality assessment to account for new funding sources. Nevertheless, this pivot represents a promising evolution—a turning point in which the Chan School is learning to steer through the confusing bits of a dramatically altered academic funding landscape.

Developing New Evaluation Frameworks and Quality Control Mechanisms

In an era where the origins of research funding can significantly influence both the type and quality of academic work, there is an urgent need to establish refined evaluation systems. Historically, the success of a faculty member was measured by the fine points of obtaining prestigious NIH grants. However, moving forward, the school must devise methods that can objectively assess research quality across different funding streams—whether from federal agencies or corporate sponsors.

This necessity arises from two major factors:

Shift in Funding Sources: With corporate partnerships gaining traction, research projects might lean more towards commercially viable products rather than pure academic inquiry.
Maintenance of Academic Integrity: Ensuring that the pursuit of marketable research does not compromise the rigour and transparency traditionally associated with academic work.

In response, new evaluation procedures are being discussed that include:

Objective research quality metrics that are independent of funding origin.
Regular and transparent review panels to gauge the actual impact of research projects.
Enhanced safeguards and conflict-of-interest policies designed to maintain academic independence.

By implementing these measures, the Chan School hopes to level the playing field and safeguard the integrity of its research irrespective of where the funding comes from. These policies represent a commendable effort to figure a path through a landscape that is, at times, full of problems and conflicting priorities.

The Role of Philanthropy and Community Support

While the financial hit was undoubtedly severe, long-standing donors have rallied to offer some relief, contributing an additional $3.5 million. However, as Dean Baccarelli has repeatedly emphasized, philanthropy—although critical—is not a silver bullet. The crisis underscores the need for a diversified approach to funding, ensuring that the school is not overly reliant on any one source of financial support.

Philanthropic contributions, when combined with revamped corporate partnerships and more self-sustaining educational programs, form a triad that could help buffer the institution from future shocks. At the same time, this dependence on varied revenue streams will require more delicate management to ensure that the school’s mission remains pure.

Some key strategies in this arena include:

Diversification of Funding: Actively seeking multiple revenue streams to reduce reliance on federal grants.
Improved Transparency: Ensuring that donors and stakeholders are kept informed about how funds are being allocated and used.
Stronger Community Engagement: Building lasting relationships with both domestic and international partners to ensure long-term support.

By bringing these strategies to the forefront, the Chan School demonstrates that even in times of financial adversity, a commitment to open communication and diversified revenue can pave the way for a stable and innovative future.

Reimagining the Future of Public Health Research

Beyond fiscal maneuvering and administrative reshuffling, the real heart of the Chan School’s challenge lies in rethinking its mission. For years, the institution’s reputation was built on research that not only pushed scientific boundaries but also led to practical, real-world outcomes in public health. The current financial turbulence forces a fundamental question: how can the school continue to make a difference on a global scale when its funding sources are in flux?

Dean Baccarelli’s response is resolute: “We are not just saving the school; we are building a better version of it.” This means a strategic pivot from a model that once prioritized external funding accolades to one that is centered on responsive, impactful research. This transformation will include:

The development of partnerships with technology and biotech companies to harness new research avenues.
The sharpening of internal processes that ensure research transparency and consistent quality checks, regardless of the funding origin.
A renewed focus on the application of research findings to design scalable solutions that can be quickly implemented to benefit public health worldwide.

By making these adjustments, the Chan School is poised to reclaim its position as a powerhouse of public health research, demonstrating that even in the face of overwhelming challenges, academic institutions can reinvent themselves to continue serving a pressing global need.

A Call to Embrace Change and Innovation in Academia

The current crisis at the Chan School underscores a broader issue facing higher education institutions across the country: the delicate balancing act between legacy funding models and the demands of an ever-evolving global market. Many universities similar to Harvard are now tasked with making difficult decisions, and the Chan School’s experience serves as a case study in courage and innovation.

From confronting the tangled issues of funding dependencies to reimagining research priorities in collaboration with corporate entities, the path ahead is both challenging and filled with opportunity. Key takeaways from this ongoing transformation include:

Resilience: Embracing change, rather than resisting it, can lead to a stronger, more focused institution.
Innovation in Funding: Diversifying revenue streams is essential, even if it means shifting away from long-standing traditions.
Commitment to Quality: A relentless focus on maintaining research integrity and academic excellence is indispensable in this new era.

These little twists in academic operations are not meant to diminish the storied past of Harvard’s Chan School but rather to ensure it remains a super important force in global public health amidst a rapidly changing environment. As institutions work through these negotiating points, there is a collective lesson that transcends individual budgets: the need to adapt, innovate, and ultimately, to serve society at large.

Lessons Learned: The Fine Points of Managing Academic Transformation

As the Chan School navigates this period of transition, several fine points have come to light regarding large-scale institutional change:

Flexibility is Key: Instead of adhering religiously to past models, the school now prioritizes flexibility—an approach that can handle the nerve-racking twists and turns of funding fluctuations.
New Metrics for Success: The traditional markers of success need a second look. New metrics that assess deeper social and economic impact are essential, as is the willingness to redefine what academic success means in this day and age.
Engagement at All Levels: From senior administrators to front-line faculty and staff, collective engagement and transparency are critical. The recent surge in dialogue about budget realities suggests a willingness to work together toward shared goals.

In many ways, these lessons are reflective not only of the Chan School’s journey but also of the broader trends affecting higher education. As the landscape shifts, institutions must remain agile—capable of finding their way through the often confusing bits of modern academic finance while preserving the research excellence for which they are known.

While painful layoffs and program reductions are undeniable, they also serve as a catalyst for long overdue introspection and recalibration. The message now is clear: instead of mourning the past, institutions must have the nerve to innovate and reimagine the future of education and research.

Taking the Wheel: A Blueprint for Future Institutional Success

Building a more resilient institution requires clear strategies and innovative approaches to both education and research funding. Dean Baccarelli’s vision for the Chan School of 2030 can serve as a blueprint for other institutions grappling with similar financial challenges. The strategic plan includes several important components:

Streamlining Operations: Instead of expanding for the sake of growth, the focus is on refining existing programs and cutting back where necessary to improve overall quality.
Embracing Technology: Expanding online education offerings and integrating digital tools into traditional curricula ensures broader access and educational sustainability.
Strengthening Partnerships: By proactively pursuing corporate collaborations and supplementing government funds with philanthropic contributions, the institution can create a more diversified financial foundation.
Regular Performance Reviews: Establishing robust, transparent review systems is critical to ensure that research quality remains high regardless of funding origin.

A simplified flowchart of the new strategy might look like this:

Strategic Pillar	Action Steps	Expected Outcome
Funding Diversification	Increase corporate partnerships Boost philanthropic contributions Expand self-sustaining enrollment programs	Reduced vulnerability to federal cuts
Academic Quality	Implement new evaluation frameworks Focus on impactful research	Greater research integrity and global impact
Operational Efficiency	Streamline administrative processes Optimize resource allocation	Enhanced sustainability and reduced overhead

This blueprint represents not just a temporary fix, but a deep-seated transformation that can serve as a model for other public health and academic institutions worldwide.

Community Perspectives and Broader Implications

While the financial and operational details are central to this discussion, it is also vital to consider the broader effects such changes have on the Harvard community and beyond. Faculty, students, and even alumni find themselves at the crossroads of change—each with their own hopes and concerns about the evolving identity of their institution.

Some of the key community perspectives include:

Faculty Adaptation: Professors and researchers who were once evaluated primarily on the basis of federal grants now face the task of proving that their work maintains excellence even when supported by varied funding sources.
Student Concerns: Reductions in Ph.D. admissions and changes in program structures raise legitimate worries about long-term career prospects and the availability of research opportunities.
Alumni Pride: Graduates, many of whom have since taken up significant roles globally, view this transformation as both a challenge and an opportunity to uphold and extend the legacy of the Chan School in making life-saving discoveries.

In many ways, community involvement is a silent, yet powerful, force driving these changes. Through open dialogues and increased transparency about financial realities, the institution is gradually shifting from a culture of cautious preservation to one of proactive improvement. This broader engagement may well serve as a model for other schools facing similar hurdles—a reminder that even in times when every decision is loaded with issues, collective action can lead to transformative outcomes.

Conclusion: Building a More Focused and Impactful Future

In conclusion, the transformation underway at Harvard’s Chan School of Public Health exemplifies the critical need for academic institutions to reinvent themselves in response to evolving challenges. Through a strategic pivot from a reliance on federal funding towards diversified revenue streams, the school is learning to manage its way through intimidating financial landscapes and intricate changes in academic culture.

While the road ahead is rife with overwhelming challenges—from recalibrating research standards amid increased corporate influence to rethinking educational models—the underlying message remains inspiring: adversity can fuel innovation. By reducing its size and refocusing its mission on quality and global impact, the Chan School is laying the foundation for a more resilient future in public health education and research.

This journey, while painful at moments, offers critical insights for higher education as a whole. The story of Harvard’s Chan School is not just about one institution’s struggle to secure funding—it is a broader commentary on how academic institutions must be agile in the face of financial shocks, embrace bold changes, and ultimately become more than the sum of their traditional parts. As universities around the world confront similarly tangled issues, many would do well to take a closer look at the Chan School’s proactive approach and consider how these lessons might be applied within their own halls.

Ultimately, the evolution of the Chan School serves as a call to action: whether you are an administrator, a faculty member, or a policy maker, the imperative is clear. The need for innovation in funding models, rigorous and independent evaluation methods, and an unwavering commitment to quality is more pressing today than ever before. Departing from the old adage that growth alone is a virtue, the institution now argues that the pursuit of excellence must be the guiding light—one that illuminates a path through even the most nerve-racking twists and turns.

As this transformation continues to unfold, observers can expect not only a leaner and more efficient academic model but also an institution that embodies the true spirit of public health: providing easy, quick, and cost-effective solutions that can help millions around the world. In championing this vision, the Chan School is not only safeguarding its legacy but also setting a new standard for how academia can respond creatively to global challenges.

In the end, Harvard’s Chan School of Public Health is no longer seen as a relic of a bygone era solely dependent on federal grants; it is emerging as a beacon of modern academic rigor and innovation. It is a testament to how institutions, when faced with overwhelming challenges, can turn seemingly insurmountable obstacles into opportunities for growth, transformation, and lasting global impact.

Originally Post From https://www.harvardmagazine.com/2025/08/harvard-school-public-health-baccarelli