Dean Pettigrew

There's also technological advances like AI And that's going to touch every aspect of society, and we need to be talking about it more. Yeah.

There's also technological advances like AI And that's going to touch every aspect of society, and we need to be talking about it more. Yeah.

It might feel like it, though, right?

It might feel like it, though, right?

It's absolutely critical, right? And so I think we as a field for too long, especially in the last few decades, schools of public health, you know, our missions or our faculty incentive structure rewards are really for research and teaching. There's a place where we need to be humble and work with the community to identify what problems are important to them, as opposed to

It's absolutely critical, right? And so I think we as a field for too long, especially in the last few decades, schools of public health, you know, our missions or our faculty incentive structure rewards are really for research and teaching. There's a place where we need to be humble and work with the community to identify what problems are important to them, as opposed to

what we think is important, which isn't always aligned. And so I think for communities, we need to work with them in partnership so that they can tell us what their priorities are. And so that's one place where community is important. We also can't just develop our interventions and policies in the ivory tower because when it comes time to implement them,

what we think is important, which isn't always aligned. And so I think for communities, we need to work with them in partnership so that they can tell us what their priorities are. And so that's one place where community is important. We also can't just develop our interventions and policies in the ivory tower because when it comes time to implement them,

It has to work within the culture of the community, you know, that it's intended. And we need to be having these conversations. And so things that are co-developed, co-created, done in conversation. And that, again, takes time and it takes trust. And I think that's where the challenge is. Thank you.

It has to work within the culture of the community, you know, that it's intended. And we need to be having these conversations. And so things that are co-developed, co-created, done in conversation. And that, again, takes time and it takes trust. And I think that's where the challenge is. Thank you.

Yeah, that's another big, huge question that we're tackling at the school right now. So we, as I mentioned, cannot tackle public health challenges in a vacuum. And it means we're positioned and I think mandated, required to lean into interdisciplinary partnerships and collaborations.

Yeah, that's another big, huge question that we're tackling at the school right now. So we, as I mentioned, cannot tackle public health challenges in a vacuum. And it means we're positioned and I think mandated, required to lean into interdisciplinary partnerships and collaborations.

I think it's important to be clear on who our partners are and also that there are different levels of partnerships. And The specifics are going to differ with who and when and time. And so at a sort of lesser level, our faculty can provide content area expertise. They can provide information.

I think it's important to be clear on who our partners are and also that there are different levels of partnerships. And The specifics are going to differ with who and when and time. And so at a sort of lesser level, our faculty can provide content area expertise. They can provide information.

So if the legislature is meeting and they need information on sports gambling and its health effects or gun violence, our faculty can be ready and willing to go talk to them about things. But I also think we have to be transparent, I think, and intentional about these partnerships. There's questions about stability, transparency.

So if the legislature is meeting and they need information on sports gambling and its health effects or gun violence, our faculty can be ready and willing to go talk to them about things. But I also think we have to be transparent, I think, and intentional about these partnerships. There's questions about stability, transparency.

We have overlapping missions, I think, but sometimes they're distinct and time is really important too. For example, I mentioned the incentive structure in academia, research and teaching. So how do we change the incentive structure so that these collaborations are valued? How do we capture this work so that we can count it towards promotion and tenure?

We have overlapping missions, I think, but sometimes they're distinct and time is really important too. For example, I mentioned the incentive structure in academia, research and teaching. So how do we change the incentive structure so that these collaborations are valued? How do we capture this work so that we can count it towards promotion and tenure?

Are the structures in place to support these collaborations and facilitate them? Again, we don't want to fly in and fly out with key partners. We want to build something that's sustainable. And on the health department end, you know, they often have things that they're mandated to do, right? And so they have to get their work done.

Are the structures in place to support these collaborations and facilitate them? Again, we don't want to fly in and fly out with key partners. We want to build something that's sustainable. And on the health department end, you know, they often have things that they're mandated to do, right? And so they have to get their work done.