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Brandeis University (Heller)

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Brandeis University (Heller) 415 South Street
Waltham, MA, 02454
United States
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Demographic Information

Number of full-time MBA students (2011): 

28

Number of part-time MBA students (2011): 

5

Total duration of full-time MBA program: 

16 months

MBA faculty (Fall 2010): 

15

Females as percent of student body: 

79%
Who Are the Students? See what percentage of the 2010-2011 graduating class came to this MBA program from the private sector, the non-profit sector and government jobs
 
Private Sector (10%)
 
Non-profit (90%)
 
Government (0%)


Description of MBA Program: 

The Heller MBA program was born and grew up in the Heller School for Social Policy and Management at Brandeis University, a world-renowned school dedicated to social justice issues. The Heller School was founded just over fifty years ago and was named after Florence Heller, a social worker and community activist. The mission of the Heller School is ‘Knowledge Advancing Social Justice.’ As we like to say – social justice is in our genes. Every student at Heller, no matter which continent they come from or which program they have chosen, is on a mission to make the world a better place. So, the Heller MBA is quite unique in that it was founded based upon the principles of delivering education related to social, ethical and environmental issues and then rigorous core management skills were added to form the MBA curriculum (in contrast to MBA programs born in traditional business schools).

The Heller MBA is preparing the next generation of managers to lead organizations in the pursuit of social missions in the non-profit, for-profit and public sectors.  The Heller School's high standards for management education and its history of excellent policy research and activism are important assets for people contemplating careers as leaders of organizations with a social mission.

The Heller MBA provides students with the skills necessary to lead organizations that are pursuing multiple bottom lines: meeting financial goals, fostering staff development, preserving the environment, and working to resolve society's most pressing problems. The Heller MBA prepares students to be leaders and decision-makers who can find resources and use them efficiently and effectively to help underserved and vulnerable populations, and to improve social and environmental outcomes more broadly.

The Heller MBA's 16-month structure condenses two years of curriculum into four consecutive intense semesters of learning, ideal for people who want to return to work quickly and put their ideas into action.

The curriculum offers a full range of management courses.  Through these courses, students gain the working knowledge to meet the practical challenges they will face when managing for a social mission.  All core MBA courses from Leadership and Organizational Behavior to Corporate Finance are taught from the perspective of mission-driven organizations and the special skills needed to lead these organizations.  Students also take non-traditional courses like Social Justice and Management to develop their own perspective on social justice and to incorporate that perspective into their role as manager; and Social Policy Frameworks, to develop their ability to analyze, evaluate and advocate for the policies that are critical to the social mission of their organization.  In addition, MBA students specialize in one of five management concentrations -- Social Policy & Management; Social Impact Management; Health Care Management; Child, Youth, Family Services Management; or Sustainable Development.



How does the MBA program 'walk the talk' of social and environmental impact?: 

Brandeis University has been at the forefront of implementing sustainability programs, long before this topic received national attention. As Louis Brandeis, the founder of the University, was passionate about social causes, it is natural that the entire Brandeis community had the foresight to see environmental concerns very early on.  A summary of these efforts is described in the following paragraphs.

Brandeis is a charter signatory to the American College & University Presidents Climate Commitment, a national effort of hundred of Universities. In Fall of 2009, the Brandeis Climate Action Plan was released, outlining plans to neutralize greenhouse gas emissions. Actions towards this impressive goal currently include: a 171 KW Solar PV system, a comprehensive energy efficiency program, behavioral change campaigns, alternative transportation incentives and programs and much more.

Waste Reduction & Recycling

Two years ago, the president of Brandeis prohibited the use of plastic water bottles at all meetings, events and in student cafeterias. Students are given reusable water bottles to help break the bottled water habit. All waste from dining facilities is sent to a commercial composting facility. The end of the year Give & Go donation drive reduces student waste and provides reusable items during the Move in Market.

Renewable Clean Energy

One of the largest Solar Electricity systems in Massachusetts was installed in January 2010 on the Gosman gym. The 171 KW solar panel array annually produces enough electricity to power 30 average homes. The university purchases 15 percent of its electricity demands from GreenE certified off-site wind power and is researching a campus wind turbine, as well as other ways to use renewable energy.

Green Buildings

All new construction is built to LEED Silver Standards, a green building standard resulting in energy savings and increased use of local materials.

Transportation

Commuters are encouraged by Green Commuter Days to walk, bike, take transit, and carpool to work. ‘Deis Bikes provides free bike rentals run by student volunteers. ZipCar is a campus carsharing program. A public transit brochure (PDF), written by students, is available around campus and online. The University is also partnering with neighboring organizations to provide local shuttle buses to and from public transit stations in the Metro Boston area.

Sustainability Education & Action

Eco-Reps conduct peer education in their dorms-  helping to obtain over 30%  student participation in declaring a Certified Green Room. Students participate in many campus clubs such as S.E.A. to educate, volunteer, and make changes.

Food

An on-campus Farmers Market, organized by students in the Greening the Ivory Tower brings fresh local produce to the community and the Patchwork Garden is a campus organic vegetable garden. Dinning services works to provide local and vegetarian options.

HellerSAVE

HellerSAVE (Sustainability, Awareness and Valuing the Environment) is an environmental initiative of the Heller School; its mission is to work cooperatively with the entire Heller community—students, staff, and faculty—to maximize the level of environmental responsibility practiced by the Heller School. Numerous programs are tremendously successful, such as Coffee with the Dean, a monthly event, which requires you to bring your own coffee mug!

Academics & Community Outreach

Students in the Greening the Ivory Tower go outside the classroom to create innovative projects including wetlands protection, environmental education for low income children, and labeling storm drains to prevent pollution. Academic programs and internships are available in Green Business, Sustainability Development, and Environmental Studies. The Brandeis Sustainability Fund provides grants, advice and support to any student for their projects promoting sustainability. Projects that receive funding could relate to energy efficiency, green buildings, waste management, renewable energy purchases, or greening student events.

Energy Efficiency

Since 2004, the Energy Savings Program has saved millions of dollars through energy efficient lighting, steam line improvements, and energy management systems.
 

Academic Department

Course Name: Corporate Governance
Instructor: Erich Schumann

The course is designed to introduce students to corporate governance for publicly and privately-held companies. We will discuss roles and responsibilities of the different constituencies involved in governing a company.

We will discuss how the board of directors, management, shareholders and external auditor should interrelate, how individual goals and external pressures influence individuals, and how their decisions impact a corporation’s success or failure.

Students will be introduced to the framework for corporate governance and ethics in the US and compare it to current practices in other countries. We will gain an understanding of recent OECD guidelines and discuss in detail SEC, NASDAQ and NYSE regulations related to corporate governance.

We will review recent corporate governance failures and learn about best practices. We will not just focus on US events but include numerous international failures as well. In the final class, we will simulate the roles of the Board, management and auditors in a real world case.

Course Name: Corporations and Communities
Instructor: Michael Appell

Is there a place on the bottom line for "Return on Responsibility?" What are the implications for stockholders, employees and consumers when it comes to social accountability in the corporate world? How do business decisions get made when ethical considerations become central to continued growth and success?

Through case studies and meetings with corporate decision makers, this course explores shifting strategies and developing programs in the rapidly changing area of corporate social responsibility.

Course Name: Economics
Instructor: Barry Friedman

The economic theory of the firm has concepts that are useful to the manager of an enterprise. Indeed, some of these are taken over by managerial accounting and other management disciplines and operationalized into practical tools. The basic theory is based on a careful analysis of revenues and costs, leading to a search for the approach that will maximize profits. The manager of an organization with a social mission must also work with revenues and costs as basic factors in decisions. But such an organization must also focus on its mission-related outcomes in a three-part analysis of revenues, costs, and outcomes. In some cases the social mission goals may contribute to profit maximization, and in some cases they may reduce profits, but the three parts must always be part of the analysis. A manager must operate at least partially in a market environment. The market sets the constraints and provides some of the opportunities for the organization to pursue its goals. Markets do many things well, but there are also market failures. Government has a role in dealing with market failures, although it may not always succeed. Other organizations, nonprofit and for-profit, may also design their missions to work with government or to fill in social gaps not being met by the market or by government.

Course Name: Economics
Instructor: Barry Friedman

The economic theory of the firm has concepts that are useful to the manager of an enterprise. Indeed, some of these are taken over by managerial accounting and other management disciplines and operationalized into practical tools. The basic theory is based on a careful analysis of revenues and costs, leading to a search for the approach that will maximize profits. The manager of an organization with a social mission must also work with revenues and costs as basic factors in decisions. But such an organization must also focus on its mission-related outcomes in a three-part analysis of revenues, costs, and outcomes. In some cases the social mission goals may contribute to profit maximization, and in some cases they may reduce profits, but the three parts must always be part of the analysis. A manager must operate at least partially in a market environment. The market sets the constraints and provides some of the opportunities for the organization to pursue its goals. Markets do many things well, but there are also market failures. Government has a role in dealing with market failures, although it may not always succeed. Other organizations, nonprofit and for-profit, may also design their missions to work with government or to fill in social gaps not being met by the market or by government.

Course Name: Evaluation
Instructor: Andrew Hahn

In this course we focus on program evaluation techniques of interest to managers. These include balanced scorecard methods, needs assessment, participatory evaluation methods, process/implementation analysis, impact analysis, cost benefit analysis and utilization-focused evaluation. These techniques are discussed in the context of building "learning organizations" that enable the organization and its managers to know if they are succeeding in achieving their social goals.

Managers and community activists both need to know whether the action programs made possible by public policies are working. This knowledge is all the more important in an environment in which private donors and policymakers alike have embraced results-based decision-making. The course reviews methods, tools and strategies to help managers and advocates to assess measurable impacts of implementation of programs. The course teaches students how to monitor and evaluate programs - what monitoring and evaluation are, how to do them and most importantly, how to critically review studies done by others of your organization and/or emerging ideas in your field.

Course Name: Evaluation for Managers
Instructor: Andrew Hahn

In this course we focus on program evaluation techniques of interest to managers. These include balanced scorecard methods, needs assessment, participatory evaluation methods, process/implementation analysis, impact analysis, cost benefit analysis and utilization-focused evaluation. These techniques are discussed in the context of building "learning organizations" that enable the organization and its managers to know if they are succeeding in achieving their social goals.

Managers and community activists both need to know whether the action programs made possible by public policies are working. This knowledge is all the more important in an environment in which private donors and policymakers alike have embraced results-based decision-making. The course reviews methods, tools and strategies to help managers and advocates to assess measurable impacts of implementation of programs. The course teaches students how to monitor and evaluate programs - what monitoring and evaluation are, how to do them and most importantly, how to critically review studies done by others of your organization and/or emerging ideas in your field.

Course Name: Financial Accounting
Instructor: Brenda Anderson

The primary objective of this course is to develop a fundamental understanding of financial accounting and reporting issues as they apply to non-profit and for profit organizations. Students will learn about the importance of fiscal responsibility and integrity in the efficient utilization of an organization’s resources relative to organizational goals. Accounting practices that are unique to non-profit organizations will be introduced, discussed and differentiated from those practices employed by for profit entities. Throughout the course, emphasis will be placed on interpreting financial statements to understand how accounting information, in a variety of organizational settings, can be utilized by decision makers. This course will also develop analytical skills in an effort to provide the students with a basic understanding of financial statement analysis. Students will examine financial statements from organizations such as hospitals, large and small charity organizations and retailers.

Course Name: Financial Accounting
Instructor: Brenda Anderson, Robert Angell

The primary objective of this course is to develop a fundamental understanding of financial accounting and reporting issues as they apply to non-profit and for profit organizations. Students will learn about the importance of fiscal responsibility and integrity in the efficient utilization of an organization’s resources relative to organizational goals. Accounting practices that are unique to non-profit organizations will be introduced, discussed and differentiated from those practices employed by for profit entities. Throughout the course, emphasis will be placed on interpreting financial statements to understand how accounting information, in a variety of organizational settings, can be utilized by decision makers. This course will also develop analytical skills in an effort to provide the students with a basic understanding of financial statement analysis. Students will examine financial statements from organizations such as hospitals, large and small charity organizations and retailers.

Course Name: Financial Management
Instructor: Thomas Mclaughlin

This course covers common financial management problems encountered by today's nonprofit professionals using a real world perspective based on sound financial and accounting theory. In addition to covering the traditional skills and competencies, we address the balance between mission and margin, social entrepreneurship, and the need for accountability in the governance process.

Specific objectives of this course include the following:

1. To learn basic and advanced financial, analytical and managerial concepts.

2. To be able to apply those concepts to nonprofit financial matters in the context of actual practice as represented by case studies, and in class discussion.

3. To be able to evaluate budgets technically and in a strategic context.

4. To learn how to think and take action like a mission-based financial manager.

5. To be able to communicate effectively with financial personnel.

Course Name: Financial Management
Instructor: Thomas McLaughlin

This course covers common financial management problems encountered by today's nonprofit professionals using a real world perspective based on sound financial and accounting theory. In addition to covering the traditional skills and competencies, we address the balance between mission and margin, social entrepreneurship, and the need for accountability in the governance process.

Specific objectives of this course include the following:

1. To learn basic and advanced financial, analytical and managerial concepts.
2. To be able to apply those concepts to nonprofit financial matters in the context of actual practice as represented by case studies, and in class discussion.
3. To be able to evaluate budgets technically and in a strategic context.
4. To learn how to think and take action like a mission-based financial manager.
5. To be able to communicate effectively with financial personnel.

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Type of Offering

Mission-Driven Career Panel
Type: Panel
Date: October, 2010

Sponsored by the Heller Career Services Office

The Tipping Point in LGBT Healthcare: When Social Justice and Social Policy Meet the Scientific Method
Date: March, 2010

With keynote speakers Dr. Judy Bradford, Ph.D., Co-Chair, The Fenway Institute, Boston; and Director, Center for Population Research in LGBT Health, including the Inter-University Consortium for Political and Social Research; and Dr. Valerie Fein-Zachary, M.D., Board Member, Fenway Community Health; Radiologist, Beth Israel Deaconess Medical Center; Board Member, MassEquality; and Co-Founder, Freedom to Marry. Moderated by Professor Susan P. Curnan. This lecture is part of the Heller School’s new course (HS320f) taught by Professor Susan P. Curnan, which focuses on the last forty years (1969-2010) of social justice and social policy in the American Gay Rights Movement.

Office of Career Services

Heller’s Office of Career Services integrates social impact into our individualized career counseling, programming and employer outreach. We are very excited to announce that in the Fall 2010 semester, we began offering a required career services series for all incoming MBA students, “Launching Your Mission Driven Management Career.” This series is one result of a close collaboration between the Career Services Office and the MBA faculty to identify priority areas for career development initiatives. This course allows students to explore their professional and career development goals within a larger social impact framework.

The Heller MBA has recently developed partnerships with Americorps, CityYear and Peace Corps along with the Boston Center for Community and Justice. MBA candidates coming from these organizations receive significant scholarships based upon their service backgrounds. From a careers perspective, we are continually engaged with these partner organizations in areas of programming and career development for our students.

The largest signature event for Heller Career Services is the Spring Career Fair: Jobs and Careers for a Social Impact which brings in mission focused public, private and nonprofit employers. Co-hosted with Brandeis’ undergraduate career center, this event attracts over 60 employers and reaches the entire undergraduate and graduate community. Career development programming highlights include the Mission Driven Career Panel and Entrepreneurship Panel with speakers who have started their own organization or social impact company.

Piloted in fall 2010, we started an Executive in Residence Program with Marc Fenton, President and Founder of Public Partnerships, LLC. In addition to offering individual interviews and group meetings, Marc gave a keynote presentation titled, “Building a Mission Driven, For Profit Organization and Growing it from $1M in Annual Revenue to $28M in Just Five Years.” Our next two Executives in Residence, Anuradha Desai and Barbara Duffy, each have a long history in the areas of social impact and entrepreneurship.

The Heller Career Services Center continues to partner with both Boston and Brandeis’ Net Impact chapters with plans to implement their Board Fellows program with our students. On campus, our Net Impact Chapter continues to develop speakers and events related to social entrepreneurship and management.

Child, Youth, Family Policy and Management

The Child, Youth, and Family (CYF) Policy and Management concentration prepares graduates for a wide variety of leadership roles in organizations that foster healthy development of children, youth, and families. CYF students acquire technical skills through rigorous preparation in core management concepts, tools, and applications for use in government, not-for-profit, and private sector organizations. The curriculum combines theory and practice to ensure that graduates bring scholarly knowledge to bear on real-world problems.

MBA/MD
Social Policy and Management

The Social Policy and Management concentration prepares students with a broad set of management skills to work successfully in a wide range of organizations with social missions, aware of and responsive to the social policy context in which they work.

For students who want to bring leadership skills to a variety of social issues, the Social Policy and Management concentration is ideal. Upon completion of their MBA, graduates in Social Policy and Management take on a variety of leadership roles in the non-profit, for profit, and public sectors.

Like the other concentrations, the Social Policy and Management concentration provides a solid basis in the fundamental management disciplines. Then in addition, students who concentrate in Social Policy and Management have the opportunity to design a customized concentration in their particular area of social policy and/or management interest.

Sustainable Development

The Sustainable Development (SD) concentration examines and develops an understanding of the sustainability of project goals beyond financial and organizational issues, and provides a foundation in the concepts and methods of sustainable development. The concentration helps students gain an understanding of the current state of global development and engages students in critical thinking about reducing poverty, hunger and human inequality, and conserving the environment. SD concentrators will study a rights-based approach to social change and have the opportunity to take courses in project planning, implementation, monitoring and evaluation. The concentration is suited to early- to mid-career managers of domestic and international organizations working on poverty alleviation, community development, health care, women-in-development, biodiversity, conservation, disaster mitigation, small enterprise creation and advocacy.

MBA/MPP
MBA/MS in International Health Policy and Management
Sustainable Development

The Sustainable Development Concentration helps students develop an understanding of the sustainability of project goals beyond financial and organizational issues, and provides a foundation in the concepts and methods of sustainable development.

The concentration helps students gain an understanding of the current state of global development and engages students in critical thinking about reducing poverty, hunger and human inequality, and in conserving the environment. Sustainable Development concentrators will study a rights-based approach to social change and have the opportunity to take courses in project planning, implementation, monitoring and evaluation.

The concentration is suited to early- to mid-career managers of domestic and international organizations working on poverty alleviation, community development, health care, women-in-development, biodiversity, conservation, disaster mitigation, small enterprise creation, and advocacy.

Social Policy and Management

The Social Policy and Management concentration prepares graduates with a broad set of management skills to work successfully in organizations with a social mission, aware of and able to respond to the social policy context in which they work. For students who want to bring management skills to a variety of social policy issues, the Social Policy and Management concentration is ideal. Upon completion of the MBA, graduates take on a wide variety of leadership roles in non-profit, for-profit and public sector organizations.

MBA/MA in Jewish Professional Leadership
Child, Youth and Family Services Management

The Child, Youth and Family Services Management concentration prepares graduates for a wide variety of leadership and management roles in organizations whose mission it is to foster healthy development of children, youth, and families.

Students acquire technical skills through rigorous preparation in core management concepts, tools, and applications for use in government, not-for-profit, and private sector organizations. The curriculum combines theory and practice to ensure that graduates bring scholarly knowledge to bear on real-world problems.

Changes in the structure and functions of households and in the dynamics of neighborhoods, schools, and the workforce are just a few of the issues facing families today. In order to influence policies and manage programs to benefit children, youth, and families, scholars and professionals must understand the fundamentals of human development; the dramatic social, political, and economic changes affecting family and community life; and new directions in system and program design, organizational development, and social capital and community building. This requires knowledge of relevant theory and practice in the areas of demography, family structure, education, work and support systems for healthy development and self-sufficiency, early intervention and prevention strategies, positive youth development, asset mapping, and community building.

The concentration courses address these many issues with a focus on the broad spectrum of American policies that affect human development. Graduates of the program assume roles as managers, program planners, evaluators, policy analysts, researchers, and educators. In these positions, they influence the lives of many young people. The concentration helps students achieve their goals through mentoring and advising, formal courses, colloquia, research responsibilities, and informal interaction with faculty.

Health Care Policy and Management

The Health Care Policy and Management concentration trains students to be leaders in the changing landscape and infrastructure of health care. Health systems are complex in their structures, processes, and outcomes. This trillion-dollar industry is the largest service industry in the United States and is charged with the task of health promotion and prevention, as well as the diagnosis and treatment of disease. The knowledge base and technology in this industry are both expanding at an exponential rate. Skilled health care managers with training in health policy analysis are in great demand in today’s marketplace.

MBA/MBS
Social Impact Management

A growing number of corporations are seeking to improve their social and environmental impact, while meeting their economic bottom line. Social Impact Management is a course of study offered by the Heller MBA in Nonprofit Management, which will prepare students to identify opportunities for improving social impact and implement them successfully. As defined by Mary Gentile of the Aspen Institute’s Business and Society Program, “Social Impact Management is the field of inquiry at the intersection of business practice and wider societal concerns that reflects and respects the complex interdependence between the two, and that focuses on how to manage this complex interdependency to the mutual benefit of both.”

Gentile points out that: “There is a long history of attention to the intersecting roles and impacts of business and of the wider society of which business is a part…The terminology used to describe this area of exploration includes: business ethics, corporate social responsibility, corporate social performance, business and society, business in society, corporate sustainability, and increasingly …the triple bottom line.” Social Impact Management builds upon these efforts, but differs by being more pragmatic – less about advocacy than about open and critical inquiry; and more integrative – exploring the management of social impact not only in separate courses but also within the traditional management disciplines.

Beyond the core MBA curriculum, two other courses are required for Social Impact Management. In Corporations and Communities, students are introduced to cutting edge strategies in corporate social responsibility. In Social Entrepreneurship, they gain the tools for effectively launching new enterprises and programs: planning for their social impact, bringing them to scale, and ensuring their replicability and sustainability. Both courses bring corporate and non-profit leaders into the classroom to meet with students.

For their remaining electives, students may choose from a wide array of elective courses offered at the Heller School and the International Business School at Brandeis, and through the Boston Consortium. To acquire additional tools for effective social impact management, students may choose from courses such as Corporate Governance, Supply Chain Management, Business Dynamics and Operational Risk Management. To build expertise for the management of social impact in specific policy arenas, students may choose courses such as Principles of Ecology, Environmental Impact Assessment, Assets and Social Policy, Gender and Development, and the entire array of courses offered through the Heller MBA concentrations in Health Care Management, Child, Youth and Family Management, Aging Services Management, and Sustainable Development.

Aging Services Management

The Aging Services Management Concentration prepares students for a variety of leadership and management roles in organizations that serve the complex needs of the elderly.

To prepare graduates with the conceptual, factual, and technical knowledge necessary to meet the needs of the growing aging population, the Heller School, in partnership with Hebrew SeniorLife, has created a program to train the next generation of managers of aging services.

Students will be equipped with management concepts, tools, and applications for use in government, not-for-profit, and private sector organizations, along with knowledge about policy formulation and development relevant to the implementation of programs for aging individuals. The rapidly expanding aging population presents many challenges. There is an increased need worldwide for innovative and all-inclusive models of care to meet the range of services elders require.

The Aging Services Management concentration brings together an interdisciplinary faculty representing the fields of management, medicine, policy analysis, research, and other specialties. Building on the Heller School's core MBA curriculum and the expertise of managers and service staff, the concentration provides students with an understanding of the policy environment within which elders' needs are currently addressed, and brings perspective on future needs and policy trends.

Students will gain first hand exposure to the continuum of services used by seniors, including acute care, long- and short-term care, senior supportive housing and services, assisted living, adult day health, continuing care retirement communities, home health care, assistive technology, transportation, volunteer programs, and family support.

MBA/MA in Sustainable Development
Health Care Management

THE HEALTH CARE MANAGEMENT concentration prepares students to lead in the changing landscape and infrastructure of health care, a system that is complex in its structure, processes and outcomes.

This trillion-dollar industry is the largest service industry in the United States and is charged with the task of health promotion and prevention, plus the diagnosis and treatment of disease. The knowledge base and technology in this industry are expanding at an exponential rate. The issues now redefining health care include:

- The increasing concern with racial/ethnic and socioeconomic disparities in health.
- The growing uninsured population.
- The continuing evolution of managed care.
- The concentration of provider institutions and insurers into fewer large competitors.
- The growing evidence for and awareness of the impact of behavior and lifestyle on health.
- The search for lower-cost alternatives.

Skilled health care managers who also have training in health policy analysis are in great demand in today's marketplace.

In this concentration, the U.S. health care system is examined from political, social, economic, and technical perspectives. The focus is on causes of disease; the structure and processes of health care organizations and service delivery systems; approaches to financing health care; the delivery of substance abuse and mental health services; racial/ethnic and socioeconomic disparities; and health care and its role in social change.

Institute for Child, Youth and Family Policy
Business School Housing? Yes
Number of Faculty: 15
Contact Name: Lorraine Klerman

The Institute for Child, Youth and Family Policy has a wide-ranging portfolio of research and public engagement projects dealing with vulnerable or disenfranchised populations, reflecting the school's dedication to the concept of knowledge advancing social justice. There are three main focuses: early childhood, adolescents, and families. The institute is interdisciplinary in focus, with representation from medicine, psychology, public health, social work, sociology, and social policy. The Institute conducts policy and policy-relevant research, promotes active public engagement, and contributes to the teaching activities of the Heller School.

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