Harvard Clinical and Translational Science Center

项目总结/摘要 整个哈佛的临床和转化研究（CTR）在17个独立的地理位置进行 分散的机构，包括哈佛医学院（HMS），哈佛T。H. Chan公共卫生学院， 和15个HMS附属的学术医疗保健中心。这些机构中的每一个都在实质上和业务上 独立于自己的管理，教师，IRB和电子健康记录。哈佛催化剂（HC） 作为CTR的唯一协调实体，并将这些机构聚集在一起，形成一个联合CTR 网络自2008年以来，人道主义协调员开发了大量的教育和合作减少风险资源组合， 在哈佛的CTR劳动力的需求，当他们的价值已经在哈佛证明， 将其发送给CTSA财团。展望未来，慧聪的总体愿景是与我们的 CTR的劳动力，机构和社区成为一个活生生的临床和转化科学（CTS） 学习实验室CTS学习实验室将不断评估和重新评估中心的CTR 优点和弱点，制定和实施方案创新，以提高效率， CTR的质量、有效性和影响。使用CTS的原则和方法，并以 逻辑模型，HC致力于实现这些目标并克服翻译障碍。七 翻译的障碍已经被优先考虑，可以减轻或克服：1）教育资源， 没有接触到所有学习者，而且重点是调查人员，而不是调查小组; 2） 广泛的研究资源往往是无形的，难以获得; 3）大量的结构和 监管障碍限制了跨机构合作; 4）研究和临床数据需要连接 5）CTR劳动力不够多样化，必须在所有领域发展; 6)不同人群获得和参与研究的机会有限; 7）不足 存在支持将合作减少风险证据付诸实践的机制。HC还将专注于更好地 了解和满足早期和代表性不足的医学研究者及其 团队，以及不同的患者群体和社区，同时努力使劳动力多样化， 减少卫生不平等。提出了多项倡议，以实现五个具体目标：1）培训和多样化 CTR劳动力; 2）将学员和CTR团队与HC资源联系起来; 3）与社区合作 利益相关者，以提高研究参与; 4）民主化卫生信息;和5）使用CTS，以克服 重大CTR障碍。HC渴望向其他CTSA中心学习，并致力于传播和 在CTSA联盟中共享。从采用CTS方法中获得的见解将用于 克服转化障碍，推进改善人类健康的国家集体目标。

PROJECT SUMMARY/ ABSTRACT Clinical and translational research (CTR) across Harvard is conducted at 17 independent and geographically dispersed institutions, including Harvard Medical School (HMS), Harvard T. H. Chan School of Public Health, and 15 HMS-affiliated academic health care centers. Each of these institutions is fiscally and operationally independent with their own governance, faculty, IRB, and electronic health records. Harvard Catalyst (HC) serves as the sole coordinating entity for CTR and has brought these institutions together as a federated CTR network. Since 2008, HC has developed a substantial portfolio of educational and CTR resources to meet the needs of the CTR workforce at Harvard and, when their value has been demonstrated at Harvard, disseminated them to the CTSA consortium. Moving forward, HC’s overarching vision is to partner with our CTR workforce, institutions, and communities to become a living clinical and translational science (CTS) learning laboratory. The CTS learning laboratory will continuously assess and reassess the hub’s CTR strengths and weaknesses, developing and implementing programmatic innovations to improve the efficiency, quality, effectiveness, and impact of CTR. Using the principles and methodologies of CTS and guided by a logic model, HC is committed to achieving these goals and overcoming translational roadblocks. Seven translational roadblocks have been prioritized that can be mitigated or overcome: 1) educational resources are not reaching all learners and have been focused on investigators, rather than investigational teams; 2) extensive research resources are frequently invisible and difficult to access; 3) substantial structural and regulatory barriers limit cross-institutional collaborations; 4) research and clinical data need to be connected and their access democratized; 5) CTR workforce is not sufficiently diverse and must be grown in all domains; 6) there is limited access to and participation by diverse populations in research; and 7) insufficient mechanisms exist to support implementation of CTR evidence into practice. HC will also focus on better understanding and meeting the needs of early-stage and underrepresented in medicine investigators and their teams, as well as diverse patient populations and communities, while working to diversify the workforce and reduce health inequities. Multiple initiatives are proposed to address five specific aims: 1) train and diversify the CTR workforce; 2) connect trainees and CTR teams with HC resources; 3) partner with community stakeholders to improve research participation; 4) democratize health informatics; and 5) use CTS to overcome significant CTR roadblocks. HC is eager to learn from other CTSA hubs and is committed to dissemination and sharing across the CTSA consortium. The insights derived from employing CTS approaches will be used to overcome translational roadblocks and advance the collective national goal of improving human health.