Debra Lerner, MSc, PhD, is Associate Director of Organizational Impact for Tufts Clinical and Translational Science Institute (CTSI), Director and founder of the Program on Health, Work and Productivity at Tufts Medical Center, and Professor in the Departments of Medicine and Psychiatry of Tufts School of Medicine and Tufts Graduate School of Biomedical Science. She has dedicated her career to reducing the human and economic burden of illness and disability and translating research results into evidence-based workplace policies and practices that enable all adults to remain productive throughout their lives. She is a national thought leader on health and work productivity improvement as well as workplace mental health. She is an expert survey researcher whose questionnaires, including the Work Limitations Questionnaire, are used worldwide.Dr. Lerner has authored over 80 peer reviewed publications, is the recipient of numerous research grants and contracts, and received the prestigious Mark Dundon Research Award from the Health Enhancement Research Organization (HERO) and President’s Award from the Institute of Health and Productivity Management (IHPM). She has consulted on employee health and productivity improvement for many organizations, including the US Veterans Benefits Administration, Social Security Administration Disability Programs, the Assistant Secretary’s Office for Planning and Evaluation within the Department of Health and Human Services, One Mind, the World Economic Forum, and many private-sector health insurers and employers. Dr. Lerner serves on the board of directors of The Health Project, which awards the prestigious C. Everett Koop award to employers that have demonstrated excellence in employee health promotion and disease prevention and is Board Chair of the Center for Workforce Health and Performance.

• 1. Introduction.- Part I Transforming Research with Broad Engagement.- 2. The Transformative Power of Broadly Engaged Team Science: A Moth-er’s Quest to Understand PXE.- 3. Broadly Engaged Team Science in Neonatal Research.- 4. Patient Advocates in Cancer Care: A Rich Tradition and Evolving Role.- 5. National Kidney Foundation Patient Network.- 6. Broadly Engaged Team Science Comes to Life in a Design Lab.- 7. Tufts Center for the Study of Drug Development Employs Broadly Engaged Team Science to Explore the Challenges of Pharmaceutical Research and Development.- Part II. Integrating Communities and Stakeholders into Broadly Engaged Team Science.- 8. Social Movements and Stakeholder Engagement.- 9. A Basic Scientist’s Journey: Engaging Public Stakeholders Through Civic Science.- 10. Lessons in Public Involvement from Across the Pond.- 11. Leveling the Playing Field for Community Stakeholders: Examining Practices to Improve Engagement and Address Power Dynamics.- 12. A Theory of Stakeholder-driven Community Diffusion.- 13. Monitoring and Evaluation of Stakeholder Engagement in Health Research.- Part III. Applying Broadly Engaged Team Science: Case Studies.- 14. Insiders and Outsiders:  A Case Study of Fostering Research Partnerships between Academic Health Centers and Corrections Institutions.- 15. Responding to the Community: HOPE (Healthy Outcomes from Positive Experiences).- 16. Students as Key Collaborators in Tackling Early Stage Research Ideas.- 17. Engaging Stakeholders to Decrease Study Start-up Delays.- 18. Health Literacy and Broadly Engaged Team Science: How One Study Team Used Plain Language Principles to Share Findings with Affected Communities.- 19. Utilizing Patient Navigators to Promote Equitable and Accountable Research.- 20. Asian American Research in the Post-Atlanta Era: Driving Community-engaged Research That Is More Meaningful, Responsive, and  Actionable for Local Communities.- 21. Stakeholder Engagement in Predictive Model Development for Clinical Decision Support.- Part IV. Creating an Institutional Environment of Support for Broadly Engaged Team Science.- 22. Research Administration Practices for Proposal Development and Post-Award Management of Stakeholders and Community Participants.- 23. Starting Off Right: Supporting Community Involvement in the Evaluation of Research Proposals.- 24. Role of Broadly Engaged Team Science in the Inclusion of Minority Populations as Research Participants and in All Roles on Research Teams.- 25. Rewarding Team Science in Tenure and Promotion Practices: An Operational Imperative for the Academic Research Enterprise of the 21st Century.- Epilogue.

Debra Lerner, MSc, PhD, is Associate Director of Organizational Impact for Tufts Clinical and Translational Science Institute (CTSI), Director and founder of the Program on Health, Work and Productivity at Tufts Medical Center, and Professor in the Departments of Medicine and Psychiatry of Tufts School of Medicine and Tufts Graduate School of Biomedical Science. She has dedicated her career to reducing the human and economic burden of illness and disability and translating research results into evidence-based workplace policies and practices that enable all adults to remain productive throughout their lives. She is a national thought leader on health and work productivity improvement as well as workplace mental health. She is an expert survey researcher whose questionnaires, including the Work Limitations Questionnaire, are used worldwide.Dr. Lerner has authored over 80 peer reviewed publications, is the recipient of numerous research grants and contracts, and received the prestigious Mark Dundon Research Award from the Health Enhancement Research Organization (HERO) and President’s Award from the Institute of Health and Productivity Management (IHPM). She has consulted on employee health and productivity improvement for many organizations, including the US Veterans Benefits Administration, Social Security Administration Disability Programs, the Assistant Secretary’s Office for Planning and Evaluation within the Department of Health and Human Services, One Mind, the World Economic Forum, and many private-sector health insurers and employers. Dr. Lerner serves on the board of directors of The Health Project, which awards the prestigious C. Everett Koop award to employers that have demonstrated excellence in employee health promotion and disease prevention and is Board Chair of the Center for Workforce Health and Performance.

• 1. Introduction.- Part I Transforming Research with Broad Engagement.- 2. The Transformative Power of Broadly Engaged Team Science: A Moth-er’s Quest to Understand PXE.- 3. Broadly Engaged Team Science in Neonatal Research.- 4. Patient Advocates in Cancer Care: A Rich Tradition and Evolving Role.- 5. National Kidney Foundation Patient Network.- 6. Broadly Engaged Team Science Comes to Life in a Design Lab.- 7. Tufts Center for the Study of Drug Development Employs Broadly Engaged Team Science to Explore the Challenges of Pharmaceutical Research and Development.- Part II. Integrating Communities and Stakeholders into Broadly Engaged Team Science.- 8. Social Movements and Stakeholder Engagement.- 9. A Basic Scientist’s Journey: Engaging Public Stakeholders Through Civic Science.- 10. Lessons in Public Involvement from Across the Pond.- 11. Leveling the Playing Field for Community Stakeholders: Examining Practices to Improve Engagement and Address Power Dynamics.- 12. A Theory of Stakeholder-driven Community Diffusion.- 13. Monitoring and Evaluation of Stakeholder Engagement in Health Research.- Part III. Applying Broadly Engaged Team Science: Case Studies.- 14. Insiders and Outsiders:  A Case Study of Fostering Research Partnerships between Academic Health Centers and Corrections Institutions.- 15. Responding to the Community: HOPE (Healthy Outcomes from Positive Experiences).- 16. Students as Key Collaborators in Tackling Early Stage Research Ideas.- 17. Engaging Stakeholders to Decrease Study Start-up Delays.- 18. Health Literacy and Broadly Engaged Team Science: How One Study Team Used Plain Language Principles to Share Findings with Affected Communities.- 19. Utilizing Patient Navigators to Promote Equitable and Accountable Research.- 20. Asian American Research in the Post-Atlanta Era: Driving Community-engaged Research That Is More Meaningful, Responsive, and  Actionable for Local Communities.- 21. Stakeholder Engagement in Predictive Model Development for Clinical Decision Support.- Part IV. Creating an Institutional Environment of Support for Broadly Engaged Team Science.- 22. Research Administration Practices for Proposal Development and Post-Award Management of Stakeholders and Community Participants.- 23. Starting Off Right: Supporting Community Involvement in the Evaluation of Research Proposals.- 24. Role of Broadly Engaged Team Science in the Inclusion of Minority Populations as Research Participants and in All Roles on Research Teams.- 25. Rewarding Team Science in Tenure and Promotion Practices: An Operational Imperative for the Academic Research Enterprise of the 21st Century.- Epilogue.

Debra Lerner, MSc, PhD, is Associate Director of Organizational Impact for Tufts Clinical and Translational Science Institute (CTSI), Director and founder of the Program on Health, Work and Productivity at Tufts Medical Center, and Professor in the Departments of Medicine and Psychiatry of Tufts School of Medicine and Tufts Graduate School of Biomedical Science. She has dedicated her career to reducing the human and economic burden of illness and disability and translating research results into evidence-based workplace policies and practices that enable all adults to remain productive throughout their lives. She is a national thought leader on health and work productivity improvement as well as workplace mental health. She is an expert survey researcher whose questionnaires, including the Work Limitations Questionnaire, are used worldwide.Dr. Lerner has authored over 80 peer reviewed publications, is the recipient of numerous research grants and contracts, and received the prestigious Mark Dundon Research Award from the Health Enhancement Research Organization (HERO) and President’s Award from the Institute of Health and Productivity Management (IHPM). She has consulted on employee health and productivity improvement for many organizations, including the US Veterans Benefits Administration, Social Security Administration Disability Programs, the Assistant Secretary’s Office for Planning and Evaluation within the Department of Health and Human Services, One Mind, the World Economic Forum, and many private-sector health insurers and employers. Dr. Lerner serves on the board of directors of The Health Project, which awards the prestigious C. Everett Koop award to employers that have demonstrated excellence in employee health promotion and disease prevention and is Board Chair of the Center for Workforce Health and Performance.

• 1. Introduction.- Part I Transforming Research with Broad Engagement.- 2. The Transformative Power of Broadly Engaged Team Science: A Moth-er’s Quest to Understand PXE.- 3. Broadly Engaged Team Science in Neonatal Research.- 4. Patient Advocates in Cancer Care: A Rich Tradition and Evolving Role.- 5. National Kidney Foundation Patient Network.- 6. Broadly Engaged Team Science Comes to Life in a Design Lab.- 7. Tufts Center for the Study of Drug Development Employs Broadly Engaged Team Science to Explore the Challenges of Pharmaceutical Research and Development.- Part II. Integrating Communities and Stakeholders into Broadly Engaged Team Science.- 8. Social Movements and Stakeholder Engagement.- 9. A Basic Scientist’s Journey: Engaging Public Stakeholders Through Civic Science.- 10. Lessons in Public Involvement from Across the Pond.- 11. Leveling the Playing Field for Community Stakeholders: Examining Practices to Improve Engagement and Address Power Dynamics.- 12. A Theory of Stakeholder-driven Community Diffusion.- 13. Monitoring and Evaluation of Stakeholder Engagement in Health Research.- Part III. Applying Broadly Engaged Team Science: Case Studies.- 14. Insiders and Outsiders:  A Case Study of Fostering Research Partnerships between Academic Health Centers and Corrections Institutions.- 15. Responding to the Community: HOPE (Healthy Outcomes from Positive Experiences).- 16. Students as Key Collaborators in Tackling Early Stage Research Ideas.- 17. Engaging Stakeholders to Decrease Study Start-up Delays.- 18. Health Literacy and Broadly Engaged Team Science: How One Study Team Used Plain Language Principles to Share Findings with Affected Communities.- 19. Utilizing Patient Navigators to Promote Equitable and Accountable Research.- 20. Asian American Research in the Post-Atlanta Era: Driving Community-engaged Research That Is More Meaningful, Responsive, and  Actionable for Local Communities.- 21. Stakeholder Engagement in Predictive Model Development for Clinical Decision Support.- Part IV. Creating an Institutional Environment of Support for Broadly Engaged Team Science.- 22. Research Administration Practices for Proposal Development and Post-Award Management of Stakeholders and Community Participants.- 23. Starting Off Right: Supporting Community Involvement in the Evaluation of Research Proposals.- 24. Role of Broadly Engaged Team Science in the Inclusion of Minority Populations as Research Participants and in All Roles on Research Teams.- 25. Rewarding Team Science in Tenure and Promotion Practices: An Operational Imperative for the Academic Research Enterprise of the 21st Century.- Epilogue.