OBJECTIVES: We developed the concept of the extra-territorialtranslational team (ETTT) in 2014 as a more inclusive revision andextension of the team science concept. Translational thinkingis largely marked by the perception of the team as a thing-like structure at thecenter of the scientific activity. Collaboration accordingly involves bringingexternal others (e.g., scientists, community members, and clinicians) into theteam through limited or dependent participation. The ETTT is intended to framethe team as an idea: a schema for assembling and managingrelationships among otherwise disparate individuals withvested interests in the problem at hand. Thus, the ETTT can be seen as aprocess as well as an object. Our initialfocus was on the very successful SCI Café program(where Science and Communities Interact) conducted through the Institute forTranslational Sciences and the Center for Translational Sciences Award at UTMB.We found that by looking beyond the taken-for-granted features of translationalresearch teams, we are free to discover new ways of organizing research andcommunity engagement that are innovative yet productive. The major area ofgrowth, however, has been the Research, Education, And Community HealthCoalition (REACH). The purpose of the current study is to outline strategies forinventorying and evaluating the emerging programs that are the major componentsof REACH and the SCI Café and to suggest implications for theextra-territorial translational team concept. METHODS/STUDYPOPULATION: The assessment of the extraterritorial team concept in REACH and SCICafé is primary a process of qualitative content analysis. We usesemi-structured interviews with project leadership, observations of the actualperformance of the REACH teams, and the review of REACH and SCI Cafédocuments, for example, Quantitatively, we have conducted a Community HealthNeeds Assessment (CHNA) to better understand community health and resourceneeds. RESULTS: Both the SCI Café program and the REACH initiativefollow the principles of the ETTT concept for assembling and managing researchand community outreach. The following are several key principles shared by bothprograms: (1) The importance of creative, applicable, and inclusive missionstatements: (a) REACH seeks to facilitate communication, collaborative research,and service efforts between UTMB and Institute for Translational Sciencesinvestigators and Galveston County community leaders; (b) The SCICafé hosts interactive dialogs that serve as a medium for priming,organizing, communicating and strategizing among the individuals involved inteam science via community-based research projects. (2) Increasing scientificand health literacy: (a) REACH seeks to increase literacy through bothshort-term and long-term interactions; (b) The SCI Café focuses onshort-term yet intensive interaction through conversations among researchers,clinicians, and the public. (3) Sharing timely scientific public healthinformation with the community: (a) REACH seeks information from communityleaders on relevant topics; (b) The SCI Café can mobilize quickly torespond to timely topics by direct communication with a wide range ofstakeholders, academic as well as community based. (4) Sharing leadership withthe community: (a) REACH establishes formal relationships with 23 UTMB units and39 broad-based, high impact Galveston County organizations. (b) The SCICafé works primarily with “grass roots”community-level groups and organizations. (5) Creating resources and strategiesfor expansion: (a) REACH is working to expand its activities to other countiesin the Gulf Coast area of Texas (e.g., Brazoria and Matagorda Counties); (b) TheSCI Café is expanding its program to comfortable locations accessibleto local residents (e.g., schools and libraries). (6) The value of regular andsystematic scientific and evaluation: (a) REACH is conducting a Community HealthNeeds Assessment (CHNA) that has already discovered major issues of relevance tocommunity leaders including mental health, vaccination rates, food security,disaster preparedness, and caregiving. (b) The SCI Café conducts anevaluation survey at the conclusion of every event to stay current withparticipants interests and needs. DISCUSSION/SIGNIFICANCE OF IMPACT:(1) In order to maintain the ability to operate extra-territorially (i.e.,beyond the safe organizational confines of the University), the 2 programsdiscussed here must maintain a fluid team structure. Different projects requiredifferent types of leadership, grass roots participation, university resources,communications/public relations, etc. (2) The strategy ofaccumulating and disseminating best practices appears to be one of the mostvaluable products of the extra-territorial team. (a) REACH’s“Offer and Ask” practice by which information ofuniversity and community resources (skills and expertise) are shared makescooperation and shared leadership explicit. (b) The SCICafé’s interactional strategies for encouraging andenabling café participants to join thediscussion/conversation are wonderful ways to convert an otherwiseunidirectional lecture into a vibrant conversation. (3) Although the scope ofthese 2 programs is quite different, the message from both is that theprinciples of extra-territorial translational teams are application to all suchendeavors to improve scientific and health literacy.