Optimising cohort data in Europe

quantifiable intangible resources in order to ensure collaboration and participation. This is because acceptance has already been secured in Pillar II through the "tangibilisation" of intangible resources. As a result, the participation platform in Pillar III is the product of complementary outputs of specialised tangible resources and intangible ones. Specialised resources ensure that the content of the platform is as explicit as possible while intangible resources support sustainable participation.

5. Strategic Agenda 5.1 Overview

We consider the three pillars outlined in section 2-4 as the major strategic domains along which specific strategic tasks can be ordered and formulated. Initiatives and projects can be planned and conducted in a structured, complementary and synergetic manner. Nevertheless, analysing the stakeholders’ positions and looking at the scattered landscape of patient- and population cohorts, the different types of stakeholders, projects, organisations and initiatives focusing on cohorts, synergies and federated data platforms, the pure compilation of information beneath the three pillars will be insufficient until there is a democratic, widely accepted and sustainable organisational structure that coordinates, maintains and curates the information and activities under the three pillars. Therefore, and first, we suggest as a priority of a strategic agenda a central institutional instrument, meaning the establishment of what we call an Institute for Optimising Multistudy Integrative Cohort Research in Health governed by an international board of curators. It´s mission should be coordinating and curating the information and activities under the three pillars including the definition, initiation and supervision of further strategic activities. Of course, the role of this institution can be mandated to an existing, well-established institution, if appropriate. We see one of the European Commission’s Directorates, e.g. Research and Innovation, as the right place to initiate and steer the process. 5.2 Strategic tasks As a priority, we suggested the establishment of an Institute for Optimising Multistudy Integrative Research in Health governed by an international board of curators, either as a new entity or embedded into an established organisation. The primary strategic task of this Institute should be: The overarching task is to elaborate the details regarding organisation, management, financing and implementation of the strategic agenda, particularly of the Institute for Optimising Multistudy Integrative Research in Health. This step includes the consultation