section 3. Recommendations for biobanks
3.1 Ethical, legal, and social operates (Laurie, 2011). A good inter- and data (Section 3.1.5; see also issues (ELSI) and governance nal governance system should: Annex 1). • ensure that the biobank remains Further sections consider quality This section provides advice on faithful to its purpose, encour- (Section 3.4) and records manage- developing an internal governance aging trust between the various ment (Section 3.6). system for biobanks. It references stakeholders; Good governance includes en- recommendations and best prac- • be guided by a set of overarching gaging with the public during the tices of international organizations, principles when making decisions, establishment of a biobank and 3 SECTION including OECD (2007, 2009), ISBER including being transparent, ac- throughout the life-cycle of the bio- (2012), GA4GH (2016), and NCI countable, consistent, proportion- bank. Therefore, the approach to (2016), among others. However, the ate, efficient, coordinated, equita- public engagement must be con- background of law and guidance is ble, and fair; and sidered from the outset. In addition continually developing and should be • be dynamic and able to adapt over to engaging with participants, the monitored. For example, the new EU time. biobank may need to engage with General Data Protection Regulation The internal governance ap- the scientific community, research- (European Commission, 2016) has proaches introduced in this section ers, patient groups, and/or the wid- implications for patients’ rights in are based on a good governance er public using a variety of meth- medical research, CEN norms, and structure or framework (Section 3.1.1) ods, for example by consultation ISO standards. and documentation on: on study designs and policies, in- Governance, in the context of bio- • informed consent (Section 3.1.2); volvement on committees, or publi- banks, is not one-size-fits-all. During • data protection, confidentiality, and cation and outreach. Good biobank the establishment of a biobank, gov- privacy (Section 3.1.3); governance also includes a strong ernance systems should be designed • return of results and incidental find- commitment to researchers, ensur- to take into account the biobank’s ings (Section 3.1.4); and ing quality, efficiency, and trans- scope and the context in which it • access to and sharing of samples parency of service. Therefore, the
Section 3. Recommendations for biobanks 11 following recommendations should larger biobanks will need to develop many committees or policies, or if be put into practice in collaboration a detailed protocol and procedures. they are ill-defined, this can impede with project principal investigators. The policies are usually stipulat- procedures and cause delays. ed in a governance document that 3.1.1 Governance framework describes the objectives and scope 3.1.1.1 Governance organization of the biobank, the organizational A good governance framework structure, the scientific and eco- The biobank should have a structure should define the organizational nomic strategy of the biobank (which of committees and appropriately quali- structure of the biobank, for daily will be articulated in an annually up- fied personnel in relevant roles to over- management and oversight of its dated business plan), and contingen- see its governance. The size, type, strategic policy. This framework usu- cy plans in the event of closure. The and number of committees and their ally includes lists and descriptions governance document also includes composition will vary depending on the of the biobank’s personnel, commit- policies on data protection and pri- size and purpose of the biobank. Care- tees, and policies that are required vacy as well as the procedures gov- ful consideration should be given when to enable the correct functioning of erning specific operational activities participants, patient groups, or public the biobank. The level of policies of the biobank. representatives are asked to serve and procedures governing the bio- Defining the structure and man- on biobank committees. Their roles bank should be scalable to its na- date of committees and describing on the committee should be clearly ture, size, and available resources. policies is an effective way to en- communicated, and training should For example, smaller biobanks may sure adherence to proper gover- be provided. The following types of have more limited policies, whereas nance. However, if there are too committee may be considered (Fig. 1).
Fig. 1. Sample committee structure for internal biobank governance.
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