Business Plan 2007-2014

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PROCESS The revision of the business plan, with methodological support and coaching by Ernst & Young, was prepared over a period of 8 months with extensive internal & external consultation, and 4 workshops. The plan, which has been reviewed once by the Board of Directors (December 2006) and twice by its Executive Committee (November 2006, March 2007), was approved by the Board of Directors in July 2007.

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CONTENTS 1. EXECUTIVE SUMMARY............................................................................................................................. 4 2. DNDi IN 2007............................................................................................................................................. 7 2.1 2.2 2.3 2.4 2.5

Vision and mission........................................................................................................................... Objectives......................................................................................................................................... Portfolio............................................................................................................................................ Organisation at the beginning of 2007............................................................................................ Key accomplishments and challenges............................................................................................

7 8 8 9 9

3. THE LANDSCAPE OF RESEARCH AND DEVELOPMENT FOR NEGLECTED DISEASES........................ 11 Introduction...................................................................................................................................... Needs of patients with neglected diseases.................................................................................... In 2007, a changed r&d landscape for neglected diseases.......................................................... Opportunities for dndi....................................................................................................................

11 12 14 17

4. DNDi BUSINESS MODEL . ........................................................................................................................ 18 4.1 4.2 4.3 4.4 4.5

A stepwise, integrated model of drug r&d.................................................................................... A virtual organisation managing collaborative r&d projects........................................................ A needs-driven regulatory and access strategy ............................................................................ R&D networks that utilise and strengthen research capacities in disease-endemic countries.. International advocacy to support dndi’s objectives.....................................................................

18 19 21 22 23

5. R&D STRATEGY . ...................................................................................................................................... 24 5.1 Approaches . .................................................................................................................................... 24 5.2 The DNDi portfolio........................................................................................................................... 27 5.3 Summary of objectives . .................................................................................................................. 32

 DNDi Business Plan 2007-2014

3.1 3.2 3.3 3.4

6.1 6.2 6.3 6.4

Organisation, management oversight ............................................................................................ Governance . .................................................................................................................................... Coordination & implementation...................................................................................................... Accountability, transparency and ethical principles ......................................................................

33 34 35 36

Contents

6. ORGANISATION & GOVERNANCE............................................................................................................ 33

7. EXPENDITURES ....................................................................................................................................... 37 7.1 7.2 7.3 7.4 7.5 7.6

Total expenditure.............................................................................................................................. Methodology of costing.................................................................................................................... Research & drug development estimate of costs ......................................................................... Other social mission estimate of costs: strengthening capacities & advocacy ........................... Estimate of support costs: fundraising & general management.................................................. Fixed costs versus project variable costs . .....................................................................................

39 39 40 42 43 43

8. RESOURCES.............................................................................................................................................. 44 8.1 Human resources evolution . .......................................................................................................... 44 8.2 Funding strategy & income plan..................................................................................................... 44

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1. EXECUTIVE SUMMARY DNDi Business Plan 2007-2014

 DNDi has developed the following business plan to outline the process by which the organisation will make significant progress between now and 2014 toward accomplishing its mission to develop new treatments for patients suffering from the most neglected diseases. Acting in the public interest, DNDi will continue to bridge existing R&D gaps in essential drugs for these diseases by initiating and coordinating drug R&D projects in collaboration with the international research community, the public sector, the pharmaceutical industry, and other relevant partners.

Executive Summary

DNDi Today DNDi has grown from the four projects described in the 2003 business plan to a portfolio of 22 projects in 2007. The current portfolio primarily focuses on the three kinetoplastid diseases of leishmaniasis, human African trypanosomiasis or HAT (sleeping sickness), and Chagas disease. Discovery projects initially test compounds against all of these diseases. By proactively identifying critical R&D challenges and opportunities in exploration with academia, pharma, biotech, and other product development partnerships (PDPs), DNDi is building a portfolio which already contains strong projects for two of the target diseases. For visceral leishmaniasis (VL) and Human African Trypanosomiasis (HAT) in Africa, DNDi has facilitated the establishment of two disease-specific platforms that develop clinical research capacity in endemic regions by involving relevant scientists, research organisations, international organisations, NGOs, and national programmes. In 2007, as a result of the multi-partner FACT project, two fixed-dose artemisinin combination therapies (ACTs) will become available as non-patented public goods and will offer the first-ever paediatric strengths in fixed-dose antimalarials. Through advocacy efforts, DNDi has influenced public policy agendas, from the WHA Resolution 59.24 on Essential Health R&D to political and financial commitments to neglected diseases by the G8 and EU respectively. As part of its policy success, DNDi has secured funding for neglected diseases’ drug R&D from several governments including France, the Netherlands, and the UK. Having reached a number of milestones in its short life, DNDi must remain vigilant about proactively identifying the optimal balance between research, development, and access, so as to best address enduring unmet patient needs. A number of critical challenges remain as DNDi moves forward.

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A Changed Landscape for Neglected Diseases Neglected tropical diseases continue to cause significant morbidity and mortality in the developing world. Yet, of the 1,556 new drugs approved between 1975 and 2004, only 21 (1.3%) were specifically developed for tropical diseases and tuberculosis, even though these diseases account for 11.4% of the global disease burden. Due to a combination of market and public policy failures, drug development has largely been confined to the R&D-based pharmaceutical industry which focuses on global diseases and lifestyle conditions. Recently, the field of R&D for neglected diseases has seen the emergence of several new organisations, new donors, new financial mechanisms, and a new political environment. By building partnerships in both the public and the private sector - based on existing capacity, expertise, and resources – such as DNDi are working to foster R&D for neglected diseases. More academic and public institutes are becoming involved, and some companies in the pharmaceutical/biotechnology sector have now created special R&D facilities or initiatives to develop new tools for neglected diseases. A number of emerging, developing countries have dedicated resources to building R&D capacity, and several donors have also become involved in research funding for tools to combat neglected diseases. Philanthropic organisations, notably the Bill & Melinda Gates Foundation, have been critical drivers in the increased R&D activity. Although greater international attention is now being paid to the most neglected diseases, there is not enough sustainable funding, and a global framework for essential health R&D is still needed.



To achieve these objectives, the DNDi business model has been updated to have: 1) A stronger focus on the kinetoplastid diseases; 2) A stepwise, integrated model of drug R&D in which needs-driven projects are sourced at any stage of the pipeline; 3) A virtual organisation which manages collaborative R&D projects; 4) A needs-driven regulatory and access strategy; 5) R&D networks that utilise and strengthen research capacities in disease-endemic countries; 6) International advocacy to support DNDi’s R&D objectives and to foster an improved global framework for essential health R&D.

Executive Summary

DNDi’s primary objective is to deliver 6 - 8 new treatments by 2014 for VL, HAT, Chagas disease and malaria, and to establish a strong R&D portfolio that addresses patient treatment needs. The organisation will also use and strengthen existing capacity in disease-endemic countries via project implementation and will continue to raise awareness about the need to develop new drugs for neglected diseases and to advocate for increased public responsibility.

DNDi Business Plan 2007-2014

An Innovative Model

R&D Strategy DNDi’s R&D strategy will seek to fill the pipeline at all stages of development through a mix of short-, medium-, and long-term projects. DNDi is proactively developing a portfolio through the identification of: 1) Enduring unmet patient needs; 2) R&D opportunities, such as candidate compounds and improved formulations to address such needs; 3) Possible organisations to partner with in the R&D process; 4) Adequate funding to secure. Throughout this process, DNDi will work to strengthen capacity and contribute to R&D technology transfer by developing partnerships in countries where neglected diseases are endemic. Post-registration mechanisms will also be leveraged through partnerships to ensure treatment, utilisation, access, and timely handover of projects with commercial partners, international and national programmes. Project-associated quality and safety from screening through clinical development and into the field is a key success factor for DNDi.

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The current portfolio contains seven clinical, four preclinical and eleven discovery projects. By 2014, DNDi will have developed six to eight new treatments (four to five drugs registered, two geographical extensions and two to three co-administrations recommended by WHO) and will have built a balanced pipeline that will have projects at all stages of development. Concerted efforts that will harness discovery activities targeting all three primary diseases will be taken such that the most promising anti-parasitic candidates are identified. In the long-term, a sustained programme of harnessing scientific innovation will ensure that each target disease has a selection of safe, effective, affordable, and easy-to-use treatments for all forms of the disease.

Governance and Organisation Today, DNDi is a team of committed people who are dedicated to maintaining the momentum achieved since the launch of the initiative in 2003. With DNDi’s ambitious vision in mind, the team has made significant headway in achieving DNDi’s mission. Governed by the Board of Directors with the Scientific Advisory Committee, Audit Committee, and Executive Board Committee providing key scientific and management guidance for decision-making, the DNDi Executive Team in Geneva implements the R&D strategy, manages the global portfolio, allocates resources, fundraises, and advocates. The Board of Directors approves project selection and sets policies for intellectual property, financial control, and ethics. The Scientific Advisory Committee provides recommendations on all scientific aspects of drug discovery and development, project selection, and portfolio management. Four regional support offices have been established in developing countries to help identify patients’ needs, support project managers, identify and support regional partners, seek funding, and undertake regional advocacy work for DNDi projects.

Finances

Executive Summary

DNDi Business Plan 2007-2014



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The annual budget is projected to grow from EUR 4 million in 2004 to EUR 40 million in 2014. The overall expenses during this time are projected to be EUR 274 million, with a possible outcome of six to eight new treatments for neglected diseases and the creation of a healthy portfolio with projects throughout the development pipeline. On average, the vast majority of funds will be devoted to R&D (84%), with a secondary programmatic focus on strengthening capacities (4%) and advocacy (3%). This focus shows a clear emphasis on the social mission with 91% of the funds allocated in this area. From a disease perspective, DNDi will dedicate the majority of funding towards the development of treatments for VL (33%), HAT (34%), and Chagas disease (16%). To develop its activities and achieve its objectives, DNDi seeks different sources of funding from governments and international organisations (51% of projected income), Founding Partners (17%), private foundations and large donors (29%), and individuals (3%). The “Friends of DNDi”, a group of individuals from around the world committed to DNDi’s vision and mission, will equip DNDi with an additional tool to strengthen and to support the implementation of the fundraising strategy, as well as to raise awareness of the need for R&D for neglected diseases. DNDi is well-positioned to obtain the funds necessary to sufficiently support its mission, vision, and objectives, and to maintain independence.

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2. DNDi IN 2007

2.1 Vision and mission DNDi’s vision is: To improve the quality of life and the health of people suffering from neglected diseases by using an alternative model to develop drugs for these diseases and by ensuring equitable access to new and field-relevant health tools. In this not-for-profit model, driven by the public sector, a variety of players collaborate to raise awareness of the need to research and develop drugs for those neglected diseases that fall outside the scope of market-driven R&D. They also build public responsibility and leadership in addressing the needs of these patients.

DNDi in 2007

Founded in 2003 to address the needs of patients with the most neglected diseases, DNDi is a collaborative, patients’ needs-driven, virtual, not-for-profit drug R&D organisation.

DNDi Business Plan 2007-2014



DNDi’s mission is: To develop new drugs or new formulations of existing drugs for patients suffering from the most neglected communicable diseases. Acting in the public interest, DNDi will bridge existing R&D gaps in essential drugs for these diseases by initiating and coordinating drug R&D projects in collaboration with the international research community, the public sector, the pharmaceutical industry, and other relevant partners. DNDi’s primary focus will be the development of drugs for the most neglected diseases, such as HAT (sleeping sickness), visceral leishmaniasis (VL), and Chagas disease. The organisation will also consider engaging in R&D projects on other neglected diseases. DNDi will address unmet needs by taking on projects that others are unable or unwilling to pursue and, as means permit, will consider development of diagnostics and/or vaccines. In pursuing these goals, DNDi will manage R&D networks built on South-South and North-South collaborations. While using the existing support capacities in countries where the diseases are endemic, DNDi will help to build additional capacity in a sustainable manner through technology transfer in the field of drug research and development for neglected diseases.

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2.2 Objectives The primary objective of DNDi is to deliver six - eight new treatments by 2014 for leishmaniasis, sleeping sickness (HAT), Chagas disease, and malaria, as well as to establish a strong R&D portfolio that addresses patient needs for treatment. Utilizing R&D networks built on South-South and North-South collaborations, DNDi aims to bring medical innovation to the patients by developing: • New drugs from novel compounds identified through screening and lead optimisation; • New drugs from compounds with known antimicrobial/antiparasitic activities (could start at lead optimisation or pre-clinical development); • New indications for existing medicines in the field of the most neglected diseases (therapeutic switching); • Reformulations and combinations better adapted to field conditions (paediatric, long-acting, new route of administration, fixed-dose combinations, co-packaging, or co-administration); • Existing drugs for target diseases (geographical extension of registration; completion of regulatory dossiers of existing drug candidates). In doing this, DNDi also has two other objectives: > To use and strengthen existing capacities in disease-endemic countries via project implementation. > To raise awareness about the need to develop new drugs for neglected diseases and advocate for

increased public responsibility.

2.3 Portfolio

DNDi in 2007

DNDi Business Plan 2007-2014



In 2007, the portfolio of DNDi has grown to 22 projects from the four projects described in the original Business Plan written in 2003. The current portfolio primarily focuses on the three kinetoplastid diseases (HAT, VL, and Chagas disease) and contains seven clinical, four preclinical, and eleven discovery projects (Figure 1). Through a continuous exploration and exchange with academia, pharma, biotech, and other PDPs, DNDi is building a portfolio that proactively identifies critical R&D challenges and opportunities (see Chapter 4). Figure 1. DNDi portfolio, January 2007. Discovery S

Pre-clinical

LS

Clinical

DHFR inhibitors, LT

FDC Artesunate-Amodiaquine, M

CP inhibitors,T

FDC Artesunate-Mefloquine, M

TR inhibitors, LT

Nifurtimox-Eflomithine, H

Microtubule inhibitors, H

Paromomycin, VL Imiquimod, CL

Scynexis screening, T

AmBisome, L

CDRI screening, T

Drug combinations, VL NPC1161B, an 8aminoquinoline, VL

Genzyme screening, T

Amphotericin B polymer, VL

Kitasato screening, T

Ravuconazole, C Novel nitroheterocycles, H Ascofuranone, H

Nitroimidazoles 2, LT

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Available to patients

LO

Nitroimidazoles 1, H

L: Leishmaniasis VL: Visceral leishmaniasis CL: Cutaneous leishmaniasis T: Trypanosomiasis C: Chagas disease H: Human African trypanosomiasis M: Malaria

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The portfolio already contains strong projects for HAT and VL (two of the three target diseases). The gains made in the past three years of building a portfolio must now be matched by a continuous supply of strong, new projects built through exploratory activities, rigorous selection, and a management process that enables efficient and effective project progression. More than ten exploratory activities are underway or in discussion.

2.4 organisation at the beginning of 2007 Today, DNDi is a team of committed people who are dedicated to maintaining the momentum achieved since the launch of the initiative in 2003. With DNDi’s ambitious vision in mind, the small team of permanent staff in Geneva along with four regional support liaison offices, two project support offices, and several shortterm consultants have made significant headway in achieving DNDi’s mission.

A number of achievements have been reached in a relatively short period of time. All such achievements are milestones along the way to achieving DNDi’s vision: L Founding Partners Underscoring the need for public leadership on and involvement in neglected diseases, DNDi drew Founding Partners primarily from the public sector in neglected disease-endemic countries: the Oswaldo Cruz Foundation/Farmanguinhos in Brazil, the Indian Council for Medical Research (ICMR), Kenya Medical Research Institute (KEMRI), and the Malaysian Ministry of Health, along with the international humanitarian organisation Médecins Sans Frontières, the Institut Pasteur, and with the UNICEF-UNDP-World Bank-WHO’s Special Programme for Research and Training in Tropical Diseases (TDR) as permanent observer.

DNDi Business Plan 2007-2014

2.5 Key accomplishments and challenges



DNDi in 2007

Under the leadership of the Executive Director, the DNDi Executive team in Geneva oversees the implementation of the R&D strategy, manages the global portfolio, allocates resources, and leads fundraising and advocacy. Project managers, with experience in different aspects of pharmaceutical development, oversee the implementation of selected projects by managing a worldwide network of scientists actively involved in the R&D of new drugs for neglected diseases, principally in Asia, Africa, and Latin America. The four regional support liaison offices work primarily to help identify patients’ needs, to support project management, and to identify and support regional partners. The Founding Partners play a critical role in the continuing development of DNDi, both with financial and in-kind contribution. Their historical involvement in tropical diseases, interest, and expertise in different aspects of R&D for neglected diseases (including advocacy, discovery, and drug development) are all valuable assets.

L Portfolio DNDi has built a portfolio, based around disease strategies for HAT, leishmaniases, and Chagas disease (Appendix C), which already contains strong projects for two of the target diseases and taps networks of expertise in many different fields. This portfolio serves the primary R&D objective of making six-eight new treatments available to patients by 2014, and of having a robust pipeline for all target diseases into the future. L Platforms For HAT and VL in Africa, DNDi has helped to establish two disease-specific platforms that develop clinical research capacity in endemic regions by involving relevant scientists, research organisations, international organisations, NGOs, and national programmes. Such platforms have allowed for clinical research in extremely difficult, resource-poor, rural settings in Africa.

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DNDi has also attracted quality R&D partners for all stages of drug development: from the many partners of the Pan-Asian Natural Products Screening Platform, which link top-notch research and institutes across the region in a collaborative network to explore natural products as potential drug candidates against kinetoplastids, to a late-stage industrial partner like sanofi-aventis to develop and distribute the new fixeddose antimalarial co-formulation, artesunate-amodiaquine (ASAQ). L Products In 2007, two fixed-dose artemisinin combination therapies (ACTs) will become available as products of the FACT project and will offer the first-ever paediatric strengths in fixed-dose antimalarials. These products, ASAQ and artesunate-mefloquine (ASMQ), are easy to use (fewer tablets in regimen to ensure drugs are taken together and in correct proportions), affordable, and available as public goods. Innovative partnerships have been built: in the case of ASAQ, sanofi-aventis has agreed to non-exclusive terms in the latestage development and production; and in the case of ASMQ, two industrial partners in the South (Brazil and India) are working to make the combination available to the patients who need it most. L Policy

DNDi in 2007

DNDi Business Plan 2007-2014

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Through advocacy efforts, DNDi has influenced public policy agendas, from WHA Resolution 59.24 to G8 and EU political and financial commitments to neglected diseases. As part of its policy success, DNDi has secured funding of approximately EUR 22 million for neglected diseases’ drug R&D from a number of governments including the UK, France, the Netherlands, and the European Union.

Having quickly reached a number of milestones, DNDi must remain vigilant about proactively identifying the optimal balance between research, development, and access to best address enduring unmet patient needs. A number of critical challenges are anticipated as DNDi moves forward into the future: Product-related > sustainable delivery of products to neglected populations > access to chemical diversity > pragmatic identification and selection of promising candidates at all stages of drug R&D Partner-related > recognition and choice of suitable partners at all stages of drug R&D, and access > successful negotiation of innovative agreements to in-source projects, manage partners, and deliver products > synergistic interaction with all neglected diseases players Policy-related > encouraging policy change that will support adoption of and equitable access to new, essential health tools > securing adequate funding that will meet needs to cover R&D programmes

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3. THE landscape of RESEARCH AND DEVELOPMENT FOR NEGLECTED DISEASES

3.1 Introduction Over the past thirty years, global health has transformed at an unprecedented rate, with life expectancy increasing at an average of four months every year in developed countries. However, with few exceptions, people living in developing countries have not benefited from this revolution. Millions continue to die from preventable and treatable diseases, such as HIV/AIDS, malaria and tuberculosis; and many tropical diseases have been all but forgotten.

Figure 2. Proportion of new drugs developed over the period from 1975 to 2004 that were for neglected tropical diseases and tuberculosis.

18 Other drugs

1,535

Tropical diseases

1.3%

Tuberculosis

3

Tropical diseases, such as malaria, human African trypanosomiasis (HAT), Chagas disease, leishmaniasis, lymphatic filariasis, dengue Source: Chirac P., Torreele E. Lancet. 2006 May 12; 1560-1561. fever and schistosomiasis, continue to cause significant morbidity and mortality. Yet, of the 1,556 new drugs approved between 1975 and 2004, only 21 (1.3%) were specifically developed for tropical diseases and tuberculosis, even though these diseases account for 11.4% of the global disease burden (Figure 2).

The landscape of research and development for neglected diseases

Since 2000, the R&D landscape has significantly changed for neglected diseases, including the most neglected. Even with the current players involved in the 2007 landscape, the need for new field-adapted drugs is far from being addressed for the kinetoplastid diseases.

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With progress made in the basic knowledge of many tropical diseases, drug discovery R&D for these diseases has significantly improved but has had little impact in development of new drugs. Most drugs currently used to treat kinetoplastid diseases were discovered decades ago. With few exceptions, the wealth of knowledge related to basic research of these parasites is not being translated into practical applications.

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Why are some diseases more neglected than others? Due to a combination of market and public policy failures, drug development has largely been confined to the R&D-based pharmaceutical industry. In neglected disease-endemic regions, the public sector has not been able to adequately cultivate drug development expertise and capacity. The dynamics of the market and public policy failures show that a distinction between “neglected” and “most neglected” diseases can be made (Figure 3). Figure 3. Global pharmaceutical market and disease R&D targets.

A - Global Diseases

C - Most Neglected

A

12

B

C

B - Neglected World Pharmaceutical Market, > 600 billion USD in 2005

DNDi Business Plan 2007-2014 The landscape of research and development for neglected diseases

Z

A

Global Diseases include cancer, as well as cardiovascular, metabolic, bone and joint diseases; affect people around the world; and constitute the main focus of the R&D-based pharmaceutical industry.

B

Neglected Diseases, such as malaria and tuberculosis, primarily affect people in poor countries but secondarily affect people in industrialized countries (e.g. people who contract malaria while travelling). Therefore, a small market exists, as do some R&D efforts.

C

Most Neglected Diseases include human African trypanosomiasis (also known as sleeping sickness), South American trypanosomiasis (also known as Chagas disease), Buruli ulcer, dengue fever, leishmaniasis, leprosy, lymphatic filariasis, and schistosomiasis. These diseases predominate in developing countries, where people are too poor to pay for any kind of treatment and do not represent a viable market. Therefore, these diseases fall outside the scope of the drug industry's R&D efforts.

Z

The grey shaded area represents the part of the pharmaceutical market for products addressing life-style conditions that are not purely disease based (such as male pattern baldness, stress and jet-lag), which nonetheless represent a highly profitable market segment in wealthy countries.

Source: Médecins Sans Frontières Access to Essential Medicines Campaign and the Drugs for Neglected Diseases Working Group. (2001) Fatal Imbalance: The Crisis in Research and Development for Drugs for Neglected Diseases. Available: http://www.msf.org/content/page.cfm?articleid=032387D3-7D0949E3-99FC231DBE03F7B7. Accessed 24 September 2007.

For the “most neglected” diseases, patients are so poor that they have virtually no purchasing power and cannot spark market interest in drug R&D among pharmaceutical companies.

3.2 needs of patients with neglected diseases Even with the current players involved in the 2007 R&D landscape, the need for new field-adapted drugs is far from being addressed for the kinetoplastid diseases of HAT, VL, and Chagas disease. To provide a clear view of the landscape, a brief overview of each of these vector-borne parasitic diseases is provided below, followed by a sketch of current treatments and patient needs. L Human African Trypanosomiasis (HAT) HAT, known as sleeping sickness, is caused by two sub-species of Trypanosoma parasites, which are transmitted to humans by tsetse flies. Sleeping sickness, which infects 50,000 to 150,000 people per year and threatens another 50 million at risk, occurs only in sub-Saharan Africa. The disease takes one of two forms, depending on the parasite sub-species (either T.b. gambiense or T.b. rhodesiense).

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Sleeping sickness has two stages. The first stage entails bouts of fever, headaches, joint pains, and itching. The second stage, known as the neurological phase, begins when the parasite crosses the blood-brain barrier and invades the central nervous system. Without treatment, the disease is fatal. Currently available treatments for HAT – melarsoprol, eflornithine, pentamadine, and suramin – are few and limited due to age-based dosing restrictions, toxicity, the difficulty of administration, cost, and lost efficacy in several regions. Treatment is stage-specific, with more toxic and more difficult-to-administer treatments (melarsoprol, eflornithine) for stage 2 disease. Few projects for improved treatments are currently in clinical development, and none has the potential to dramatically change either the treatment or control options for this disease. L Visceral Leishmaniasis (VL) Transmitted by the sandfly, the protozoan parasite Leishmania causes three different forms of disease, of which visceral leishmaniasis (VL) is the most severe. Leishmaniasis affects over 12 million people and puts over 350 million people at risk in 88 countries.

Unfortunately, all these drugs have significant drawbacks – either in terms of route of administration, length of treatment (21 to 28 days), toxicity, or cost – all of which limit their utilization in disease-endemic areas. L Chagas Disease Chagas disease, another human form of trypanosomiasis (human American trypanosomiasis), occurs almost exclusively in the Americas. Transmitted to humans by a triatomine insect containing the parasite T. cruzi, the disease is contracted through the bite of the insect widely known as «the kissing bug». There are three stages of the disease: acute, indeterminate, and chronic. In the acute form (in which 5% of children die), Chagas disease manifests generally as fever, malaise, facial oedema, generalized lymphadenopathy, and hepatosplenomegaly. The acute illness often spontaneously resolves in four to six weeks, at which time patients enter an asymptomatic, ‘indeterminate’ phase that can last ten years to life. The chronic stage of Chagas disease develops in 10% to 30% of infected persons and most commonly affects the heart. Death usually results from cardiac arrhythmia or congestive heart failure. The two current treatments, benznidazole (which requires 60 days of treatment in acute infections and is only effective in 50% of cases) and nifurtimox (used for acute and early indeterminate stages of the disease) are very limited. There are no treatments for indeterminate and chronic stages of the disease.

DNDi Business Plan 2007-2014

Chemotherapy remains the most important element in the control of VL, with pentavalent antimonials used as the primary first-line treatment in most parts of the world (except in India which has a high level of drug resistance). However, the number of treatments available for VL has significantly increased during the past decade, with both new drugs and new formulations of old drugs either recently approved or in clinical development. These new treatments include: • AmBisome™, an amphotericin B liposome formulation, that was registered for VL in the USA and Europe in the 1990s and has shown remarkable activity even in a single dose in India; • oral miltefosine that was registered in India in 2002 and is now in Phase IV trials; • a low-cost parenteral (intramuscular) formulation of paromomycin (aminosidine) that was registered in late 2006 in India (www.iowh.org) and is in Phase III in East Africa by DNDi.

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The landscape of research and development for neglected diseases

Fatal if left untreated, VL (also known as black sickness or kala-azar in India) persists today in poor, remote, and sometimes politically unstable areas, where limited healthcare means that patients have little access to preventive measures and affordable drugs. A significant proportion of clinical cases occur in children. Approximately 500,000 new cases are reported to occur each year, though it is estimated that only 30% of cases are reported. VL is characterized by prolonged fever, enlarged spleen and liver, substantial weight loss, and progressive anemia, and is complicated by co-infection with other infectious diseases, such as HIV or malaria.

For Chagas disease, which infects 18 million and puts 100 million at risk in Central and South America, drugs are needed to treat both acute and chronic disease, as are safer and more effective drugs adapted to patient needs (i.e., paediatric formulation).

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3.3 in 2007, a changed R&D landscape for neglected diseases Prior to 2000… Very few players were involved in the field of the most neglected diseases. In addition to The Special Programme for Research and Training in Tropical Diseases (TDR), GlaxoSmithKline (GSK), and the Walter Reed Army Institute of Research (WRAIR) were involved in specific project-related activities. UNDP / World Bank / WHO Special Programme for Research and Training in Tropical Diseases (TDR) was established in 1975. Initially, TDR addressed ten tropical diseases and had a two-fold mission: to develop new tools and methodologies to combat its target diseases, and to develop research capacity in developing countries so as to enable them to better address their needs and to contribute to sustainable long-term solutions. The work of TDR includes support for drug discovery and development, advocacy, agenda-setting, and professional training among other tasks. TDR has successfully partnered the development of several new treatments for tropical diseases over the past 25 years and remains active in this area.

The landscape of research and development for neglected diseases

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Awareness of the lack of effective treatments for neglected diseases began to grow during the late 1990s, and some novel approaches emerged to stimulate R&D and to produce needs-adapted health tools. The first PDPs for neglected disease R&D, e.g. International AIDS Vaccine Initiative (IAVI) and Medicines for Malaria Venture (MMV), were established in the 1990s, but these PDPs were not mandated to address the unique characteristics of the most neglected diseases. In parallel, market push and pull mechanisms include various financial and economic incentives designed to encourage the R&D-based pharmaceutical industry to develop drugs for otherwise neglected diseases. “Push” mechanisms, such as R&D grants, lower the costs and risks of companies’ R&D efforts; “pull” mechanisms, such as market exclusivity and patent extension, secure the profitability of the market. While such mechanisms proved successful in stimulating R&D for rare (“orphan”) diseases, a recent study2 by the London School of Economics (LSE) showed that these mechanisms do not attract pharmaceutical companies to engage in neglected diseases R&D. Moreover, market push and pull mechanisms are of limited use for the most neglected diseases where the market is non-existent because neither governments nor patients have the ability to pay.

Now in 2007… At the turn of the millennium, increasing pressure and attention have turned to addressing the needs of patients with neglected diseases (i.e., Millenium Development Goals). Several new actors, new donors, new financial mechanisms, and a new political environment have become increasingly active in the field of R&D for neglected diseases (Figure 4, p.15). New players though more activity is still needed Product Development Partnerships (PDPs) seek to foster R&D and access for neglected diseases by building partnerships - based on existing capacity, expertise, and resources - in both the public and the private sector. Acting as coordinators to set a disease-specific R&D agenda and portfolio, raise funds, and manage R&D projects, PDPs work to develop the essential health tools needed by patients. Funded by public and mainly philanthropic resources, PDPs include Medicines for Malaria Venture (MMV), the Global Alliance for TB Drug Development (TB Alliance), IAVI, the Institute for One World Health (IOWH), the Foundation for Innovative Diagnostics (FIND), and DNDi. At the end of 2004, 75 percent (47 of 63) of active drug development projects for neglected diseases were conducted by PDPs, which are forecasted to bring eight to nine new drugs to market by 2010.1 In the field of most neglected diseases, the following PDPs are active: • Created in 2000, IOWH developed paromomycin for visceral leishmaniasis (VL) in India and completed registration in September 2006. Other efforts include projects on diarrhoeal disease and malaria; • FIND, founded in 2003 to develop a field-adapted diagnostic for TB, is working to develop rapid, accurate, and affordable first-point-of-care diagnostic tests for poverty-related diseases that are endemic in the developing world. FIND has a specific R&D programme to develop a HAT diagnostic. Moran et al. The New Landscape of Neglected Disease Drug Development. London, UK: Pharmaceutical R&D Policy Project, London School of Economics. 2005. 1

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Figure 4. 2007 landscape of drug R&D for kinetoplastid diseases. Dg\Vc^hVi^dch

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Alongside the creation of PDPs, some companies in the pharmaceutical/biotechnology sector have recently created special R&D facilities or initiatives to develop new tools for neglected diseases (but not the most neglected). Multinationals (e.g., Novartis, GSK, Astra Zeneca, sanofi-aventis) have neglected diseases R&D units and provide their drugs on an at-cost (no profit, no loss) basis to developing countries. These commitments are motivated not purely by financial incentives, but by the desire to project a positive corporate image, to assume corporate social responsibility, and/or to secure positions in emerging, developing country markets. • The majority of possibilities for partnerships or business relationships between pharma and PDPs are based on screening, on access to compounds or known chemical series with anti-protozoal activity, and on opportunities to build a mini-portfolio. Some companies are also involved at the production, registration, and distribution stages; • For companies, PDPs bear the major risks of R&D, especially in clinical development, which is of particularly attractive to biotech companies; • Small pharma, or biotechnology, companies like Advinus, Cumbre, Genzyme, Immtech, and Scynexis are participating in PDP R&D efforts in which they can play a defined role, such as screening, lead optimization, and pre-clinical development. Many academic & public institutes are now players in the field of neglected disease R&D. For anti-kinetoplastid drug R&D in particular, the following groups are active: • In 2000, the University of North Carolina (UNC) created the Consortium to Develop New Drugs for Protozoan Disease (CDND) to develop new drugs for HAT and leishmaniasis. In 2006, CDND expanded their mandate to include other chemical series and leads for drug discovery and development for trypanosomiasis and leishmaniasis. Currently, CDND is conducting a Phase III clinical trial on pafuramidine maleate for stage 1 HAT; • Between 2000 and 2002, the Sandler Center for Basic Research in Parasitic Diseases (SCBRPD) established a consortium of core academic laboratories working in synthetic chemistry, structural biology, computational biology, biochemistry, and animal models of disease and drug metabolism, to support development of new anti-parasitic drugs. The consortium’s initial work is focused on developing a drug candidate for Chagas disease;

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DNDi Business Plan 2007-2014

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The landscape of research and development for neglected diseases

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• In 2005, Dundee University created Drug Discovery at Dundee (DD at D) to translate basic research discoveries into candidates ready for clinical trials. The first priority of DD at D is to generate a clinical drug candidate for stage 2 HAT, with the aim of one preclinical candidate ready for development by 2011. A number of emerging, developing countries, including India, Brazil, China, Thailand, Kenya, Malaysia, and Singapore, have dedicated resources to building R&D capacity, for example: in Brazil, Farmanguinhos and the future Drug and Vaccine Technology Transfer Centre at the Oswaldo Cruz Foundation; in India, the Centre of Drug Research Institute; and in China, the Shangai Institute on Materia Medica. New donors, but sustained financial support for the most neglected diseases is needed. Several donors are now involved in funding R&D for neglected diseases, though again it is important to note that the funding is generally targeted at neglected diseases, not the most neglected diseases.

The landscape of research and development for neglected diseases

DNDi Business Plan 2007-2014

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Institutional financial support for R&D for neglected diseases (mainly the Big Three of HIV, TB, and malaria) has grown, but is still far from the requisite USD 3 billion per year, as proposed by the WHO’s Commission on Macroeconomics and Health in 2001. • Only a few governments, including France, Ireland, the Netherlands, the UK, Switzerland and the US, have made financial commitments to R&D for the most neglected diseases; • After public pressure from the Parliament, civil society, and NGOs, the EU’s FP7 Programme (20072013) has included the most neglected diseases on the priority agenda. Moreover, in 2002, the EU’s FP6 programme created the European and Developing Countries Clinical Trial Partnership (EDCTP) which focuses on facilitating clinical development of tools in sub-Saharan Africa; however, this is not applicable to most neglected diseases; • A number of emerging, developing countries, for example: Brazil, has invested public funds to mobilize resources for drug R&D activities. Philanthropic donors - most notably the Bill and Melinda Gates Foundation (BMGF), but also with the Wellcome Trust, Rockefeller Foundation, Sandler Family Foundation and other smaller foundations following their lead – have been the critical drivers for the increased R&D activity in the field for most neglected diseases. • Since its inception in 1994 the BMGF alone has invested nearly USD 8 billion into global health programmes; with the recent doubling of the foundation’s endowment by Warren Bufet, the annual payout is expected to double. The disease priorities of BMGF are broad, but do specifically include priorities to develop new anti-kinetoplastid drugs as shown by their full support of iOWH’s VL drug development programme and by their support of CDND’s HAT and VL programmes. In addition to being the largest philanthropic funder of R&D for global health issues, the BMGF has also become an influential player in international health policy. New sustainable financial mechanisms (Global Fund, GAVI, UNITAID, IPFF) have been explored but all are currently concentrated on TB, malaria, HIV/AIDS, and vaccines. New political environment, but a global framework for essential health R&D, including the most neglected diseases, is still needed. The most neglected diseases are now being found on the international agenda. • In 2005, the G8 pledged that governments would increase direct investment and take forward work on market incentives, as a complement to basic research, through such mechanisms as Public Private Partnerships and Advance Purchase Commitments to encourage the development of vaccines, microbicides and drugs for AIDS, malaria, tuberculosis, and other neglected diseases. • In September 2005, a European Parliament resolution included support for R&D on neglected diseases. • TDR, has transformed its vision and strategy, which now covers three responsibilities for neglected diseases, including the most neglected: 1) provide a collaborative framework and information service for research partners; 2) empower scientists from disease-endemic countries as research leaders, and 3) support research on neglected priority needs.

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• The WHO Neglected Tropical Diseases Department was recently created from the reorganisation of the WHO cluster of communicable diseases and focuses on diseases that include the kinetoplastid diseases, as well as helminth and nematode infections. This reorganisation, which underscores the importance of this issue on the international agenda, should facilitate and coordinate the relationship between the different partners involved in disease control and research. • In April 2006, after two years of study, the WHO Commission on Intellectual Property, Innovation, and Health (CIPIH), produced a report calling for governments to set global health priorities and promote innovation to develop and deliver much-needed medicines, vaccines, and diagnostics adapted to the needs of the sick and neglected in developing countries. • During the World Health Assembly in May 2006, Resolution 59.24 on Public Health, Innovation, Essential Health Research and Intellectual Property Rights was passed. Proposed by Brazil and Kenya, the resolution called for WHO member states “to make global health and medicines a priority sector, to take determined action to emphasize priorities in research and development addressed to the needs of patients, especially those in resource-poor settings, and to harness collaborative research and development initiatives involving disease-endemic countries.” The WHO Intergovernmental Working Group was created to explore a strategy and plan of action.

In order to ensure complementarity with research organisations like TDR and other PDPs, DNDi will seek pragmatic synergies and collaborations with others in the field. For instance, progress realised in one disease can be used to accelerate the development of a treatment for another disease: examples include DNDi’s collaboration with MMV in the case of an 8-aminoquinoline project for VL, and DNDi’s synergy with TDR in the case of the clinical trial examining nifurtimox-eflornithine co-administration (NECT) for HAT. Further opportunities to work closely with other organisations could include the exchange of information, the selection of projects, shared communication and advocacy efforts, and knowledge and technology exchange in favour of patients. An excellent illustration of this collaborative potential is the involvement of FIND in the field of development of new diagnosis for HAT and in the HAT clinical research platform alongside the Swiss Tropical Institute and DNDi.

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DNDi Business Plan 2007-2014

DNDi is well-positioned to continue to play a leading role in discovery, development, and delivery of new treatments for the most neglected diseases, to advocate for greater public leadership, to catalyse new commitments from governments and philanthropic donors, and to raise awareness of the need for R&D of new drugs to treat the suffering from the most neglected diseases.

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The landscape of research and development for neglected diseases

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4. DNDi business model

DNDi business model

DNDi Business Plan 2007-2014

18 The DNDi business model can be characterized by the following distinguishing traits: 1. A stepwise, integrated model of drug R&D • with a primary R&D focus on the kinetoplastid diseases (HAT, VL, Chagas) • with needs-driven R&D projects that can be sourced at any stage of the R&D pipeline 2. A virtual organisation, managing collaborative R&D projects 3. A needs-driven regulatory and access strategy 4. R&D networks that utilise and strengthen research capacities in disease-endemic countries 5. International advocacy to support DNDi’s R&D objectives and foster an improved global framework for essential health R&D

4.1 A stepwise, integrated model of drug R&D Utilizing a stepwise portfolio development approach (Figure 5), DNDi aims to discover and develop treatments to meet the medical needs of patients suffering from neglected diseases. With a strong focus on the kinetoplastid diseases (HAT, VL, and Chagas disease), DNDi has and will continue to develop, on an opportunistic basis, treatments for other neglected diseases. Current examples are the nearly completed development processes of two co-formulations for chloroquine-resistant malaria and cutaneous leishmaniasis (CL). As seen in the model below, DNDi will focus on the discovery of new drug candidates for kinetoplastid diseases. For projects further downstream in development, DNDi may in-license external projects (therapeutic switching or new formulations of existing compounds) at preclinical or clinical stages for CL. Needs-driven projects can be sourced at all stages. As DNDi combines new drug discovery with optimisation of existing drugs and compounds, its portfolio will encompass a range of projects in-sourced at any stage of the development process, from early discovery up to late clinical development. As described in Section 5, five project categories can be distinguished by the nature of the compound/treatment under consideration and by the stage of development or expected time to reach the patients (see Figure 8, p.27).

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Together with selected partners, DNDi will also ensure effective post-registration management of new treatments for these neglected kinetoplastid diseases. Mechanisms must be put into place to ensure treatment, utilisation, and access through partnership with international and national programmes and with commercial partners. Such mechanisms will also ensure the timely hand-over of projects between partners. Figure 5. DNDi stepwise integrated model.

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The DNDi R&D team will proactively reach out and build a number of exploratory activities which, depending on outcomes, can be built-up to full drug development projects or maintained as backup pipeline projects. Through this approach DNDi will maintain a ‘feeder’ system for the pipelines of each target disease. Successful initial links with the pharma/biotech sector will be used to build further contacts and partnerships, highlighting the organisation’s engagement with industry. Systematic and opportunistic intelligence work, which will continue throughout the lifetime of the DNDi, will consist of (i) further identifying and/or monitoring unmet medical needs related to the lack of appropriate health tools for neglected diseases; (ii) closely following the scientific and technological developments in fields relevant to addressing the above identified needs in an innovative way; and (iii) matching needs and opportunities to propose new development projects.

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4.2 A virtual organisation managing collaborative R&D projects DNDi does not have any research facilities and will not directly conduct R&D to develop its treatments. Instead, DNDi will follow the virtual research mode adopted by other PDPs and certain biotechnology companies whereby most research is outsourced and actively managed by DNDi personnel experienced in different aspects of pharmaceutical development. DNDi will proactively identify research opportunities that have the highest potential to translate into improved treatment options, source the research project into its portfolio, build the full development plan, identify and contract the appropriate partners for each step in the development process, and manage the efficient transition of the project throughout the pipeline.

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DNDi collaborates with different types of partners in both developed and developing countries, including: • Public and academic research institutions; • Governments and disease control programmes of disease-endemic countries; • Pharmaceutical and biotechnology companies, including contract research organisations (CROs) and contract manufacturing organisations (CMOs); • NGOs, foundations and other institutions involved in R&D and/or advocacy for neglected diseases; • Experts to advise on any and all aspects of pharmaceutical development, neglected diseases, and or business practices. Figure 6. Breakdown of responsibilities between DNDi and its partners at different stages of the drug development process. C

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DNDi business model

GDP may include (but is not limited to): • Quality assurance documents (policies, guidelines, and SOPs); • Product specifications (sampling, regulatory specifications); • Materials specifications (raw materials, process materials); • Manufacturing documents (formulation/process specifications); • Testing documents (test methods) based on risk audit processes.

During its first years of existence, DNDi developed an intellectual property (IP) policy to guide its R&D activities and associated contractual agreements with the following objectives: • The need to ensure that treatments are ultimately affordable to patients who need them and that access to these treatments is equitable; • The desire to develop drugs as public goods when possible (although DNDi will not necessarily be able to control all IP for short- and mid-term projects). The policy, which reflects the fact that DNDi outputs are likely to have negligible commercial value and that R&D agreements will often be made with public sector entities, calls for a pragmatic approach so that decisions regarding ownership of patents and of licensing terms are made on a case-by-case basis. In building its portfolio, DNDi will continue to negotiate to guarantee the best possible conditions for patients.

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4.3.3 Registration For product registration, the filing strategy for each project will be developed by performing a risk-benefit assessment in disease-endemic countries and by using a patient-oriented, needs-based rationale. In most circumstances, DNDi will file registration applications on a country-by-country basis, through industrial partners who are profit or not-for-profit. In some cases, in particular for combination treatments, it may be that individual product registration is not the most appropriate strategy and alternatives such as a WHO-recommendation and/or inclusion into the WHO essential drugs list may be the best way to make a combination treatment available in endemic countries. 4.3.4 Access The involvement of DNDi will not end with drug registration or WHO recommendation. DNDi will take on the responsibility of ensuring that the new therapies it develops become useful treatments. Through interaction with pharmaceutical firms, international organisations, national disease control programmes, NGOs, and governments, DNDi will build a network with appropriate partners who can manufacture and distribute treatments (at affordable prices), ensure proper treatment utilisation and pharmacovigilance, and provide access to treatments. Distribution scenarios will vary depending on the disease, drugs, relevant countries, and degree of innovation: DNDi may tap into existing distribution networks or work with partners to create new channels (e.g., public or not-for-profit).

4.4 R  &D networks that utilise and strengthen research capacities in disease-endemic countries

DNDi business model

DNDi Business Plan 2007-2014

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As an integral part of its mission, DNDi works with R&D partners built on South-South and North-South collaborations. While using and supporting existing capacity in countries where the diseases are endemic, DNDi helps to build additional capacity in a sustainable manner through technology transfer in the field of drug research and development for neglected diseases. DNDi will continue to work with partners in disease-endemic countries and ensure their involvement in the R&D process through technology transfer and through a global network of collaborations. This includes access to chemical diversity, establishment of discovery platforms, pharmaceutical and clinical development, and working closely with control programmes through, for example, the Leishmaniasis East Africa Platform (LEAP) and HAT platforms in Africa, Founding Partners, and other existing networks in diseaseendemic countries. DNDi balances the objective to stimulate R&D activity in the developing countries with the acute need to develop new medicines. Institutional capacity and cost structures will serve as criteria for partner selection as will the partner’s ability to conduct studies that facilitate registration in endemic countries. In addition, physical upgrading of facilities directly related to clinical trials is taking place within diseaseendemic regions. DNDi has no ownership over these facilities. Such capacity building may include the building and renovation of hospital wards, clinics, and health posts; renovation and re-equipping of clinical laboratories; and training of health service personnel with particular emphasis on building expertise in clinical trial methodology, Good Clinical Practice and Ethics, patient treatment and evaluation, accurate diagnosis and follow-up by parasitology, and safety. The Founding Partners will reinforce their role by consolidating the networks of contracted collaborators that will be managed by DNDi. This initial support from Founders has already led to the establishment of permanent regional structures such as LEAP, which provides ongoing support to DNDi and its projects. The regional support liaison offices and regional networks will ensure the participation of endemic countries and will foster South-South collaboration.

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4.5 International advocacy to support DNDi’s objectives DNDi works to build awareness about the most neglected diseases in both developed and disease-endemic countries, so as to increase and to sustain support for increased public involvement. Political leadership is essential to sustaining financial support, defining priorities, creating a more favourable environment that will stimulate health R&D, and ensuring equitable access of new health tools. DNDi will continue to ask for greater political leadership from donor and neglected diseases-endemic governments, in addition to international bodies such as the WHO and its Intergovernmental Working Group. Enabling relationships between concerned scientists, research institutes, PDPs, and NGOs is critical to accelerate the momentum that has been building since 2000. With the objective to promote an alternative model that will enable a new environment for R&D for the most neglected diseases, DNDi will engage independent, academic experts to examine issues such as intellectual property, regulatory processes, access to knowledge, and economics in order to stimulate a new environment for R&D for neglected diseases. DNDi will continue to document experiences gained since its inception via case studies and to encourage analysis of non-traditional models of R&D (e.g., PDPs).

DNDi business model

DNDi Business Plan 2007-2014

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5. r&d strategy DNDi Business Plan 2007-2014

24 DNDi will use a virtual R&D model, with the aim of improving the health and quality of life of people suffering from neglected diseases. The primary R&D objective is to make six-eight new treatments available to patients by 2014 and to have a robust pipeline behind it. Through four key processes (intelligence, project acquisition, product development, project & portfolio management), DNDi will fill the pipeline at all stages of development with a mix of short-, medium-, and long-term projects.

R&D Strategy

DNDi is proactively developing a portfolio through the identification of: 1) enduring unmet patient needs; 2) R&D opportunities such as candidate compounds and improved formulations to address such needs; 3) possible organisations to partner with in the R&D process; and 4) adequate funding to secure. Concerted efforts that will harness discovery activities targeting all three primary diseases will be made so that the most promising anti-parasitic candidates are sourced for each disease. On a disease basis, the portfolio will be managed taking into account gap identification within the product portfolio, the pipeline projections, and strategic priorities. By 2014, the objectives of DNDi are to: • Deliver four lead optimization projects in total for the three primary diseases; • Deliver one new drug and one new co-administration for HAT; • Deliver three new drugs and two new co-administrations for VL; • Deliver one new treatment for Chagas disease.

5.1 Approaches Implemented through four key processes (intelligence, project acquisition, product development, project and portfolio management), DNDi will seek to fill the pipeline at all stages of development through a mix of short-, medium-, and long-term projects (Figure 7). Post-registration, mechanisms will also be leveraged to ensure treatment, utilisation and access through partnership and timely handover of projects to commercial partners, international and national programmes. Projects will be divided into five categories: • New drugs developed from novel compounds identified through screening and lead optimisation;

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• New drugs from compounds with known antimicrobial/antiparasitic activities (could enter the pipeline at lead optimisation or pre-clinical development); • New indications for existing medicines into the field of the most neglected diseases (therapeutic switching); • Reformulations and combinations better adapted to field conditions (paediatric, long-acting, new route of administration; fixed-dose combinations, co-packaging, or co-administration); • Existing drugs for target diseases (geographical extension of registration; completion of regulatory dossiers of existing drug candidates). Figure 7. DNDi’s portfolio building mechanism.

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