Putting patients at the centre – start to finish
Our commitment to innovation and equitable access for neglected populations
Throughout 2024 – the mid-point of DNDi’s 2021-2028 Strategic Plan – our teams conducted a comprehensive mid-term review to take stock of our progress in the context of a rapidly evolving external environment and to evaluate the strategic and organizational changes necessary to ensure DNDi’s sustainability, effectiveness, and impact. The exercise included consultations with a wide array of essential partners and external stakeholders to refresh and guide the delivery of DNDi’s mission.
At a detailed programmatic and scientific level, we engaged with our industry and academic partners to assess progress and challenges across DNDi’s R&D portfolio and adapt our ambitions to evolving opportunities and challenges in the research landscape. We refreshed our scientific and cross-cutting strategic commitments, reaffirmed our role in ensuring access to the treatments we deliver, and evaluated opportunities to sustain and bolster the partnerships that drive our collaborative model.
Since the launch of our Strategic Plan, DNDi and our partners have delivered five new life-saving treatments for T.b. rhodesiense sleeping sickness, visceral leishmaniasis (VL) in Latin America, VL/HIV coinfection, paediatric HIV, and hepatitis C. Advancing towards the completion of many more, we have also made notable progress in delivering on our cross-cutting strategic commitments, including addressing the neglected treatment needs of children and women and advancing the development of treatments to confront future pandemics and the growing threat of climate-sensitive diseases.
The mid-term review also provided an opportunity to evaluate and revise DNDi’s theory of change, a roadmap that defines the actions we undertake with partners to realize our strategic goals, hand in hand with neglected patients and communities.
Reflecting our core areas of action and the ultimate impacts we aim to help achieve in global health, the theory of change centres on the three primary outcomes of our partnerships:
- First and foremost, with a portfolio of R&D projects managed from drug discovery to registration and patient access, DNDi works throughout the innovation lifecycle to develop and deliver new treatments that meet the unique needs of patients and health systems.
- Second, we contribute to sharing knowledge and expertise gained from developing treatments for neglected patients, adhering to principles of open science and transparency.
- Third, leveraging evidence from our experience, we work to mobilize policymakers and foster public leadership and accountability for more equitable and inclusive R&D systems.

DNDi’s theory of change is a strategic framework that outlines how our teams and partners work to achieve our mission of delivering life-saving treatments for neglected patients – informed at every step by the needs of neglected people and communities.
Our detailed theory of change provides a new framework for strategic prioritization and programmatic monitoring and evaluation, and serves as a robust basis for tracking our progress and contributions to global health and equitable R&D systems.
Anchoring our engagement with patients and communities
People affected by the neglected diseases we focus on are represented at every stage of our theory of change: our work to understand their specific needs, concerns, and preferences is essential to DNDi’s success in all facets of the medical innovation process. Alongside our strategic review, we have advanced efforts to consolidate our two decades of experience in needs-driven, patient-centred R&D and streamline our approaches to patient and community involvement in DNDi decision-making. What does patient and community-driven innovation mean for our teams?
Patients’ views and perspectives inform our strategy and planning on a host of critical fronts. For example, we engage patients at the earliest stages of the drug discovery process to develop target product profiles to ensure that resulting treatments align with real-world requirements and expectations. When designing protocols for new clinical trials, we strive to understand what patients themselves expect to achieve from treatment – such as the ability to return to work, reduce pain, or eliminate visible lesions – so that we can measure these outcomes quantitatively as study endpoints alongside established measures for safety and efficacy. Their views are essential for mitigating potential challenges that may hinder patients from participating in trials and for ensuring that patient information materials, including informed consent tools, are easy to understand and culturally appropriate for specific study settings. Our Executive Board’s Patient Representative serves as a voice for people directly affected by neglected diseases and helps guarantee their needs and interests are centred at all levels of decision making.
From embedding patient and community engagement champions in all of our projects to ensuring robust engagement throughout project planning, conduct, and evaluation, DNDi is redoubling our efforts to maintain the active, meaningful, systematic, and sustainable involvement of patients, caregivers, and communities.
Leveraging our strong global footprint and well-established links with communities and local partners, DNDi is establishing regional Community Advisory Committees to help streamline our efforts and ensure success in the context of our diverse disease portfolio and multiple societal and cultural contexts in which we operate.
We launched our first committee in New Delhi, India to support our programmes in Asia in April 2024 and advanced preparations to replicate the approach for our programmes in Africa and Latin America. Comprised of people with lived experience with neglected diseases in each region, advocates, researchers, caregivers, and educators, members bring the background and training needed to deliver on the committee’s important mandate, which includes providing strategic guidance and feedback on the alignment of research activities with community values and expectations, fostering collaboration and engagement between DNDi and the patients and communities we serve, and ensuring they have a central voice in how we work, the decisions we make, and the challenges we choose to prioritize – together.
Medical innovation should begin and end with the people it is meant to serve. We are deeply grateful to the inaugural members of our first Community Advisory Committee and to all our partners who help make neglected patients the driving force behind our shared progress.
More 2024 highlights:
Photo credit: Felipe Abondano-DNDi
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