Nonprofit organizations focused on disease research are transforming their traditional roles, and emerging as key players in accelerating the development of better treatments and cures, according to a recent report by the Harvard Stem Cell Institute (HSCI) and the Multiple Myeloma Research Foundation (MMRF). The Harvard Business School convened a roundtable panel in 2011 that addressed the obstacles facing drug development today. JDRF was one of a handful of nonprofits—which also included the Michael J. Fox Foundation for Parkinson’s Research, the Cure Alzheimer’s Fund, and the Bill & Melinda Gates Foundation—who participated in the panel, and discussed how they are stepping in to bridge gaps between laboratory research and the commercialization of new products and treatments.
Despite many scientific advances, targeted treatments and cures for many complex diseases remain elusive. Therefore, drug development in areas like type 1 diabetes (T1D), Parkinson’s disease, or Alzheimer’s disease remains a challenge. In addition, regulatory hurdles can make the approval process for new drugs difficult, and more companies and venture capitalists are reluctant to invest in early stage research given the current economic environment. These are a few of the factors that are contributing to the changing landscape of drug development, which formed the basis of the roundtable conversations at Harvard.
The discussions from the panel were documented in HSCI and MMRF’s recently released white paper, “The Advancing Role of Non-Profit Organizations in Drug Development.” The paper outlines case studies, best practices, and the most effective new models that nonprofit organizations are using to accelerate research and development efforts leading to better treatments and cures for diseases. Like many other diseases, T1D is complex and remains a huge, unmet medical need. As the leading charitable organization focused on T1D research, JDRF continually looks at what has to happen to bring therapies to people faster, identify critical gaps and try to find innovative opportunities so that promising early stage research can progress to potential therapies.
To bridge these gaps, nonprofits like JDRF are assuming the role of a “trusted third party” and facilitating collaborations with industry and others to influence research strategy. In this unique role, nonprofits are not only providing financial support, but additional expertise on research plans and even regulatory guidance. Furthermore, strategic partnerships between nonprofits and industry help reduce the risk of early-stage research that is often considered “high risk” since the science is not yet proven or the return on investment uncertain. As a result, more companies are seeing a benefit to entering previously empty arenas, further helping to advance research toward better treatments and cures for diseases like T1D. JDRF’s industry partnerships program, developed in 2006, is an integral part of the organization’s overall strategy to accelerate better treatments and cures, supporting critical research that otherwise would not have advanced without JDRF’s involvement.
Of note, JDRF’s chief scientific officer, Dr. Richard Insel, highlighted JDRF’s collaboration with the Genomics Institute of the Novartis Research Foundations (GNF) as an example of innovative deal structures that nonprofits are creating to allow them to partner more meaningfully with innovators throughout the drug development pipeline. The GNF collaboration is part of JDRF’s industry partnerships program.
Dr. Insel pointed out that through funding basic academic research, JDRF had proven that it was possible to generate new pancreatic beta cells. But like the other nonprofits at the roundtable, JDRF discovered a gap between the research being performed at academic institutions and the products being developed for commercial use. By partnering with GNF, Novartis and GNF would undertake the responsibility for commercializing and developing beta cell regeneration products while JDRF would provide access to its significant academic networks and experience in the T1D space. Should GNF succeed in commercializing a product based on this research, JDRF would be entitled to a modest return on its investments.
JDRF’s partnership with GNF is just one example of how nonprofits are forming strategic alliances with industry to develop better treatments and cures, and accelerate the delivery of these advances to the marketplace.