Results of the WFH Strategic Plan
The launch of the World Federation of Hemophilia (WFH) strategic plan in 2006 was the beginning of a new vision for our organization to achieve our collective goal of Treatment for All. Increased demand for our services led to increased expansion of programs and resources.
The plan focused on seven key areas of development. Three years into our plan, we have made great headway towards our goal and have experienced significant results. Here are some highlights of our accomplishments over the last three years.
Theme 1: Improving treatment in emerging countries
The Global Alliance for Progress (GAP), the WFH’s flagship program, which aims to increase diagnosis and care for people with bleeding disorders in target developing countries, continues to achieve excellent results. To date, 9,019 people with hemophilia and 421 with von Willebrand disease (VWD) have been diagnosed in 15 countries, and there has been an increase in product supply of over 1 billion units. In addition, 11 agreements have been signed with governments to implement a national care program. Major breakthroughs are occurring as governments take responsibility for providing care.
In addition to GAP, the WFH funded 20 country programs designed to improve the organization of care in emerging countries by maximizing the use of existing resources and ensuring long-term sustainable development. Many impressive outcomes are occurring in these countries as well. Overall, WFH healthcare development programs reached a total of 84 countries worldwide.
WFH data on the global bleeding disorders community is growing every year and highlights the fact that we are continually reaching new populations. According to our global survey, over the last three years the number of people with bleeding disorders identified has increased from 193,000 to 213,904, an increase of over 10 per cent. We have also seen an increase in the per capita usage of factor concentrates to more than 1 international unit per capita, which is the basic amount needed to sustain life.
Theme 2: Ensuring continued development and sustaining treatment where it is already well established
We continue to work where treatment is already established. The WFH launched an advocacy initiative to help national patient organizations improve their lobbying skills, and a specific training session was developed to address established member organization issues.
Theme 3: Enhancing access to treatment for von Willebrand disease (VWD), rare factor deficiencies (RBD), and inherited platelet disorders
Globally, we have now identified over 52,000 patients with VWD, over 15,000 patients with RBD, and almost 6,000 patients with inherited platelet disorders. Expansion of our resources by developing new print and online resources on VWD and rare factor deficiencies for patients and healthcare professionals allows for increased outreach and access to treatment for these populations.
Theme 4: Sharing knowledge and building capacity through information exchange and training
Over the last three years, we have expanded WFH training to healthcare professionals. In addition to our International Fellowship Program and Twinning Program, we have organized 91 multidisciplinary workshops involving 32 countries. Over 45 new resources and publications are now available in multiple languages.
Over the last few years, our congress has become more and more successful, a testament to the high quality of our speakers and sessions. Participants have increased by 9 per cent, and our revenues, which support our ever growing programs, have risen by almost 13 per cent.
Theme 5: Promoting access to safe and improved treatment and cure-related research
The WFH held two regulatory conferences to further educate government regulators on the selection of safe treatment products. The goal of this initiative is to enhance the global supply of products and to ensure that all people with bleeding disorders have access to safe and improved treatment.
Theme 6: Expanding and diversifying our financial base
We continue to build towards our objective of sustained financial growth and stability. Our revenue has increased by 32 per cent, including new sources of revenue such as government and foundation grants.
Theme 7: Enhancing and adapting the WFH organization
The WFH organization continues to grow and adapt. We have reorganized our Medical Advisory Board to incorporate a multidisciplinary approach. We also have recruited a large number of volunteers to help support our experienced personnel.
Theme 8: Looking to the future
Three years ago we set an ambitious course to realize our vision of Treatment for All. We are not there yet, but we have come a long way on the road to ensuring safe, sustainable care for all people with bleeding disorders. Together we have the determination and skills to bring about better care and Treatment for All.
Claudia Black
WFH CEO/Executive Director
Hemophilia World, August 2009
WFH Strategic Plan 2006
Last Updated: August 2009
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