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Table of Contents:

Introduction

Background

Medicines New Zealand: Outcomes

Guided by Principles

Implemented through Excellent Systems

Medicines New Zealand

Contributing to good health outcomes for all New Zealanders

Introduction

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Aim of the strategy

Until now, there has been no overarching policy direction aligning the medicines sector and the systems that govern the regulation, procurement, management and use of medicines. In 2005 the Government signalled its intention to put this overarching direction in place. This strategy, Medicines New Zealand, is the result.

Medicines New Zealand is an aspirational document. It articulates the overarching framework and desired outcomes for the medicines system in New Zealand. It provides a common strategic direction to draw together the agencies and stakeholders that make up our medicines system.This strategy is intended to inform decision-making over the long term and to deliver a world-class medicines system for New Zealanders.

Medicines New Zealand provides the platform for a medicines system that:
  • delivers equitable access to safe, quality medicines that are used in the most effective ways possible
  • is transparent, accessible and trusted by stakeholders
  • delivers affordable medicines that meet the needs of New Zealanders and is sustainable for New Zealand.

To achieve these outcomes, the agencies and stakeholders in the New Zealand medicines system need to:
  • acknowledge and respect each other’s roles and expertise
  • be committed to working collaboratively to bring about good health outcomes through medicines.

Making it real

Medicines New Zealand is supported by an action plan, Actioning Medicines New Zealand. Actioning Medicines New Zealand is intended to be a living document that continues to reflect health priorities, needs and emerging issues over time. It is not an exhaustive list of initiatives for the medicines sector, but highlights key activities, some of which specifically respond to feedback received during the consultation process.
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