'' Pacific Aotearoa Lalanga Fou (Lalanga Fou), to lay enduring foundations for Pacific communities to determine their own wellbeing - with Government contributing through its investment in policies and initiatives.... This report, Developing the Pacific Wellbeing Strategy: insights, methods and models, supports the Strategy by providing the deeper details on approach, telling the story of the genesis and journey to the Strategy. Part of that story is the release of Lalanga Fou. Lalanga Fou described the contemporary environment for Pacific peoples in Aotearoa, setting out a vision and four goals as below.. . Cabinet took a further decision in September 2021 on the scope of the developing Strategy, focusing it on these areas: •Partnership and governance • Capability • Performance and improvement •Pacific values and principles''--Page 5.

''The Pacific Wellbeing Strategy weaves together and strengthens strategic leadership, advice, policies and programmes across All-of-Government so that we contribute to the aspirations of Pacific peoples. Four focus areas have been identified and validated by community to interconnect as system levers so that Government can work together on progressing the vision and goals of Lalanga Fou. These are: Pacific Values and Principles; Partnership and Governance; Performance and Improvement; and Capability''--Page 14.

This guide provides resources for the planning and implementation of health systems in Pacific island countries to support improved decision-making and service delivery. With increased internet connectivity, Pacific island countries have more opportunities to connect remote health facilities for greater information exchange. This guide draws on experiences from Pacific island countries that have already invested in digital health and brings together practical tools and resources to support all stages of digital health planning and implementation. It includes extensive contributions from practitioners, government staff, and development partners in the Pacific health sector.

This handbook has been prepared for the guidance of practitioners involved in the policy-making or policy analysis process in the health agencies of Pacific island countries. WHO commissioned this work from two experienced policy practitioners who have had many years of experience in the policy process, both in the field and in academic settings. In this book, they outline concisely the different aspects of the policy development process that are relevant and important for people currently involved in advising and making policy in the Pacific.

2011 Updated Reprint. Updated Annually. Pacific Islands Investment Guide

Pacific people migrated to New Zealand in search of a better life. However, despite making important social, sports, cultural, and economic contributions in New Zealand, they continue to face challenges in other areas such as health, education, employment, housing, and the justice system. The level of health inequalities between Pacific and non-Pacific people had become a majorconcern by the late 1990s and became a policy focus of the incoming Labour-led Government in 2000. The ambitious health reforms led by this government meant a significant change in tide for the entire health sector.The principal purpose of this thesis is to analyse the Pacific health sector experience during the 2000 health reforms, which established District Health Boards (DHBs) and required, for the first time, an explicit focus on improving Pacific health and reducing health inequalities, but built on earlier strategies and policies. It is a qualitative piece of research undertaken by an ‘insider’, which aims to capture the stories and experiences, voices and viewpoints of those trying to paddle the popao (canoe) to improve Pacific health and reduce health inequalities during this period of intensive reform. It is an exploratory study about how DHB model was working (2000-2005) with a view to develop further to ensure there is a strong focus on Pacific health issues and appropriate service delivery for Pacific peoples.The goal and aims of this thesis:To identify the factors that support, and the factors that provide barriers to progress, in the early stages of the DHB model, with respect to improving Pacific Health and further developing services to more appropriately meet the needs of Pacific peoples.Aims:• To describe the structures and processes established by DHBs in respect of Pacific Health.• To describe the experiences of Pacific and non-Pacific senior staff and Pacific providers during the health reforms with respect to those structures and processes.• To provide recommendations to inform future work on the impact of implementing policies to reduce health inequalities.A combination of Pacific and Tongan frameworks, metaphors, and proverbs are used to frame the study, as well as inform analysis and presentation of ideas. The three data collections approaches were: (1) Talanoa (sharing or telling stories) – face-to-face interviews; (2) Lalanga (weaving) – textual analysis of strategic documents; and (3) Siofi (observation) – participant observation. Three-week placements were carried out with four DHBs and with three Pacific providers funded by those DHBs. The four DHBs studied were chosen because of their large Pacific populations, and also to provide a range of geographical perspectives. Overall, participants were overwhelmingly generous with their time. This willingness to engage highlighted the effectiveness of the talanoa (sharing stories) method, as it provided an open space for sharing experiences and eliciting the rich views of the participants.Factors that enabled and acted as barriers to implementing policies related to Pacific health are discussed in detail in this thesis. In particular, the study found that having Pacific people participating in decision making at the governance level was critical to pushing the reducing inequalities agenda forward in institutions that were not ready for change. Participants strongly advocated for more inclusion of Pacific cultural values at all levels of decision making within the health sector. In addition, health workers being fakatoukatea, or able to operate in both Pacific and non-Pacific worlds, was seen to be a vital enabling factor. This research documents the complexities of working in a DHB environment where there are many tides and currents operating. The local needs, community demands, organisational requirements and agendas of DHBs, and broader political currents and influences did not necessarily flow in the same direction. In addition, the study describes a complex, but important relationship between Māori and Pacific communities.The popao (canoe) was developed as the interpretive and analytical framework to describe the existing organisational structure of the DHB, acknowledging the desirability of moving to a kalia, a more stable double-hulled canoe. This thesis argues that health inequalities will continue until there is a renewed emphasis on social and economic determinants and DHB structures and processes move beyond the popao and develop the structural support of a kalia, where Pacific values are given enough space to co-exist, and Pacific people have real input into navigation. The study uses the popao and kalia as guiding metaphors to analyse the existing organisational structure of the DHB and possibilities for the future. In addition, the study utilised the Pacific Policy Framework ‘Alamo’ui: Pathways to Pacific Health and Wellbeing (MOH, 2014) to guide and to elaborate the discussion of results and findings. Effectively improving the health of Pacific peoples and reducing inequalities in this context of competing demands is challenging. This study provides an insider account of those at the forefront of paddling the popao for change in a complex environment.

The CAREC Health Strategy 2030 aims to enhance health security through regional cooperation, benefiting the Central Asia Regional Economic Cooperation (CAREC) region’s population (including migrants and vulnerable population groups), health system managers and workers, and active development partners; and CAREC countries’ ministries of health. The strategy has four main pillars: (i) leadership and human resource capacity, (ii) technical preparedness, (iii) surge demands and access to supplies, and (iv) vulnerable population groups and border health. It is intended as a tool to guide CAREC health cooperation, dialogue and knowledge exchange, programming and mobilize new project financing.