Organisational Capability

In our 2007/08 Statement of Intent, LINZ outlined specific areas of focus for ensuring we can continue to manage towards our outcomes and deliver value.

Sustainability

In 2005, LINZ joined the Govt³ initiative run by the Ministry for the Environment and agreed to move towards sustainable practices in four main areas:

• buildings
• transport
• office consumables, and
• equipment and recycling/minimisation of waste.

LINZ developed an action plan and carbon emissions reduction plan. During 2007/08, we:

• completed annual reporting requirements for Govt³ and the Carbon Neutral Public Service (CNPS) programme
• completed audits of all LINZ offices to establish a baseline in all areas of sustainability
• completed waste audits in all offices
• prepared a business case based on the items listed above to further develop sustainability over the next 18 months, and
• distributed paper recycling trays to all staff to encourage recycling of paper and reduction of landfill waste, of which paper is a large component.

Building our knowledge of customer needs

Proactively identifying, managing and improving relationships with customers and stakeholders remained a focus in 2007/08.

LINZ continued work started in 2006/07 on our responsiveness to customers. We improved and built on the systems and processes that support our customer relationships.

The activities we said we would undertake in 2007/08

• Research to develop a deeper understanding of the impacts of our services on our customers' businesses and to better understand customer priorities in relation to product and process development.
• Ongoing customer satisfaction research (spanning titles, survey, topographic, and hydrographic, customer segments) in 2007/08 to enhance our understanding of customers' requirements and measure their satisfaction with LINZ’s services.
• Evolve our product and service development to ensure that it is driven centrally and that efforts are co-ordinated across the organisation. The first service to experience this approach will be e-survey.
• Use and continue to develop and improve mechanisms such as the online e-survey forum for more sophisticated customer interactions, providing a two-way interface. Such mechanisms help customers discuss topical matters and ask questions relating to the services we provide. They also help inform LINZ about issues requiring further explanation and about customer priorities.

What we have achieved

LINZ undertook satisfaction surveys on our customers' experiences of the timeliness and quality of our survey and title services and of their interactions with our 0800 Customer Support centre. In all surveys, customers rated their experiences in the high to very good category.

LINZ also reports on our survey and title performance and planned developments to an advisory committee. The commitee comprises representatives of our main survey and title stakeholder groups: the New Zealand Law Society, the New Zealand Institute of Surveyors and the Institute of Cadastral Surveyors. This committee advises LINZ's Chief Executive on service issues and enhancements.

All customer suggestions to improve our products and services are captured and prioritised and then, if appropriate, are included in future product and service releases.

LINZ has a formal prioritisation framework for making enhancements to Landonline and to e-dealing and e-survey. In 2007/08, we undertook a research project to look at ways to improve this framework and methodology to enable both greater visibility of suggested enhancements and wider participation in the prioritisation process. A suggested approach for e-survey enhancements will be piloted in 2008/09.

Business and regulatory assurance

During the year, all assurance activities were consolidated under one umbrella with the integration of LINZ's regulatory quality assurance and internal audit functions. The new integrated LINZ team, Business and Regulatory Assurance, has better enabled us to coordinate, plan, deliver, and report on, assurance activities across the organisation.

Audit committee

LINZ also established an independent non-executive audit committee. The committee provides advice to the Chief Executive to ensure effective control arrangements are in place, risks are being managed, and assurance activities are rightly focused. LINZ reviewed the set-up and operation of the committee in line with the recently released Controller and Auditor-General's Good Practice Guide to Audit Committees in the Public Sector, and as a result, some changes were made.

Regulatory compliance audits

During the year, LINZ implemented a risk-based audit/compliance strategy for conveyancing firm audits, providing additional assurance to the Registrar-General of Land. A similar strategy was implemented with the survey profession in the prior year, providing additional assurance to the Surveyor-General. The new approach has been well received within the respective professions, and LINZ is continually improving on the processes flowing from these strategies.

Information technology

To achieve our outcomes, LINZ needs modern systems and applications, and an IT infrastructure that is proactively maintained and provides us with sufficient capacity.

During 2007/08, LINZ has continued a strong focus on improving the stability, robustness and scalability of the technology we use. We completed an organisation-wide architecture review, which has established a long-term view for the ongoing enhancement and improvement to the technology environment that we operate. This will guide the continued evolution of our technology to provide a more agile and flexible environment into the future.

LINZ also reviewed some of our core infrastructure to ensure it is current and has the capacity to support our data and services. Key changes in this area have included an increase of the network bandwidth between offices to cater for increased traffic, initiating work for the migration of our email environment to Microsoft Exchange, and maintaining our PBX environment to build the foundation for future integration of voice and data.

Other key IT achievements for 2007/08, some of which have been noted elsewhere, include:

• Landonline: further development of, and improvements to, the underlying infrastructure to improve stability, provide future capacity, and increase reliability.
• Hydrographic data infrastructure: we implemented new technology that has consolidated a number of hydrographic datasets and increased functionality for electronic delivery of nautical charts.
• Topographic 1:50,000 new map series: LINZ developed new system functionality and upgraded the LAMPS topographic application to enable the creation of the new map series and the automation of more of the work associated with this process. This is an ongoing project for the coming year.
• LINZ website (www.linz.govt.nz): the LINZ website has been revised to improve access to information and ease of use, and to enhance our ongoing compliance with Government Web Guidelines.
• Overseas Investment Office: a new database and application were developed to support the Office's requirements into the future.

Responsiveness to Māori

As an agency of the Crown, LINZ has a responsibility to recognise the Treaty of Waitangi and to acknowledge the special relationship that Māori have with the land. LINZ's responsibility for providing land information and for related statutory processes also extends to administering Crown-owned land.

Both of these elements may be important to iwi Māori because most Treaty claims relate to land, and redress for claims frequently results in the transfer of Crown-owned land to claimants. There is also a cultural dimension to land and land information for iwi. Māori land is regarded as papatuanuku (earth mother), tāonga tuku iho (inherited treasures) and whenua (man's umbilical connection with the land).

To fulfil our responsibilities, LINZ considers it important to build and maintain capacity to meet our obligations to Māori and to deliver services that meet Māori needs and aspirations, while being consistent with our statutory and policy obligations.

The activities we said we would undertake in 2007/08

• Continue to work on the Responsiveness to Māori Strategy.
• Encourage staff to attend our annual hui.

What we have achieved

LINZ is continuing to work with the Ministry of Justice on the Māori Freehold Land Registration project. At the end of June 2008, the project was approximately 50% complete and is on target to be completed by June 2010.

In line with LINZ's Responsiveness to Māori Strategy, a number of capability-building initiatives have continued, including:

• undertaking pōwhiri/whakatau for area managers
• internal initiatives to increase awareness of tikanga Māori (eg Matariki communications, room-naming)
• developing guidance and undertaking pöwhiri for the incoming Chief Executive, and assisting the Department of Internal Affairs with the pōwhiri for the Secretary for Internal Affairs (who came from LINZ), and
• training in te reo.

As another part of our strategy, we held the sixteenth annual LINZ National Whanau Hui at Orongomai Marae, Upper Hutt. The purpose of the hui was to learn about tikanga Māori (cultures and traditions) and gain a greater knowledge of our work with Māori.

International Financial Reporting Standards

In December 2002, the New Zealand Accounting Standards Review Board announced that all New Zealand reporting entities would be required to comply with International Financial Reporting Standards (IFRS) for periods commencing on or after 1 January 2007. LINZ adopted New Zealand International Financial Reporting Standards (NZ IFRS), moving from New Zealand Generally Agreed Accounting Practice for the 2007/08 year. Key differences include the reclassification of certain assets – including software, deposits held in trust, Crown-administered properties and forests – and certain liabilities, most notably accumulated compensated absences (sick leave).

LINZ has finalised all NZ IFRS adjustments for 30 June 2007 comparatives in the current financial statements. The auditors have completed their review of these adjustments at materiality levels and are satisfied that all adjustments have been appropriately captured.

Pay and employment equity review

The activities we said we would undertake in 2007/08

• Complete a pay and employment equity review with the PSA.
• Produce a response plan to identify any LINZ pay and employment equity issues and provide the foundation for subsequent investigation and change.

What we have achieved

LINZ completed a pay and employment equity review in 2007/8. The review has shown that LINZ is performing well in many areas investigated, but that there is still work to be done to ensure gender equality.

Recent data shows more women are moving into senior management roles, but there is still room for improvement. We want to make sure there are no barriers to progression for women within LINZ, and so work continues to be done on the review's response plan to ensure this issue is addressed.

The review also showed an increasing number of men taking parental leave – evidence that LINZ continues to support individual desires for work-life balance.

Human resources

Staff resources (as at 30 June 2008) by location and gender:

Human resource capability

Over 2007/08, LINZ developed a human resources strategy with a focus on capability. Key themes from the strategy are:

• excellent managers
• attracting and keeping the right people
• developing our people
• managing technical skills and knowledge, and
• enhancing change agility.

Implementation has focused particularly on the themes of "attracting and keeping the right people" (eg through providing a people focus on the LINZ website and enhancing our recruitment processes) and "excellent managers" (eg through developing a consistent approach to coaching in LINZ and implementing an effective coaching programme).

Industrial relations

A new LINZ Collective Employment Agreement was ratified in June 2008. As a result, two LINZ/PSA working groups will shortly commence: one to look at pay and the other to review management of change provisions.

LINZ is also engaging with the PSA to refresh Partnership for Quality arrangements and is planning to introduce the first set of common employment provisions.

Development Goals for the State Sector

The Development Goals are designed to transform the State Services to ensure they are aligned with the Government's priorities. LINZ has used the goals as the basis for developing our own capabilities, and we continue to measure our contribution against them. During the year, the following progress was made:

Employer of choice

Ensure the State Services is an employer of choice, attractive to high achievers

LINZ objective: To have practices and policies in place that attract and retain the right people with the skills needed to deliver our business strategies.

What we have achieved

LINZ enhanced our recruitment processes in preparation for investigating an online, web-based recruitment model. This includes establishment of a recruitment provider panel to improve the quality and consistency of recruitment for LINZ.

LINZ will have four internships available as part of the State Services Commission Summer Internship Programme in 2008.

We have enhanced the LINZ website, adding a "Get to Know LINZ" area for potential employees. This area explains who we are, what we do, and describes our vision and values. It also includes a series of profiles of some current employees to give potential employees a better sense of LINZ's people and what working here is like. The purpose of this area is to attract the best possible applicants for available positions.

We also introduced a coaching programme for managers to develop competence as effective coaches and developers of people, and we have implemented the First 90 Days programme to help new managers make a successful transition into LINZ. Through this programme, new managers build strong internal relationships and develop an understanding of the capabilities and gaps in their respective areas.

Excellent State Servants

Develop a strong culture of constant learning in the pursuit of excellence

LINZ objective: To have a positive workplace and develop for excellence.

What we have achieved

We focused greater effort on using the LINZ competencies in recruitment to assess candidates more rigorously for roles. We include key competencies in job descriptions and have incorporated questions about the key competencies required for the relevant role into interviews to ensure the best possible match between candidates and roles.

We have enhanced our induction framework and tools to engage new staff more fully, ensuring a better introduction to LINZ and a smooth transition into their new roles, as well as building their confidence about working here. The First 90 Days programme for managers mentioned above is part of this induction framework.

LINZ is also working on a succession planning capability that incorporates a learning and development framework and a career framework.

Networked State Services

Use technology to transform the provision of services for New Zealanders

LINZ objective: Seamless access to information.

What we have achieved

LINZ continued the phased process for enabling all survey and titles transactions to be lodged through our Landonline system. Landonline is globally recognised as a world-leading system for collecting, validating, storing, and making available, survey and titles information, and for providing the legal and economic framework within which land may be transacted with a high degree of confidence.

Co-ordinated State Servants

Ensure the total contribution of government agencies is greater than the sum of its parts

LINZ objective: Adopting an all-of-government approach.

What we have achieved

LINZ continues to work collaboratively across government on key initiatives such as:

• the Geospatial Strategy, an all-of-government effort involving a number of agencies
• Tenure Review with the Department of Conservation
• a review of the Unit Titles Act 1972 with the Department of Building and Housing
• a review of the Land Transfer Act 1952 with the Ministry of Justice and the Law Commission
• housing affordability initiatives with the Department of Prime Minister and Cabinet, the Department of Building and Housing and other agencies
• Treaty Settlement work with the Office of Treaty Settlements
• the Māori Freehold Land Registration Project with the Ministry of Justice
• topographic and hydrographic areas with the Royal New Zealand Navy, New Zealand Defence Force, emergency services agencies, and Maritime New Zealand, and
• Oceans Survey 20/20, an all-of-government effort involving a number of agencies.

Accessible State Services

Enhance access, responsiveness and effectiveness and improve New Zealanders' experiences of State Services

LINZ objective: Providing transparency and certainty of our processes and decisions.

What we have achieved

In 2007/08 LINZ:

• implemented the Overseas Investment Office decision and application-making database and information system
• established relationship management capability and systems to proactively meet customer needs
• worked on a customer research programme to inform e-channel strategies and the development of products and services that are fit for purpose, and
• applied and refined the transparent regulatory outcome framework and intervention logic.

Trusted State Services

Strengthen trust in the State Service and reinforce the spirit of service

LINZ objective: Aligning our values to support our business activities.

What we have achieved

LINZ conducted a review of our code of conduct to ensure alignment with the new State Services Code of Conduct. Our code was found to be consistent with, and to meet the requirements of, the State Services Code of Conduct. LINZ continues to ensure we have appropriate policies in place to support our code of conduct and to ensure staff are provided with clear guidance in relevant areas.