Other aspects of our capability
In this section...
- Statement of Intent Homepage 2008/9
- Minister's foreword
- Introduction from the Chief Executive
- Nature and scope of functions
- Strategic direction
- Operating intentions
- Managing in a changeable operating environment
- Assessing organisational health and capability
- Priorities for capability-building
- Other aspects of our capability
- Development goals for the State Sector: Transforming the State Services
- Capital intentions
- LINZ information
Responsiveness to Māori
Māori regard land as papatuanuku (earth mother), tāonga tuku iho (inherited treasures) and whenua (man's umbilical connection with the land). This connection with the land is core to the way LINZ considers and develops our policies and services. We have administrative responsibilities for providing land information and for related statutory processes. LINZ also administers Crown-owned land, provides resources for the New Zealand Geographic Board and plays a key role in assisting the Office of Treaty Settlements.
In fulfilling these functions, it is important to build and maintain capability to meet our obligations to Māori and to deliver services that meet Māori needs and aspirations. LINZ works to a Responsiveness to Māori Strategy, which has three major objectives:
- Credible organisation
Having the capability to respond to Māori and understand the relationship of Māori to the land, and delivering services that reflect this understanding. Ensuring Te Reo and tikanga are understood within the organisation. - Strong working relationship with iwi
Having excellent working relationships andinteraction with Māori for our business. - Strategy embedded across LINZ
Integrating the Responsiveness to Māori Strategy into LINZ as an integral feature of 'business as usual' within the organisation.
Pay and employment equity review
Working with the PSA, LINZ undertook a pay and equity review in 2007/08. Over the coming year we will review the findings and, where appropriate, develop a response that identifies any further investigation required or plans to address any current inequities.
LINZ has specific programmes and activities that support the Public Service's commitment to equal employment opportunities in the workplace.
Knowledge management strategy
LINZ has developed a knowledge management strategy for improving the way we leverage our collective information and knowledge to achieve strategic business objectives. At the core of the strategy are our ability to learn continuously as an organisation, promote change leadership through empowering staff, improve management of our information resources and business processes, embed knowledge management processes, and enhance collaboration.
As LINZ moves into more formalised 'knowledge brokering', it is essential that knowledge management practices are mainstreamed into our businesses processes and our efforts to foster internal and external connectivity. Through effective utilisation of our knowledge assets (processes, information, expertise, and capabilities), LINZ will be in a better position to share our knowledge and expertise, and collaborate, co-ordinate and lead developments in the land information sector.
