LINZ is working towards being more deliberate about what we focus on and where we put our effort. We're on a journey from identifying the critical areas where we can add the most value for New Zealand to progressively aligning our business and work plans to these areas.

Respecting the past

The Outcomes Framework is the next step in a 5-year journey. In 2013, our Performance Improvement Framework (PIF) review confirmed that we were well-placed to build on our strengths, but we needed to shift from being a ‘quiet achiever’ to a strategic leader. A key area identified for improvement was the development of a 10-year vision.

In November 2013, LINZ launched its 10-year vision The Power Of ‘Where’ Drives New Zealand’s Success. This put location information at the heart of LINZ’s strategy, with a view to doubling (subsequently increased to 10-fold) the value created for New Zealand through its use.

In 2014, to underpin the new vision, LINZ developed three strategic objectives:

  • Increase the use of geographic information
  • Unlock the value of property
  • Improve resilience to natural events

The objectives were intended to provide a sharper focus for LINZ’s activities within the vision, so that we had a common view about how best to unlock value for New Zealand.

In 2016, LINZ turned its attention to becoming a high performing organisation. This included identifying an important gap between our vision and our day-to-day work – the ‘missing middle’. In essence this meant providing more detail around the strategic objectives, so that they could more directly guide where we focus our effort and resources.


Acknowledging the present

Now we are moving into a rapidly-changing operating environment, with increasing demands and expectations from Ministers, the public and private sectors. This coincides with rapid changes in technologies, the data environment in which we operate, and government priorities. We are already responding to these changes, for example:

  • Leading management and policy on Christchurch residential red zone properties
  • Supporting the implementation of restrictions on residential ownership by overseas investors
  • Working collaboratively with agencies, iwi and communities in our Crown Property role
  • Exploring the value from integrating property information through Integrated Property Services

The Outcomes Framework recognises such developments, and sets them in a broader strategic context.


Being deliberate about the future

Delivering more value for New Zealand will mean that we need to make some significant shifts in what we do and/or how we work. Consultation feedback has strongly reinforced our BEST values – we need to be bolder; we need to use our comparative advantage to its fullest extent; and we will achieve much more if we work with and through others. In addition, consultation pointed to a need to identify and deliberately focus on a small number of critical challenges for New Zealand where we have the ability to make a significant difference.

This means that over time, we need to become much clearer about our comparative advantage, and what day-to-day activities can add most value. This will reflect a combination of our formal mandates and Ministerial priorities; our unique capability and expertise; and the willingness of our partners to see us take on more active leadership roles.

The Outcomes Framework is an important tool to help us be more deliberate about what we focus on and where we put our effort.