Land that the Crown is responsible for or seeking to remediate is assessed, sustainably managed and allocated to its best use to deliver government priorities, outcomes for Māori, and benefits for all New Zealanders.

Focus areas

  1. Best use
  2. Operational intelligence
  3. Management

 

1. ​Best use

Understanding across government of when land is surplus and its public value.

Priorities 1 - 2 years

  • Major land holding agencies agree principles/criteria for identifying 'underutilised' land and its 'best use' and understand the value add of managing land as an asset in a way that builds in these principles/criteria. (Functional)
  • We lead in supporting councils to deliver local responses to key challenges for New Zealand. (Functional)

Priorities 3 - 5 years

  • Major land-holding agencies being to operationalise a common approach to idenfiying 'underutlised land' and its 'best use'. (Functional)
  • We partner with councils, urban authorities and agencies to achieve collective land responses to key challenges. (Functional)

Extent of change

Major
Functional leadership role across agencies that have typically operated independently of one another.

 

2. Operational intelligence

Data, analysis and intelligence to make sound land management decisions.

Priorities 1 - 2 years

  • The Central Record of State Land is in use and valued by users. (Operational)
  • Operational information needed to manage the Crown portfolio effectively is accessible and available. (Operational)

Priorities 3 - 5 years

  • Agencies across central and local government have access to the breadth and depth of information needed to inform their own property portfolio decisions. (Operational)
  • We publish core Crown estate information to inform public understanding about its use and value. (Operational)

Extent of change

Moderate
Intelligence required is novel, substantial and not easily acquired, but is largely within our control.

 

3. Management

Delivering government priorities, outcomes for Māori land owners.

Priorities 1 - 2 years

  • We are clear about the future state we are wanting to achieve for the LINZ portfolio and are using systematic measures/metrics to monitor and drive performance. (Operational)
  • We have an integrated asset management framework that drives our decisions about LINZ, Treat, client-agency and damaged land. (Operational)

Priorities 3 - 5 years

  • LINZ manages a significant proportion of “surplus” Crown Estate effectively to deliver government priorities, outcomes for Māori, and benefits for New Zealanders. (Functional)
  • LINZ is the recognised key advisor to government on surplus and damaged land. (Operational)
  • Central and local government agree on their respective responsibilities for managing damaged land. (Functional)

Extent of change

Major
Implies a substantial shift in LINZ operational approach.