Our outcomes are not the only things that determine LINZ’s work. They sit alongside two other key drivers – government/Ministerial priorities (as specified in a “priorities letter”, for example); and statutory obligations, including stewardship requirements under the State Sector Act.
Our work programmes must deliver on our statutory obligations and agreed government/Ministerial priorities – we can choose how we do them to some extent, but not whether we do them. Work programmes will also reflect our outcomes – we can decide both how much we do and how fast we do it. Typically, much of what we do will relate to all three. But as a public agency, there will also be some things that we choose to do because they are important for New Zealand over the long term. Our outcomes guide these choices.
Purpose of the Outcomes Framework
- Provide all our people with a ‘line of sight’ that connects what we do day-to-day to the bigger picture.
- Signal LINZ’s high-level priorities both internally and externally, so that everyone knows what LINZ’s interests are.
- Provide teams with a tool to assess and prioritise their work programs against, so that our work is progressively better aligned to the things that matter most for New Zealand.