Release 4 LI Consultation Document 26 September 2018.pdf

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Consultation Document
Location Information
26 September 2018
INFORMATION
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Introduction
Kia ora koutou
Last  year we made changes to Location Information (LI) to increase our ability to lead and
influence across the geographic and property systems.  At that time, I indicated that this was a
first step; and that LI would need to keep evolving in our transition from products to data –
and to being digital by default.
Since then, the environment we operate in has continued to change.  The geographic and
property system users and stakeholders have helped us identify where we can make the
biggest difference for New Zealand and New Zealanders. This has been outlined in our
Outcomes Framework.
The Outcomes Framework identifies where we can add the most value over the long-term; that
high-value geographic and property information is used effectively to deliver value for New
Zealand. The focus for our outcomes is based on addressing three key challenges that New
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Zealand faces now and into the future:
•  Water:  contribute to better management of fresh water, including quality and
allocation.
•  Resilience and climate change: support efforts to prepare for, mitigate and adapt to the
impacts on land and sea of climate change and one-off events (natural and man-made).
•  Urban areas: contribute to managing and responding to pressures on urban areas from
population growth.
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Location Information’s value-add is to build on our existing strengths and expertise in
managing data to support better government, council and private decisions by enabling access
to key high-value, linked datasets and to target direct improvements through our operational
responsibilities, with focus on these key challenge areas.
With this focus in mind, we have to prioritise our efforts to make the best use of our limited
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capability and resources.  Therefore, rather than continuing to take a broad view of geographic
and property information, we have an obligation to focus our system leadership, external
engagement and operational delivery on these three key challenge areas.
This document proposes changes to how LI can do more to increase its impact and influence in
these three key challenge areas, by focusing our standards and interoperability functions and
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better leveraging our standards expertise across LI.
I encourage you to read the document and provide your thoughts and feedback.
I would like to acknowledge that change is difficult and I know the personal impact it has on
those individuals affected by the change.  I want to ensure this change is managed in a way
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that provides everyone with as much certainty as quickly as possible. Manaaki is an important
part of my approach to this conversation – that we take care of and respect each other.
I welcome your thoughts and feedback on this proposal.
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Jan Pierce
Deputy Chief Executive
Location Information

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Background and context
Geospatial data is critical to NZ’s prosperity and resilience. It is key to a modern digital
economy - and to effective public services.
LINZ is the Government leader in geospatial.  In 2007, we launched the Geospatial Strategy to
improve coordination, sharing and use of geospatial data across government.  The Strategy
had four goals – good governance across the system; creating and maintaining key geospatial
datasets; accessible and useable Government geospatial data; and interoperability.

In the 10 years since we launched the Geospatial Strategy, LINZ has:

•  Adopted a “data first” and “digital by default” business strategy.

•  Developed the LINZ Data Service, establishing data as a stand-alone product, working
with customers to develop new, high value datasets  and focused on sharing  and
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publishing  the data more easily  for customers.  LINZ has recently established a
syndicated  contract that allows other agencies to establish the same data publishing
capability at a much lower cost.

•  Been involved nationally and internationally in the  creation and updating of  data
standards – across areas such as hydrography, addressing, imagery and elevation.

•  Collected and maintained  key geospatial datasets (such as aerial photography and
elevation data) to improve NZ’s economy, resilience, environment  and infrastructure
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development.

•  Worked  on the property system to ensure quality, accessible, linked property data –
IPS, Addressing, MLS and ASaTS.

•  Been involved in  research, capability building and awareness raising across
Government.
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While the goals and principles of the Geospatial Strategy still hold true, a lot has changed since
it was first introduced:

•  LINZ’s Outcomes Framework has set clear priorities for LINZ to achieve in the next five
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years  -  based on the priority issues for New Zealand  -  to ensure that high-value
geographic and property data  are used effectively to deliver value for New Zealand.
This sets a clear direction for LINZ’s work in geospatial and encompasses the aims of
the Geospatial Strategy.
•  In 2017 we made changes to LI to focus and align our efforts to deliver LINZ’s strategic
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objectives, enable LI to work in a more connected way, and maximise our capacity and
resources.  As part of these changes, the New Zealand Geospatial Office was
disestablished and its functions distributed across LI; and the principles of the
Geospatial Strategy were integrated into the LI strategy.
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•  There is now  stronger data and ICT leadership across government.  The Stats NZ  CE
has taken on the role of Chief Data Steward; and the Chief Executive at the Department
of Internal Affairs (DIA)  is the Chief Digital Officer, responsible for delivering the
Government ICT strategy.
•  Both Stats NZ and DIA are working to ensure  that data and information held by
Government can be used to inform policy and add public and private value, with a focus
on standards to enable sharing of data; building capability; and working across
Government to ensure key data sets are accessible.
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•  This includes Stats NZ setting up a cross-Government Approvals Board to review data
collection standards and recommend whether they should be published for use across
Government; and proposals to strengthen the Government Chief Data Steward’s
leadership role to set mandatory standards and direct the adoption of common data
capabilities to enable a common approach to the collective management and use of
data.
Given these changes –  and changing customer demands, advancing technologies and our
limited capacity – it is even more critical that we focus on how we can have the most impact.
To achieve LINZ’s outcomes, we need a more focused, collective LI work programme and
stronger leadership and engagement across the geospatial system.
This proposal for changes to the Standards and interoperability  function  builds on earlier
changes to LI and responds to our changing context, including the Outcomes Framework.

The Case for Change
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Standards and Interoperability are critical to deliver a modern digital economy, for operational
efficiency and enabling better decision-making.

Strengthening LINZ’s standards  and  interoperability  functions and processes is important to
enable better reuse of our data; support the achievement of LINZ outcomes; and increase our
impact and capacity to deliver. This includes more robust data management, aligned to
customers’ requirements, to support the data-first model.
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Stakeholders  have told us that they want us to promote and facilitate standards based on
identified New Zealand needs -  and there is still a need to promote the value of geospatial
standards and interoperability to customers, agencies and vendors.  This will require stronger
strategic engagement and advocacy to promote the value of geospatial; and the right
capability and capacity to ensure we can deliver to clearly identified New Zealand needs.

There is a clear geospatial data leadership role for LINZ across Government.  Our stakeholders
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want to see us lead in standards and interoperability, capability building and promoting the use
and awareness of geospatial.  Stronger data and ICT leadership across Government also
creates opportunities for LINZ to lead in partnership with other key agencies.
To understand how LI can best respond to these challenges  and opportunities, we
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commissioned two pieces of work on  the current roles, responsibilities and functions in LI –
and what will be required in future to support LINZ’s standards and interoperability function:
•  A review of LINZ’s geospatial role and function to ensure alignment with the Outcomes
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•  A review of our geospatial standards and interoperability work, which recommended a
new approach to standards and interoperability work based on devolving the function to
the LI product teams.
Teams and individuals across LI, as well as external stakeholders, were consulted in
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completing this work.
These reports were recently released for your comment and feedback.  You told us that you
supported the findings of the reports and agreed that:
•  The changes proposed to the standards and interoperability function would support the
achievement of LINZ Outcomes; and help to develop and promote geospatial standards
and interoperability, both within LINZ and across the system.
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•  The approach to system leadership, stakeholder engagement and capability building
outlined would increase LINZ’s impact and influence; and help to achieve LINZ’s
Outcomes.
Other key themes from your feedback included:
Governance and support
You told us that providing  overarching support for a devolved standards  and  interoperability
function was important, including:
•  Technical governance and oversight of the work programme to support the sharing of
expertise across LI, oversee cross-cutting  standards  and  interoperability  work, and
ensure a consistent approach.
•  Strategic governance to ensure standards and interoperability work is aligned to the LI
Strategy and the Outcomes Framework; approve cases for new data investment; set
and monitor policies, processes and frameworks for data management; and monitor
benefits realisation.
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•  Capability building and capability for writing and reviewing standards.

•  International engagement and contribution to international standards setting.

•  Managing standards development to ensure a common consistent framework across
product teams.

International relationships
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You told us that a full review of international relationships was needed – and that we needed a
pragmatic approach to open standards.
Involving others – both inside and outside LINZ
You told us that:
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•  We need to work with a range of others – including the private and science sectors as
well as other government agencies.
•  It’s important to imbed geospatial use and thinking in other areas of LINZ’s work, not
just LI.  We should be supporting the use of geospatial by other LINZ business groups
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and strengthen geospatial leadership across the organization.
•  Ensuring key LINZ datasets are interoperable would be a huge step forward and a great
example to other government agencies.
•  We need to strengthen our stakeholder engagement and capability to develop and
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promote geospatial standards and interoperability, both within LINZ and across the
system – and be system leaders.

Based on this feedback, the Location Information Leadership Team (LILT)  wants to adopt a
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devolved approach to the standards and interoperability function,  starting with the proposed
changes outlined for consultation with staff in this document.

This new approach would be underpinned by the following principles to provide structure and
guidance for the way we operate:

●  Needs based -  The development of standards based on a solid identified need from
New Zealand customers which are aligned to LINZ outcome focus areas.

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●  Expert Led - The standards development process would be led by the domain experts
for the standard to ensure the standard is aligned with the identified need and desired
outcomes.

●  Pragmatic - The development of standards would be done in realistic and practically
applied ways aligned to customer needs, and wider industry best practice.

●  Open Standards - To enable widespread adoption, standards would be developed and
maintained in a collaborative and consensus driven way involving the public. The full
standard document would be  made available to the public in an open and easily
accessible way.

●  International Alignment –  Where possible, standards development would  leverage
international work already done (unless it encumbers the open principle). If, at a later
date, new international work starts where New Zealand already has a standard, work
would be done to align the New Zealand standard where practically possible.

●
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Maintained  -  The standard would need to  be under effective change control and
maintained to align with customer needs.

This approach would include improved data development functions and processes to continue
our evolution to a data-centric organisation, improve consistency and deliver higher quality
products.
  3.1  Design Principles
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The following design principles have guided the preparation of this change proposal specifically
for LI:

The proposed design would enable:

•  The achievement of LINZ’s Outcomes.   INFORMATION
•  The biggest positive impact for LINZ’s customers and stakeholders.
•  A stronger leadership role for LINZ across Government; and greater collaboration and
partnership with other Government agencies taking a leadership role in data and ICT.
•
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  The best utilisation of expertise and resources across LI, particularly around standards and
interoperability.
•  Implementation of the LINZ Data and Information Management policies.
•  The best way to focus and align our efforts.
•  Clear roles and responsibilities.
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•  Continued business delivery and provision for succession planning.

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Proposal
To give effect to a new approach to  standards and interoperability – and ensure that all our
work in this area is led by domain experts and aligned with operational delivery to clear New
Zealand needs - we are proposing to devolve the standard and interoperability function to the
LI business groups.
This approach would be supported by stronger governance and clearly defined standards and
interoperability leadership roles across LI.
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4.2
Governance
To support the principle of being expert-led, and to provide effective governance, it is
proposed that:
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4.2.1
Technical governance
Technical governance and leadership across all standards development work would be provided
by a group of technical leaders drawn from each of the LI Groups –  and others across LINZ
business groups as required.  The  scope and membership of the Technical Leaders’  group
would be determined by function which may result in membership of the group changing over
time.  The standards and interoperability function would be the first agreed responsibility for
this new group.
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The Technical Leaders’ group would:
•  Oversee the overall standards and interoperability work programme.
•  Support the sharing of expertise across LINZ.
•  Oversee cross-cutting standards and interoperability work.
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•  Advise and support LILT and ensure a consistent approach across LI’s work.
4.2.2
Strategic governance
Strategic governance of the standards and interoperability work programme would be provided
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by LILT to ensure  that the work programme is  aligned to the LI Strategy and Outcomes
Framework.  LILT would:
•  Approve cases for new data investment and monitor benefits realisation.
•  Set and monitor policies, processes and frameworks for data management.
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4.2.3
Cross-Government Governance
Both Stats NZ and DIA are working to ensure that data and information held by Government
can be used to inform policy and add public and private value, with a focus on standards to
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enable sharing of data; building capability; and working across Government to ensure key data
sets are accessible.
Stats NZ is setting up a cross-Government Approvals Board to review data collection standards
and recommend whether they should be published for use across Government.  LINZ will be
represented on this Board by the Chair of the Technical Leaders’ Group.

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4.3
Standards and interoperability leadership roles
4.3.1  Chair of Technical Leaders’ Group
The chair of the Technical Leaders’ Group would be a member of LILT and provide standards
and  interoperability  leadership in the context of the key challenges for New Zealand as
described in the LINZ Outcomes Framework.  They would:
•  Represent and champion the standards and interoperability  view for strategic and
operational decisions, both within LINZ and externally.
•  Ensure  the technical leadership group functions correctly (including advising on group
membership).
•  Ensure policy, processes and guidelines are in place and used for standards and
interoperability/data management functions across LINZ.
The Chair of the Technical Leaders’ Group would lead the review of LI’s engagement on
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Standards  and  Interoperability (both internal and external) and review  our current
membership roles (Including but not limited to ANZLIC/ICSM, Standards New Zealand and
ISO).
4.3.2  Domain Leads (e.g. Topography, Geodetic, Marine,
Addressing)
Domain leads in each of the business groups would:
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•  Lead collaborative development of data standards with LINZ groups and external (NZ
and International) communities to meet user requirements.
•  Implement data and information policy, processes and guidelines for domain data.
•  Participate in the Technical Leaders’ Group.
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The domain lead would not necessarily be a single person from a business group.

4.3.3  GM Data Services
The GM Data Services, supported by the LDS team would provide leadership across LI for:
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•  Development of geospatial metadata standards and tools.
•  Development and adoption of API technology standards, including  data  discovery,
access and sharing.
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•  Spatial  data  publishing  best  practices  for both LINZ  and  other government agencies
(Including  discovery,  technology  APIs, formats, metadata,  geospatial types,  and
coordinates systems).

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4.4
Standards Development Processes
This proposed change would be supported by improvements to standards development and
approval and data management processes, including more consistent application of LINZ’s
existing Data and Information Management policies.  Ensuring our own processes are working
well is critical to the new approach.
Standards development support (for example standards writing support) would be contracted
as required.
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4.5      Proposed Functional Structure
As a consequence of this proposed devolution of the standards  and interoperability function;
and the proposed new Standards and Interoperability leadership and governance roles across
LI,  there would no longer be a requirement for centralised  standards and interoperability
resource in Data Services.  As a consequence, it is proposed that the two Senior SDI Technical
Lead roles currently in Data Services be disestablished.
4.5.1  Data Services Group
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4.6  Functions and Responsibilities
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4.6.1  Data Services
•  It is proposed that the two Senior SDI Technical Lead roles currently in Data Services
be disestablished.
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•  The  LDS team would provide the cross-functional  support for the  technology, best
practice and metadata functions.
4.6.2  Positioning and Resilience
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•  It is proposed that Positioning and Resilience  continue its current work on standards
development as well as contributing to work across the system in their domain  on
standards development and interoperability through the Technical Leaders’ Group.
4.6.3  Integrated Property Services (IPS) and Addressing
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•  It is proposed that IPS and Addressing  continue its current work on standards
development as well as contributing to work across the system in their domain on
standards development and interoperability through the Technical Leaders’ Group.
4.6.4  Topography
•  It is proposed that the Topography team continue its current work on standards
development as well as contributing to work across  the system in their domain on
standards development and interoperability through the Technical Leaders’ Group.
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4.6.5  Hydrography
•  It is  proposed that the Hydrography team continue its current work on standards
development as well as contributing to work across the system in their domain  on
standards development and interoperability through the Technical Leaders’ Group.
4.6.6  Business Management
•  There are no changes proposed for Business Management.
4.7  Impact on current positions
4.7.1  Impact on current positions
Position
Proposed Change
2 x SDI Technical Leaders
Disestablish roles
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4.7.2  Impact on other roles
This proposal assumes that senior technical leaders within each LI Group will, through the
Technical Leaders’ Group, continue to contribute to wider thinking on standards and
interoperability and work more formally on cross-cutting initiatives.

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5.  Next steps

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5.1 Process for consultation
Please send all feedback to [email address] by 5.00pm on Wednesday 3 October 2018
using “Feedback on the LI consultation document” in the subject line.
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5.2 Indicative Timeframe
The following is an indicative timeframe for key activities of this consultation and decision
making process. You will be kept up to date with progress and any changes to the dates.
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Date
Activity
Wednesday 26 September
Consultation document provided to Location Information
Wednesday 3 October
Consultation closes at 5pm
3 -10 October
Feedback analysed
Thursday 11 October
Final decisions made and communicated
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  5.3 Support available
It is acknowledged that change can be unsettling. If you have any professional or personal
concerns that arise as a result of this process, you are welcome to discuss them with Jan
Pierce, your direct people leader, or Lyndsey Gilbert in HR.
If you believe you would benefit from independent confidential support you are reminded that
the Employee Assistance Programme (Vitae) is available to you at any time for confidential
counseling or other assistance.
Their contact details are:
Phone – 0508 664 981
Email – [email address]
If you need any further clarity, you are welcome to speak to Lyndsey Gilbert in HR.

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6.  Process for change management
The process outlined below is a standard process.  As all parts of the process may not be
required in different circumstances, only those clauses that are relevant to the specific
situation will be applied.  The process operates in accordance with the principles of good faith
and the provisions of LINZ employment agreements.  Where any conflict arises between this
process and an employment agreement, then the provisions of the applicable employment
agreement would prevail.
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6.1     Coverage
This process is applicable to all open term (permanent) staff.

Fixed term and seconded people who may be impacted by the outcome of the proposal, would
be consulted with in good faith.  Where their work is not impacted by the  outcome of the
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proposal, the employee’s fixed term/secondment would continue in accordance with the term
of the agreement.  If the fixed term/secondment is no longer required because of the outcome
of the proposal, the employment/secondment agreement would be terminated in accordance
with the provisions of that agreement.
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6.2      Announcement of the final decision
Following the announcement of final decisions, people will be formally notified by letter of the
impact the decision has on their substantive position and the implication for them personally.
Only those deemed “affected” will be subject to the steps outlined below.
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For clarity, people  will not be “affected” by change if the only change is a reporting line
change, position title, and/or a small change for the purpose of realigning their position. In
these cases, they will be confirmed in their position.
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6.3
Reconfirmation
The first step in assigning people to the new positions is reconfirmation.

Reconfirmation occurs when duties of the new position are substantially similar to the duties of
the person’s current position, taking into account:

•  general scope and responsibilities
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•  skills, knowledge and experience required
•  location of the position (i.e. based in the same city)

In addition, the salary must be the same, and terms and conditions of employment no less
favourable.

The process starts with a comparison being made between the new position and what the
person currently does.  This is done on the basis of the old and new position descriptions.

If there is one clear person who is able to be reconfirmed in a position, then that person will be
reconfirmed into the position.  If there are more people  who could be reconfirmed than the
number of positions available in the new structure, those people will be required to go through
a contestable, merit based, selection process to determine who will be reconfirmed.

People  will be advised in writing that they have been reconfirmed.  Once reconfirmed, the
person is no longer affected and the process for them ends here.

People who have not been reconfirmed would be considered for reassignment.
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6.4
Reassignment
Reassignment means placement into a different, but suitable position. Assessment of a
suitable position will be made by matching skills, knowledge, experience and abilities of the
individual  with the requirement of the position, taking into consideration the potential for
retraining on new or unfamiliar aspects of the position (generally this would not exceed three
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months duration).   The terms and conditions will be no less favourable and the location will be
the same. (If the location is different, then reassignment will only be made with the person’s
agreement.)

People may be asked to submit an Expression of Interest (EOI) to indicate their preferences for
a position(s) to be considered for reassignment to, or they may just be reassigned to a
position where it is clear they are suitable for the position, and there are no other affected
people who would also be suitable for the position.
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Where a person  is asked to submit an EOI they  can express an interest in more than one
position.  It is possible that one position may have multiple people expressing an interest.

A panel generally comprising of the one-up people leader, an HR representative, and another
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LINZ manager from a different business group, will assess the information provided in the
expression of interest and make a merit based decision. An interview process and personal
files including performance assessments may be used to provide the panel with additional
information before decisions are made.  Any preferences indicated by the individuals  will be
taken into consideration by the panel, however it is possible that they may not be reassigned
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to their first or any of their preferences, and they may be reassigned to a position they have
not indicated.

Where  an individual  is deemed to be suitable for reassignment, they will be offered that
reassignment in writing for their consideration.

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If an individual declines an offer of reassignment to a suitable position, they will not be eligible
for severance compensation and if they do not secure another position in the organisation,
they will be regarded as having resigned.

Once reassigned, the person is no longer affected and the process for them ends here.

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6.5
Redeployment
People who have not been reconfirmed or reassigned can be considered for redeployment to
another position in the new structure or the wider organisation.

Redeployment occurs where the alternative position is significantly different to the employee’s
current position and may require different skills, knowledge, experience and abilities.  The
individual would need to be able to demonstrate that they have the required skills, knowledge,
experience and abilities to undertake the position, as well as the potential for retraining on any
new or unfamiliar aspects of the position  (generally not exceeding three months duration).
The position may have different terms and conditions of employment including remuneration
and location.  In this situation, where an individual is offered redeployment, their terms and
conditions of employment may be subject to negotiation between themself and LINZ.

An individual  may decline an offer of redeployment without forfeiting their entitlement to
redundancy / severance compensation.

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6.6
Review process
If an affected person disagrees with the outcome of the reconfirmation or reassignment, that
individual is entitled to have the process reviewed.

The individual must advise the Group Manager Human Resources in writing within five working
days of receiving notification of the outcome, setting out the reasons for disagreement.

Each review will be addressed and resolved individually with the person concerned (and his/her
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representative). An individual who requests a review will be invited to clarify their concerns, to
ensure a complete picture is given.  The original assessment determining a reconfirmation or
reassignment will be reviewed by the appropriate delegated authority to take into account the
new information.
6.7
Advertising and appointment to remaining
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positions
An appointment process is used for positions that are still vacant after reconfirmation and
reassignment processes are completed.  These vacancies will be advertised internally and
externally and any person, not just those affected, will be able to apply.
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In some circumstances there may be positions in the new structure which LINZ may wish to
open up immediately to other internal and external candidates through an appointment
process.  This will generally only occur where:
•  the position is more senior than any of the existing affected positions; or
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•  it is a specialty position requiring particular  qualifications, skills, experience and abilities
which no affected employees have demonstrated in previous positions; or

•  It is a position of strategic important to LINZ such that it is imperative that the best person
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for the position be appointed.

6.8
Other options
Any person whose position is disestablished and who has not been placed into an alternative
position will be declared surplus.  People who are in a surplus situation will receive this advice
in writing and the notice provisions of their employment agreement will apply.

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During that time other options will be explored. This could involve redeployment to another
position in LINZ or the public sector, leave without pay, or enhanced early retirement.  Options
would be considered on an individual case-by-case basis between LINZ and the affected
person.
In the event that no other options are found, the individual  will be paid severance /
redundancy compensation according to the provisions in their employment agreement.
6.9
Voluntary redundancy
Where there is a surplus staffing situation (i.e. there are more affected people than there are
positions available in the new structure), an affected individual may request to be considered
for redundancy and not take part in a contestable process.

The  person  will be required to submit their request in writing for the Chief Executive to
consider.  The final decision will rest with the Chief Executive.  Where the request is approved,
the  individual  will be declared surplus and the severance / redundancy compensation
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provisions of their employment agreement will apply.
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