Release 6.1 Consultation Document 29 May 2017.pdf

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Consultation Document
Location Information
29 May 2017
INFORMATION
RELEASED UNDER
THE OFFICIAL

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INFORMATION
RELEASED
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THE
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1
Introduction
Kia ora koutou
Firstly, I would like to acknowledge that change is difficult and I know the personal impact it
has on those individuals affected by the change.  From my own experience, I want to ensure
this change is managed in a way that provides everyone with as much certainty as quickly as
possible.  I can assure you, I would never have conducted this process if I wasn’t sure it was
the  only  way  we  are  going  to  make  the  difference  that  we  need  to  make.    We  have  the
opportunity of creating something great and making the biggest difference to New Zealand and
New Zealanders.  I want us to embrace this opportunity with both hands.
Part of this is creating a step change in the way we lead and influence across the property and
location  systems.    The  challenge  for  us  is  to  ensure  we  can  shift  and  organise  our  limited
capability to where we can create the biggest value.
With  our  Executive  Leadership  Team  in  place,  the  time  is  right  to  consider  how  Location
Information (LI) can contribute to LINZ’s goals, and what we need in place to do this.
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The opportunity for Location Information
There is a real opportunity for Location Information to organise ourselves in a way that will:
  help deliver on LINZ’s tenfold goal
  actively respond to changing technology and the change this impacts on our customers,
now and into the future
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  tell and sell our story with customers and stakeholders
  connect with the spatial industry more overtly
  recognise and influence the property and location systems
  act with a ‘one-LINZ’ voice
INFORMATION
This first stage of change to Location Information’s structure is at a high level. Further down
the track, LI Group Managers (GMs) will consider what is required within their own teams and
make the necessary changes that will focus our efforts to make the biggest difference for New
Zealand.
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Next steps
As I outlined above, this is not a step I have entered into lightly.  These are difficult decisions
and I want us to move through this process and create certainty as soon as possible.  Manaaki
is an important part of my approach to this conversation  – that we take care of and respect
each other.
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I welcome your thoughts and feedback on the proposals, and I encourage you to speak with
me directly if you wish to do so.

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Jan Pierce
Deputy Chief Executive
Location Information

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2 Background and context

This document contains proposals for changes to the structure of the Location Information (LI)
Business Group.
The priority for LINZ is to build a high performing organisation that is focused on achieving our
vision, goal and strategic objectives:
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INFORMATION


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To be a high performing organisation means considering:
  How we work – our systems and processes
  What we work on – priorities, areas of focus
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  How we organise ourselves – as virtual teams or structurally

We have implemented the new Executive Leadership Team (ELT) structure to help us become
a high performing organisation.
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Sector Data Programmes (SDP) transferred to LI as part of this high level change. This was to
align our work in the geographic data area into one group.
Each Deputy Chief Executive (DCE) is now considering how best to organise their Groups to
align and deliver to LINZ’s strategic objectives. Location Information (LI) will be the first Group
to do this with others to follow.

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In developing LI’s direction and proposed structure, we have used Chief Executive, Andrew
Crisp’s guiding principles which informed the ELT changes. These principles will inform all other
LINZ changes:
  Keep it simple – be clear on what we want to achieve and why we are doing it
  Keep engaged – keep our people and stakeholders engaged and connected at the right time
  Agility – strengthen our resilience and capability to be agile and work positively in our
changing environment and context
  Pace and urgency matter – it is vital that due consideration goes into any actions that result
and that we implement any change with pace and urgency so that our people have clarity
and certainty.
Andrew has been clear that LINZ will need to continue to make adjustments to meet shifting
demands and environments so that as an organisation we remain agile and prepared for the
future.

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3
The Case for Change
Unlike most other countries opening up their geographic information, we are in a unique
position in New Zealand as we are geographically isolated, and have only two levels of
government (local and central). This means we have to find our own unique way to open up
geographic information.
Within LI, a transformation has already begun to move from a products based operating model
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to a digital / data centric model.  What this means right now is that we need to understand
both our current and future states in terms of functions and capability so that we can maintain
delivery of core activity while preparing for a future that has a digital default.
Given the changing demands of our customers and advancing technologies as well as our
limited capacity it’s critical our efforts are focused on making the biggest difference. We must
also ensure we are more joined up in the property and location systems and leverage collective
resources across these systems.
INFORMATION
To understand how LI can best address these opportunities, a piece of work was commissioned
to assist our understanding the current roles, responsibilities and functions in LI. This was the
Information  Gathering  Exercise  conducted  by  Deidre  Hill.  This  report  presented  LI’s  current
state  and  posed  a  number  of  questions  to  be  considered  to  ensure  LI  aligns  with  LINZ’s
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strategic  direction.  Teams  and  individuals  across  LI  were  consulted  in  the  report’s
development.
LILT considered the questions this review raised and, in doing so, concluded an LI strategy is
needed.  The LI strategy will align and connect LI’s individual team strategies and development
programmes for which we have responsibility, to LINZ’s overall strategic direction.  The intent
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of the LI strategy is very clear with the final wording to be confirmed. The Group need to align
our structure around making the biggest impact to the power of where and our tenfold goal.
This change also drew on a review of the Geospatial work programme  completed in 2016 by
Andy Coote. This review consulted widely both internally and externally.
THE

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This change has also considered the  LI strategic environment as outlined below in the LI
Strategy Picture:

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The  focus  of  this  proposal  is  to  enable  LI  to  help  LINZ  make  the  step  change  required  as  a
system leader. This means influencing and connecting across the sectors, and being deliberate
in  the  way  we  work  with  our  partners,  so  that  we  can  create  the  right  conversations  and
opportunities, and to leverage the expertise and knowledge of others to help achieve our wider
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goals.

3.1  Design Principles
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In addition to the guiding principles used by the CE for his high level change, the following
design principles have guided the preparation of this change proposal specifically for LI:

The proposed design will enable:

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  The biggest positive impact for LINZ’s customers and stakeholders (towards the tenfold
increase)
  The best utilisation of the capability and resources across LI
  The best way to focus our efforts
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  Clear roles and responsibilities
  Minimal key person risk and provide for succession planning

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4
Proposal
We require a structure that will enable LI to focus and align our efforts to deliver LINZ’s
strategic objectives, enable the Group to work in a more connected way, and maximise LI’s
capacity and resources.
The current LI functional structure is outlined below, followed by the proposed functional
structure.
As noted earlier, the proposed functional changes are at a high level. Please note that as each
Group Manager consider their areas and how they best align to achieving our priorities, further
change is highly likely.

4.1  Current Functional Structure
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INFORMATION
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4.2  Proposed Functional Structure

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4.3  Functions and Responsibilities
4.3.1  Sector Data Programmes (SDP)
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  Most of the programmes of work for SDP, including MetaData, Smart Cities and Forward
Works are transitioning or complete.
  To ensure the geospatial strategy principles are fully integrated into LI’s work, it is
proposed that other functionality which currently falls under the SDI umbrella are
focused to provide the most value and aligned to LINZ’s strategic objectives. More
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detail on the proposed changes is outlined below.
  As a consequence, it is proposed the Sector Data Programmes team be disestablished
as a separate entity, however this will take time as we work through the transition of
SDP programmes.
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  As LI reprioritises its work programme to align with LINZ’s strategic objectives there is
no longer a need for single point of leadership for SDI. The focus of the leadership
needs to be where it can provide the most value and the geospatial strategy principles
would be integrated across LI. Therefore, it is proposed that the role of Chief Steward
National SDI is disestablished.
  However, as there will be residual programme management work to be completed, it is
proposed that the Group Manager Sector Programmes role would be retained until
approximately October 2017.  Consequently, it is proposed that the Customer Insights
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team continues to report to the Group Manager Sector Data Programmes role.  This
would also provide the opportunity for the DCE Strategy and Stewardship to review
requirements for her business group, including the assessment of needs in relation to a
customer insights function.

4.3.2  Geodesy and Geospatial Development
  It is proposed that the Geodesy and BIG team becomes the Geodesy and Geospatial
Development team to enhance the system leadership of positioning and innovative
thinking in the geospatial area and reflect the new functions of, Innovation and
Resilience, and the incorporation of the Research (CRC-SI) and Geospatial Capability
functions from SDP.
  Innovation would focus on new technologies, testing the things we do now and our
plans for the future. Technology is moving fast and we need to be attuned to this
change and look for the best opportunities. This function would have an across LI view.

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  Resilience is one of LINZ’s organisational strategic objectives. The aim of this function
would be to continue scoping the resilience work, identifying opportunities and working
closely with stakeholders. The focus of this work would be on the four R’s - Research,
Response, Recovery and Reduction. This function would have an across LI view.
Therefore, a new role, Manager Resilience is proposed.

  As the Research function needs to be closely aligned with the Innovation function it is
proposed that it transfers from Sector Data Programmes to become part of Geodesy
and Geospatial Development. For similar reasons, it is proposed that the Geospatial
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Capability function also becomes part of Geodesy and Geospatial Development to
enable working closely and alignment with both the Research and Innovation functions.

4.3.3  Data Services
INFORMATION
  It is proposed Data Services enhances our system understanding of data customers,
connecting with industry and supporting others to use geospatial information internally
and publishing LINZ and other’s geospatial data. It will expand its remit focusing on a
wider delivery of data across the system and spatial industry.
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To reflect the above changes, it is proposed to combine the functions of Business
Partnerships, currently with Data Services, and Engagement within Sector Data
Programmes, and to incorporate the Interoperability and Standards function from the
SDP team into Data Services.
  Business Partnerships and Engagement would focus on opportunities for LI by looking
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at the experience of our customers - bringing the users voice to the work we do,
cultivating how we can better work together. It would aim to provide a consultancy
service between government agencies that have a geospatial need.

  With Data Services widening its remit across the property and location systems to
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ensure alignment of work, it is a logical fit for the Interoperability and Standards
function to transfer from the Sector Data Programmes team.
  It is proposed that further work to determine how these functions would operate is
required as Data Services takes on this proposed wider remit of work. This would be
completed by the Group Manager later in the year.

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4.3.4  Integrated Property Services (IPS) and Addressing
Programme
  To enhance our contribution to the property system, it is proposed the Integrated
Property Services (IPS) and Addressing Programme be confirmed as permanent to
reflect LINZ’s commitment to enabling decisions around property and land use be
informed by quality, easily accessible and linked property information.
  One of LINZ’s strategic objectives is to ‘Unlock the value of property’ and it is proposed
this team would play a key role to increase the value in the property system.
  There is a natural fit for work relating to Integrated Property Services and Addressing to
be undertaken within the team to make use of capability and to minimise duplication of
effort.  As a consequence, it is proposed that the Addressing team would move from the
Topography and Addressing team into the IPS and Addressing team.
4.3.5  Topography
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  It is proposed to provide a wider focus for our Mapping team, Mapping 2025 will
seamlessly map New Zealand, from Aoraki/Mt Cook to the Continental Shelf, to
contribute to New Zealand’s economic, social and cultural prosperity. This will require a
system approach to our mapping.
  It is also proposed to bring together Imagery, historic imagery and lidar into one
function, Remote Sensing, which would be part of Topography. The coordination of
imagery is similar to lidar, and they have similar stakeholders. This function sits well
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with Topography with a focus on mapping the terrain.
  As a consequence of these, and moving addressing to the IPS and Addressing team, it
is proposed that the roles of Group Manager Topography and Addressing, and Manager
Location Data be disestablished.
4.3.6  Hydrography
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  There are no proposed changes to Hydrography in this proposal. However there are
plans in the near future to recruit a Manager Marine Geospatial Data and Products,
which is a re-definition of  the currently vacant Manager Chart Production role to make
it more fit for purpose for future needs role.
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4.3.7  Business Management
  As suggested above in other areas, it makes sense to group together functions which
need to work closely together.  Consequently, the proposal is to expand the work of
Business Management to include business case development for LI as well as planning,
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reporting and providing advice and support to DCE and LILT. This function will provide a
closer connection with Corporate.
4.3.8  Business Innovation Group (BIG)
 THE

It is proposed that the BIG team members permanently move to the new functions of
Addressing Programme, Business Management, Remote Sensing and Resilience, as
outlined above, rather then support them from a central team. Therefore, it is proposed
the BIG team is disestablished as an entity.

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4.4  Impact on current positions
4.4.1  Impact on current positions

Position
Proposed Change
Group
Manager
Topography
and  Disestablish role
Addressing
Group
Manager
Sector
Data  Disestablish role
Programmes (SDP)
Manager Location Data
Disestablish role
Chief Steward National SDI
Disestablish role
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4.4.2  New positions
Position
Change
Group  Manager  Integrated  Property  Services  and  New role
Addressing
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Group Manager Topography
New role
Manager Resilience
New role

Details  of  the  overview  for  each  new  position  and  the  capabilities  required  follow.    Proposed
position descriptions for each role are in Appendix 1.
INFORMATION

4.4.3  Overview of purpose of each proposed new role
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  Group Manager Integrated Property Services and Addressing – leads the
development of the Integrated Property Services programme and Addressing from a
future based perspective to enable opportunities to be taken as they arise for LINZ and
across the whole property and location systems.
  Group Manager Topography – leads the delivery of the Topographic work
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programme in order to realise the topographic strategy and provides the focus for
realising Mapping 2025.
  Manager Resilience – leverages both LINZ’s and other core specialist geographical
capabilities and the datasets to lead and drive LINZ’s programme of work to improve
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New Zealand’s resilience to natural events. They work collaboratively across LINZ and
beyond to determine what needs to be done and how to bring others with us to achieve
our strategic goal.

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4.4.4  Impact on other roles
Position
Proposed Change
Team
Manager
Addressing
and  Change  of  reporting  line.    It  is  proposed  the
Electoral Advisor
Addressing  team  move  from  Topography  and
Addressing  to  IPS  and  Addressing  to  align  this  work
programme.  Proposed  new  reporting  line  to  Group
Manager Integrated Property Services and Addressing.
Senior Technical Leader
Change  of  reporting  line.  Position  proposed  to  move
from  Business  Innovation  Group  (BIG)  to  Topography
given  its  focus  on  Remote  Sensing.  Proposed  new
reporting line to Group Manager Topography.
Senior Technical Business Advisor
Change  of  reporting  line.  Position  proposed  to  move
from  BIG  to  Integrated  Property  Services  (IPS)  and
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Addressing  Team  given  its  focus  on  the  Addressing
business  case.  Proposed  new  reporting  line  to  Group
Manager IPS and Addressing.
Senior Technical Business Advisor
Change  of  reporting  line.  Position  proposed  to  move
from  BIG  to  Business  Management  given  its  focus  on
business  case  development.  Proposed  new  reporting
line to Business Manager.
Business Manager
The Business Management remit is proposed to widen
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to  include  business  case  development.  One  direct
report  proposed  to  transfer  from  BIG  to  Business
Management.  Senior  Technical  Business  Advisor
proposed to report to this role.
Technical Leader
Change  of  reporting  line.  Position  proposed  to  move
from  BIG  to  the  Resilience  function  in  Geodesy  and
Geospatial  Development,  given  its  current  focus  on
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Resilience  in  BIG.  Proposed  new  reporting  line  to
Manager Resilience.
SDI Technical Leader (3 positions)
One  position  proposed  to  move  from  SDP  to  IPS  and
Addressing,  given  its  focus  on  property  data  and
addressing.  Proposed  new  reporting  line  to  Group
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Manager IPS and Addressing.
The  remaining  two  positions  proposed  to  move  from
SDP  to  Data  Services  as  they  are  focused  on
Interoperability  and  Standards.  Proposed  new
reporting line to GM Data Services.
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SDI Engagement Leader
Confirm role as open term position. Currently filled on
fixed  term.  Position  proposed  to  move  into  the
Business Partnerships and Engagement function within
Data Services. Proposed new reporting line to GM Data
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Services.
Director CR-CSI
Change  of  reporting  line.  Position  proposed  to  move
from  SDP  to  the  Research  function  in  Geodesy  and
Geospatial  Development.  Proposed  new  reporting  line
to Chief Geodesist.
Principal Analyst
Change  of  reporting  line.  Position  proposed  to  move
from  SDP  to  the  Geospatial  capability  function  in
Geodesy  and  Geospatial  Development.  Proposed  new
reporting line to Chief Geodesist.
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4.4.5  Other impacts of this proposal
We will need to continue to make adjustments to meet shifting demands and environments in
order to remain agile and prepared for the future. This is the first step for Location
Information.

4.5  Position descriptions
All new position descriptions are outlined in Appendix 1.

5 Next steps
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5.1  Process for consultation
All  feedback  to  be  sent  to  [email address]  by  5.00pm  on  08  June  2017.    Please  use
“Feedback on the LI consultation document” in the subject line.

5.2  Indicative Timeframe  UNDER
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.
Date
Activity
29 May 2017
Meetings with interested parties – including PSA
29 May 2017
Consultation document provided to Location Information
INFORMATION
08 June 2017
Consultation closes
09 – 14 June 2017
Feedback analysed
15 June 2017
Final decision made and signed off
15 June 2017
Impacted staff advised and PSA communicated with
16 June 2017
Final decision communicated
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5.3  Support for Staff
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
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Pierce, DCE, 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
counselling or other assistance.
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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
This 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.
6.1
Coverage
This process is applicable to all open term (permanent) staff.

Fixed term and seconded staff members who may be impacted by the alignment, would be
consulted with in good faith.  Where their work is not impacted by the alignment, 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 alignment, the
employment/secondment agreement would be terminated in accordance with the provisions of
that agreement.
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6.2
Announcement of new structure
Following the announcement of final decisions, employees will be formally notified by letter of
the impact the decision has on their substantive position and the implication for them
personally.  Only staff members deemed “affected” will be subject to the steps outlined below.

For clarity, a staff member will not be “affected” by change if the only change is a reporting
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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.
6.3
Reconfirmation
The first step in assigning staff members to the new positions is reconfirmation.

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

  general scope and responsibilities
  skills, knowledge and experience required
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  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 staff
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member currently does.  This is done on the basis of the old and new position descriptions.

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

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

Staff members 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
staff member 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
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 staff
member’s agreement.)

Staff members 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 staff members who would also be suitable for the position.

Where a staff member 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 staff members expressing an
interest.
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A panel generally comprising of the reporting line manager, an HR representative, and another
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 staff members will
be taken into consideration by the panel, however it is possible that they may not be
reassigned to their first or any of their preferences, and they may be reassigned to a position
they have not indicated.
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Where a staff member is deemed to be suitable for reassignment, they will be offered that
reassignment in writing for their consideration.

If a staff member 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.
INFORMATION

Once reassigned, the staff member is no longer affected and the process for them ends here.
6.5
Redeployment
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Staff members 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 staff
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member 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 a staff member is offered redeployment, their terms and
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conditions of employment may be subject to negotiation between themself and LINZ.

A staff member may decline an offer of redeployment without forfeiting their entitlement to
redundancy / severance compensation.

6.6
Review process
If an affected staff member disagrees with the outcome of the reconfirmation or reassignment,
that staff member is entitled to have the process reviewed.
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The staff member must advise the 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 staff member concerned (and
his/her representative). A staff member 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
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

  it is a specialty position requiring particular qualifications, skills, experience and abilities
which no affected employees have demonstrated in previous positions; or

UNDER
  it is a position of strategic important to LINZ such that it is imperative that the best person
for the position be appointed

Where LINZ wishes to open up a vacancy immediately to internal and external candidates, this
will be identified in the proposal for consultation for feedback.
6.8
Other options
INFORMATION
Any staff member whose position is disestablished and who has not been placed into an
alternative position will be declared surplus.  Staff members who are in a surplus situation will
receive this advice in writing and the notice provisions of their employment agreement will
apply.
RELEASED

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 staff
member.

OFFICIAL
In the event that no other options are found, the staff member will be paid severance /
redundancy compensation according to the provisions in their employment agreement.

THE
6.9
Voluntary redundancy
Where there is a surplus staffing situation (i.e. there are more affected employees than there
are positions available in the new structure), an affected staff member may request to be
considered for redundancy and not take part in a contestable process.

The staff member 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,
Report Title  |  Objective ID
Business Group Name  |  Land Information New Zealand © Crown Copyright  |  29 May 2017  |  17

the staff member will be declared surplus and the severance / redundancy compensation
provisions of their employment agreement will apply.

ACT
UNDER
INFORMATION
RELEASED
OFFICIAL
THE
Report Title | Objective ID
Business Group Name | Land Information New Zealand © Crown Copyright | 29 May 2017 | 18

7 Appendix 1 – position descriptions
ACT
UNDER
INFORMATION
RELEASED
OFFICIAL
THE
Report Title | Objective ID
Business Group Name | Land Information New Zealand © Crown Copyright | 29 May 2017 | 19

Position Description
Position

Title
Group Manager IPS and Addressing

Land Information New Zealand
Business Group
Location Information
Reports to
Deputy Chief Executive, Location Information
Location
Wellington

Organisational Context
ACT

Land Information New Zealand (LINZ) is a New Zealand government department responsible
for land titles, geodetic and cadastral survey systems, topographic information,
hydrographic information, managing Crown property and a variety of other functions.

Over the next ten years, LINZ’s primary purpose will be to create a world-class system
of integrated, seamless location information.   UNDER

Location Information manages and develops existing and new datasets for core location
information and releases them for others to use and reuse, while continuing to deliver
on our core products and services.

Position overview and accountabilities
INFORMATION

The Group Manager IPS and Addressing leads the development of the Integrated
Property Services programme and Addressing from a future based perspective to
RELEASED
enable opportunities to be taken as they arise for LINZ and across the whole property
and location systems
Group Manager IPS and Addressing role works across Location Information in
prioritisation, stakeholder engagement, resource management (people and finance),
talent management and capability building.
OFFICIAL

Leaders at all levels are expected to take collective responsibility and to work
horizontally across LINZ to achieve outcomes.

This position is part of the Location Information Leadership Team and is required to
THE
work collectively and collegially to take decisions on priorities across the Group ensuring
resources and capabilities are best used from an organisational perspective.

Land Information New Zealand
20

Position overview and accountabilities, continued


Key
This position is accountable for:
accountabilities

  Determining, shaping and implementing the LINZ
organisational strategy for addressing and work programme
for IPS
  Setting strategic objectives based on known requirements
and leading the team to meet these objectives through the
continual monitoring of priorities and performance against
plan
  Ensuring best practice, advances in technology, and relevant
research are available to provide an informed view of
opportunities and challenges to ELT
ACT
  Ensuring a long term horizon on what the future holds for
addressing is maintained, analysing the impact of current
activities and providing advice to keep LINZ on track
  Ensuring that ways to improve productivity and output are
identified and implemented by appropriately planning and
new processes and technologies
  Maintaining good communication and information flows within
IPS and Addressing, and across Location Information to
ensure that the right people know what is going on
UNDER
  Collaborating with other members of the wider Location
Information  leadership team to champion and implement
core LINZ strategies
  Actively managing the capture, dissemination and transfer of
knowledge and skills in IPS and addressing to facilitate
valuable institutional knowledge being collected, recorded,
shared with and accessible to others, both internally and
externally
INFORMATION
  Providing the direction for and driving the future development
of Topography based on a well maintained knowledge of the
sector across government, nationally and internationally
  Working across Location Information on planning and
prioritisation, stakeholder engagement, resource
RELEASED
management (people and finance), talent management and
capability building with other members of the Location
Information Leadership team
  Ensuring current and future staffing to deliver against the
business plan and contributing to strategies to close any gaps
OFFICIAL
  Ensuring that the performance of staff is proactively
managed using the performance management framework and
that any necessary corrective action required is proactive and
provided through coaching and/or process improvement
  Ensuring frameworks and processes to facilitate valuable
institutional knowledge being collected, recorded, shared with
THE  and accessible to others are available
  Coaching and mentoring direct reports, ensuring they are
undertaking on-going professional development activities
  Effective management of people and finances, including
workforce planning and financial forecasting

Land Information New Zealand
21

Relationships

Direct reports
  To be confirmed

Key working
The Group Manager IPS and Addressing needs to have strong
relationships
working relationships with:

  Executive Leadership team
  IPS stakeholders
  Other leaders across LINZ
  Corporate business partners
ACT

Person specification

Qualifications
  A relevant tertiary qualification
and experience
  Understanding and experience of working with corporate
governance frameworks
UNDER
  Experience of business planning
  Previous successful leadership of a team
  Ideally technical understanding of GIS and/or remote sensing
  Understanding and experience of public sector planning
cycles, requirements and obligations

INFORMATION

Competencies

LINZ has a Leadership Success Framework in place to describe the behaviours required
RELEASED
for the organisation to be successful.  These behaviours are all requested of our leaders
to some degree.

The following having been identified as being critical to the success of this position:

Competencies to be confirmed
OFFICIAL

Band
TBC
THE
ANZSCO code
139999
Financial Delegation
TBC
HR Delegation
TBC
Position Description
May 2017
last updated

Land Information New Zealand
22

Position Description
Position

Title
Group Manager Topography

Land Information New Zealand
Business Group
Location Information
Reports to
Deputy Chief Executive, Location Information
Location
Wellington

Organisational Context
ACT

Land Information New Zealand (LINZ) is a New Zealand government department responsible
for land titles, geodetic and cadastral survey systems, topographic information,
hydrographic information, managing Crown property and a variety of other functions.

Over the next ten years, LINZ’s primary purpose will be to create a world-class system
of integrated, seamless location information.   UNDER

Location Information manages and develops existing and new datasets for core location
information and releases them for others to use and reuse, while continuing to deliver
on our core products and services.

Position overview and accountabilities
INFORMATION

The Group Manager Topography leads the delivery of the topographic work programme
in order to realise the topographic strategy and provides the focus for realising Mapping
RELEASED
2025.
Group Manager Topography role works across Location Information in prioritisation,
stakeholder engagement, resource management (people and finance), talent
management and capability building.

OFFICIAL
Leaders at all levels are expected to take collective responsibility and to work
horizontally across LINZ to achieve outcomes.

This position is part of the Location Information Leadership Team and is required to
work collectively and collegially to take decisions on priorities across the Group ensuring
THE
resources and capabilities are best used from an organisational perspective.

Land Information New Zealand
23

Position overview and accountabilities, continued


Key
This position is accountable for:
accountabilities

  Determining, shaping and implementing the topographic work
programme in order to realise the topographic strategy
  Setting strategic objectives based on known requirements
and leading the team to meet these objectives through the
continual monitoring of priorities and performance against
plan
  Ensuring best practice, advances in technology, and relevant
research are available to provide an informed view of
opportunities and challenges to ELT
  Ensuring a long term horizon on what the future holds for
ACT
topography is maintained, analysing the impact of current
activities and providing advice to keep LINZ on track
  Ensuring that ways to improve productivity and output are
identified and implemented by appropriately planning and
new processes and technologies
  Maintaining good communication and information flows within
Topographic, and across Location Information to ensure that
the right people know what is going on
  Collaborating with other members of the wider Location
UNDER
Information  leadership team to champion and implement
core LINZ strategies
  Actively managing the capture, dissemination and transfer of
knowledge and skills in topography to facilitate valuable
institutional knowledge being collected, recorded, shared with
and accessible to others, both internally and externally
  Providing the direction for and driving the future development
of Topography based on a well maintained knowledge of the
INFORMATION
sector across government, nationally and internationally
  Working across Location Information on planning and
prioritisation, stakeholder engagement, resource
management (people and finance), talent management and
capability building with other members of the Location
RELEASED
Information Leadership team
  Ensuring current and future staffing to deliver against the
business plan and contributing to strategies to close any gaps
  Ensuring that the performance and productivity of staff is
proactively managed using the performance management
OFFICIAL
framework and that any necessary corrective action required
is proactive and provided through coaching and/or process
improvement
  Ensuring frameworks and processes to facilitate valuable
institutional knowledge being collected, recorded, shared with
and accessible to others are available
THE    Coaching and mentoring direct reports, ensuring they are
undertaking on-going professional development activities
  Effective management of people and finances, including
workforce planning and financial forecasting

Land Information New Zealand
24

Relationships

Direct reports
  To be confirmed

Key working
The Group Manager Topography needs to have strong working
relationships
relationships with:

  Executive Leadership team
  Topographic stakeholders
  Other leaders across LINZ
  Corporate business partners
ACT

Person specification

Qualifications
  A relevant tertiary qualification
and experience
  Previous successful leadership of a team
  Ideally technical understanding of geospatial, mapping, GIS
UNDER
and/or remote sensing
  Understanding and experience of working with corporate
governance frameworks
  Understanding and experience of public sector planning
cycles, requirements and obligations

INFORMATION
Competencies

LINZ has a Leadership Success Framework in place to describe the behaviours required
for the organisation to be successful.  These behaviours are all requested of our leaders
RELEASED
to some degree.

The following having been identified as being critical to the success of this position:

Competencies to be confirmed

OFFICIAL

Band
TBC
THE
ANZSCO code
139999
Financial Delegation
TBC
HR Delegation
TBC
Position Description
May 2017
last updated

Land Information New Zealand
25

Position Description
Position

Title
Manager Resilience

Land Information New Zealand
Business Group
Location Information
Reports to
Chief Geodesist
Location
Wellington

Organisational Context
ACT

Land Information New Zealand (LINZ) is a New Zealand government department responsible
for land titles, geodetic and cadastral survey systems, topographic information,
hydrographic information, managing Crown property and a variety of other functions.

Over the next ten years, LINZ’s primary purpose will be to create a world-class system
of integrated, seamless location information.   UNDER

Location Information manages and develops existing and new datasets for core location
information and releases them for others to use and reuse, while continuing to deliver
on our core products and services.

Position overview and accountabilities
INFORMATION

The Manager Resilience leverages both LINZ’s and other core specialist geographical
capabilities and the datasets to lead and drive LINZ’s programme of work to improve
RELEASED
New Zealand’s resilience to natural events. They work collaboratively across LINZ and
beyond to determine what needs to be done and how to bring others with us to achieve
our strategic goal.

Leaders at all levels are expected to take collective responsibility and to work
horizontally across LINZ to achieve outcomes.
OFFICIAL

This position is part of the Geodesy and Geospatial Development Leadership Team and
is required to work collectively and collegially to take decisions on priorities across the
team and wider business group ensuring resources and capabilities are best used from
an organisational perspective.
THE

Land Information New Zealand
26

Position overview and accountabilities, continued


Key
This position is accountable for:
accountabilities

  Providing leadership and direction to the Resilience strategic
objective.
  Identifying, prioritising and driving the work necessary to be
done so that LINZ’s role in resilience to natural events is
defined and can be communicated
  Collaborating within LINZ and externally so that datasets that
need to have their quality improved are prioritised for action
  Connecting with other stakeholders in the resilience area to
maintain an holistic view of what LINZ may need to do now
and into the future with regard to core datasets we hold ACT
  Maintaining relationships with key stakeholders, both
nationally and internationally, to better understand both what
their needs are and how LINZ may be able to leverage their
capability
  Providing trusted advice for input into national and
international plans and programmes for resilience
  Working with others to support their involvement in national
resilience programmes.
  Ensuring LINZ is supported to deliver it’s resilience datasets
UNDER
and programmes.
  Working across LINZ to support business planning and
prioritisation processes
  Engaging with the New Zealand geospatial community to
provide information and improved understanding of the value
of data to support resilience
  Maintaining knowledge on international resilience initiatives
and associated best practices and trends to ensure provision
INFORMATION
of up to date technical advice
  Ensuring New Zealand is appropriately represented in
resilience international geospatial forums
  Building a sense of common purpose, engagement and
commitment within their own team and across LI and LINZ
RELEASED
  Developing team capability through coaching, mentoring,
development planning and actively sharing knowledge and
expertise
  Determining and managing the work programme in
collaboration and driving results by delegating appropriately
OFFICIAL

THE
Land Information New Zealand
27

Relationships

Direct reports
  Technical Leader

Key working
The Manager Resilience needs to have strong working
relationships
relationships with

  Executive Leadership Team (ELT)
  Location Information Leadership Team (LILT)
  Geodesy and Geospatial
  NZ geospatial community, including the New Zealand Chapter
ACT
of the Spatial Industries Business Association (SIBA) and the
New Zealand Institute of Surveyors (NZIS) Spatial Sciences
group.
  International agencies (eg, Australia and New Zealand Land
Information Council (ANZLIC),  Cooperative Research Centre
for Spatial Information (CRC-SI), United Nations Geospatial
Group Information Management (UNGGIM)
  Other leaders across LINZ
  Corporate business partners
UNDER

Person specification

Qualifications
  Expertise in, and successful practical implementation of,
INFORMATION
and experience
geospatial data, infrastructures and data management
principles generally
  Understanding and experience in the Resilience area
  Credibility and respect within the geospatial community for
presenting an informed and balanced view
  Demonstrated experience working collaboratively with
RELEASED
multiple stakeholders across a range of disciplines or sectors
  Articulates and presents decisions and the reasoning behind
them to the wider community with conviction and clarity

OFFICIAL

Competencies

LINZ has a Leadership Success Framework in place to describe the behaviours required
THE
for the organisation to be successful.  These behaviours are all requested of our leaders
to some degree.

The following having been identified as being critical to the success of this position:

Competencies to be confirmed

Land Information New Zealand
28

Band
TBC
ANZSCO code
1399999
Financial Delegation
TBC
HR Delegation
TBC
Position Description
May 2017
last updated

ACT
UNDER
INFORMATION
RELEASED
OFFICIAL
THE
Land Information New Zealand
29