Position / Chief Executive
Department / Land Information New Zealand
Position purpose / Land Information New Zealand (LINZ) creates and manages information about where things are. It’s role is to make sure New Zealand has:
· a world-class location system
· accurate location information
· robust property rights; and
· sustainably managed Crown property.
LINZ works with many organisations and businesses including government and local government agencies, iwi and Māori, surveyors and conveyancers, as well as the users of its information. While many of the services it provides are largely invisible to the public, they are a key part of NewZealand’s infrastructure. LINZ’s location information adds considerable value to New Zealanders, in areas such as precision agriculture and the siting of essential services, like schools and hospitals.
LINZ’s “The Power of Where” strategy, aims for a ten-fold increase in the value derived from use of geographic information, in line with achieving Government’s goal to use data to drive decision making and innovation across the Public and private sectors. LINZ is evolving through the delivery of its Strategic Plan; approval to replace its Landonline system with Advanced Survey and Title Services (ASaTS) delivered ‘as a service’; and growth in the business through the transition of the Christchurch Residential Red Zone and the Landbank into LINZ, which also hosts the Crown Property Centre of Expertise to provide leadership across government in the management and disposal of Crown-owned land to deliver cost savings and efficiencies.
The Chief Executive provides leadership to the overseas investment regime, including through the operation of the Overseas Investment Office. The Overseas Investment Office administers the rules for overseas investment in sensitive New Zealand assets, ensuring a balance between the benefits of international investment and protecting the New Zealand estate for current and future generations.
LINZ is part of the Natural Resources Sector (NRS), a group of government agencies responsible for the management and stewardship of New Zealand’s natural resources. The Chief Executive will need to ensure that there is an agreed value proposition that will describe a system under which the NRS agencies can operate that reflects an investment approach to considering natural capital as an asset for sustained wealth creation.
The Chief Executive will also have to align LINZ with the work of the Government Chief Information Officer (GCIO) and Statistics New Zealand in the information and data space, through the ICT Partnership Framework. LINZ leads the Open Government Information and Data Programme, which makes public, government-held information more available and usable.
Key external relationships / Government and Parliament
Minister for Land Information
Minister for Treaty of Waitangi Negotiations
Minister supporting Greater Christchurch Regeneration
Sector
· agencies in the Natural Resources Sector (Ministry for Primary Industries; Department of Conservation; Department of Internal Affairs; Ministry of Business; Innovation and Employment (MBIE); Te Puni Kōkiri; and Ministry for the Environment)
· agencies with a role or interest in the overseas investment regime (Treasury, New Zealand Trade and Enterprise and MBIE)
· ICT Partnership Framework, including the Open Government Data Chief Executives’ Governance Group.
Communities and the public
· professional bodies with an interest in land information, in particular the New Zealand Law Society and the New Zealand Institute of Surveyors
· applicants to the Overseas Investment Office and other stakeholders
· local Government.
Performance profile
Accountabilities / The Chief Executive is directly responsible to the appropriate Minister for their responsibilities under legislation including the State Sector Act 1988, the Public Finance Act 1989, and other relevant statutes. On a day-to-day basis the State Services Commissioner acts as the Chief Executive’s employer and is responsible for assessing their performance and that of their departments.
LINZ administers thirteen items of legislation and has functions under a number of other Acts, which are listed in its Annual Report. LINZ also has a number of statutory Officers with specific functions under the various acts it administers.
LINZ’s total funding consists of approximately one third Crown and two thirds from third parties. Where third party fees are charged, they are done on a cost recovery basis.
LINZ has a workforce of around 600 staff, with offices in Wellington, Christchurch and Hamilton.
Priorities / The Chief Executive will support the Minister’s priority areas of:
· raising the operational performance of the Overseas Investment Office by reducing the time it takes to assess applications, improving processes for, and communication with, applicants, undertaking more responsive monitoring and reporting, and seeking opportunities for the continuous improvement of the overseas investment regime
· speeding up decisions around property: LINZ works with other agencies on the Integrated Property Services programme to ensure property information is more accessible to improve the ease and speed with which property is bought, sold and developed while protecting property rights
· developing the Crown Property Centre of Expertise: From 1 July 2016 LINZ will take on the Treaty Settlement land bank alongside its existing management of $500m of assets and crown-owned properties, including the Christchurch Residential Red Zone
· contributing to the review of the Te Ture Whenua Māori Act 1993: LINZ is part of a cross-agency and multi-year programme to set up the Maori Land Service to support the retention, management and utilisation of Māori freehold land. LINZ will manage the technology and infrastructure behind the Māori Land Register; and
· improving the quality, usability and accessibility of location information: LINZ works with partners and stakeholders to ensure geographic information is fit for purpose and widely used to increase productivity and drive innovation.
Over the next three to five years, the Chief Executive will need to focus on:
· increasing the use of geographic information: LINZ will drive the delivery of accessible and usable geographic information for industry and government to provoke better decisions and inspire innovation
· unlocking the value of property: LINZ will target New Zealand’s property services so that people making decisions on Crown land, Maori land, and urban intensive areas can realise its potential
· improving resilience to natural events: LINZ will enable those who are making decisions on the impacts and risks of natural hazards to have the right information that will help protect New Zealanders and their assets; and
· working with Natural Resource Sector chief executives through a common ambition and purpose.
Person profile
Leadership and Stewardship / Excellent leadership by Public Service Chief Executives is essential for a high performing, professional and world class State sector. Underpinning chief executive leadership is the requirement to adhere to the Standards of Integrity and Conduct and the higher bar expected of chief executive behaviour.
Chief executive stewardship responsibilities reinforce that chief executives administer their departments on behalf of others; serving current and future Ministers and meeting the needs of all New Zealanders.
The stewardship responsibility requires chief executives to plan and actively manage for the medium term and long term interests. This applies to all aspects of the department including capability; information and privacy stewardship; legislation administered; and managing the assets and liabilities of the Crown.
Chief executives are also stewards of the system and are required to achieve cross-agency, sector and system results by leading, collaborating and exerting their influence in a cohesive way across boundaries and ensuring their staff have both the authority and motivation to do likewise.
Position specific competencies / The competencies outlined below are the specific requirements of the role at this time. Tosee the full range of capabilities required go to: https://www.ssc.govt.nz/leadership-success-profile
Leading strategically / Think, plan and act strategically; to engage others in the visions and position teams, organisations, and sectors to meet customer and future needs.
Enhancing system performance / Work collectively across boundaries; to deliver sustainable and long-term improvements to system and customer outcomes.
Leading at the political interface / Bridge the interface between Government and the Public Sector; to engage political representatives and shape and implement the Government’s policy priorities.
Achieving through others / Effectively delegate and maintain oversight of work responsibilities; to leverage the capability of direct reports and staff to deliver outcomes for customers.
Enhancing team performance / Build cohesive and high performing teams; to deliver collective results that are more than the sum of individual efforts.
Honest and courageous / Deliver the hard messages, and makes unpopular decisions in a timely manner; to advance the longer-term best interests of customers and New Zealand.
Resilient / Show composure, grit, and a sense of perspective when the going gets tough; to help others maintain optimism and focus.
Security Clearance / Appointment will be subject to a New Zealand Government Secret security clearance.
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Leadership Success Profile
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