Whakamana whenua Empower the land Recognise that the land has its own mana
High country landscape. Photograph by Sharon Ang / CC0 1.0 Public Domain
www.linz.govt.nz Purpose Our context Making best use of the Crown Estate This document outlines the future The LINZ vision—the power of where direction of the Crown Property group drives New Zealand’s success—focuses Crown Property’s role is to advise government and agencies on how to LINZ Managed Properties within the context of LINZ’s strategic on growing the value the organisation Summarised by Region vision and outcomes framework. The adds to New Zealand. achieve the best public value from the strategy also outlines key activities that Crown Estate and provide strategic advice to government on land management will support strategy implementation. Crown Property makes a significant Northland where natural events have had a significant 394 contribution to achieving LINZ’s vision impact on land. by managing: Auckland Bay of Plenty We achieve this by: 318 580 • 2 million hectares of the Crown Estate • Providing authoritative information on Waikato Gisborne 1,481 89
worth $1 billion the Crown Estate Taranaki • 16,000 properties, including 8,000 • Managing, advising and obtaining best 269 Tasman Hawke’s Bay public value from the Crown Estate 106 Nelson 176 properties in the Christchurch 13 • Providing the tools, oversight and advice Manawatu-Whanganui Residential Red Zone and 1,000 on 741 to enable agencies to better manage their behalf of other agencies Wellington land holdings 178 West Coast Marlborough • The frameworks by which Crown 92 • Protecting the Crown’s interests in all 495 agencies can buy and sell land, make Crown Estate land transactions statutory decisions under delegation Canterbury • Supporting great outcomes for the 7,875 and provide policy and technical South Island high country advice to government on Crown land • Supporting effective outcomes for Treaty issues and strategic thinking Settlements Otago Chatham Islands 33 • Leading and managing the recycling of Southland 644 the Crown Estate 458 Our Land DNA Location Not Mapped • Supporting and leading biosecurity 1,072 Policing Act 2008 initiatives affecting the Crown Estate NZ Railways Corrections Act Crown Forest Corp Act 1981 2004 Resource Assets Act Public Works Public Works Management 1998 Greater Act 1981 Act 1981 Act 1991 Christchurch Marine and Health Sector Housing Act Regeneration Coastal Area Reserves Act (Transfers) 1955 Act 2016 Act 2011 1977 1993
Crown Police Network Railways Forest Corrections Utilities Christchurch State Coastal District Health Residential Reserves Housing Reclaimed Land Boards Red Zone Riverbeds / Conservation Some Crown Defence Transport Lakebeds Land Entities Tertiary Housing Pastoral Education National Parks Education Corporation Land Act 1974 Institutes Land Act Defence Act Government Conservation Crown Entities 1948 1990 Roading Powers Act 1987 Act 2004 1989 Crown Pastoral Public Works Education Act National Parks Education Act Land Act 1998 Act 1981 2017 Public Works Act 1980 2017 Act 1981 Public Works Act 1981 Crown Estate and applicable land related legislation @ 8 December 2017
2 Land Information New Zealand | The Crown Property Strategy v2.10 | 29 June 2018 3 Our strategy Core We will have the foundation needed to support strategy implementation by: Building • Ensuring we have a clear long term strategic direction for Crown Property Blocks • Ensuring our operating model is organised effectively • Developing a resourced organisational structure that outlines clear roles, responsibilities and accountabilities for Crown Property and the groups that support us • Building the capability and skills required to undertake our work, including the development of specialist Crown Property career pathway resources.
Land and We will enhance the approach we take to managing land and property by: Property • Implementing a land and property management framework (and related policies and Management business processes) to measure and improve how we manage land and properties • Having a clear view of the best use of the land we manage (considering the most appropriate economic, environmental, cultural and social uses that support government priorities and deliver benefits for all New Zealanders) • Developing an investment plan to support achievement of best land use • Developing a national portfolio-wide view of our approach to Biodiversity, Biosecurity, Tourism and recreation, Land and water management, Urban development and other key issues.
Functional/ As functional leader for the Crown Estate we will work with agencies and government National to develop a clear mandate for our role, including: Leadership • Provision of advice to Government on key Crown Estate land management issues, including advice regarding natural events that significantly impact land management • Provision of advice and development of tools to support agencies to manage their share of the Crown Estate including; Crown Estate Register, a common methodology for assessing “value” and “condition” and decision making frameworks to support agencies to determine whether land is surplus or under‑utilised in relation to core public services and the best use of land in the Crown Estate • As the leader for the Crown Estate we will continue to lead the management and disposal of Crown Estate surplus land and provide accessible, high quality regulatory functions.
Iwi & Māori We will contribute to iwi and Māori outcomes by developing a tool to assist agencies with monitoring compliance of post Treaty Settlement land disposals.
Operational We will maximise our use of information and analysis to build operational intelligence Intelligence and improve our services and functions by: • Identifying the operational and business intelligence (frameworks, strategies, policies, information, data and analysis) needed to effectively undertake our cross agency and land management roles • Establishing responsibility and processes/systems for the collection, collation, analysis, and sharing of information, and the conversion of data into intelligence • Developing quality advice for other agencies and authorities on land information collection to support future collation and analysis of data
Legal Ensuring the Chief Executive and LINZ have access to the Legal Support required to achieve their business strategies, including commercial contractual arrangements and implementation of new/changed legislation.
Wilding conifer infestation by Clarence River in 2014. Reviewing legal support provided to Crown Property teams to ensure most suitable Photograph by Sherman Smith, MPI / CC BY 4.0 provision of support.
4 Land Information New Zealand | The Crown Property Strategy v2.10 | 29 June 2018 5 Crown Property Operating Model
Operating Layers Purpose Making Best Use of the Crown Estate What will be different? Crown Property’s role is to advise government and agencies on how to achieve the best public value from the Crown Estate and provide strategic advice to government on land management where natural events have had a significant impact on land. – Operational activity will be connected clearly to a business strategy that positively contributes to achievement of Strategic Layer Functional and Crown Property Strategy Functional Leadership LINZ vision and outcomes framework This layer provides the Strategic Leadership direction and guidance for – Government is able to prioritise and operational management and Leadership make value trade-offs in land investment Operational Policy Capability Development across agencies provides functional leadership Development across the Crown Estate and (Coaching Focus) – We will have improved understanding of regulatory guidance Business Management Business Intelligence Agency’s different needs and be able to offer different service specifications and support Agencies to realise the potential from the Crown Estate in their land Operational Operational Land and Leadership and Management Focus decisions Management Property Management LINZ Managed – Agencies will have a common approach The core management of the Supporting Frameworks Land and Property to assessing the condition and value of majority of the Group’s work Mechanisms Career Pathway for the Crown Estate with a focus on ensuring we Strategies Property Roles have optimal delivery and the – We will have a common understanding – Defining good – Biosecurity – Decision making leadership and engagement of what is good land and property land and property – Biodiversity frameworks of our people, ie “working on” management and the value and condition management – Operational policies rather than “working in” the – Tourism and of land we directly manage – Portfolio allocation business recreation – Business processes Commissioner of Crown Lands of Crown Commissioner – Assessing value and – Land and water – Data, information and – We will have improved and consistent frameworks, systems, processes and tools condition – Urban development analysis – Identifying “best” use – Performance metrics – We will have greater clarity of our roles – Development of – Business systems Continuing Employee and accountabilities and specialist Investment plans – Business tools Engagement capability development to support our – Identifying service – Health and Safety people to develop level options for framework/systems Regulatory Role (also faces externally) (also faces Role Regulatory agencies – We will have greater clarity of focus on our use of and management of third party providers Operational “Delivery” Operational Land and Delivery Focus – Resourcing decisions will be directed to what is most important to delivering our This is the engine room Property Management strategy and improving our performance where people deliver focused, Asset Biosecurity and Canterbury Crown Forestry Customer and “Delivery” Acquisitions measured, effective services Management Biodiversity Recovery / RRZ Licences Stakeholder Focus – We will be better able to understand and manage and improve our Marine and Demolition performance, long term investment and Disposals Coastal Area Pastoral Treaty Management manage our risks Act applications – Corporate business support will help us to achieve our strategy Business Enablement Business Enablement Service Specification Support needed for Crown Supplier/Contract Property to be able to Contract Management effectively deliver its strategy. Finance Procurement Health and Safety Majority of functions will be Management provided in part (or fully) by the Corporate group Risk Management Legal Other Support
Key change levers... Land and Property Focus Identifying Opportunities for Improvement How We Work – Clarify functional leadership scope with Minister (extent of guidance > mandatory direction) – Health and Safety Review – Business Intelligence Framework – Review of Structure – clarity of roles and responsibilities – Good Land and Property Management Framework – Risk Review – Review of ICT Systems and tools – Capability Development – Workforce Resourcing Plan (Agency Service Specification/Portfolio Allocation/Third Party – Financial Review – Performance Metrics – Career Pathway deliverables) – Procurement Review – Corporate Service Specification – Leadership Development – Crown Estate Tools – Crown Estate Register, Surplus Decision Making Framework, Common – Contractor/Supplier management review – Culture/Employee Engagement v3.18 - 18 April 2018 v3.18 Approach to assessing value and condition, Treaty Land Register – Functional Leadership Stakeholder Engagement Functional and Strategic Leadership Functions Operational Land and Property Management Functions Business Enablement Functions
These functions will be provided in part by other groups (eg Policy) and mainly by the Frameworks LINZ Managed Land and Property Supporting Framework and Strategy These functions will be provided in part by the Crown Property group Corporate group and other groups, and partly by the Strategies Implementation Crown Property group Functional Leadership (externally facing) –– Defining good land and property –– Biodiversity –– Decision making frameworks management Legal Advice for Crown Property –– Strategic Crown Estate advice to Government on key Crown Estate issues –– Biosecurity –– Operational policies including development of a strategy for land management in relation to natural –– Assessing value and condition –– Tourism and recreation –– Business processes –– Contract and commercial arrangements events which significantly impact land (outcomes framework) –– Identify “best use” –– Land and water –– Data, information and analysis –– Property transactions and Crown Land matters –– Understanding Crown Estate challenges and opportunities –– Development of Investment plans –– Urban development –– Business systems –– Treaty Settlements agreements, legislation, and –– Agency strategic engagement –– Identifying service level options –– Business tools LINZ’s obligations and on-going compliance –– Client agency engagement (Crown Estate land managed by LINZ) for agencies –– Health and safety framework/systems –– Compliance with legal obligations (statutory or –– Iwi and Māori strategic engagement otherwise) and mitigation of legal risks –– Consultation and implementation of Crown Estate initiatives –– Managing court cases involving LINZ with Crown Law –– Crown Estate view of surplus and unutilised land Acquisitions Asset Management Biosecurity and Biodiversity Strategy (inward/externally facing) Activities will vary according to process Activities will vary according to client –– Stakeholder engagement Finance being followed – Landbank/Huntly East –– Tenancy Management –– Development of LINZ and wider sector –– Annual business plan and operating budget –– Crown Property strategy and medium/long term business planning –– Research property details and check Biosecurity and Biodiversity strategies –– Supplier contract monitoring –– Record of month end accruals –– Develop key strategies for Crown Estate land managed by LINZ eligibility criteria/ensure all statutory –– Research and analysis of options –– Service Provider contract management –– Reforecast changes to plan –– Contribute to development and implementation of LINZ-wide strategies clearances are in place –– Development of intervention –– Procurement of other suppliers –– Monthly reporting including four outcomes framework “pillars” (Data and Information, Property, –– Stakeholder engagement and reporting programmes Land Management, Valued NZ Assets) and three identified strategic problems –– Meeting statutory requirements –– Financial valuation management –– Manage valuation instructions and –– Oversee implementation of interventions (Water, Resilience and Climate, Urban Areas) –– Risk and Health and Safety management specifications within LINZ –– Maintenance of NaPALIS data to enable –– Strategic and operational land advice to agencies –– Budget management accurate valuation records –– Review information and prepare –– Evaluation of interventions –– Supporting Policy and Overseas Investment group to service Ministerial requests/ –– Property Management including –– Maintain accessible and up-to-date records recommendation –– Budget management requests for policy input from other agencies management of contamination and of valuation and other data including –– Obtain approval (Ministerial/ liabilities –– Oversight and evaluation of group improvement initiatives Commissioner of Crown Lands) Disposals methodology to enable accurate valuation –– Client/Stakeholder engagement records –– Review vendor settlement statement Activities will vary according to client Operational Policy (inward facing) –– Managing new discoveries of Crown –– Oversee change of ownership owned land –– Identify properties for LINZ managed Procurement –– Business owner of land and property framework and supporting tools disposal programme/process –– Maintain valuation data –– Operational advice and support to Crown Property Managers Canterbury Recovery / Residential Red applications –– Annual Crown Property Procurement Plan Zone –– Management of land owner consents –– Identification of capability requirements –– Investigation and research –– Identification of service requirements –– Identifying and implementing improvement initiatives Leading and supporting key initiatives Crown Forestry Licences –– Develop feasibility studies and disposal –– Tendering and sourcing activities including: –– Negotiation of contracts –– Licence Management strategies Regulatory Role (inward/externally facing) –– Acquisition and disposal of RRZ land –– Contract agreements –– Collection of licence fees and transfer –– Investigation and management of and land for anchor projects (including contaminated sites –– Planned contract implementation –– Regulatory framework(s) Waimakariri) to the CFRT –– Oversight of legislation in respect of regulatory role –– Supplier contract monitoring –– Management of accredited disposal –– Interim RRZ land management suppliers Contract Management –– Regulatory standards and guidelines –– Meeting statutory requirements (including use/lease requests) –– Review and approve submissions –– Regulatory advice for interested parties –– Budget management –– Contract management and audit plan –– Regeneration planning advice (including –– Meet statutory requirements about the Ōtākaro/Avon River Corridor –– Information disclosure –– Contract register and system (LINZ) Commissioner of Crown Lands (inward/externally facing) –– Budget management Regeneration Plan) –– Stakeholder engagement –– On-going contract management and –– Manage acquisition requests monitoring –– Statutory responsibilities as the owner of Crown Land on behalf of HM Queen –– Administration of Compensation –– New owner briefings/engagement Panel for compulsory acquisitions and –– Client/Stakeholder engagement –– Issues and dispute resolution Business Management (inward facing) insurance claims Demolition Management including responding to public enquiries –– Supplier engagement and continuous improvement –– Annual business plan and annual group work programme –– Settling EQC RRZ insurance recoveries. –– Identify LINZ demolition programme Treaty –– Cost sharing agreement discussions –– Plan, investigation and research work –– Contractor accreditation (Health and Safety) –– Contribution to LINZ annual business planning –– Stakeholder engagement including OTS, with Christchurch City Council and packages –– Commercial Lead - financial oversight (group balance sheet/revaluation/capital Commissioner of Crown Lands, iwi and implementation (RRZ aspects) Health and Safety expertise) and contract/procurement oversight –– Develop demolition approach internal stakeholders –– Canterbury Property Boundaries work –– Health and Safety Framework –– Group business continuity planning –– Procurement of specialist providers –– Review and collate property data programme –– Identification of hazards, assessment of risks –– Group complaints process –– Contract management and site sourcing reports if required –– Client / Stakeholder engagement management and development of monitoring controls –– Supporting the Group to work collaboratively across sites –– Treaty Negotiations engagement with –– Budget management –– Budget management OTS and iwi –– Specific hazard control plans (eg asbestos) Capability (inward facing) –– Client / Stakeholder engagement –– Incident reporting/investigation and review Marine and Coastal Area Act applications –– Analyse and provide feedback on Treaty documentation of findings –– Identification of capability requirements (MACAA) Pastoral –– Manage valuation instructions and –– Development of capability building resources –– Review and assess applications Risk Management –– Pastoral asset management specifications agreeing process and –– Career Pathway –– Proposed determination –– Manage Lessee requests for review value with iwi –– Risk management framework –– Leadership development (coaching focus) –– Analysis of stakeholder feedback –– Consultation –– Procurement of Valuers and Surveyors –– Risk management plan –– Manage Ministerial decision making –– Decisions regarding review request and contract management –– Identification of risks Business Intelligence (inward/externally facing) process –– Information gathering, research and –– Budget management –– Risk ownership and mitigation actions –– Manage land vesting process –– Business Intelligence framework and the collection, collation, analysis and consultation –– Settlement management –– Security management dissemination of intelligence –– Development of preliminary proposal and –– Expert analysis on risks, emerging issues, trends and opportunities consultation on content Other Corporate Functions –– Intelligence “products” and briefings –– Review submissions, consultation and –– Other Corporate functions including HR, ICT, –– Managing group ICT requirements and ICT projects report to Commissioner of Crown Lands Communications, EPMO (functions not itemised Operating Model functions that will support implementation of Crown Property Strategy Strategy Property of Crown will support implementation that Model functions Operating –– Producing group performance data –– Development of substantive proposal as common to all LINZ business groups) –– Advice to agencies and local authorities on land information collection and management of approval process –– Overseeing information requests ensuring “one source of the truth” –– Implementation of changes Location Information, Property Rights, Strategy and Stewardship –– Access to surveying, valuation, land title and other specialist advice
All Functions – Financial Management / Maintaining NaPALIS / Official Information Requests Pathway for Transforming Crown Property Implementation Our Future Strategic Direction
We are building STARTING OUR JOURNEY Our approach to implementation is to form a programme of work that will have STARTING OUT consistency and strong management New Operating Model clear deliverables. Implementation will be driven by the LINZ core values: practices Crown We are starting to Changes to Property build the knowledge Organisational Structure Bold—we will seek opportunities for bold solutions to Strategy we need to deliver complex problems that add real value for New Zealand. We BUILDING BLOCKS on the strategy will ‘work smart’ and continually look for innovation and ways We understand Health and Safety Framework and support Crown to do things better We understand the Property’s focus Risk Management Framework direction of change Contract Management Planning Expert—we will leverage our expertise and information and have a shared E ective view of the future Annual Procurement Plan operational to provide functional leadership across the public sector and the role that intelligence and People are Visible Financial and Valuation THE JOURNEY AHEAD we play systems helps us to improve long term planning, decision-making and supported to Management do our job develop property management of the Crown Estate specialist capability We have access to OPERATIONAL INTELLIGENCE —we will actively engage with stakeholders good performance Stronger together CAPABILITY BUILDING data and are Business Intelligence Framework to find solutions and deliver results to Crown Estate priorities. able to see the – Breadth and Depth of Information Development of Specialist improvements we Capability are making Performance Metrics and Performance Reporting Leadership Development The following challenges to successful implementation have been identified: Our people have – Coaching Focus Operational Policies the specialist skills We have we need Career Pathway Business Processes • Cost of change and level of investment required We have access consistent • Support and engagement of external stakeholders. to better tools, Business Systems frameworks, guidance, and systems and support tools
Our measures of success will include: LAND AND PROPERTY MANAGEMENT • Clarity of Crown Property’s strategic direction within LINZ and across agencies LINZ We are able to We have a clear understands prioritise and Land/Property Management Framework direction for the • Sustained improvement measured against the land and property management our agency determine best use key issues facing of the Crown Estate Clear Vision of “Best Use” and the land that we framework Investment Plan manage We are getting Biosecurity Strategy • Increased profile and credibility of Crown Property expertise across agencies FUNCTIONAL / NATIONAL LEADERSHIP better advice to Land and Water Management Strategy • Feedback from agencies and other external stakeholders support us to Functional Leadership Mandate We share manage the Crown Tourism and Recreation Strategy a common • Engagement with and feedback from our people Strategic Crown Estate Advice to Government Estate and have understanding access to advice Urban Development Strategy • Accessibly of business intelligence to support our work. Crown Estate Register of good land when we need it Biodiversity Strategy and property Agency Decision Making Frameworks for management Assessing Use and Surplus Land We are making Management and Disposal of Surplus Land Crown Property better decisions Decisions are for land and Crown Land Regulatory Role consistent and property we Iwi and Māori Setlement Support for Agencies transparent manage (Treaty Register)
We operate We are improving according to a Review the support and shared vision Strategy guidance we and are keen to provide to FORWARD LOOKING collaborate across external agencies agencies
STAFF AGENCIES MINISTERS
v6.04 - 19 April 2018
10 Land Information New Zealand | The Crown Property Strategy v2.10 | 29 June 2018 11 Crown Property Whakapapa
1849–1996 1998–2012 2012–2017 2017+
1849 First Commissioner of Crown 1998 Crown Property was 2013 NZ Police transfers disposals 2017 The Residential Red Zone Lands William Gisborne (after refined, with more work and property management. Policy team transfers from whom the city is named), being contracted out. This DPMC bringing responsibilities appointed as Commissioner for saw creation of accredited Department of Corrections for supporting Ministers and the Auckland district. supplier system, outsourcing transfers disposals and the Crown on: of functions and first Crown property management. • Decisions to acquire, 1859 Waste Lands Act 1859 Property Standards and dispose and lease RRZ land establishes portfolio of Lands Guidelines. Number of district Ministry of Justice transfers • Policy input to the Crown- and entrusted responsibility offices closed down. Crown disposals and property Council Cost Sharing to a Minister designated the Pastoral Land Act 1998 passed management. Secretary of Crown Lands. which formalised tenure Agreement negotiations review process. and implementation Ministry of Primary Industries 1876 Ministry of Works established. transfers disposals and • Regeneration planning and 1999 Current PWA Acquisition and property management. future land use advice Land Act 1877 established Disposal Framework agreed to 1877 • Response to the Quake the Department of Lands and by Cabinet. Ministry of Education transfers Outcasts litigation Survey. Ten Land Districts disposals and management of created, each with a Land 2000 Clearances team joins Office school houses. Ministry of Health transfers Board and Commissioner of of the CCPO from Regional disposals and property Crown Lands (as chairman). Services. First major review of Department of Internal management. PWA started. Minister of Lands created. Affairs transfers disposals and property management. 1894 Land for Settlements Act 2001 Office of the CCPO merged with the Office of the Valuer- passed. This saw the breakup of 2014 Realignment of Crown Late 2017 General to create the Property large, settler-owned ‘plantation’ Property functions. pastoral farms in the South Regulatory Group. We manage a wide variety Island into smaller, family farms. 2015 Residential Red Zone (RRZ) of Crown-owned land and Crown Property Outcomes 2005 operational teams transfer property, including pastoral were developed to set 1948 Current Land Act enacted, from CERA bringing interim land in the South Island framework for what LINZ is which consolidated 40 pieces management of nearly 8,000 high country, lakebeds and trying to achieve in Crown of land-related legislation. properties and responsibilities riverbeds, Crown forest property activities. for managing Residential land, and a broad range of 1981 Current Public Works Act Red Zone demolition and residential and commercial enacted. 2008 Crown Property Regulatory clearances. These functions properties, closed schools, and Clearances teams include the interim land courthouses and prisons. 1982 Lands and Survey administered moved to Crown Property management of Crown-owned an estimated 12 million hectares Management (within Crown RRZ land and the Statutory We help agencies to: (or just less than 50%) of New Property & Investment Powers to acquire, dispose • Review existing portfolios Zealand’s land area. business group). and lease RRZ land. It is also • Manage properties includes responsibilities for effectively 1987 Department of Lands and 2009 Cabinet strategic direction the insurance recoveries of Survey abolished – split in to for South Island High Country interests assigned under the • Dispose of properties when Department of Conservation, developed. Crown offer and administration they are no longer needed. Landcorp, Department of Survey of the Ministerial compensation and Land Information (DOSLI) 2010 800 hectares of Ministry of panel. We manage: Tourism land at Wairakei and and Department of Lands. • 2 million hectares of the Rotorua transferred to LINZ 2016 Ministry of Transport transfers Crown Estate worth $1 billion 1988 Ministry of Works and to manage. disposals and property • 16,000 properties on behalf Development abolished and its management. roles under the Public Works 2011 Crown Property manages of other agencies Act transferred to DOSLI/Dept 5,000 properties including Department of Corrections • Nearly 8,000 properties in of Lands. PWA amended to property disposals, property Auckland Prison Village the RRZ give statutory roles to Minister management and biosecurity. interim management. • The frameworks by which of Lands and Chief Executive of Marine and Coastal Area Act Crown agencies can DOSLI for all Crown acquisitions 2011 gives LINZ responsibility Management and maintenance buy and sell land, make and disposals. for managing coastal of properties in the Treaty statutory decisions under reclaimed land. LINZ helped Settlements Landbank delegation and provide 1990 Department of Lands merged develop the land-related incorporating properties policy and technical advice into DOSLI. provisions of Canterbury transfers from OTS. First all-of- to government on Crown Earthquake Recovery Act. government Crown Property land issues and strategic 1993 Portfolios of land from Forum held. thinking NZ Railways Corporation 2012 Crown Land Centre of • The Crown Property and former NZ Electricity Expertise established to 2017 Ministry of Social Development accredited supplier system Department transferred to provide: emergency housing. DOSLI for it to manage and • Strategic Advice – on • Access to thousands of historic files documenting dispose of. Crown land management Ministry of Social Development the Crown’s land actions in • Disposal – support to transfers disposals and 1995 First major Treaty claim the past. manage disposal of surplus property management. settlement (Waikato-Raupatu) properties enacted. Gifted Lands Policy Ministry of Business • Portfolio Management – of introduced. Innovation and Employment Crown land/properties decommissioning of Kaiapoi 1996 DOSLI renamed as LINZ and • Better Management of and Rawhiti Accommodation functions restructured with a LINZ-administered land Villages. Crown Property Management • NaPALIS property group (operational) and Office management system NZ Defence Force transfers of the Chief Crown Property goes live. disposals. Officer (regulatory).
1849–1996 1998–2012 2012–2017 Late 2017