Survey Strategic Context New Zealand Institute of Surveyors & Land

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Survey Strategic Context

New Zealand Institute of Surveyors

&Land Information New Zealand

Joint Working Group

2009

The Future

Recommendations to LINZ Executive and NZISCouncil on moving the Cadastral Survey

Industry into the future

Joint Working Group

Don Grant, Surveyor-General Bruce Manners, NZIS PresidentKerri Osborne Mark Roberts

Graeme Blick Jeff NeedhamAndrew Clouston Michael BrownieJames Dempsey Neil Pullar


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Contents

Description Page

Executive Summary 3

Introduction Process Overview 10

Aim 13

Part I: The View of Tomorrows IndustryInternational benchmark 13Legislative and regulatory factors 13Context of New Zealand markets 15Industry demands 16

Tomorrows cadastral survey industry(graphic) 19Principle 1: Coordinated repositories 19Principle 2: Protect right of tenure 20Principle 3: Government working with private

sector21

Principle 4: Address legacy information andchanges over time

23

Information characteristics 23

Part II: Challenges in Moving Towards the Future 25Survey advice 26

Research and professional development capability 30LINZ bulk survey and title data access andapplication

33

Integrity of the survey data capture area 35Access to LINZ survey and title paper records 37Future-proofing the e-survey system (Landonline) 38Challenges in the wider environment 40

Conclusion 44

Recommendations 46

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Executive Summary

1. The Land Information New Zeland (LINZ) and New ZealandInstitute of Surveyors (NZIS) joint working group examined thefuture of the cadastral survey industry and formed a shared view

of tomorrows state of the cadastral survey industry in NewZealand, how key players contribute and what it will take to getthere.

2. This paper recommends a shared view of the future cadastralsurvey industry and associated strategic objectives to the LINZExecutive and the NZIS Council as the basis for moving into thefuture.

3. In forming the shared view and strategic objectives the workinggroup:

a. Conducted a study with three sessions with the focus of: the

future, the challenges in moving from today to the future andwhat can be done to overcome these challenges.

b. Considered:

1) International benchmark (Cadastre 2014, A Vision for aFuture Cadastral System (FIG Commission 7))

2) New Zealand legislative and regulatory factors

3) Context of New Zealand markets

4) Industry demands

5) More than 40 submissions from survey professionals andpeople from the wider industry.

4. The recommended shared view of the future cadastral surveyindustry is based on the following principles:

1. Repositories of information, in a coordinated environment, to

establish the spatial extent of all rights empowered bystatute

2. Protects the authoritative source for right of tenure

3. Central and local government working with the private sector

4. Addresses legacy information and changes over time.

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5. Information with characteristics of:

1) Quality (known accuracy, current, complete andrenovated)

2) Access (Discoverable, able to be assessed, suitableaccess channels and able to be integrated).

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5. The recommended challenges and respective strategic objectivesto move towards this future are:

Survey AdviceChallenge Strategic Objective

The advice function supporting theLINZ repository of cadastralsurvey information needs to bemore clearly defined and efficientto support the integrity of thecadastre.

Tomorrows cadastral surveyindustry is supported by knownsources of credible advice in orderto improve efficiency and maintainintegrity of the cadastre.

Guiding principles Contributing actions The profession will be the

credible source of advice onbest practice for conduct of

cadastral surveys. LINZ will be the credible

source of advice for use ofthe e-survey application andapproval processing,exceptional requests andintegration into the cadastre.

Industry wide knowledgemanagement.

NZIS and LINZ jointly (LINZlead) determine the mix ofadvice to support the industry

from LINZ and NZIS. NZIS and LINZ conduct

individual actions to buildtheir respective and collectivecapability.

Joint sector wide engagementto ensure that allstakeholders are aware of thecorrect sources of advice.

Research and Pro fessional Development Capability.Challenge Strategic Objective

The cadastral survey industryneeds the correct balanceof professionals with the ability todo the job now, and enquiringminds to lead developments thatkeep pace with evolving industrydemands.

Surveying professionals areconfident they have the skills andknowledge to meet the evolvingdemands of the cadastralindustry.

Guiding principles Contributing actions

Actions anchored to NQF. Spatial science education

supports the future industryrequirements.

Need to have a world classpost graduate researchprogramme.

Professional development

NZIS working to reconvenethe Board of Studies.

NZIS to lead the developmentof a strategically alignedresearch programme.

NZIS to lead development ofa coordinated professionaldevelopment programme.

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Bulk survey and title data access and application.Challenge Strategic Objective

The current monthly supply ofLINZ bulk cadastral informationlimits the efficiency of manysystems and processes within thecadastral industry.

Access to LINZ bulk survey andtitle data allows efficiency gainsfor the cadastral industry.


LINZ will give priority tofreeing up the cadastral dataas part of the federation ofgeospatial information.

Improved access will complywith the evolving Spatial DataInfrastructure.

LINZ must engage with thewider group of users ofcadastral data to optimise

efficiency gains.

LINZ will make cadastral datacomply with the access andother standards of theemerging NZ SDI

LINZ engaging with bulk datausers to transition to the newaccess arrangements andachieve efficiency gains.

Integrity of the Survey Data Capture AreaChallenge Strategic Objective

The original assumption on whatconstitutes the survey datacapture (SDC) area has provenincorrect, and the spatial accuracyof the SDC area is degrading.

SDC areas have accuracy toprovide spatial confidence anddelivery efficiencies to the futureindustry.


It is not acceptable tomaintain status quo. The timing and resourcing of

additional actions will be inrelation to the benefits thatare to be delivered.

Centimetre accuracy will beachieved for urban areas.

LINZ will maintain the currentlevel of maintenance. LINZ leads development of

the business case to confirmbenefits, methods andfunding to achieve therequired integrity.

LINZ will improve the

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The remainder of NewZealand will have 1-5 metreaccuracy.

Access to LINZ survey and title paper recordsChallenge Strategic Objective

Paper records are important evenin the digital age, but it is notfeasible to convert them all intoelectronic formats. This leads toaccess barriers and inefficiency.

Access to LINZ survey and titlepaper records is not a cause ofinefficiency.

Guiding principles Contributing actions The current LINZ strategy for

paper records is the vehicle

to achieve this objective Digitising on demand, based

off quality indexes, isacceptable.

In implementing the strategypriority will be given toaccess for the profession overnon-land professionals ruraland non SDC areas.

Implementation of the LINZstrategy with the focus on:o producing quality

electronic indexes,o working with the

profession to establish thepriority areas, and

o transition to effectiveelectronic channels whencentres close.

Future-proofing the e-survey system (Landon line)Challenge Strategic Objective

Landonline is a transactionalsystem based on mid 90stechnology that is unlikely to meetthe demands of the futureindustry

The future cadastral surveyindustry operates confidently,effectively and efficiently in anappropriate electronicenvironment

Guiding principles Contributing actions Landonline enhancement

must benefit the futureindustry as a whole withprioritise criteria to reflectthis.

Development of the electronicenvironment is driven byrealistic user requirements.

LINZ will lead the

development of a process toenhance Landonline to benefitthe whole industry.

LINZ will lead a review thesystems effectiveness andefficiency in meeting the userrequirements.

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Challenges in the wider environment

Challenge Strategic Objective

There is no sector wide approachto move forward

All stakeholders know their rolewithin the future industry, and

know how to carry out their rolefor the benefit of New Zealand.

Guiding principles Contributing actions The sector wide approach will

be built on the LINZ andNZIS partnership.

LINZ accepts the leadershiprole to develop the sectorwide approach, but it maynot be the sector leader in

future. Future sector leadership will

lie with the Governmentdepartment that Cabinetdeems most appropriate.

The sector wide approach willuse the principles of thefuture cadastral industry asthe start point.

To contribute as an effective

professional body that candeliver benefit to members infuture, NZIS must move to amodel of paid strategic staff.

LINZ will raise awarenessamong stakeholders of thefuture cadastral sector on theimportance of unlocking thepotential of the futurecadastral information in linewith the geospatial strategy

and the principles of thefuture cadastral surveyindustry.

LINZ, jointly with NZIS wherepossible, will engage with thestakeholders to frame a casefor the benefits of a sectorwide approach, and what thatmay look like.

LINZ and NZIS will then

support the sector movingforward for the five years tothe future state, in particularin the areas where LINZ hasa sound platform.

NZIS will move to the modelof paid strategic staff.

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Introduction Process Overview

6. Given recent developments with 100% e-lodgement and pendingchanges to the Cadastral Survey Rules, LINZ and NZIS

established the Survey Strategic Context Joint Working Group.The working group examined the future of the cadastral surveyindustry and formed a shared view of tomorrows state of thecadastral survey industry in New Zealand: how key playerscontribute and what it will take to get there.

today covers 3-5 years,tomorrowlooks out 6-10 years.

7. The working group process was:

8. In forming the future industry view during the February session,the working group considered:

a. International benchmark. Cadastre 2014, A Vision for aFuture Cadastral System (FIG Commission 7)i along withother associated papersii and the future view of theAustralian environment.iii

b. New Zealand legislative and regulatory factors. Thiswas the likely future application of Cadastral Survey Act(2002), and the risk-based approach to regulation.

c. Context of New Zealand industry. This looked at allplayers in the cadastral industry in a wider context thansurveyors and traditional land development. This included the

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use of cadastral information for land administration and landinformation markets.

d. Industry demands. Working group members brought alongtheir own views with 18 submissions on various issues

provided from around the industry.

9. The result of the first session was a thought piece:Proposa l fo r To m o r ro w s Ca d as t ra l Su rv e y I n d u s t r y .Thisincluded anindustry overview with the principles it should be based on, plusthe roles of the key players. This paper was disseminated acrossthe industry.

10. After feedback and reflection, the June session the working groupconfirmed that future view and looked at the challenges in movingtowards it. Of note:

a. The working group realised the complexity of the industry,with varied players with diverse roles and agendas.Furthermore, the working group did not have the time ormandate to gain the understanding of the whole industry. Sothe focus went on looking at the shared area, where LINZand NZIS had full understanding and could act decisively.The working group still recognised the wider environment butaccepted greater understanding was required before eitherparty could bring about decisive change.

Context

The working groupestablished that we wereonly able to see part of thepicture. We could wait,take the time to geteveryone together and getthe whole picture, or focusnow on our small area and

then build that greaterunderstanding over time.

Gain enough of the view to

start moving forward

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b. Challenges were identified by looking at how we measure uptoday against the established principles. Six were identifiedwithin the shared view area and six in the widerenvironment.

11. The June session also delivered a second working paper: Todayv s To m o r ro w to convey the refined future view and challenges.This was disseminated for comment across the industry.

12. The final session in September refined the challenges andconsidered what actions LINZ and NZIS could do to move into thefuture. Decisive action is recommended where LINZ and NZIShave a shared challenge and can control the outcome. It wasrecommended that more targeted exploration was needed toaddress the challenges in the wider environment. For eachchallenge the strategic objective, guiding principles to assistachieving that objective and contributing actions are defined.

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Aim

The aim of this paper is to recommend the shared view of the future

cadastral survey industry and associated strategic objectives to LINZExecutive and NZIS Council as the basis for the future.

Part I : The View of Tomorrows Industry

13. Factors that shape tomorrows industry:

a. International benchmark. The following internationalinformation is relevant to the New Zealand industry:

1) The FIG Commission 7 work surrounding Cadastre 2014provides a suitable reference point. However, thedifferences between the European and New Zealandsituations need to be considered particularly theircadastral mapping practices and population densitieswhere they do not apply to the New Zealandenvironment.

2) Of particular relevance is having a system that showsthe complete legal situation of land, moving beyondtenure-related parcels of land to land objects thatdefine extents affected by statutory right, i.e. a forestdefined for the purposes of the Emissions TradingScheme or defining rights for mussel farming. Withinthis context, land includes land covered by water, the airabove and earth below.

3) While achieving this comprehensive view of the legalsituation is the goal, internationally it is acknowledgedthat no single agency or database can be expected tohold the breadth and variety of information that would

be required. This is not so much a technology issue buta practical reality of many disparate databases fordifferent information types being held together.

4) The environment for surveyors is broadening wellbeyond the land development market. This expansionsees survey information supporting the land

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administration market and the even wider geospatialinformation markets.

5) The role of the surveyor is therefore looking toencompass more than the pure cadastral/land tenure

description of land that the licensed cadastral surveyor(LCS) transacts with currently. The cadastral surveyorwill also need to define the spatial extent of these landobjects to the degree required by other statutes suchas the Resource Management Act 1991. This also opensup the possibility of defining some land objects to levelsachievable with less accurate technology, therebyexpanding the role of collecting such information beyondthat of qualified surveyors.

b. Legislative & regulatory frameworks

1) Consideration of the Cadastral Survey Act 2002 notedthat the legal definition of the cadastre and cadastralinformation is only within the context of land tenure andnot the full legal situation of the land.

There is a fundamental difference between the NZ legislativedefinition of a cadastreand the international benchmark.

2) In the context of international benchmarking, there isthe requirement to look wider than just the CadastralSurvey Act to ensure that spatial definition of landobjects is suitable to support all land related legislation,e.g. how forested areas are defined to support theEmissions Trading Scheme.

3) The Cadastral Survey Act defines land as includingsubsoil, airspace, water and marine areas and interestsin or over land. This supports the internationalbenchmark for a future cadastre.

4) Optimal regulation models used by LINZ are likely toremain in future. Given the varied range of rights andprivileges associated with land, and the variedconsequences of spatial errors in the execution of theserights, correspondingly different degrees of regulation

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will be required. For example, it is in everyones bestinterests that the spatial definition of land parcels fordowntown Auckland are to centimetre accuracy and iswell regulated. Considerable effort by the industry,including the Surveyor General and LINZ is taken to

ensure this accuracy. However, the definition of a high-country walking track providing public access need notbe subject to the same rigour, although some rigour isstill required.

c. Context of New Zealand markets. The overall futureenvironment that surveyors are likely to operate in willinclude:

1) The involvement of surveyors, and the information theymanage, becoming increasingly important in the landadministration and geospatial information markets aswell as the traditional land development market. WhileGPS will be used extensively by non-surveyors for spatialdefinition, that will be in addition to, and not in place ofthe precise work of the cadastral surveyor. Investors willstill require, or want to take for granted, that a highlyregulated and precise cadastral survey supports theirfinancing of a multimillion dollar subdivision.

2) The land development market is becoming more complex

with surveyors, in conjunction with lawyers, required toidentify, interpret and spatially define an increasingnumber of corresponding land rights, privileges andrestrictions associated with development.

3) Land management where surveyors will be used toidentify, interpret and spatially define increasing rightsand restrictions associated with the land, includingchanging the way land is managed as new rights orprivileges are introduced.

4) The land information market will develop as societybecomes increasingly spatially aware and reliant.Technology will allow us to take for granted knowingwhere things are and this market will provide theinformation to enable that. This is evident with theincreased use and popularity of the likes of SATNAV and

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5) Generating cadastral information is a commercial

activity. Cadastral surveyors will have to consider how

widely each piece of information can be applied and theirownership of that information and set their feesaccordingly. If the information will only be used once, inone of the above areas, or they will lose the ability to on-sell the information, then the fee should reflect the truecollection cost. However, if the information can beapplied in numerous situations, then the collection costcan be split between these uses.

d. Industry demands

1) The New Zealand industry echoes internationalbenchmarking in seeking to establish a complete legalsituation of land. There is an industry demand, driven byclient demand, to have all New Zealand land rightsinformation accessible (discovered, accessed andappraised) and easily integrated to support sustainableland use, development and administration.

2) Four-dimensional information. The current two-dimensional model, associated with paper plans and

current Landonline, will not meet future needs.

a) With high-density living commonplace, the rightsassociated with the airspace above ground are likelyto become more contentious and more relevant fornon-cadastral purposes such as emergencymanagement. Similarly, in the future there willlikely be greater emphasis on the rights associatedwith mining, drilling, otherwise winning, ormanaging natural resources from within the land or

sea. These will require greater definition of the thirddimension: the vertical datum.

b) The enduring nature of a cadastral system must betaken into account and allow a retrospective view ofwhat rights and privileges were associated with theland at different times, how natural boundaries havemoved over time, etc. Another example is the

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3) Quality of information. The quality of the information

needs to be fit for purpose. However, the purpose forwhich the information is collected may not be the onlypurpose to which it is applied. People can unwittinglymake errors on the basis of this leading to incorrect landrelated decisions, e.g. investment, construction,planning or policy advice, where the purpose of theapplication of information is not what was intended or

supported by the type of collection and processing. Thefuture expectation is likely to be that the quality of theinformation is fit for purpose, depending on where it ison the scale of consequence of a spatial error. Thiscovers:

a) Accuracy. Areas defined within respectiveinformation must match the degree of accuracyrequired by the consequence of spatial error.

b) Currency. The areas defined are the most recent

and able to be applied with certainty.

c) Completeness. All aspects relating to the purposeof that information are included.

d) Description. The information must have reliablemetadata that describes its quality, sourceapplicability etc.

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4) Access to information. Given the information age, thegeneral expectation will be to have quality informationthat is:

a) easily discoverable

b) accessible 24 hours a day, seven days a weekc) at low or no costd) in a digital format that enables integration with other

information or if already integrated, is able to beseparated, and

e) legible and able to be understood by a competent layperson.

5) Processing of information by those who hold it istransparent. People who later get the information knowwhat processing has occurred and what that means forthe quality and use.

6) Applications of the information beyond defining rightswill be many and varied and relies on the informationquality and accessibility.

7) Any change in the cadastral environment must, as aminimum, protect the outcomes supported by thecurrent legislative and regulatory environment.

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14. Tomorrows cadastral survey industry:

Tomorrow (+6-10 years)

Principle OneRepositories of information, in a

coordinated environment, toestablish the spatial extent of all

rights empowered by statute

Principle TwoProtects

authoritativesource for right of

tenure

Principle ThreeCentral and Local

Government workingwith private sector

Principle FourAddresses legacyinformation and

changes over time

Information is

Accessible

DiscoverableMeets integration

standardsReasonable cost

Access meetsdemand

Understandable

Information Quality

Known accuracyCurrent

CompleteRenovated

Meets

clientsdemands... Land

developmentdecisions

Tenuredecisions

Landmanagement

decisions

Wider landadministration,i.e. research

and policywork

Use of landinformationoutside land

administration,i.e. marketing

clients

Geodetic

Cadastral

Titles

Govt informationGovt informationGovt informationGovernment

information

Govt informationGovt informationGovt informationLocal Government

information

Govt informationGovt informationGovt information

Information onother rights


Other LandInformation

Optimal Regulation

DiscoverAccess

AssessQuality-Integrate

Surveyors and other land professionals lodgeinformation that fits the purpose collection, but also

recognises wider application

a. Principle One. Repositories of information, in a coordinatedenvironment, to establish the spatial extent of all rightsempowered by statute.

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1) There is no single agency or database that can beexpected to contain a l lfuturecadastral-relatedinformation of the future. However, each different piece,or database, of this information contributes to thecomplete picture that will be used by the industry.

2) Rights empowered by statute is a dynamic statementallowing for information to support rights not yetestablished to be incorporated within the industry. Onesuch area is customary rights, many of which arecurrently draped in ambiguity. In future these rights willneed to be provided for like any other right or interest.

3) The machinery of government (the method of allocatingfunctions to government agencies) identifies the agencyresponsible for administering each right in statute.Where spatial definition is required, that agency wouldestablish a system to capture that. The coordination isthrough:

a) Sector-wide visibility of who holds what information,so the complete picture is easily achievable.

b) A sector-wide optimal regulation regime so theindustry, and government, is assured that thequality of the information matches the purpose

and mitigate against adverse consequences fromspatial errors. This may include rules for collectingdifferent types of information, such as accuracystandards or individual accreditation.

c) Standards by which the information is held in eachrepository so that it can be discovered, accessed,assessed and integrated.

b. Principle 2. Protects the authoritative source for right of

tenure.

1) This principle recognises that the future cadastralindustry will likely have an expanded scope, but requiresthat the cornerstone of certainty of ownership,underpinning much of the economy, remains paramount.

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2) The likely future cadastral industry will have informationregulated or controlled to varying degrees correspondingwith the consequence of spatial errors. For example, thelevel of current regulation applied to cadastral surveyand land tenure is high, and will remain so, as the

consequence of an error in defining the spatial extent oftenure, in some cases within centimetres, can strike atthe heart of our economy, e.g. if a structure was built orpurchased only to have another party lay claim to a sliceof that asset as adjoining surveys overlapped.Conversely, the consequence of being in error by severalmetres when defining the spatial extent of public accessfor a high country-walking track may be minimal andtherefore does not warrant the same degree ofregulation. In some situations, such as the public goodright to exercise dogs off the lead in urban areas, theconsequence may warrant only voluntary adoption ofstandard or general control to define the spatial extent ofthat right.

3) Application of this principle will ensure the protection oftenure during any future expansion of the cadastralenvironment, and indeed this will remain at the highestdegree of certainty in the future cadastral industryregardless of technology advances in other areas.

c. Principle 3. Central and local government working with theprivate sector.

1) Building on the statement of a coordinated environment,this acknowledges the range of players in the futurecadastral industry.

a) Administering statutes is a Crown responsibility andgiven the mandate of New Zealand localgovernment, they share responsibility with central

government. Their roles are to:

drive the legislative and policy programme toestablish the right in statute with theappropriate degree of regulation for the benefitof New Zealand economy, society orenvironment.

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provide effective stewardship of theirinformation receive, store, renovate andprovide the information.

support and advise industry players ininteracting with the repository and complying

with respective statutes.

b) The private sector component includes:

Information providers, processors and usersapplying best practice to meet the demands ofindustry clients while operating within therelevant statutes and regulation. While todayscadastral surveyors fit into this area, how theyinteract in the future industry will change.There will be a need for access to a greaterrange of information, intelligently apply surveybest practice, spatial science, legalunderstanding and use geospatial informationsystems to deliver the outcome for clients. Thegreater need may be met by cadastralsurveyors themselves, other industry players(such as lawyers) or a combination of these.

Professional development, includingprofessional bodies and education institutions,

to ensure the people involved in the industryhave the required skills and knowledge to meetthe statutory requirements and customerdemands.

Providing capability, such as database or otherIT services, to assist central and localgovernment in delivering their informationmanagement.

Conducting other roles that would beinappropriate or inefficient for central or localgovernment to conduct within the machinery ofgovernment or to give best use of publicmoney.

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d. Principle 4. Addresses legacy information and changes overtime.

1) Moving into the future we must not lose visibility of oldrights or privileges. This will only lead to later redress

and uncertainty of the spatial extent of completestatutory rights, thereby potentially undermining thewhole system.

2) New Zealand has in excess of 150 years of informationthat pre-dates the digital age. Some of the largevolumes still held in paper form will have to be moved todigital systems be it digitally imaged or simply notedon an electronic index with the paper record stored forlater manual access.

3) Examples of this principle providing benefit is where theCrown is to return land to the original owner, and theacquisition predates, so is not recorded in, the digitalsystem. Additionally, a future right associated withdumping a hazardous substance may require definingthe spatial extent of hazardous sites that are currentlyrecorded on paper only. In both examples, peopleaccessing these repositories should be given the fullpicture over time without having to search throughmasses of paper in a basement of warehouse. Instead,

the relevant repositories will have either the digitalimage or the electronic index to give efficient access tothose records. It is the degree of efficiency that eachrepository can achieve that will set the level of digitalimaging verse simply indexing and storing the paperrecord.

4) Those who access and assess the information will beable to determine how that has changed over time. Theapplication of this feature in trend or cause analysis will

support improved decision making.

e. Information characteristics. The future cadastral industrywill discover and access the information, assess its qualityand integrate information for the benefit of the customer andto meet the statutory obligations. (Refer to the arrow flow on

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1) Quality.

a) Accuracy will be known. The accuracy of theinformation collected will be a function of the reasonit was collected, and if this is known then theapplication of that information for wider use can beassessed confidently. For example, if information iscollected with centimetre accuracy, but thenprocessed for another use that reduces theaccuracy, this change will be known so that it is notthen incorrectly applied with a false confidence thatit is centimetre accurate.

b) Current. The repositories will be able to provide themost up to date version of the required information.There will not be an in-house version and a releaseversion.

c) Complete. Each repository will show the completesituation in relation to the rights they support there will not be gaps resulting in the spatial extentbeing unclear in any given area.

d) Renovated. The information will be renovated, asopposed to obsolete. This renovation will come fromtwo methods:

The steward of each repository may have amaintenance regime, actively updating theirinformation with validation from other sourcesand rectifying identified errors.

Each repository is dynamic. While maintainedby the steward, it is accessed, processed,

updated and re-lodged by the industry as awhole with relevant regulation. The result is thequality is improved over time.

2) Access.

a) Discoverable. First and foremost in the access chainis that people can find the information. This is partly

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b) Once found the information must be able to be

accessed with standard systems for download andat a reasonable cost. New Zealand currentlymaintains a policy of user pays cost ofdissemination for government information with thecosts becoming cheaper as technology improves.This may or may not remain in future, butregardless, the cost of access should not be abarrier.

c) The access channels must be open regularly tosupport industry demands. Given the emphasis onthe currency for the information, limitingopportunities to gain access is counterproductive.

d) Having accessed the information, it must be able tobe understood by a competent lay person. This willallow the appraisal that the information can fit therequired purpose.

e) The final aspect of access is in meeting theinteroperability standards that allow the integrationwith other information so they align and can informdecision making or communication.

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Part I I: Challenges in Moving Towards the Future

15. Challenges identified in the shared view of LINZ and NZIS are:

a. Advice to surveyors

b. Research and Professional Development capability

c. LINZ Bulk survey and title data access and application

d. Integrity of the Survey Data Capture Area

e. Access to LINZ survey and title paper records

f. Future-proofing the e-survey system (Landonline).

16. Each of these challenges is defined below with the strategic wayforward. The way forward lists the strategic objective, theprinciples that should be adhered to when planning actions orassessing options, and the high level actions that will contributeto the objective.

17. Within the wider environment the key challenge is lack of asector-wide approach. This impacts on the areas of culture,leadership, coordination, education and awareness, andinformation quality and access. As LINZ and NZIS need to do

more exploration before being decisive in this wider context,these challenges have been grouped and addressed moregenerally.

18. Challenge - advice to surveyors

The adv ice func t ion suppor t ing th e LI NZ repos i to ry o f

cadas t ra l su rvey in fo rm at ion needs to be m ore c lea r l y d e f i n ed a n d e f f i c ie n t t o s u p p o r t t h e i n t e g r i t y o f t h e c ad a st re .

a. In the mid 1990s DOSLI and then LINZ had a hands-onapproach to advising cadastral surveyors on best practice forfor conducting cadastral surveys as well as lodging them andintegrating them into the cadastre. At that time LINZ hadnumerous cadastral surveyors on staff and in the regions.LINZ also undertook a large number of surveys, and chiefsurveyors were often seen as final arbiters of survey practice.

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b. In the late 1990s LINZ changed this to align with the roles tosupport the digital survey system and later the CadastralSurvey Act 2002. This saw the number of surveyors morethan halved as considered appropriate to support the lesshands-on statutory roles of the Surveyor General and LINZ

survey processing: mainly that of regulator, allowing forlodging cadastral datasets, approving and integrating theseinto the cadastre. Other staff were trained, but not qualified,in the limited survey aspects they needed for their part in theprocess. Where LINZ has pulled back from that advicefunction, the associated publications have not been updatedand the advice is not always up-to-date or credible.

c. The profession had intended to assume the best practiceadvice roles. NZIS had commissioned some work to establisha best practice guide, but this did not resolve the issue.

d. Therefore, in reducing the LINZ advice functions, without acorresponding increase in the NZIS professional practiceadvice, a vacuum was created with no replacement for thehands-on DOSLI/LINZ advice.

e. Given the digital survey system with part of the country notcaptured with survey accuracy, there is the additionalgeodetic component, and associated advice that is currentlybeing resting with LINZ geodetic staff (not cadastral survey

staff).

f. The result is that the LINZ advice capability currently meetsmost survey adjustment or integration inquiries, but with thepoint of frustration around the best practice and exceptionalor complex surveys. When cadastral surveyors now contactLINZ for advice in these areas they get inconsistent serviceand varied degrees of success:

1) If the LINZ staff member is new, conflicting or confusing

advice may be given. The request maybe declined as nota LINZ service the staff member is familiar with. Even awell intentioned new LINZ staff member may havedifficulties finding the most suitable staff member tohelp meet the request. Surveyors may be passedaround without resolution or getting information thatthey are not confident in.

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2) If the staff member has some residual knowledge fromformer work in another area, then they may offer thatadvice and, though not fully supported by the LINZdocumentation or other process, the surveyor will beable to act off that and get a good result.

3) Some surveyors know which particular LINZ staff havethe required knowledge and willingness to provide theadvice outside the described role, so directly contactthat person.

g. The challenge is further compounded by two factors:

1) By the time we reach tomorrow there will be much lessresidual knowledge at LINZ.

2) Stakeholders, such as councils, have not fully recognisedthe change in the advice function and will refersurveyors, land professionals and members of the publicto LINZ based on their understanding of the formerhands-on LINZ advice function.

h. The challenge is around exceptional circumstances, e.g.,what information LINZ will accept for a survey relating toerosion/accretion issues, working in some non-SDC areas,some Mori land circumstances, and other quite unusual

definition issues. And what advice will LINZ give in relation tothese issues.

i. Where surveyors cant discuss these issues, early on in theirwork and with LINZ staff with good survey knowledge, theresulting survey is at risk of requisition, and possible reworkor approval despite being in error. The consequence can beinefficiency and client frustration, which may include financialloss, or risk to the integrity of the cadastre.

19. Strategic Objective Survey Advice

To m o r ro w s ca d as t ra l su r v e y i n d u s t r y i s su p p o r te d b y k n o w n sources o f c red ib le adv ice in o rde r to im prove e f f i c iency and

m a in ta in i n t e g r i t y o f t h e c ad a st re .

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20. Guiding principles:

a. The profession will be the credible source of advice on bestpractice for conduct of cadastral surveys. This includes an

increased application of geodetic knowledge as part of bestpractice.

b. LINZ will be the credible source of advice for use of the e-survey application (currently Landonline) and approvalprocessing, exceptional requests and integration into thecadastre.

c. Industry-wide knowledge management:

1) There will be no knowledge gap between LINZ and theprofessions advice across the industry. Furthermore, insome areas it may be mutually agreed to overlap if thiswould aid efficiency and protect the integrity of thecadastre.

2) The knowledge must be embedded within LINZ and theprofession and not linked to individuals.

3) The advice must be dynamic. Advice demands maychange as driven by technology, regulation or other

industry changes. Between LINZ and the profession, thesource of the advice will be mutually agreed.

4) Visibility of sources of advice. All stakeholders must beaware of the appropriate source of advice.

21. Contributing actions:

a. NZIS and LINZ jointly work (LINZ lead) to determine the mixof advice to support the industry from LINZ and NZIS. The

work would be undertaken through a joint project to examinethe range of advice scenarios and assign LINZ and/or theprofession as the source of advice. This joint work shouldoccur over years 2010/2011 with the exceptionalcircumstances given priority in this process.

b. NZIS and LINZ conduct individual actions to build theirrespective and collective capability. This can commence as

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1) Both LINZ and the professional body may face issues in

developing the advice capability. Some joint initiativesmay be conducted in this area, i.e. LINZ staff secondedto the profession to gain required knowledge, or LINZproviding resources to NZIS.

2) Both sources of advice will need to be maintained forcurrency.

c. Joint sector-wide engagement to ensure that all stakeholdersare aware of the correct sources of advice.

22. Challenge - research and professional developmentcapability

The cadast r a l su rvey indu s t ry needs to have th e co r rect

b a l an c e of p ro fe s si o n a ls w i t h t h e a b il i t y t o d o t h e j o b n o w ,

a n d e n q u i r i n g m in d s t h a t c a n l e ad d e v e lop m e n ts t h a t k e e p p a ce w i t h e v o l v i n g i n d u s t r y d e m a n d s.

a. This recognises that the job done 10-20 years ago haschanged and it will change again. The qualification doesevolve, but this can sometimes lag or become misalignedwith demand.

b. The Australian industry has recognised the importance of thespatial side of surveying. New Zealand has continued toproduce very general practice surveyors with a broad andvaluable capability that is light on knowledge of spatial data

management. The result is that many spatial-centric rolesare being filled with people with geography or GIS degrees asopposed to surveyors.

c. The concern is that the profession is not comfortable workingwithin the broader geospatial arena as required by theindustry, instead concentrating on subdivision work.

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d. The survey school is presented with a dilemma increasing

the spatial data management component in the curriculummeans taking something else out.

e. Around the world universities are known for specialties andwill be sought out by international students for PhDprogrammes. New Zealand universities do not offer specialistprogrammes, rather opting for the multipurpose generalist.Such generalist surveyors are often valued overseas but as aresult the profession looks more towards internationalschools, not ours, for post-graduate study opportunities.

f. Other tertiary institutes are also offering industry courseswith the number of providers likely to increase with demand,particularly in the spatial science and GIS area and the risingimportance of spatial information generally.

g. Formerly the profession used the Board of Studies (BoS) toinfluence the survey school. This provided a direct linkbetween the industry coalface and the school.

h. At the level below the research within the survey school, theprofessional body maintains and funds a research committee.LINZ also maintains and funds internal research andinnovation pools. As is typical of the industry, both research

options are not fully used or aligned with any strategic futureview.

i. Much of the skills, knowledge and experience of the futurewill be developed on the job. It will be about creatingopportunities for the profession to acquire these skills,knowledge and experience across the industry governmentand private sector working together. In line withglobalisation, this development also needs to include theinternational survey firms.

j. There is no clear succession within the profession. Roles suchas Surveyor-General and the president of the professionalbody are key to the industry, yet it is unclear how people, ormore importantly a pool of people, should be developed toensure the industry is well served.

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23. Strategic Objective Research and ProfessionalDevelopment

The p ro f ess ion i s con f iden t th ey have th e sk i l l s and k n o w le d ge t o m e et e v o lv i n g d e m a n d s of t h e ca d as t ra l

i n d u s t r y .


a. Actions are anchored to the frameworks established for NewZealand qualifications.

b. Spatial science education supports the future industryrequirements. While the Otago Survey School may remain

the centre for the survey school, other NZ institutions willgrow in relevance for providing greater spatial knowledgeand international institutions will contribute in respectivespecialty areas.

c. The New Zealand industry needs to have a world class postgraduate research programme with a recognised speciality,albeit the generalist.

d. Professional development opportunities provides clearsuccession and meets the on the job training demands and ofthe future industry.


a. NZIS working to reconvene the BoS:

1) LINZ invited to participate with BoS.

2) Guide evolution of qualifications, with survey school andother institutions, and development of specialty.

3) Within 5 years to get the BoS working.

4) Within 10 years to have the speciality established.

b. NZIS lead the development of a strategically aligned researchprogramme:

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1) LINZ involvement in shaping proposals with possible co-

sponsorship.

2) Wider sector involvement with sponsored research.

3) Within 5 years for NZIS research programme. (LINZinvolvement within that time as required.)

4) Sector-wide approach within 10 years.

c. NZIS-lead development of a coordinated professionaldevelopment programme with succession paths andopportunities to fill the wider spatial/geodetic knowledge gap,including public/private sector secondment and internationalactivity. This should be designed within 5 years and effectivewithin 10 years.

26. Challenge bulk survey and title data access andapplication

Th e c u r re n t m o n th l y s u p p l y o f LI NZ b u l k c ad a st ra l

i n f o rm a t i o n l im i t s t h e e f f i ci e n cy i n m a n y s y ste m s an d p rocesses w i th in t he cadast r a l i ndus t ry .

a. While Landonline is a transactional system, having the digitalinformation has allowed wider application with real gains toefficiency and the New Zealand economy generally. Inparticular are the land information systems used by councils,where the cadastral information provides a critical base layer.However, the transactional nature and purpose means it isnot ideally suited for providing bulk data to customers.

b. LINZ currently issues bulk cadastral data via monthly DVD.This is used by some councils directly, with others getting the

information via a third party data processor. In some cases,the effect of data processing has been to remove some of thedata with the end-user being unaware of the accuracy orcompleteness of the information they are using. Additionally,the processing time adds another delay from the time thedata was extracted to when it is then referred to.

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c. Once in the information systems, the cadastral informationcannot be refreshed until the next monthly update.

d. Being a critical base layer, this monthly refresh has limitedthe currency (quality) of the information on which decisions

are made.

e. Industry has been seeking improvements in bulk data accessand LINZ has been considering options in this area for sometime. Given the stated leadership role for LINZ in federatinggeospatial information, remaining with status quo is not aviable option.

f. Options range from making data available real-time, withsome cost and practicality issues with file size, with aspectrum of levels of improvement. With the varied optionsare varied costs, with estimates of $30,000 to $5 million.

27. Strategic Objective LINZ Bulk Survey and Title DataAccess.

Access to L I NZ bu lk su rv ey and t i t l e da ta a l l ow s e f f i ciency

ga ins fo r t he cadast r a l i ndus t ry .

28.

Guiding principles:

a. LINZ will give priority to freeing up the cadastral data as partof the federation of geospatial information to benefit NewZealands economy, environment and society.

b. Improved access will comply with the standards andframeworks agreed for the New Zealand Spatial DataInfrastructure.

c. To achieve the objective, LINZ must engage with the wider

group of users of cadastral data to optimise efficiency gains.


a. LINZ will make cadastral data comply with the access andother standards of the emerging NZ SDI, such as the OpenGeospatial Consortium Web Feature Service (OGC WFS) or

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ANZLIC standards. This work should commence in 2010/11and be completed within 3 years.

b. LINZ will engage with bulk data users, local government inparticular, to transition to the new access arrangements and

achieve efficiency gains. This work needs to start in 2010/11in conjunction with the work to make the data comply withthe SDI. However, the achievement of efficiency gains islonger term, particularly for councils with basic informationsystems, and linked with the sector leadership andcoordination objective (refer paragraph 43). This is expectedto be achieved at the 10 year mark.

30. Challenge integrity of the survey data capture area

The o r ig ina l assum pt ion on w ha t shou ld b e a non SDC a rea has no t p roven t o be op t im a l , and th e spa t ia l accu racy o f the

SDC area is d egrad i ng.

a. When establishing the e-survey system the decision wasmade to have centimetre accuracy (survey accurate)cadastre for urban areas with the remainder of New Zealandup to +/- 50 m.

b.

Since then, New Zealands growth has seen substantialsurvey work in areas that werent survey accurate. The resultis that these surveys can be problematic, time consumingand have significant issues with integration into the cadastre.

c. LINZ has established the exception process to aid efficiencyfor surveyors working in these areas.

d. A pilot project has been run to investigate cadastraladjustment techniques that can be used to upgrade theaccuracy of these areas to 1-5m. A technical solution has

been determined, however, given current resources, it wouldtake many years before this issue would be fixed. Significantfunding and other resources would be required to achieveupgraded accuracy in an acceptable timeframe.

e. Additionally, the survey data capture areas with centimetreaccuracy are degrading as a result of crustal movements and

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updates to geodetic control coordinates. This also requiresongoing adjustment as part of LINZ maintenance.

f. The current level of accuracy and the forecast degradationresults in inefficiencies with the cadastral industry support to

land development and management.

31. Strategic Objective Integrity o f the Survey Data CaptureArea

Surv ey da ta cap tu re a reas have accuracy to p rov ide spa t ia l con f idence and de l i ve ry e f f i c ienc ies to t he fu t u re indu s t ry .


a. It is not acceptable to maintain status quo and additionalactions are required within 10 years.

b. The timing and resourcing of additional actions will be inrelation to the benefits that are to be delivered to cadastralsurveyors (efficiency) and local government (land/infrastructure management).

c.

Centimetre accuracy will be achieved for urban areas.

d. The remainder of New Zealand will have 1-5 metre accuracy.


a. LINZ will maintain the current level of maintenance with thepriority based on density of use.

b. LINZ leads development of the business case to confirmbenefits, methods and funding to achieve the required

integrity. This work will require input from NZIS and councils.It should start during 2010/11 with the decision to implementmade by the appropriate person/ body during 2011/12.

c. LINZ will improve the integrity of the cadastre in accordancewith the business case.

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34. Challenge - access to LINZ survey and title paper records

Even in th e d ig i ta l age th e paper reco rds a re impor tan t , bu t i t

i s no t feasib le to conver t t hem a l l t o e lec t ron ic fo rm ats . Th is leads to access bar r ie rs and in e f f ic iency .

a. LINZ is facing the same problems as everyone for convertingpaper records. There is a programme in place to address this,but it faces the same feasibility issues as other agencies. Onekey aspect is whether to image/ scan everything, or do soonly on demand. Regardless, quality indexes remain key toaccessing the records.

b. Parts of the future Cadastral Survey Industry will still need

access to papers records when reworking survey datapredating digitisation and for rural areas. It is expected thatthis requirement will slowly reduce over time, but is a veryreal cause of inefficiency for the surveyors concerned andtheir customers.

c. LINZ has closed public counters and records are to becentralised, with the channels via LINZ website or searchagents. This has not transitioned well.

d.

Historians, genealogists or other social researchers havebeen vocal over records access and have different needs, andare focused on urban areas associated with settlement. Thisgroup is not part of cadastral survey industry and should notbe given priority over the industry.

35. Strategic Objective Access to LINZ Survey and Title Paper

Records

I n t h e f u tu r e ca d as t ra l su r v e y i n d u s t r y t h e a c ce ss t o t h e

requ i r ed LI NZ su rv ey and t i t l e paper r eco rds i s no t a cause o f

ine f f ic iency .


a. The current LINZ strategy for indexing, relocation andestablishing electronic channels to access the records (the

record produced may be in either digital or paper form

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depending on the imaging practicality) - for paper records isthe vehicle to achieve this objective

b. Digitising on demand, based off quality indexes, isacceptable.

c. In implementing the strategy priority will be given to accessfor the profession over non-land professionals focus onrural and non SDC areas that cause current inefficiency.


a. Implementation of the LINZ strategy with the focus until theend of 10/11:

1) Producing quality electronic indexes.

2) Working with the profession to establish the priorityareas.

3) Transitioning to effective electronic channels whencentres close.

38. Challenge future-proofing the e-survey system(Landonline)

Landon l ine i s a t ransact iona l sys tem based on m id 90 s t e c h n o lo g y t h a t i s u n l i k e ly t o m e et t h e d e ma n d s o f t h e f u tu re

i n d u s t r y

a. Landonline has achieved a world first in supporting e-survey.It has enhanced the reputation of LINZ nationally andinternationally. This was a 10 year and $100 millon+development.

b. However, as an old transactional system, how long does LINZ

keep enhancing as opposed to complete redevelopment?

c. Powerbuilder is being migrated to other code bases, such asJava, across many sectors. The futureproof nature ofPowerbuilder is unknown with limited people withPowerbuilder skills.

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d. The current system would not feasibly support delivery ofbulk information and would require significant interface oradd-on design.

e. Currently the list of enhancements is long and enhancement

sees regression testing potentially taking longer than systemdesign and build. The process for enhancements, and whatmakes the priority cut, is unclear. Some ideas wouldsubstantially increase the integrity of the cadastre, withobvious efficiency gains, but arent selected as they are backroom enhancements as opposed to customer facing.

39. Strategic Objective Future-proofing the e-survey System(Landonline)

The fu t u re cadast r a l su rv ey indus t r y opera tes con f iden t l y ,e f fect i ve ly and e f f i c ien t l y i n an appr opr ia te e lect r on ic

e n v i r o n me n t


a. Landonline enhancement must benefit the future industry asa whole with prioritisation criteria to reflect this.

b.

Development of the electronic environment is driven byrealistic user requirements as opposed to the pursuit ofproprietary systems. That is, redevelopment of technologywill occur when the current Landonline can no longereffectively and efficiently support user requirements.


a. LINZ will lead the development of a process to enhanceLandonline for the benefit of the (future) industry as a whole:

1) This will see ideas for all stakeholders developed andtested against prioritisation criteria to determine whatenhancements will be implemented.

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2) Wide stakeholder engagement should be used to developand implement this process, in particular in setting theprioritisation criteria and gaining the ideas.

3) This work should be complete within 10/11.

b. LINZ will lead work to routinely review the system,seffectiveness and efficiency in meeting user requirements.The first such review needs to be completed during 10/11with subsequent reviews every five years, or when theenhancement process indicates realistic user requirementscan no longer be met by the current system.

42. Challenges in the wider environment

Th e re i s n o s ec to r w id e a pp ro a ch t o m o v e f o rw a rd

a. Looking at successful Australian examples of sector-wideinitiatives, the federal government maintains accountabilityand funding while coordinating action across the sector.People follow the money and get results.

b. New Zealand has a cross-sector history of club funding

(where several agencies pledge to give funding but themoney is not centralised), shared accountability, and shared/borrowed resources that has not resulted in significantprogress. It has also resulted in a degree of mistrust,particularly where the cultures of two agencies clash.

c. As new rights are emerging they are not implemented ormanaged in a coordinated way. This can lead to illogical, andoverly restrictive, regulation or even roles in administeringrights that are in placed in statutes with inadequate

consultation with the affected agency to assume that role.

d. There is no clear leader for the future cadastral sector:

1) Many of the issues related to the Resource ManagementAct where the Ministry for the Environment has lead.

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2) Many issues relate to local government, with manyrights administered at the level. Though a key rolewithin the future cadastral industry, it is problematicbecause:

a) There is no single entity or standards with eachcouncil operating differently.

b) There have already been failed cross-sectorattempts by SSC to make district plans consistent.

c) Currently councils are able to be sued, so usebureaucracy as protection.

d) Many areas for councils are subjective and haveemotive pressure on decision making. This is verydifferent from the precision used for spatiallydefining the extent of rights.

3) Many issues relate to construction and otherdevelopment where the Department of Building andHousing has lead.

4) LINZ has a good platform to take on the leadership role:

a) Success with current survey and titles systems,

optimal regulation and rating system.

b) Ministerial leadership priority around federatinggeospatial information.

e. To galvanise the sector, there are opportunities with anemerging recognition that geospatial information is a growthenabler:

1) Establish a Marine Cadastre that builds on Ocean Survey

20/20 with coordinated repositories of spatially definedrights associated with management and exploitation ofresources out to our EEZ. This would require differentagencies to be coordinated with no clear leader for themarine layers of the future cadastre. LINZ could showsome leadership and have some expertise but it equallycould fall to another department such as MED, MfE orMoF.

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2) Boundaries in tidal areas and customary rights are other

possible opportunities to galvanise the sector, buteconomic benefit is less evident and would therefore getless traction. Customary rights have the additional

challenge of being defined in the legal frameworks insuch a way that they are meaningful andunderstandable.

f. Many involved in the future cadastre are currently focused ontheir singular purpose, with their information characteristicsto support only that and not wider application. The currentprinciples, if defined, would be more insular and protectivethan open and sharing.

g. Professional Bodies are based on voluntary work with a smallpaid secretariat that is administrative based. To build thecapability options requires raising subscription fees, gainingalternate funding or forming strategic alliances to maximiseresources.

43. Strategic Objective The Future Cadastral Survey IndustryOperates w ith a Sector-w ide Approach

A ll st a k e h o ld ers k n o w th e i r r o l e w i t h i n t h e f u tu re i n d u st r y ,

a n d k n o w h o w to c ar r y o u t t h e i r r o l e f or t h e b e n e f it o f Ne w

Zea land.


a. The sector-wide approach will be built on the LINZ and NZISpartnership.

b. LINZ accepts the leadership role to develop the sector-wideapproach, but it may not be the sector leader in future.

c. Future sector leadership will lie with the governmentdepartment that Cabinet deems most appropriate.

d. The sector-wide approach will use the principles of the futurecadastral industry as the start point, but these will evolve as

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required to benefit New Zealands economy, society andenvironment.

e. To contribute as an effective professional body that candeliver benefit to members in future, NZIS must move to a

model of paid strategic staff.


a. LINZ will raise awareness among stakeholders of the futurecadastral sector, on the importance of unlocking the potentialof the future cadastral information in line with the geospatialstrategy and the principles of the future cadastral surveyindustry. This awareness-raising activity should occur over2010-12.

b. LINZ, jointy with NZIS where possible, will engage withcadastral sector stakeholders to frame a case for the benefitsof a sector-wide approach, and what that may look like. Thismay be based on taking the opportunity to implement thefuture view and establish a marine cadastre or galvanise localgovernment. The sector-wide approach should be agreed bythe five year mark.

c. LINZ and NZIS will then support the sector moving forwardover the next five years to the future state, in particular in

the areas where LINZ has a sound platform.

d. NZIS will move to the model of paid strategic staff within fiveyears.

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Conclusion

46. Having considered various factors, the agreed view of the futurecadastral survey industry is:

Tomorrow (+6-10 years)

Principle OneRepositories of information, in a

coordinated environment, toestablish the spatial extent of all

rights empowered by statute

Principle TwoProtects

authoritativesource for right of

tenure

Principle ThreeCentral and Local

Government workingwith private sector

Principle FourAddresses legacyinformation and

changes over time

Information is

Accessible

Discoverable

Meets integrationstandardsReasonable cost

Access meetsdemand

Understandable

Information Quality

Known accuracyCurrent

CompleteRenovated

Meetsclientsdemands... Land

developmentdecisions

Tenuredecisions

Landmanagement

decisions

Wider landadministration,i.e. researchand policy

work

Use of landinformationoutside land

administration,i.e. marketing

clients

Geodetic

Cadastral

TitlesGovt informationGovt informationGovt information

Governmentinformation

Govt informationGovt informationGovt informationLocal Government

information


Information onother rights


Other LandInformation

Optimal Regulation

Discover

AccessAssessQuality-Integra

te

Surveyors and other land professionals lodgeinformation that fits the purpose collection, but also

recognises wider application

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47. The challenges and respective strategic objectives to move

towards this future are:

Survey Advice

Challenge Strategic ObjectiveThe advice function supporting theLINZ repository of cadastralsurvey information needs to bemore clearly defined and efficientto support the integrity of thecadastre.

Tomorrows cadastral surveyindustry is supported by knownsources of credible advice in orderto improve efficiency and maintainintegrity of the cadastre.

Research and Pro fessional Development Capability.Challenge Strategic Objective

The cadastral survey industryneeds the correct balanceof professionals with the ability todo the job now, and enquiringminds to lead developments thatkeep pace with evolving industrydemands.

Surveying professionals areconfident they have the skills andknowledge to meet the evolvingdemands of the cadastralindustry.

Bulk survey and title data access and application.Challenge Strategic Objective

The current monthly supply ofLINZ bulk cadastral informationlimits the efficiency in manysystems and processes within thecadastral industry.

Access to LINZ bulk survey andtitle data allows efficiency gainsfor the cadastral industry.

Integrity of the Survey Data Capture AreaChallenge Strategic Objective

The original assumption on whatshould be a non SDC area has

proven incorrect, and the spatialaccuracy of the SDC area isdegrading.

Survey data capture areas haveaccuracy to provide spatial

confidence and deliveryefficiencies to the future industry.

Access to LINZ survey and title paper records

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Challenge Strategic Objective

Even in the digital age the paperrecords are important, but it is notfeasible to convert them all tooelectronic formats. This leads to

access barriers and inefficiency.

In the future cadastral surveyindustry the access to therequired LINZ survey and titlepaper records is not a cause of

inefficiency.

Future-proofing the e-survey system (Landon line)Challenge Strategic Objective

Landonline is a transactionalsystem based on mid 90stechnology that is unlikely to meetthe demands of the futureindustry

The future cadastral surveyindustry operates confidently,effectively and efficiently in anappropriate electronicenvironment

Challenges in the wider environmentChallenge Strategic Objective

There is no sector wide approachto move forward

All stakeholders know their rolewithin the future industry, andknow how to carry out their rolefor the benefit of New Zealand.

Recommendations

48. The Survey Strategic Context Joint Working Group recommendthat LINZ Executive and NZIS Council:

a. Accept the agreed view of the future cadastral surveyindustry as the basis for moving forward.

b. Commence planning the individual and joint actions toachieve the strategic objectives.

iKaufmann J., Steudler D. 1998, Cadastre 2014, A vision for a future cadastral system, Switzerland.

iiSteudler D. 2006, Cadastre 2014 Still a vision? Switzerland.

iiiWilliamson, I., Wallace. J, Surveyors and the new land management tool the cadastre, Melbourne,

Australia.

Survey Strategic Context New Zealand Institute of Surveyors & Land

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