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Blueprint 2007 Section 6 Contents Previous Next

    Future business structure

    The future business structure is driven by the requirements to deliver services and the need to properly organise activities in the most effective way.

    Many of these activities are currently being performed. Some of them will be changed significantly and others will remain the same as now. Other activities are new, for example sales and account management activities are new to Land Registry and at present are in their infancy within the organisation. However, the activities to support e-conveyancing and commercial services will require greater levels of specialisation and more specific experience than those for traditional registration services.

    Two main business drivers have been identified within the organisation in addition to customer service, namely business resilience and flexibility.

    There is a continued need for business resilience to ensure the service does not fail. Business resilience against loss of service through, for example, computer breakdown, will be maximised by locating critical processes at multiple locations so that if one fails the other can continue to deliver/support the service.

    The existing flexibility of local offices has been a significant factor in Land Registry’s success. Flexibility will continue to be a main feature of the new business structure. Flexibility is two-fold: firstly, the flexibility of the workforce to be deployed in different areas, thereby maximising staff utilisation, and secondly the flexibility of the workforce to deal with peaks in demand, thus maximising throughput to achieve delivery time standards and efficiency.

    Different performance measures will need to be developed to support the new business structure.

    The future business structure will have the following key features.

    • Local offices will continue to have a multi-skilled workforce to deal with a range of transactions.
    • There will be an increased number of national functions and roles, to provide common service standards and better value for money.
    • The area manager will be primarily responsible for the customer services delivered from their local office.
    • A new range of key performance indicators (KPIs) will be developed to drive objectives and priorities across the organisation.