The Minister of State, Department for Business, Innovation and Skills (Michael Fallon)
The Land Registry vision is:
“To be recognised as a world leader in the digital delivery of land registration services and in the management and re use of land and property data”.
To meet this vision, the following four strategic objectives have been adopted with associated key performance indicators and objectives, plus two equality objectives:
Efficiency |
We will unlock efficiency in the public sector and land and property market |
Strategic Milestones |
(E1) Run the operational budget with real term efficiency and business strategy reduction of 3.2% |
(E2) Increase the number of substantive dealing applications lodged electronically by 11% to achieve 44% electronic dealing delivery by March 2014 |
(E3) Develop a prototype Local Land Charges register, evaluate it and complete a report to Ministers by March 2014, with recommendations for the next steps towards a new Local Land Charges Service |
Key Performance Indicator |
(E4) Substantive registrations completed within an average of seven working days |
(E5) 5% reduction in carbon emissions on 2012-13 |
Data |
We will maximise the reuse of our data for the benefit of the wider economy |
Strategic milestones |
(D1) release additional licensable data sets by 31 March 2014 |
(D2) Develop an online facility able to provide easy access for customers to licensable data by 31 March 2014 |
(D3) Release two additional data sets to W3 standard level 4 by 31 March 2014. |
Key Performance Indicators |
(d4) Average external e-service availability at 99.6% or higher during published service hours |
Assurance |
We will increase and extend the assurance and compliance provided to the market |
Strategic Milestones |
(A1) The percentage of customers who rate our overall service as good, very good or excellent to achieve 96%. |
(A2) To achieve a Net Promoter Score (NPS) of 50 |
(A3) Introduce a free property alert service launched by 30 September 2013 |
Key Performance Indicators |
(a4) Substantive registrations to pass at least 98% of defined quality checks |
Capability |
We will grow and maximise the benefit of our organisational capability |
Strategic Milestones |
(C1) We will be in the third quartile of Whitehall departments for staff engagement by the end of 2013-14 |
Key Performance Indicator |
(C2) Introduce Performance and Innovation (LEAN) techniques to the management teams in each directorate and local office by 31 March 2014 |
Equality Objectives
a) Internal equality objective
To drive a culture of inclusion and respect within our organisation and positively seek to improve engagement of staff who share protected characteristics.
b) External equality objective
To equip our staff to identify, anticipate and satisfy our customers’ diverse needs by delivering products, services and channels at a cost we can both afford.
Note: we will assess our achievement against these two equality objectives by monitoring how well we progress in implementing the supporting action plans.