Why the conveyancers are always attached with the legal steps which are complex to manage?

The legal persons are always ready to deal with the complex steps which have more involvement in the complex Settlement Agent process. Difficulties in the survey focused on the lack of clarity from the client, together with concerns that it is not always sustainable for the client to lead the team in the long term. It may not be the client although it is the role of the client to establish the selection criteria at an early stage for the partners involved.

The best ways to solve the legal steps which are complex to perform are done in the simple manner. This will add profit in the conveyancing process which is very important to be done in the real estate field. At the moment, it is the main contractor who most frequently acts as the hub between the client and the rest of the supply chain. The challenge for public and social sector clients at least is to become more experienced at leading and motivating the partnering team.

By performing the legal steps for the conveyancing process it is noted that the whole process gets profit in the completion of the process. This way you can face profit in the property field which is required for you to face profit. For partnering to work successfully, more leadership is needed from the top level of all the organisations involved, as well as a commitment from the organisation at all levels. This included most of the local authorities who took part in the survey, about one third of the consultants and private sector organisations but few of the housing associations.

This problem may partly be due to a lack of experience of the partnering process, as the majority had only one or two years’ experience of partnering and less than four agreements each. Many respondents argued that realistic targets were not set in terms of the initial cost of bringing together and building up the team. Also, it took too long to agree a fixed price, there was still pressure on subcontractors to reduce prices and too much focus remained on reducing overheads and increasing profits when real savings came from other areas of the scheme.