NRS EXECUTIVE MANAGEMENT BOARD MEETING
Tuesday 2 September 2025
09:30 – 12:15
Lord Clerk Room, GRH
Attendees:
Alison Byrne, Chief Executive, Registrar General and Keeper (Chair)
Director of Corporate Services and Accountable Officer
Director of Census Statistics
Interim Director of Statistics
Director of Delivery
Interim Director for Digital & IT Services
Deputy Director, Information and Records Services
Head of BMU (governance)
Corporate Business Assurance Manager
Business Support Officer (secretariat)
Head of NRS People Services (Item 2.1)
Head of Portfolio and Governance (Item 2.2)
Statistician (Item 2.2)
Senior Assistant Statistician (Item 4.1)
Senior Project Manager (Item 4.1)
Head of Information Risk, Security and Governance (Item 4.2)
Corporate Finance Lead (Item 5.1 & 5.2)
Apologies:
Director of Customer Service Operations and Archives
Corporate Governance Manager
- Welcome, Introductions and apologies
Alison Byrne welcomed everyone to the meeting. Apologies were noted as above.
- Members approved the draft minutes from the meeting held on 5 August 2025.
1.2 A review of the action log was undertaken. The action log would be updated accordingly.
1.2.1 EMB noted the Estates space planning project work was progressing across NRS. EMB noted the relevant leads from Archive Services, HR and People Board would provide a combined update, including the evidence gathering on hybrid working at the November EMB. This was added as a new action and forward look updated.
Action EMB 477: Update EMB on NRS estate space planning project and evidence gathering on hybrid working at November EMB. Action Owner: Archive Services Programme: Senior Project Manager / Archive Services Programme Manager / Director of Customer Service Operations and Archives, Evidence Gathering: Head of NRS People Services / Head of Facilities and Workplace Improvements
1.3 Members noted the decision log.
2.1 Learning and Development
2.1.1 The Head of NRS People Services provided an update on People Services with the key areas below:
· Capabilities & Talent Lead appointed, driving forward progress on core objectives
· A training needs analysis was launched, with pilot exercises planned for rollout
· Outreach sessions were held with NRS staff to identify training gaps and highlight existing strengths
· A training pilot on Managing Change was developed for the newly merged Directorate, scheduled for trial in Sept/Oct
· Early engagement revealed a strong demand for enhanced management training and clearer benchmarks for new managers
· Staff expressed a need for improved communication training across various formats
· A Train the Trainer initiative was planned to empower in-house experts and reduce reliance on external providers
· Video interviews were initiated with retirees to support succession planning and onboarding and would be shared with staff across various platforms
· A pilot onboarding video planned to enrich induction materials for new staff
· Staff communications were planned around the outcomes of L&D training decisions
2.1.2 EMB noted the paper and provided the following feedback:
· Capabilities & Talent Lead was engaged with Corporate Plan team to ensure key themes from L&D were fed into development of the TOM and include how NRS were planning to invest in people over the next 5 years
· It would be helpful to update staff on outputs from the people board consideration of training requirements. Include L&D progress in staff communications update, including new process for approving training, update on budget expenditure, forward look for next year’s training and continue to encourage L&D sharing across the organisation, including competency development
· Requested HR colleagues attend the Statistics Directorate Staff Session around managing change on 2 October 2025
Action EMB 478: Head of NRS People Services to provide update for all staff on training & development and decisions taken for 2025/26 budget. Action Owner: Head of NRS People Services
2.2 NHSCR Team Accommodation Business Case
2.2.1 The Head of Portfolio and Governance provided an update on NHSCR Team Accommodation Business Case with the key areas below.
· The business case outlined the justification for change
· An options appraisal was conducted, and the preferred solution was to relocate the team to an existing Scottish Government-leased premises in Dumfries
· The proposal demonstrated alignment with broader strategies, including public sector reform and rural development initiatives
· It also detailed both the one-off implementation costs and the ongoing annual operational expenses associated with the move
· The business case included a management plan describing the delivery approach, contingent on the approval of the proposal
2.2.2 EMB provided the following feedback on the business case:
- Expand on the issues and case for change
- Add detail on project planning, resourcing (noting Estates lacks a PM), and further budget analysis
- Ensure accessibility was fully integrated into the business case
- SG Chief Surveyor must be involved in sign-off; align with delivery timelines
- Explore further costings for IT infrastructure such as VPN, Scots access, and IT support
- Plan for NHS CR IT Roadmap in Phase Two to reduce reliance on NHS Network
- Meet with Interim Director for Digital & IT Services.
- Confirm funding category (lease vs. licence) with Finance ahead of MYR
- Carry out staff engagement ahead of the move
Decision EMB-D237: EMB approved the business case in principle and agreed the recommendation and next steps outlined to progress to delivery phase of the project that would implement the appropriate actions to relocate NHSCR colleagues, with further work required around the business case.
3.1 Update on Corporate Risks and Live Issues
3.1.1 The Corporate Business Assurance Manager provided an update on Corporate Risks and Issues with the key points below:
· NRS had 16 live risks being monitored with progress being made to mitigate the scores
· Ancestry.com risk remained live on SG DG RR
· One issue closed on D&G NHS Cyber Attack with contracts with NHS NSS signed noting data would be processed securely
3.1.2 EMB noted the update and discussed how EMB would review the risks and issues at future meetings. EMB agreed the following points:
- · The Corporate Business Assurance Manager to select a risk topic (high scoring risk; risk score not moving; risk deep dive); to spotlight in detail at each EMB meeting
- · Include full risk register with the summary dashboard
- · Set up a Risk Appetite Workshop with Directors
Action EMB 479: Set up a Risk Appetite Workshop with Directors. Action Owner: Corporate Business Assurance Manager
4.1 Corporate Dashboard Project
4.1.1 The Interim Director of Statistics provided an update on Corporate Dashboard Project with the key areas below:
· The Corporate Dashboard Pilot was completed as a 12-week Datalab Scholarship project using Power BI
· It focused on visualising strategic priorities: Risk, People, Finance, Strategy, and Delivery.
· Four dashboards were developed and tested, receiving positive feedback for clarity and strategic value
· Stakeholders found the Risk, Finance, and HR dashboards most useful
· Suggestions were made to improve data quality, enable trend analysis, and unify reporting at the directorate level
· Constraints included limited resources and immature management information systems.
· Priority actions identified included securing buy-in, appointing a service owner, improving data storage, and standardising terminology
· Several options were considered for next steps
· The project received full support for further development
EMB provided the following feedback:
· Engagement with relevant NRS stakeholders to capture various user requirements and perspectives. Further engagement required with Finance and Procurement
· For example, making sure dashboard builds in financial narrative
· It was essential that the dashboard data was accurate if this would inform future control mechanisms and decision making
· The process for management and validation of the data was key to ensure accuracy
· Engagement with NXDs at SB or ARC in the next phase of work to gather feedback
· IA and EA engagement required to gather feedback on information required for next phase of the work, including possible IA audit validation exercise
· Engagement with SG Oracle on how data would be extracted efficiently as manual extraction was considerable
· The Data Analyst role would sit within Delivery PMO and they would develop further detailed PID scope for the next phase of the project
4.1.2 EMB approved option three ‘Elevate to Inform – phased rollout with automation, warehousing, and training’. EMB agreed a fixed term appointment of a Data Analyst was required to take forward the project.
Decision EMB-D238 – EMB approved option three ‘Elevate to Inform – phased rollout of the Corporate Dashboard Project with automation, warehousing, and training. EMB agreed a fixed term appointment of a Data Analyst was required to take forward the project.
Action EMB 480: Draft objectives and PID for a MYR post for a Data Analyst scoping out high level requirements for the next phase to capture themes, scope out stakeholder engagement mechanisms for the project. Action Owner: Interim Director of Statistics
4.2 Information governance planning project - role of IAO’s and delegated authorities following executive realignment & training required
4.2.1 The Head of Information Risk, Security and Governance provided an update on Information governance planning project, the role of IAO’s and delegated authorities following executive realignment and training required. EMB considered a summary of the outcome of the review of information asset ownership in government, and proposals to refresh the NRS approach to allocating roles, training, and delegating the responsibilities of information asset owners.
4.2.3 EMB provided the following feedback on the recommendations to refresh the approach to information asset ownership (IAO’s) in NRS:
· Some assets would require more than one IAO to provide specific expertise
· This IAO role would also be important for Business Continuity and Cyber Response
· Continue to follow UKG approach and tailor to NRS needs where required
· Incorporate IAO and IAM training opportunities into L&D training offer
· Making sure essential skills at core grades to deliver objectives missed discussion point next steps
4.2.4 EMB noted the report and agreed the recommendations set out in the paper. EMB asked The Head of Information Risk, Security and Governance to develop a draft framework with input from Directors on assets and systems required and update EMB on this work at a future meeting.
5.1 Finance 25/26 update
5.1.1 The Corporate Finance Lead provided an update on 25/26 MYR prep and 26/27 with the key points below:
· As at July Period Four :- Core projecting a £1.5m overspend, which mainly lied within staffing costs due to the 9% vacancy assumption
· Income was underperforming, to date and expecting this to reduce by approx. £475k conducting Mid-Year-Review shortly, any issues or risks would be reported back once exercise completed
· Census was projecting an underspend for the year, mainly in the staffing budget. This would continue to be monitored as the year progresses. Finance would be conducting Mid-Year-Review shortly
· Capital was projecting a materially balanced outturn to year end. Conducting Mid-Year Review shortly, and expected to meet budget by year end
· Programme was projecting an underspend of £80k, with a total of £35k spent year to date. As the majority of spend was anticipated in the final two quarters of the financial year, there was a risk of under utilisation of budget. Finance would be conducting Mid-Year-Review shortly with a view to meet budget by year end
· Next steps and actions:
· Finance would continue to report financial performance against budget for 2024/25 as a formal update to EMB until conclusion of the statutory audit
· Finance would continue to engage with portfolio and FBP colleagues on 2025/2026 and future year budget allocations
· It was recommended to mitigate a future year underspend on staffing budgets and maintain financial sustainability that EMB undergo regular workforce reviews, aligned to the organisations longer term strategic plans
· Finance were undertaking a different approach to income forecasting going forward and would continue to report findings to EMB on assured forecasts
· Finance would monitor capital and programme expenditure against updated budget and inform EMB of variances
· Finance would start Mid-Year Review exercise in September, a formal update would be provided once concluded
· ABR transfer window closed on the 26th August, a formal update would be provided in October
5.1.3 EMB noted the 2024/2025 draft outturn along with statutory audit update and 2025/26 forecast outturn position at July 2025 (Period 04). EMB also noted the following:
· The importance of integrating corporate and workforce planning into financial cycles
· Development was underway for corporate plan milestones, flight plans, resource planning, and change governance
· Core budget bids should reflect demands on core service
· A medium-term plan was recommended by external audit to improve strategic planning
5.2 Spending review update
5.2.1 Alison Byrne and the Director of Corporate Services and Accountable Officer provided an oral update on the Spending review with the key points below:
- · Ongoing budget bidding process with a starting position of annual budget reductions
- · Request to protect NRS baseline budgets as this was NRS key lever for change
- · NRS ambition for change would be supported by NRS income to offset inflation and budget pressures
- · Spending review response includes a 5-year efficiency plan via the corporate plan
- · Efficiency savings would be demonstrated through the NRS Corporate Plan and TOM
- · Archive Services Programme future savings under Culture Cluster Public Sector Reform
- · Census investment remained a key commitment; meetings with ONS underway for resource planning
- · Ministerial engagement scheduled next week for spending review update
5.2.2 EMB noted the update.
6.1 AOB
6.1.1 The Director of Delivery gave thanks to colleagues who provided EMB cover during her absence.
6.1.2 EMB congratulated former NRS CFO who was nominated by the 6th Scottish Women’s Awards 2025 as a Trailblazer in Accounting & Finance.
6.2 EMB Forward Look
6.3 EMB noted the forward look.
Next meeting: 2 October 2025
