25 February 2025
09:30 – 12:30
Lord Clerk Room (LCR), GRH / Hybrid MS Teams
Attendees
- Alison Byrne Chief Executive, Registrar General and Keeper (Chair)
- Director of Corporate Services and Accountable Officer
- Director of Information & Records Services and Deputy Keeper
- Interim Digital and Delivery Director
- Interim Director of Operations and Customer Services and Deputy Registrar General
- Director of Census Statistics
- Director of Statistics
- Chief Finance Officer
- Corporate Governance Manager
- Corporate Business Assurance Manager
- Business Support Officer (secretariat)
- Head of NRS People Services (at 09:40)
- Head of Physical Security (at 10:40)
- Head of Information Risk, Security and Governance (at 10:40)
Apologies
1. Welcome, Introductions and apologies
Alison Byrne welcomed everyone to the meeting. Apologies were noted as above.
Minutes and Actions
1. Members approved the draft minutes from the meeting held on 30 January 2025.
1.2 A review of the action log was undertaken. The action log would be updated accordingly.
1.3 Members noted the decision log. EMB noted approval via correspondence of IT Services VMWare Renewal 2025 and Microsoft Enterprise Business Cases.
2. People Survey & People Board update
2.1 The Head of NRS People Services provided an update on the People Board outlining the governance and key principles of the group below:
- To monitor and develop NRS organisational culture and workplace environment and act as the main forum for discussions on NRS culture to develop appropriate initiatives and interventions to allow NRS people to thrive and feel empowered to deliver
- To maintain and develop channels of staff engagement, to identify issues impacting NRS people and ensure NRS were connecting with people across the organisation on the issues that matter
- Provide strategic oversight of all Learning and Development activities and develop strategic investment into leadership and professional development across the organisation
- To facilitate organisation wide and informed discussions on the issues impacting NRS people and develop appropriate and effective responses
- To inform EMB on the results of the annual People Survey and make recommendations on suitable actions to address the issues highlighted; and take on responsibility for delivering those actions agreed by EMB
- To own, review and develop the NRS Ways of Working Framework, monitor the wellbeing of NRS people and develop appropriate initiatives, including providing oversight of the NRS Wellbeing Strategy and other fair work HR policies
- To collect and review appropriate performance indicators relating to NRS people, including feedback from the annual People Survey, to inform NRS responses
2.2 The Head of NRS People Services advised that the People Board would update EMB on key themes, issues and actions from the group. The Head of NRS People Services advised that People Services were looking to recruit a B3 Capability & Talent Lead to provide Learning and development (L&D) support to NRS. The Head of NRS People Services that he would continue to have oversight of the L&D budget.
2.3 The Interim Digital and Delivery Director asked if the L&D role included succession planning. The Head of NRS People Services confirmed this was part of the B3 role.
2.4 The Head of NRS People Services advised there were ongoing challenges with L&D HR data and metrics due to the roll of Oracle Cloud but he was meeting with colleagues to look at how improvements could be made on presenting this information. The Director of Statistics suggested the group reviewed how NRS used management information and development of a corporate dashboard. The Director of Corporate Services and Accountable Officer confirmed once NRS had a regular feed of the data from SG they could develop a single inclusive dashboard of data to support governance.
2.5 The Interim Director of Operations and Customer Services and Deputy Registrar General suggested moving the People themed KPIs into the responsibilities of People Board and how this fed into new corporate dashboard. The Director of Corporate Services and Accountable Officer advised these KPIs should remain on the KPI list as NRS need to publish these in the Annual Report and Accounts. The Director of Corporate Services and Accountable Officer suggested NRS could consider how NRS theme and manage KPIs through a dashboard to inform different governance boards and also enable the production of a public set of organisational KPIs.
2.6 Alison Byrne suggested NRS adopt a strategic KPI for overall people survey scores. The Director of Corporate Services and Accountable Officer advised NXDs advised against potential strategic KPIs at a Strategic Board workshop but provided some other thinking linked to people survey scores. The Head of NRS People Services advised he would review how data was shared from People Board and could look to create dashboards that suit particular audiences.
2.7 EMB approved the People Board Business case, principles of the group and provided the following feedback:
- EMB noted People issues, NRS Cultures, NRS Values, succession planning and talent management would all be key areas of focus for the board
- EMB noted another key objective for the board would be to establish how NRS supports better internal engagement across the organisation and develops these networks
- EMB noted the board would need a balance of strategic decision making, empowering and engaging staff and would require an embryonic approach
- EMB would also consider how to support and empower members of the People Board
- EMB noted co-production would be a key principle for the group so it would be important to have a mixture of grades representing the group
- EMB suggested Directorate People Champions could be nominated to join the board and local people sessions could be arranged
- EMB suggested wider subgroups were established to feed into the People Board such as a staff engagement network to empower staff
- EMB noted members of the board were on several other working groups and agreed that Directors consider additional members were nominated
- Comms as a key principle of the People Board – staff engagement and communications about governance and decision making, delivery programme sharing info delegated decision making
2.8 The Head of NRS People Services thanked EMB for their feedback and confirmed that he would follow up with previous members of the previous staff engagement network. Directors agreed to consider other members to join the board.
Action EMB 452: Directors to nominate representatives for the People Board. Action Owner: All Directors
2.9 The Head of NRS People Services provided an update on the People Survey Action Plan with the key priorities below:
- The need for a clear vision, strategy and sense of purpose for the organisation
- Visibility of the senior team
- Communications with staff
- Working conditions – space for teams
- Resources and vacancies
2.10 The Head of NRS People Services advised EMB of the People Survey 2024-25 key themes below:
- Local Leadership / Engagement
- Empowering Staff / Capability & Talent
- Prioritising Our People / Wellbeing
- Managing Change
2.11 The Director of Census Statistics noted managers being approachable was also a key part of leadership and visibility as this encourages staff to have the confidence to go to manager about any issues, such as bullying.
2.12 The Head of NRS People Services provided an update on flexi & annual Leave balances. The Head of NRS People Services advised staff feedback around the new 35 hour working week was positive overall. The Head of NRS People Services advised balances were currently reasonable but some instances of high balances due to project timescales. Alison Byrne noted some project timescales may have impacted on annual and flexi leave and requested The Head of NRS People Services provide Directors with a list of members of staff with high annual leave and flexi balances to review.
Action EMB 453: The Head of NRS People Services to provide Directors with a list of members of staff with high annual leave and flexi balances. Action Owner: Steven
2.2 D-DAT update
2.2.1 The Interim Digital and Delivery Director presented a briefing paper outlining a number of DDaT related initiatives. EMB noted the following:
- The DDaT Pay Supplement review and potential impact on NRS staff and finances depending on the outcome
- The new DDaT Job Standardisation and risks/impact on new and existing NRS DDaT roles
- The increase in digital skills and need for a consistent fair approach to DDaT across NRS
- Proposal to appoint CTO/Enterprise Architect as NRS DDaT Head of Profession
- Further papers to be brought back to EMB for consideration on the above
2.2.2 Alison requested further detailed analysis on D-DAT changes to help understand impact on NRS and wider public bodies. The Interim Digital and Delivery Director confirmed this would be provided.
Action EMB 454: Interim Digital and Delivery Director to provide further detailed analysis on D-DAT. Action Owner: Interim Digital and Delivery Director
2.3 Vetting update
2.3.1 The Head of Information Risk, Security and Governance provided an update on with the key points below:
- Work was progressing on reviews of access control measures for digital and physical information assets, and on sectoral standards for staff vetting, which would inform an overall assessment for the requirement in NRS.
- It was a likely requirement for acquisition of HMRC data for the Future of Population Statistics programme that relevant NRS staff were subject to national security vetting
- It was recommended that work to meet this condition by July 2025 was prioritised and proceeds in tandem with the overall assessment for NRS
- Work has not progressed on the NRS policy and procedural framework for NSV. This would be picked up to ensure it supports vetting applications for the FOPS programme
- The resource requirements would be assessed once the NRS approach has been developed and approved by EMB. Work to date suggests the financial cost of undertaking NSV for existing staff would be in the region of £20,000 initially
2.3.2 The Director of Census Statistics advised costings for clearance to SC level were not substantial and advised around 25 Census staff were to be put forward for SC level clearance. The Director of Census Statistics noted timescales for clearance varied.
2.3.3 The Interim Digital and Delivery Director advised that Cyber Security colleagues were reviewing what staff could see across the organisation to ensure the right levels of access.
2.3.4 The Interim Digital and Delivery Director asked the Director of Statistics if NHSCR staff had enhanced security clearance. The Director of Statistics advised team leaders were SC cleared, with regards to the rest of the team, this would be worth consideration as part of review and discovery work.
2.3.5 EMB noted the update and agreed to proceed with national security vetting of NRS staff who require it to work on the Future of Population Statistics whilst the assessment for the remainder of NRS is being progressed.
3.1 Ancestry Tribunal Judgement implications
The Director of Corporate Services and Accountable Officer provided EMB with an update on the ICO vs Ancestry Tribunal and work undertaken by NRS in response to the tribunal. The Director of Corporate Services and Accountable Officer advised NRS were awaiting the tribunal decision and were scenario planning and reviewing priority one recommendations. The Director of Corporate Services and Accountable Officer advised priority two recommendations would require further resourcing from NRS and legal.
3.2 Risk Register and Issues Log updates
NRS Corporate Issues log & NRS Corporate Risk Register
3.2.1 A review of the NRS Corporate Issues log & NRS Corporate Risk Register were undertaken. The NRS Corporate Issues log & NRS Corporate Risk Register would be updated accordingly.
3.2.2 The Corporate Business Assurance Manager provided an update on NRS risks with the key points below:
- NRS had closed the highest scoring risk around cyber security and were currently working with the cyber team to split out into a cyber-attack and a successful attack also looking at how the NRS business continuity plan would help shape this going forward including out of hours cover
- Financial/Funding remains NRS biggest corporate risk along with NRS property, people and information but aware these were being actively considered and were forming part of the Deloitte work as well as internal audit reviews
- NRS were also in the process of finalising a corporate risk around climate change and NRS strategy to ensure as an organisation NRS were ready
- Additional risks were also being populated around the Future of population stats
- Ancestry tribunals case including how as an organisation NRS can prepare to mitigate these risks within means
- Anticipating post Deloitte TOM work and the implementation of an NRS Strategy could impact the NRS corporate risk register going forward
4. Finance Budget setting 25/26 – commissioning update and 24/25 year end plan
4.1 The Chief Finance Officer provided an update on NRS finance with the key points below:
- CFO provided EMB with an update on the forecast outturn for resource and capital budgets as at end January 2025 (Period 10, incorporating the 2024/25 Autumn and Spring Budget Reviews (ABR and SBR) transfers and Mid Year Financial Review adjustments to delegated budgets
- Risks to delivery of a balanced outturn were outlined and Directors committed to focus on delivery of spend against delegated budgets
- The Census 22 programme was in its final year and has a significantly reduced work programme and resource level, with a commensurate reduction in budget. CFO confirmed the budget for 2024/2025 was £1.78m, split £1.55m staffing, £0.23m non-staffing. This included budget that was moved from NRS core resource budgets at SBR to relieve the census budget pressure; circa £230k
- As the census budget pressure has been relieved there was low financial risk to delivering a balanced budget outturn in 2024/25
- The capital budget was performing to forecast and expected to balance at year end. Given the nature of the projects and purchases this was a positive outcome for NRS in 2024/25
- The 2025/26 FoPS budget position remained uncertain and as a contingency £1.6m was ringfenced from NRS core resource budgets in 2025/26 to ensure the programme could meet its payroll obligations for staff in post
- The 2025/26 budget commissioning process concluded for budget bids on 31 January 25, however requests continue to be submitted to finance for coordination. Directors agreed to provide bids prior to the deadline of 31 January 2025 in order that Finance would coordinate returns and provide recommendations at February EMB. Delays impacted the planned timeline resulting in the CFO providing a verbal update on the budget commissioning exercise outputs at the February meeting as the process had not concluded when the papers were produced
- The 2025/26 capital budget was agreed at a dedicated EMB meeting on 30 January 2025, however movement in investment estimates had impacted ability to deliver on all agreed commitments. EMB agreed an amended allocation of the capital budget
4.2 Finance recommended that EMB undergo a workforce review, aligned to the organisations longer term strategic plans to mitigate a future year underspend on staffing budgets and to maintain financial sustainability.
4.3 EMB noted a recommendations paper would be presented to EMB for decision on conclusion of the 2025/26 budget commissioning process. EMB agreed next steps set out in the finance paper in relation to resource and capital spend profiles, and 2025/26 budget commissioning outcomes for resource, capital and FoPS budgets.
4.4 EMB agreed to run through allocations of resource for 25/26 budget in greater level of detail including change portfolio, costings for individual projects and budget bids from Directors at the EMT planning session on Thursday 6 March 2025.
Action EMB 455: Chief Finance Officer to provide allocations of resource for 25/26 budget in greater level of detail including change portfolio, costings for individual projects and budget bids from Directors. Action Owner: Chief Finance Officer
5. AOB
5.1 No AOB was raised.
5.2 EMB noted the date of the next meeting was 26 March 2025 and noted the forward look items for 26 March 2025.
