NRS STRATEGIC BOARD MEETING
Thursday 11 December 2025
10:00 – 12:00
Hybrid: Lord Clerk Registers Room and Microsoft Teams
Attendees
Alison Byrne - Chief Executive (Chair)
Anne Moises - Non-Executive Director
Tim Wright - Non-Executive Director
Maggie Waterston - Non-Executive Director
Albert King - Non-Executive Director
Bryan Robertson - Non-Executive Director
John McDonough - Non-Executive Director
Jennet Woolford - Non-Executive Director
Karis Raeburn - Non-Executive Director
Linda SinclaiR - Director of Corporate Services & NRS Accountable Officer
Jon Wroth-SmitH - Director of Census Statistics (Item 7)
Alan Ferrier - Director of Statistics
Jane Milne - Head of Customer Services, Operations & Archives
Michael O’Loughlin - Director of Digital & IT Services (interim)
Steven Andison - Head of People Services (Item 4)
Scott Robertson - Head of Portfolio and Governance (Item 3)
Sandy Logan - Lead Enterprise Architect (Items 5 & 6)
Carolyn Nickels - Head of Registration (Item 6)
Graham Thomson - Corporate Governance Manager
Louise Edwards - Business Support Officer - Secretariat
Dylais Mattison - Business Support Officer - Secretariat
Apologies:
Carla McHendry - Director of Delivery
Gemma Barker - Head of NRS Business Management
1. Welcome, Introductions and Apologies
1.1 The Chair welcomed everyone to the meeting and apologies were noted as listed above.
1.2 The Chair noted the passing of Strategic Board member and NRS Non-Executive Director Victoria McGloin and reflected on the positive contribution Victoria had made as a Board member even in such a short period of time.
1.3 The Chair provided a Budget update and the impact it would have on NRS. NRS had engaged with Ministers and the Cabinet Secretary on the budget position. The staffing position for 2026/27 was noted. Work would be accelerated on the Fees, Charges and Income Programme to 2029.
2. Review of previous minutes/action log and Declarations of Interest
2.1 Minutes of 11 September 2025
The minutes from NRS Strategic Board meeting on 11 September were approved and would be published on the NRS website.
2.2 Action log
The one open action would be reviewed at a later meeting.
2.3 Declarations of Interest
There were no new declarations of interest.
3. NRS Corporate Plan Preparation: Update
3.1 The Head of Portfolio and Governance presented an update on the NRS Corporate Plan Preparation and highlighted the following key points:
Executive Management Team (EMT) agreed on 4th November 2025 to move the NRS Strategy publication to early 2026. Work continued on the corporate plan development to design delivery of the outcomes and outputs required to support the realisation of agreed NRS strategic objectives
The current position of the Strategy was noted by the Board and would be signed off by mid-December 2025. A core working group had been established to deliver the plan. Updates from the group were delivered to the EMT, Audit and Risk Committee (ARC) and the Strategic Board (SB)
The Chair acknowledged that the annual corporate plan review process of the five year corporate plan would be a new way of working for NRS
4. NRS People Update, People Survey Results, NRS Workforce Update
4.1 The NRS Head of People Services provided an update and confirmed that that the People Survey results would be issued on 11 December 2025 with further analysis continuing throughout December 2025. A detailed summary for staff was expected to be published early January 2026. It was noted that there was a positive increase in the results for NRS. The overall summary covered the points below:
- NRS Staff engagement index had increased
- Scores across all themed areas had increased
- Significant increase in scores for Leadership & Managing Change and Organisational Objectives and Purpose
- Learning and Development Scores had improved but remained below the benchmark for the Scottish Government and Civil Service
- Wellbeing scores had improved
4.2 Summary of improvements since 2024 were noted on Leadership and Managing Culture, Organisation Culture and Taking Action.
4.3 In discussion the following points were raised:
- Non-Executive Director’s (NXDs) praised the results and noted that it would be helpful to benchmark against the wider civil service professions (eg statistics) for comparison.
- The People Board would link to EMB and NXDs on its priorities, with changes in learning and development and opportunities for staff training.
- A new training network would be rolled out at the beginning of 2026
5. Enterprise Architecture
5.1 The Lead Enterprise Architect provided an update and this was noted by all board members.
5.2 The Principle Enterprise Architect was thanked for the presentation. In discussion, NXD’s questioned if a combined holistic approach would apply moving forward, with effectiveness and savings being considered. The Director of Digital & IT Services confirmed a joined up approach would be used in the future, to secure funding.
5.3 NXD’s queried the use of Artificial Intelligence (AI) and how NRS would move from a reactive to proactive approach. The Lead Enterprise Architect confirmed that NRS would ensure transparency and review the implications of the use of AI. NRS would be realistic and not over promise and would continue discovery work to evidence all decisions.
5.4 NXD’s sought clarity on the cyber resilience systems and the use of new tools to inspect code quality. The Lead Enterprise Architect confirmed that cyber monitoring systems were in place and NRS used the most up to date tools to inspect code quality.
6. NRS Strategy 2025-2030 Deep Dive – Modernising Civil Registration Deep Dive
6.1 The Lead Enterprise Architect and the Head of Registration provided an overview of civil registration team and opportunities to modernise. Risks were outlined on the complexity, user experience and dependency on the PSN (Public Service Network). A possible approach was provided based on three steps:
- Creation of a strategy
- User engagement
- End-to-end mapping
6.2 In discussion, NXD’s questioned funding and if the project required funding from NRS or if the SG had been contacted. The Chief Executive confirmed that discussions with SG had taken place on the ‘Spend to Save’ fund across Public Service Reform (PSR) and that NRS was looking to work with local authorities. It was noted that NRS would work with Capgemini as an initial discovery phase to develop an outline case detailing the problem statements which would provide clearer evidence to allow NRS to discuss funding avenues with bodies such as SG/COSLA. Early conversations have involved the Cabinet Secretary in terms of the benefits that this improvement could make to people across Scotland and also towards PSR.
6.3 A question was asked about interactive tools and if NRS had considered using an App for the service. It was confirmed that NRS currently had the provisions to record registrations remotely and although the provision was not available elsewhere in the UK and was hugely popular with customers, it was recognised that current solutions could be modernised to involve new digital technology which would further improve the experience for users and make it more efficient for registrars. The Chair thanked the presenters.
7. NRS Strategy 2025-2030 Deep Dive- Census 2031 Programme Update
7.1 The Director of Census Statistics provided an update and the following points were noted:
- Scottish Government Ministers confirmed they have accepted in principle NRS’s recommendation to hold a census in Scotland in 2031 and that it would be delivered in partnership with ONS and NISRA. This had been publicly announced by NRS on 17 June 2025
- The current focus was on a 2027 test as well establishing programme organisational design to incorporate digital project delivery
- A shared services approach was a key driver for the partnership and would enable NRS to benefit from economies of scale of ONS led procurements
- NRS’s partnership with ONS would be underpinned by a Memorandum of Understanding that would set out how the ‘ways of working’ for that partnership and the commercial aspect in terms of NRS share of costs for ONS led procurements
- As a major SG programme there was an expectation that the 2031 Census would adopt a Digital-first approach with products and services delivered using user centred design. This approach was used in Scotland’s Census 2022 but not consistently across the programme. To help NRS set out a blueprint and design for the programme NRS have recruited digital leadership to structure teams for digital delivery in such a way that compliments ONS delivery. A programme director would be recruited to establish agile delivery across NRS work
7.2 The topic consultation had ended and had been successful with more than 150 additional responses compared to the equivalent exercise for the previous census. Consideration had been given to the use of AI in coding responses. ONS and NRS would be collaborating on findings which included documenting legacy.
8. Any Other Business
8.1 There was no other business discussed.
9. Date and time of next meeting
9.1 Next meeting was scheduled for 12 March 2026.
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