Thursday 25 June 2026
10:00 – 12:20
Hybrid: Lord Clerk Registers Room and Microsoft Teams
Attendees
Alison Byrne NRS Chief Executive (Chair)
Maggie Waterston Non-Executive Director
Tim Wright Non-Executive Director
Jennet Woolford Non-Executive Director
Albert King Non-Executive Director
Anne Moises Non-Executive Director
John McDonough Non-Executive Director
Karis Raeburn FCDO (Foreign, Commonwealth and Development Office)
Linda Sinclair Director of Corporate Services & NRS Accountable Officer
Jane Milne Director of Customer Services Operations & Archives
Delphine Robineau Director of Statistics, Data Services & Census
Tracey Thompson NRS Chief Finance Officer
Scott Robertson NRS Head of Portfolio and Governance (Items 3 and 4)
Adam Bruton NRS Corporate Business Assurance Manager (Item 3)
Matt Deary Head of NRS Policy (Item 5)
Claire Lumsdaine Census 2031 Programme Manager (Item 7)
Sam Harrison NRS BMU – Business Support Manager
Louise Edwards NRS BMU – Secretariat
Apologies:
Michael O’Loughlin Director for Strategy, Delivery and Digital Transformation
Ruth Davies Census 2031 Programme Director
Bryan Robertson Non-Executive Director
1. Welcome, Introductions and Apologies
1.1 The Chair welcomed Delphine Robineau to the meeting as NRS Director of Statistics, Data Services & Census and apologies were listed as above.
2. Review of previous minutes/action log and Declarations of Interest
2.1 Minutes of 11 December 2025
2.1.1 The minutes from NRS Strategic Board meeting on 17 March 2026 were approved and would be published on the NRS website.
2.2 Action log
2.2.1 Action log was reviewed and updated accordingly.
2.3 Declarations of Interest
2.3.1 One declaration of interest was noted. Tim Wright advised that he was a trustee of the charity Dementia Heroes. No conflicts were identified.
3. NRS Corporate Plan Update
3.1 The NRS Head of Portfolio and Governance provided an update on the NRS Corporate Plan and highlighted the following points:
The Corporate Plan would be published as a single document for internal and external stakeholders, setting out the organisations purpose, values, challenges, and financial position
Performance would be measured through strategic KPI’s, milestones and resource alignment
A supporting Milestone chart would also be published alongside the plan, showing how milestones across seven value propositions support strategic themes, including timelines, budgets and funding assumptions
3.1.2 NXDs welcomed the Corporate Plan, noting it was clear, accessible and well-structured. In discussion the following points were noted:
It was highlighted that the plan “brought to life” the work of the organisation, improving visibility of what NRS delivers
NXDs noted the importance of the plan being kept up to date through annual reviews to track progress. They also emphasised the need for clear prioritisation, particularly in light of financial constraints, including identifying activities that no longer aligned with strategic priorities
It was suggested that the Corporate Plan be shared more widely with the Scottish Government (SG) to increase awareness of NRS activity and delivery. The Chair noted that SG had engaged on relevant aspects of the plan and that further engagement was planned
3.2 NRS Corporate Plan Update – Draft Strategic KPI’s
3.2.1 The NRS Corporate Business Assurance Manager highlighted that the draft Strategic KPI framework had been refined following a EMT deep dive. The following points were noted:
The framework represented a shift to a more strategic, outcome-focused approach to performance measurement, aligning KPI’s with organisational objectives and external value
It was noted that this was NRS's first formal strategic KPI framework, informed by benchmarking with other organisations
The framework strengthened alignment to the NRS Corporate Strategy through a focus on customer and public value, transformation, data as a strategic asset, organisational performance and long-term sustainability
The KPI set was simplified to reduce duplication and create a more focused Board-level framework
Further work was required to finalise baselines, definitions and reporting arrangements ahead of implementation
3.2.3 NXDs welcomed the shift to a more strategic, outcome‑focused approach, with KPI’s more clearly aligned to organisational objectives. In discussion the following points were raised:
NXDs emphasised the need for meaningful and measurable KPI’s, particularly in relation to data use, impact and service modernisation
It was noted that measuring the impact and value of data presented challenges and that further work was required to develop suitable indicators. Census 2031 test activity was suggested as a potential KPI
NXDs highlighted the importance of maintaining a clear link between KPI’s and delivery, supported by effective monitoring and reporting
NXDs also emphasised the need for robust baselines and benchmarks to support performance tracking
4. Portfolio Report 26/27 – Baseline list of projects and programmes
4.1 The Head of Portfolio and Governance provided an update on the portfolio report 26/27. This covered:
A baseline portfolio of programmes and projects had been established, providing a clearer view of planned delivery and change activity across NRS
The portfolio supports improved visibility, alignment with the Corporate Plan and strategic priorities, and a more joined-up approach to portfolio management
The baseline supports, progress monitoring, identification of risks, issues and dependencies and improved prioritisation and decision-making
The portfolio would be reviewed regularly to ensure alignment with organisational priorities, resources and financial constraints
Work was underway to strengthen portfolio reporting, governance arrangements and benefits tracking
4.2 NXDs noted the development of the baseline portfolio, recognising the improved visibility of projects and programmes across the organisation. In discussion the following points were raised:
NXDs highlighted the value of a clear, consolidated portfolio to support prioritisation and decision-making
The importance of aligning the portfolio with organisational priorities, available resources and financial constraints was emphasised
The need for strong monitoring, reporting and benefits realisation, including oversight of risks, dependencies and delivery progress was noted
NXDs queried the reporting burden; it was noted that this was managed through regular updates from project managers
The importance of ensuring the portfolio supports strategic outcomes and long-term sustainability was emphasised
5. Service Planning Review
5.1 The Head of NRS Policy provided an update on the Service Planning Review and highlighted the following points:
The review was initiated in response to financial pressures and the need for a more sustainable operating model
A baseline of NRS services had been established, improving visibility of service delivery and usage
Data gathering was largely complete, with further refinement ongoing
The next phase would be focus on identifying efficiency and income opportunities and informing decisions on prioritisation, investment and potential service changes
The review would be to support financial sustainability, digital transformation and Public Service Reform, while strengthening the evidence base for future decision-making
Change of name service review was highlighted as a practical example of how the work can support service improvement and efficiency
5.2 NXDs recognised the progress made in the Service Planning Review. In discussion the following points were noted:
The level of detail was welcomed, particularly in improving understanding of costs, demand and income generation
Greater clarity on the cost and revenue of charged services was considered beneficial
It was noted that the review provides a strong basis for engagement with the Scottish Government (SG) and could be shared more widely
The importance of clearly articulating NRS's role in supporting life events across Scotland was emphasised
6. Future Financial Sustainability
6.1 The NRS Chief Finance Officer presented an update on Future Financial Sustainability and highlighted the following points:
NRS had received a flat cash settlement of £28.35m for 2026/27–2028/29, representing a real-terms reduction, with no funding certainty beyond this periods
Income targets continue to increase, reaching £7.4m in 2026/27, with no additional funding for pay, inflation, estate maintenance or strategic programmes
Four financial scenarios were presented:
Scenario 1 (Status Quo): short-term balance only, with a funding gap emerging from 2027/28
Scenario 2 (Income and Fee Uprating): improves the medium-term position but was not sustainable
Scenario 3 (Invest-to-Save): strengthens medium-term resilience but was dependent on successful delivery
Scenario 4 (Foundation Model): a transformational option providing long-term financial sustainability
The Foundation Model would enable retention and reinvestment of income, access to external funding and greater financial stability
Key risks include delivery capacity, income realisation and estate pressures
Scenario 4 was identified as the only long-term sustainable option, with Scenarios 2 and 3 providing interim improvements
6.2 The Chair advised that the new Minister for Public Finance had approved the fees consultation, enabling progress on proposed changes to fees and charges.
6.3 The Director of Corporate Services & NRS Accountable Officer noted that further discussion was required at EMT and invited views on the overall direction of travel. In discussion the following points were raised:
NXDs welcomed the range of scenarios presented, particularly the consideration of innovative and transformational option
Questions were raised about future income projections; it was noted that these were based on conservative assumptions and demand-led services
Discussion focused on Scenario 4 (Foundation Model), including the profile of benefits and the need to ensure delivery remained realistic and achievable
The Chair highlighted that the outcome of funding bids remained a key risk and might require the scenarios to be revisited
It was noted that the assumptions had been informed by benchmarking with comparable organisations and would be refined as funding decisions were confirmed
7. Census 2031 Update
7.1 The NRS Census 2031 Programme Manager highlighted the following key points:
The programme continued to make good progress, with delivery on track and risks under regular review
Progress had been made in strengthening leadership, governance and programme planning, including improvements to financial and performance reporting
Key areas of focus include:
Delivery of the Census test
Development of a fully integrated programme plan
Continued alignment and collaboration with the Office for National Statistics (ONS)
The programme was moving towards a hybrid delivery model, combining digital and field approaches to maximise response and coverage
Key risks include dependencies on ONS timelines, programme complexity and the maturity of planning
Mitigating actions include strengthening programme capability, governance and assurance arrangements, alongside continued collaboration with ONS
7.2 NXDs welcomed the progress made on Census 2031. In discussion the following points were noted
Questions were raised about the Target Operating Model (ToM), including timescales and external support; it was noted that work was due to commence shortly and external support was being finalised
Assurance was sought on alignment with ONS and NISRA, with confirmation that collaboration remains ongoing and plans would remain flexible as they develop
An update was requested on the Memorandum of Understanding (MoU); it was noted that this was close to finalisation, with discussions continuing on governance, financial delegation and intellectual property
The importance of strong assurance and capability was highlighted given the complexity of the programme and potential single points of failure. Assurance was supported through a range of mechanisms and close working with ONS and NISRA
The Chair emphasised the importance of maintaining the right balance of skills, experience and operational expertise
Members noted that learning from NISRA had been valuable and continues to inform programme development
8. Any Other Business
8.1 No other business was raised.
9. Date and time of next meeting
9.1 Next meeting was scheduled for 10 September 2026.
