Board minutes and papers - June 2026

Introduction, apologies, and declaration of interests

1. The Chair welcomed attendees to the meeting.

2. No apologies were received.

3. The Board noted a new declaration of interest from Dónall Curtin, Non-Executive Director, in relation to an appointment to the Board of the Scottish Fire and Rescue Service. The Chair recorded congratulations on the appointment. No other declarations of interest were recorded.

4. The Chair announced the outcome of the recent Non-Executive Director recruitment exercise. Four new Non-Executive Directors had been appointed and, subject to availability, would attend the September Board meeting as observers before formally joining the Board in December.  The Board noted that induction activity would take place throughout October and November. The Board noted that biographies and formal communications would be circulated in due course.

5. The Chair thanked those who had supported the recruitment process from both executive, non-executive and wider colleague perspectives.

6. The Board noted that Elaine Melrose had agreed to be the Board observer. 

   
   Agenda items to be taken in Private & Papers to be labelled for long term retention

7. The Board approvedthe transparency recommendations as proposed, including the items to be taken in private, the papers to be published with sensitive annexes withheld, and the papers to be published in full. 

   Minutes of March 2026 Board

8. The Board approved the March 2026 Board minute as drafted and agreed that it should be published alongside the papers approved for publication.

Action Log Review

9. The Board agreed that the following actions are now complete and can be closed as proposed: 
   • 7056 & 7057

   Institute of Customer Service Speaker

10. The Board welcomed the Chief Executive of the Institute of Customer Service, who provided an external perspective on customer service, organisational performance and the relationship between customer outcomes and employee engagement.

11. The Board heard that high-performing organisations viewed service as a strategic business asset and that the design of services should begin with customer need rather than with technology solutions. It was noted that customers increasingly expected both effective digital services and access to human support where appropriate.

12. The discussion highlighted the relationship between employee engagement, sense of purpose and customer satisfaction, and the Board noted the importance of maintaining a clear organisational focus on customer outcomes as wider transformation activity progressed.

13. The Board noted the external speaker’s observations and reflected that they provided useful context for the subsequent discussion on the Customer Charter.  The Board emphasised the importance of ensuring that the next Corporate Plan is developed with a clear focus on meeting customer needs

14. The Board thanked the Chief Executive of the Institute of Customer Service for the thought-provoking presentation.  

    Customer Charter

15. The Board considered the proposed Customer Charter and the supporting paper.

16. The Board welcomed the work undertaken to develop the Charter and noted the breadth of engagement that had informed it. Members considered that the Charter set out a clear statement of commitment to customers and supported the strategic ambition to deliver the best public sector service for Scotland by 2030.

17. The Board discussed the proposed performance metrics and emphasised the importance of ensuring that external reporting was meaningful, transparent and accompanied, where appropriate, by an explanation of remediation activity when performance fell below target. Members indicated that performance information should explain both the result and the organisational response.

18. The Board discussed accessibility, including the use of plain English and the position on other languages, and noted the explanation that translation support could be accessed where required.

19. The Board also discussed a number of drafting and presentation points within the Customer Charter. This included the framing of the section on customer responsibilities, where members suggested that the language could be more positively positioned to emphasise how customers can help the organisation deliver a better service, rather than appearing to place obligations on customers.

20. The Board highlighted the importance of consistency in terminology throughout the document, noting in particular the use of differing terms such as ‘working days’, ‘business days’ and other measures of time, and recommended that a single approach should be adopted to avoid confusion.

21. The Board also questioned the clarity and ambition of specific service targets, including response times, noting that in some areas the targets appeared less ambitious than current performance levels. The Board suggested that targets should be reviewed to ensure they are clearly articulated, reflect actual performance where appropriate, and strike the right balance between being realistic and sufficiently stretching.

22. The Board further suggested that the positioning of key messaging within the document could be strengthened. In particular, members considered that the closing narrative, emphasising the Charter as part of an ongoing journey and inviting feedback and continuous improvement, would be more impactful if positioned at the outset of the document to provide clarity of intent and reinforce transparency.

23. The Board endorsed publication of the Customer Charter, subject to minor amendments reflecting the discussion.

24. The Board supported transparent external performance reporting against the Customer Charter and agreed that the Board should retain visibility of that reporting.
25. The Board agreed that the Charter should be reviewed in practice after an initial period of operation in order to assess performance, the effectiveness of measures, and any need for refinement. 

    Board Performance Monitoring by exception

26. The Board considered the Year 5 performance monitoring paper by exception, including progress against the delivery plan, financial performance and customer satisfaction results.

27. The Board noted assurance that overall delivery remained broadly in line with forecast, that expenditure was being managed within expectation, and that the break-even position remained broadly positive, although there remained some uncertainty linked to income variability and emerging expenditure pressures, including cyber and resilience requirements.

28. The Board scrutinised the position on capital funding and requested that any future allocation or use of available capital headroom should be clearly distinguished in reporting. Members stressed the importance of ensuring that any capital expenditure remained aligned to strategic need and wider government priorities.

29. The Board discussed workforce and recruitment challenges, including the difficulty of securing permanent colleagues in specialist areas, and noted the wider impact this could have on productivity and sustainability.

30. The Board considered casework, automation and customer satisfaction trends. Members noted that, while some metrics were positive and automation performance was improving, continued focus would be required on the age and volume of casework, customer dissatisfaction drivers, productivity and workforce capability.

31. The Board highlighted the strategic importance of linking people capability, employee engagement and customer outcomes, and agreed that this should inform further work for the next Corporate Plan period.  The Board agreed that a fuller discussion would be tabled at the September Board on people capability, workforce development and the organisational conditions required to support delivery of the next Corporate Plan.

32. The Board noted that, overall, performance at the start of the year was positive, while emphasising the importance of maintaining focus and avoiding complacency. 

    KRR by Exception & CP 27 – 32 Risk Appetite

33. The Board considered the paper presented and was invited to review the proposed updates and endorse the recommended changes to the Operational Delivery and Information & Data risk appetites.
34. The Board supported the proposal to introduce a new subcategory within Operational Delivery to reflect resilience and operational continuity requirements. Members recognised the importance of clearly articulating expectations in this area and noted that the suggested risk appetite was appropriate to ensure stability and reliability of core services.

35. The Board considered the proposal to evolve the risk appetite for open casework over time. Members acknowledged that a Minimalist risk appetite remained appropriate while reducing casework remained the organisational priority; however, the Board recognised that, as performance improves, maintaining such a restrictive appetite could limit flexibility in resource deployment and constrain delivery of future strategic objectives. The Board therefore supported a phased approach, moving to a more balanced position at the appropriate point.

36. The Board discussed the proposed change to the Information & Data risk appetite. Members recognised the tension between an aspirational position of openness and the practical constraints imposed by legal, regulatory and assurance considerations. The Board agreed that a more cautious position was appropriate in the short term to reflect current organisational maturity and to ensure alignment with existing legal and regulatory expectations, while maintaining an ambition to evolve this position over time as confidence in data quality, governance and usage increases.

37. In discussion, members highlighted the importance of ensuring that the overall risk framework remains aligned to the next Corporate Plan and is subject to ongoing review as that plan develops. The Board noted that this would not be a one‑off decision and that further refinement would be required as organisational capability and priorities evolve.

38. The Board also considered the balance between maintaining appropriate control and enabling innovation. Members recognised that the organisation must retain the ability to pursue innovative activity while ensuring that risk is managed proportionately. The Board noted that, where higher‑risk or more innovative activity sits outside core business, it may be appropriate for this to be managed through distinct governance arrangements, ensuring that the core organisation’s risk position remains clear and coherent.

39. The Board discussed the presentation and interpretation of certain risk assessments, including cyber-related risk, and emphasised the importance of ensuring that risk scoring and articulation are clear, proportionate and appropriately communicated, particularly where information may be subject to external publication.

40. The Board also noted the increasing prominence of emerging risks, including those associated with artificial intelligence, and the importance of ensuring that appropriate governance, oversight and risk management approaches are in place. Members supported continued monitoring of these risks within existing governance structures, with the potential to refine their treatment within the risk framework as organisational understanding matures.

41. The Board highlighted the importance of ensuring consistency across risk categories, particularly in relation to resilience and recovery, and sought assurance that these elements would be considered holistically within the overall risk framework.

42. The Board endorsed the recommended changes to the Operational Delivery and Information & Data risk appetites, as set out in the paper, noting that further refinement would be required as part of the development of the next Corporate Plan. 

    Audit and Risk Committee Update

43. The Board received the update from the Audit and Risk Committee Chair and noted the revised reporting format, which members considered to be clear and helpful in highlighting matters requiring Board attention.

44. The Board discussed the respective roles of the Board and the Audit and Risk Committee in relation to cyber and information security. Members agreed that the Board should retain overall accountability and strategic oversight, while detailed scrutiny and challenge should continue to sit with the Committee in order to avoid unnecessary duplication. The Board also considered whether the current arrangements provided sufficient access to relevant expertise and noted that there was flexibility for additional expertise or interest to be drawn into Committee discussions where helpful.

45. The Board noted that cyber continued to operate in a dynamic risk environment and that both the Board and the Audit and Risk Committee should remain appropriately sighted on progress. Members agreed that the delineation of responsibilities was sensible, while emphasising that the Board should continue to receive sufficient assurance from the Committee on the effectiveness of scrutiny and mitigations.

46. The Board noted the ongoing focus of the ARC in ensuring IR35 compliance.

47. The Board discussed governance arrangements for artificial intelligence and data, including how oversight should operate across the Executive, relevant steering groups, the Audit and Risk Committee and the Board. Members noted the importance of ensuring that opportunities associated with AI are pursued in a controlled and responsible way, with appropriate regard to information governance, data protection and wider organisational risk.

48. The Board noted that a further update on AI governance, risks and use cases would be brought to the September Board meeting.  

    Annual Reports and Accounts Update

49. The Board considered the initial draft of the Annual Report and Accounts and provided final feedback ahead of formal approval.

50. Members discussed the balance between compliance and accessibility, noting opportunities to strengthen the narrative for external audiences, including clearer storytelling of financial performance, the transition in account presentation over the next two years due the start and end of corporate plan periods, and the use of visual aids to explain trends and the drawdown of open casework.
51. The Board challenged what “good” looks like in this context and noted that benchmarking and external good practice had been considered, including National Audit Office guidance. It was also noted that external auditors have historically been complimentary of RoS's approach to annual reporting.

52. The Board discussed opportunities to improve accessibility, including consideration of a shorter summary version, while noting existing communications channels that support external understanding.  Members highlighted the importance of ensuring proportionality, given the relatively low readership of the document.

53. The Board noted that further refinement would be undertaken and that an updated version would be brought to the September meeting for final endorsement. 

    Customer Insight Hub Lunchtime Showcase

54. The Board received an overview of the Customer Insight Hub during a lunchtime showcase.  The Chair noted her thanks to the colleagues involved in delivering this showcase. 

    Statutory Fee Review Project Update

55. The Board considered the update on the Statutory Fee Review and the context provided by the Chief Financial Officer, including the strategic intent of the fee review to ensure that core services remain self‑sustaining, support delivery of organisational objectives, and provide flexibility to respond to future policy priorities. The Board also noted that further financial modelling would be presented at a future meeting as part of the development of the next Corporate Plan.

56. The Board considered the overall financial context, noting emerging pressures and the importance of aligning the outcome of the fee review with longer‑term financial sustainability and the delivery of the next Corporate Plan.

57. The Board emphasised the importance of a clear, evidence‑based case for change to underpin any proposed fee changes, including articulation of efficiencies delivered to date, investment undertaken and the drivers of future financial pressures. The Board noted that this narrative would be critical for both internal decision‑making and engagement with Ministers.
58. The Board discussed the various options that could be considered in relation to fee changes, including fee structures, banding, distribution, inflation and wider policy considerations. Members noted that these matters would require further development before any options were brought forward for Ministerial consideration.

59. In relation to information and access fees, the Board noted opportunities to review charges to ensure they remain appropriate and proportionate, while recognising the wider value delivered by the organisation, including support to the broader economy and public benefit.

60. The Board highlighted the importance of clearly linking fee proposals to customer outcomes and wider system value, including how changes would support improved service delivery, accessibility and efficiency, and the effective operation of the property market.

61. The Board noted the importance of understanding the external and political context, including the need to present a well‑structured set of options supported by a clear evidence base and articulation of impacts, and to undertake appropriate stakeholder engagement and consultation.

62. The Board noted that further work was required to refine the options and underlying financial position, and that a more detailed view would be brought forward alongside the development of the next Corporate Plan.

63. The Chair thanked the Board for the strategic advice and challenge on the approach and agreed that the Executive Management Team should continue to develop a range of options, supported by a clear narrative and evidence base, for consideration in advance of engagement with Ministers. 

    Operational Resilience Plan Approach & Cyber Resilience Update

64. The Board considered the update on operational resilience and cyber resilience.

65. The Board noted progress made to date in strengthening resilience capability, while recognising that further development is required to ensure a sustainable and enduring model in line with organisational ambitions.

66. The Board supported the proposed approach of utilising external expertise alongside ongoing recruitment activity, with the aim of enhancing pace and capability in the short term while continuing to build internal resilience capability over time.
67. The Board discussed assurance in relation to resilience arrangements at a high level and noted improved assurance following discussion, relative to the position set out in the paper.

68. The Board noted the importance of continuing to strengthen assurance through the testing of resilience and business continuity arrangements and encouraged the acceleration of this activity, particularly in areas where testing had not yet been completed, to support the organisation's overall resilience objectives.

69. The Board emphasised that priority should be given to progressing delivery and strengthening capability, with a proportionate approach to reporting to ensure that effort is focused on achieving tangible outcomes.

70. The Board noted the importance of ensuring that future reporting provides a clear and balanced view of progress, reflecting both capability development and areas for ongoing improvement. 

    DDaT Strategy

71. The Board considered the DDaT Strategy and the revised draft presented.

72. Members welcomed the significant development of the paper since the previous discussion and considered that it now provided a clearer and more transparent articulation of priorities and direction of travel.

73. The Board acknowledged that formatting, accessibility and communications work remained in progress but considered that the technical and strategic content was now sufficiently developed to support endorsement.

74. The Boardendorsed the direction of travel in the DDaT Strategy, noting that further work on format and communication would continue.  In doing so, the Board highlighted the importance of reflecting appropriate quality assurance and control considerations within the implementation approach and agreed that the strategy should be shared with incoming Non-Executive Directors as part of their induction arrangements. 

    Corporate Plan 27-32 - Target Operating Model Progress Update

75. The Board considered progress on development of the Target Operating Model and the capability-led approach being used to support the next Corporate Plan. The Board endorsed the capability-led approach as an appropriate framework to inform the development of the Target Operating Model and the next Corporate Plan.

76. The Board discussed the distinction between differentiating, keeping pace and keeping the lights on capabilities, and provided strategic challenge on how these categories should be used to inform future prioritisation, investment and organisational design.

77. Members stressed the importance of using the capability work to support practical decisions about where improvement, disinvestment or redesign would be required and cautioned against over-investing effort in high-level categorisation without a clear route into delivery planning.  In considering the next steps, Members agreed it would be helpful for the September Board meeting to receive the next iteration of the Target Operating Model alongside the five-year roadmap, including an assessment of confidence in the organisational capabilities required to deliver it.

78. The Board noted that the next stage of the work would involve further socialisation with senior leadership colleagues, gap analysis and refinement to align with the emerging Corporate Plan.

79. The Board welcomed the progress made and recognised the value of the support and challenge that had informed the work to date. The Chair’s thanks were extended to Mhairi Kennedy for her support with this work. 

    Health & Safety Annual Report

80. The Board considered the Health & Safety Annual Report.

81. The Board noted the low number of recorded incidents and discussed the wider wellbeing context, including the organisation’s mental health support arrangements, incident response capability and the importance of maintaining an environment that supported colleagues effectively.

82. Members noted that workload and overload remained important considerations in relation to wellbeing and welcomed the ongoing focus on support mechanisms and organisational learning.

83. The Board endorsed the report for external publication. 

    Board Effectiveness Review Proposal

84. The Board were content with the Board Effectiveness Review questionnaire as drafted and noted the intention to issue the survey in July 2026 using Microsoft Forms and to bring the outcome back to the September Board meeting. 

    Open Board Discussion

85. The Chair introduced the unstructured discussion slot to allow conversation on items outwith the formal agenda that are of interest to members. The Board discussed the following topics and no formal decisions were taken:   
    • Public Service Reform agenda and Scottish Government priorities
    • SNP Manifesto commitment- Members agreed that the Board should continue to receive updates through regular reporting as exploration of the commitment progresses.
    • SG Ministerial appointments and RoS alignment
    • Modern Apprentices – the Board requested an update on the modern apprentices, and it was agreed that an update would be included in the Keeper’s June written update to NXDs.

    Papers for Noting

86. The Board noted the following papers: 
    • Annual Compensation Update & Fraud Reporting
    • Finance Systems Upgrade Update – the Board noted the update on finance systems and the position on future HR system integration and sought continued visibility of progress, it was agreed that a further update on this would be provided at the September meeting.
    • Supporting Services Review Next Steps
    • Gartner year-end report
    • Governance Risk Discussion Tracker
    • Year 4 Forecast Review
    • Financial delegations - action 7057 update

    Items to be delegated to ARC

87. No items were delegated to ARC. 
    

    Board Observer Feedback

88. The Chair invited Elaine Melrose, to provide Board observer feedback.

89. The Board noted the following points from the observer feedback: 
    • Sufficient time was available for discussion across agenda items, with the overall pacing of the meeting considered appropriate without requiring strict adherence to timings.
    • The customer service session provided an effective scene‑setting discussion, which informed and enhanced consideration of subsequent agenda items, including the Customer Charter and the inclusion of an external perspective was valuable in stimulating thinking and enriching discussion.
    • The performance report remained a critical element of the agenda; however, consideration could be given to reviewing the frequency and format of discussion to ensure maximum value, including whether a revised rhythm could be adopted.
    • Risk discussions are evolving within a more dynamic operating environment, which may require ongoing adaptation of the Board’s approach.
    • The Customer Insight Hub session was a useful and proportionate way to provide insight into operational activity.
    • The cyber risk will continue to require significant Board attention, and consideration should be given to ensuring sufficient space for high‑quality discussion while maintaining balance across the agenda.
    • The statutory fees work was a key area of focus, and its continued development will be of importance to the Board.
    • Elements of the DDaT Strategy could potentially be progressed more quickly in order to support a stronger focus on delivery.
    • Consideration should be given to how best to use the Board’s time, including when to utilise workshop-style engagement, formal papers, and discussions outwith the formal meeting to maximise the value of Board input.
    • In relation to the Year 5 performance report, it would be helpful for papers to be clearer on the specific advice being sought from the Board, particularly where performance is not at the desired level.
90. The Board thanked Elaine for the helpful observations.  

    Close

91. The Chair thanked attendees for their contributions and closed the meeting. 

    Date of Next Meeting

92. The Board noted that the next BAU Board meeting will take place on 07 – 08 September in Saint Vincent Plaza, Glasgow.

Related publications

• Corporate Delivery Plan Year 5