Minutes of the Leadership Board: 17 July 2025

Present

John Logue, Crown Agent and Chief Executive (Chair)

Emma Forbes, Procurator Fiscal Policy & Engagement

Marlene Anderson, Director of Finance and Procurement

Jonathan Shebioba, Director of Support Services

Stephen McGowan, Deputy Crown Agent Litigation

Thomas Lindie, Head of Business Management, Serious Casework Group

Sarah Carter, Director of Human Resources

Lindsey Miller, Deputy Crown Agent Operational Support

Andrew Laing, Deputy Crown Agent Local Court

Jim Brisbane, Director of Strategy

Gavin Anderson, Head of Business Management Local Court

In Attendance:

Jon Millar, Business Development Advisor

Yvette Greener, Government Property Agency

Secretariat:

Frances Ross, Head of Corporate Governance and Business Planning

Matthew Beatie, Corporate Governance Manager

Christopher Hastings, Corporate Governance and Briefing Coordinator

Apologies:

Katrina Parkes, Deputy Crown Agent High Court

Keith Dargie, Head of Business Services

Laura Buchan, Deputy Crown Agent Specialist Casework

The Chair welcomed everyone to the first meeting of the Leadership Board. Introductions were made for Yvette Greener, joining COPFS as the Chief Operating Officer in September, and Christopher Hastings, Corporate Governance and Briefing Coordinator. Apologies were noted for Katrina Parkes, Keith Dargie and Laura Buchan.

The board noted the open actions from Executive Board and Operational Performance Committee which will now be owned by Leadership Board.

The Deputy Crown Agent for Litigation raised that the IOC audit requires ownership until it is completed. DCA Litigation agreed to take forward to find a solution.

The Chair issued an action for the Corporate Governance team to resolve any outstanding actions from previous boards (LB0717(2.3)).

ACTION: Corporate Governance team to work with owners of actions from previous boards and committees and bring back an update to a future meeting.

The Chair introduced the Performance Report (LB0717(3.1)) created by the Corporate Governance team.

The Head of Corporate Governance presented the report to the board seeking feedback as this was the first time the report had been generated. The board gave feedback. The board also agreed that further feedback should be sent by email and the report updated for the next meeting.  

The Chair then passed over to the Director of Finance and Procurement to present the 2024/25 and 2025/26 financial reports.

It was acknowledged that COPFS is currently forecasted to be over budget. The Director of Finance and Procurement mentioned several areas being looked at to bring down this overspend. The Chair asked the Director of Finance to bring a paper to the next meeting providing options for next steps.

ACTION: The Head of Corporate Governance to improve the presentation of the Performance Report taking on the feedback of the other members of the Leadership Board.

The Director of Finance and Procurement to provide a follow up options paper at the August Leadership Board meeting.

It was agreed to deal with this agenda item before dealing with other business.

The Head of Corporate Governance presented the Terms of Reference document (LB0717(5.1)). The Board provided feedback on the document. The Head of Corporate Governance agreed to bring a further draft to the Board.

ACTION: The Head of Corporate Governance to bring an updated Terms of Reference back to the Leadership Board.

The Director of Support Services outlined the paper to create a new Directorate of Transformation and Change (LB0717(4.1)). Discussed that a team of programme managers will be needed to deliver this and that some resources will be centralised. It was agreed that resourcing the team would need to take account of the current financial position.

The Board agreed the approach, subject to the next steps with costing and analysis being completed.

Business Development Advisor introduced the Portfolio Plan 2025/26 (LB0717(4.2) and LB0717(4.3)) for approval. The Board provided feedback on the elements of the plan and asked that a further final version is developed.

DECISION: The Board agreed the proposal for the creation of an enhanced Directorate of Transformation and Change, subject to further analysis.

ACTION: Board members to work with the Business Development Advisor to finalise the Portfolio Plan ahead of the August Leadership Board.

Director of Human Resources presented the paper giving an update on work in HR to support the move to the new functional structure. The Chair thanked HR for the work to date.

The Director of Finance and Procurement noted that the functional changes will mean that finance forecasting will change.

The board asked details of the transition plan for functional changes including how it will be communicated to staff.

ACTION: Designed for Success programme to bring a paper outlining the transition plan to the next Leadership Board meeting.

The paper was noted.

The paper was noted.

The board noted plans for BPIC to continue until the Change Board is operational.

The board noted no other business to be dealt with and concluded the first Leadership Board meeting.