Minutes of the Leadership Board: 21 May 2026

Meeting held on 21^st May 2026 in conference Room 1.

Board members present:

John Logue, Crown Agent and Chief Executive (Chair)

Lindsey Miller, Deputy Crown Agent and Legal Director Local Court

Stephen McGowan, Legal Director Litigation

Katrina Parkes, Legal Director High Court 

Laura Buchan, Legal Director Deaths Investigations

Marlene Anderson, Director of Finance, Procurement and Estates

Sarah Carter, Director of Human Resources

Lindsey McIntosh, Director of Performance and Service Improvement

Jenny Stewart, Director of Transformation and Change 

Jonathan Shebioba, Head of Business Management Local Court 

Gavin Anderson, Head of Business Management Deaths Investigations

Thomas Lindie, Head of Business Management National Casework

Rahul Singh, Chief of Staff

Katie Woods, Head of Chief Operating Officer Office

In attendance:

Rachele Comrie, Senior Business Partner – Performance

Fiona Roberts, Head of Management Information Unit

Secretariat: 

Frances Ross, Head of Corporate Governance 

Matthew Beattie, Corporate Governance Manager 

James Wall, Assistant Private Secretary (Secretariat)

Apologies:

Yvette Greener, Chief Operating Officer

Rachael Weir, Director of Policy

Keith Dargie, Chief Digital Officer

The Crown Agent welcomed attendees and noted apologies from Yvette Greener, Rachael Weir and Keith Dargie.

The minutes of the previous meeting were approved.

The Board reviewed the Action Log, noted updates provided, and agreed the closure of completed actions.

The Director of Performance and Service Improvement provided an update on service-wide risk assessments and highlighted constructive engagement with Legal Directors and Heads of Business Management. The Director noted that a snapshot of risks in COPFS was shared with the Audit and Risk Committee (ARC) at its May meeting, with ARC members noting the level of red risks. The Board noted that the risk profile at COPFS reflects improved identification and development of existing risks rather than deterioration in the overall risk profile.

The Board noted ongoing work to mature directorate risk registers and to strengthen the use of performance and risk data to inform decision-making. A further update will be provided at a future meeting.

The Chair introduced Paper LB0526(3.1) (Performance Dashboard – May 2026).

The Corporate Governance Manager noted the reformatting of the dashboard, providing an improved view of Business Plan performance. The dashboard includes performance over the previous five months, where available, enabling clearer identification of trends over time. The Board noted that, for measures relating to the 2026–27 COPFS Business Plan, seven were on target, two were at risk, eight were off target and two had no data available.

The Corporate Governance Manager added that several measures are newly introduced and that trends will become clearer as further data becomes available.

The Director of Performance and Service Improvement proposed the development of a short narrative paper to support interpretation of key performance metrics and risks.

The Crown Agent and Chief Executive thanked the Corporate Governance Manager for the reformatting of the performance dashboard and the resulting improvement in data visualisation.

The Board discussed areas of underperformance, including sickness absence, and agreed that a coordinated approach between HR and functions is required to support earlier intervention and resolution of long-term absences. The Chair requested assurance that functions have clear plans in place to address off-target measures and that progress is being actively monitored.

Performance across National Casework and Local Court functions was considered. While some improvement is evident in specific measures, risks remain in relation to case volumes and operational pressures. The Board emphasised the importance of continued monitoring, active management and timely intervention.

The Chair raised concerns regarding delays between Board decisions and their implementation, citing the example of staff transfers to National Casework. The Board reflected on lessons learned, including the need for earlier engagement, clearer planning and improved coordination to support delivery of agreed actions. Functions outlined activity underway to improve performance, including restructuring, revised processes and targeted interventions to support delivery of KPIs.

The Corporate Governance Manager reminded members of the request from Corporate Services to complete outstanding PARs and to cascade this request through their functions. The Director of Human Resources agreed to share PAR completion data with members.

The Director of Finance, Procurement and Estates provided an update on the financial position. The Board noted the forecast underspend position and recognised emerging risks relating to future forecasting and budget pressures, including the impact of accounting adjustments and broader financial planning assumptions. The Board noted that the first 2026–27 forecast will be presented to the June Leadership Board, based on the May month end.

The Director of Performance and Service Improvement provided an update on the development of the Performance and Assurance Framework. The Board noted that further work is required prior to circulation and agreed that a paper setting out the proposed approach will be brought to a future meeting.

The Head of Business Management for Deaths Investigations introduced Paper LB0526(5.1) (Leadership Board – Digital Device Assurance – May 26).

The Board noted progress in developing a consistent approach to tracking digital device examination requests, including a proposal to record submissions within PROMIS to address current limitations in data capture and oversight.

The Board noted that the proposals also introduce a structured quality assurance process, including the formal checking of requests, to address recommendations arising from the ICO audit.

The proposed approach is subject to final approval through functional governance processes, with implementation expected from June 2026. The Board emphasised the importance of data quality, consistent application of assurance processes and the role of leadership in driving compliance. The Board agreed that responsibility for data accuracy should form part of relevant staff roles and objectives.

The Head of Business Management for Deaths Investigations confirmed that a further paper will be provided to the Leadership Board in June to update on implementation.

The Head of Corporate Governance introduced Paper LB0526(6.1) (Governance Framework - May 2026).

The Board noted that the framework provides a clear governance structure for COPFS, including defined roles and responsibilities across the senior leadership team.

The Board discussed the proposed model and agreed the overall direction of travel, subject to refinement. Areas identified for further development included clarity of governance arrangements across groups, and review of committee remits and membership.

The Head of Corporate Governance confirmed that an updated draft incorporating the feedback would be circulated to members via email for approval. The Chief of Staff added that the Terms of Reference of the various bodies under the new governance framework will be kept under review for a period of six months and noted thanks to the Corporate Governance team.

The Director of Human Resources introduced Paper LB0526(7.1) (Speak Up Champions) proposing the introduction of nominated speak-up champions with whom colleagues can raise concerns about bullying and harassment. 

The Board discussed the proposal, recognising the benefits of early intervention and the need to align with statutory obligations. The importance of learning from other organisations and ensuring clarity of roles, responsibilities and interaction with existing processes was highlighted. The Board noted that further work will be undertaken to refine the proposal prior to implementation.

The Director of Finance, Procurement and Estates introduced Paper LB0526(8.1) (ARC130526 Papers) and provided a brief verbal update, including completion of assurance mapping. The Board noted feedback from ARC and the need to ensure proportionate clarity on actions where assurance gaps are identified.

The decision log was noted.

The closed action log was noted.

The Chair invited any other business; none was raised.

The Chair confirmed the next Leadership Board meeting will be held on 18 June 2026 with the deadline for papers midday on the 12 June 2026.

The Chair closed the meeting.