Minutes of the Leadership Board: 24 September 2026

Meeting Held on 24 September 2026 in Conference Room 1, Crown Office and via Microsoft Teams

Board Members Present:

Yvette Greener, Chief Operating Officer (Chair)

John Logue, Crown Agent and Chief Executive

Katrina Parkes, Legal Director, National Casework

Stephen McGowan, Legal Director, Litigation

Laura Buchan Legal Director, Deaths Investigation

Marlene Anderson, Director of Finance, Procurement and Estates

Sarah Carter, Director of Human Resources

In attendance

Jenny Stewart, Director of Transformation and Change

Lindsey McIntosh, Director for Performance and Service Improvement

Jonathan Shebioba, Head of Business Management, Local Court

Gavin Anderson, Head of Business Management, Deaths Investigation

Thomas Lindie, Head of Business Management, National Casework

Blair Heary, Group Head of Communications

Katie Woods, Head of Chief Operating Officer’s Office

Nic Goldie, Head of Audit, Risk and Assurance

Conor Quinn, Head of Corporate Governance and Business Planning

Rahul Singh, Chief of Staff

Lynne Barrie, Procurator Fiscal Local Court Strategy and Engagement

Crawford Goldie, Corporate Risk Manager (Item 4)

Frances Ross, Stabilisation Lead (Item 7)

Rosie Elder, Deputy HR Director (Item 8)

Secretariat

Fiona Hart, Governance Officer

Apologies

Lindsey Miller, Legal Director, Local Court

Rachael Weir, Director of Policy

1.1 The Chair welcomed members to the meeting and noted apologies received.

2.1 The Board reviewed the draft minutes of the meeting held on 20 August 2026.

2.2 Members approved the minutes, subject to amendments relating to publication arrangements and the inclusion of Laura Buchan in the attendance list.

2.3 The Board reviewed the Action Tracker and noted progress against outstanding actions. Members received updates on a range of actions, including risk management, financial sustainability, National Casework stabilisation, sickness absence and artificial intelligence developments.

2.4 The Chair noted that Actions 37-41 had been substantially completed and were expected to conclude by the end of September.

Decision: The Board approved the minutes of 20 August 2026 as an accurate record, subject to the agreed amendments.

Action: Actions 37-41 to be closed following confirmation of completion that week.

3.1 The Board considered the forward planner and forthcoming programme of business.

3.2 Members discussed the alignment of future Board business with organisational priorities, strategic planning, performance management, risk oversight and governance requirements. In doing so, the Board emphasised the importance of strengthening the integration between performance reporting, workforce planning, risk management, business planning and committee assurance reporting.

Decision: The Board endorsed the proposed programme of business and agreed that future strategic discussions should incorporate workforce, demand and capacity planning considerations.

4.1 The Corporate Risk Manager presented the Corporate Risk Register update.

4.2 The Board noted that the overall corporate risk profile remained stable, with eight Red and three Amber risks currently recorded. Members welcomed evidence that stabilisation activity had positively influenced aspects of operational risk, particularly within Local Court functions.

4.3 The Board discussed current pressures associated with Operational Delivery risk, the effectiveness of existing controls and assurance arrangements, and proposals to strengthen corporate risk oversight through the establishment of a Corporate Risk Register Review Group.

4.4 Members agreed that greater involvement from business areas would strengthen corporate risk discussions and assurance reporting, recognising the importance of drawing on operational and specialist expertise from across the organisation.

4.5 The Board also considered potential topics for a future Audit and Risk Committee Deep Dive and agreed that Workforce and Resource Sustainability would provide the greatest strategic value, given its links to organisational performance, business planning, workforce planning and affordability.

Decision: The Board noted the current corporate risk position, approved the establishment of a Corporate Risk Register Review Group and agreed that Workforce and Resource Sustainability should be the topic of the next Audit and Risk Committee Deep Dive.

Action: Directors to nominate appropriate representatives to participate in the Corporate Risk Register Review Group.

5.1 The Director of Finance, Procurement and Estates presented the latest financial position. The Board noted that the forecast overspend had reduced to £1.7 million, reflecting revised staffing assumptions and increased non-staff savings. Capital expenditure remained broadly on track, although continued monitoring would be required.

5.2 Members discussed the actions being taken to support delivery of a balanced budget, longer-term financial sustainability, workforce affordability and preparations for the 2027-28 budget process. The Board noted that significant challenges remained in relation to the 2027-28 financial position, including workforce costs, increasing demand, inflationary pressures and the potential impact of the Sexual Offences Court.

5.3 Members were advised that revised Scottish Government allocations were expected following the UK Budget announcement and noted the need to support a timely organisational response during the forthcoming budget round.

5.4 The Chair emphasised the importance of ensuring workforce plans remained aligned with affordable/funded staffing levels and agreed budgets.

Decision: The Board noted the current financial position and ongoing work to maintain financial sustainability and deliver a balanced budget.

Action: Directors to ensure workforce plans remain aligned with agreed budget allocations and affordability assumptions.

6.1 The Director of Performance and Service Improvement presented the August 2026 Performance Report and noted that the Head of Audit, Risk and Assurance, would provide temporary oversight of performance reporting arrangements pending the appointment of a Head of Performance and Analysis.

6.2 The Board noted that overall organisational performance remained assessed as Amber and discussed performance across a number of key operational measures, including work in progress levels, National Casework pressures and aged deaths casework.

6.3 Members considered the quality of performance reporting and supporting data assurance arrangements. The Board agreed that future performance reporting should place greater emphasis on trends, organisational outcomes and management information to support strategic decision-making. The Board noted that reporting against the COVID-19 deaths measure required further review, as the information presented was not accurate.

Decision: The Board noted the August 2026 Performance Report and the recovery actions underway. The Board endorsed further development of the performance framework to strengthen reporting on organisational outcomes, trends and assurance.

7.1 The Stabilisation Lead presented an update on stabilisation activity across operational functions.

7.2 The Board noted that demand was forecast to remain at elevated levels through March 2027. Members also noted ongoing pressures within reporting and indicting activity and the continuing importance of supporting staff wellbeing.

7.3 The Board discussed progress of stabilisation activity across National Casework and Local Court functions, including workforce resilience, contingency arrangements, Sheriff and Jury capacity, and risks associated with statutory time limits.

7.4 Members welcomed positive progress within Local Court operations but recognised that significant pressures remained within National Casework. The Board emphasised the importance of maintaining clear milestones, delivery timescales and monitoring arrangements to support effective oversight of stabilisation activity and the benefits being delivered.

Decision: The Board noted progress against stabilisation activity and agreed that the position should continue to be closely monitored.

Action: Stabilisation programme leads to enhance reporting on programme milestones, delivery timelines, key risks and contingency arrangements.

8.1 The Deputy HR Director presented a deep dive on sickness absence.

8.2 The Board noted that long-term absence remained the principal driver of sickness absence levels, with mental health continuing to represent a significant proportion of long-term cases. Members also noted variations across business areas, with absence levels remaining highest within Local Court and Corporate Services functions.

8.3 Members discussed workforce resilience, attendance management arrangements, management capability, early intervention approaches and opportunities to strengthen workforce analytics and reporting. Particular focus was given to attendance levels within Local Court operations, absence rates amongst Band B and Band B+ colleagues, and the role of induction, probation and expectation-setting in supporting attendance.

8.4 The Chair emphasised the importance of consistent application of attendance management policies and timely managerial intervention. The Board agreed that sustainable improvement would require a combination of enhanced management information, stronger accountability, increased management capability and continued focus on organisational culture and wellbeing.

8.5 Members endorsed the proposed Attendance and Wellbeing Improvement Programme and supported further development of workforce analytics and reporting to strengthen oversight and decision-making.

Decision: The Board endorsed the Attendance and Wellbeing Improvement Programme and supported the development of enhanced workforce analytics and management information to improve attendance management.

Action: Directors to reinforce attendance management expectations within their business areas and ensure consistent application of attendance management policies.

Action: People and Organisational Development Directorate to develop enhanced sickness absence reporting and workforce management information.

9.1 The Director of Finance, Procurement and Estates, presented a proposal to introduce Counter Fraud e-learning through SPC Online.

9.2 The Board noted that the training package was available at no cost, was proportionate to organisational requirements and could be supported by appropriate completion reporting arrangements. Members also noted that implementation would initially focus on managers and colleagues with financial responsibilities before being rolled out more widely.

9.3 Members welcomed the proposal and recognised its contribution to strengthening fraud awareness, governance and organisational assurance.

Decision: The Board approved the rollout of Counter Fraud e-learning and associated communications.

10.1 The Head of Governance and Business Planning provided a verbal update on the Strategic Board meeting held on 9 September 2026. The Board noted Strategic Board discussions on financial sustainability, organisational performance, transformation and change, corporate risk and operational delivery.

10.2 Members were advised that Strategic Board scrutiny was becoming increasingly focused on organisational outcomes, benefits realisation and measurable impact. It was noted that Non-Executive Members were becoming increasingly confident in their scrutiny role and were seeking clearer evidence of organisational outcomes, delivery progress and strategic impact.

12.1 The Director of Finance, Procurement and Estates, reminded members that future business plans would need to reflect anticipated affordability constraints for 2027-28.

13.2 The Head of Governance and Business Planning outlined the forthcoming business planning process, including strengthened arrangements for monitoring, review and alignment between corporate priorities, business plans, risk management and budget planning.

13.3 The Chair emphasised the importance of demonstrating measurable progress against organisational priorities, recognising that evidence of improvement remained important even where targets had not yet been fully achieved.

13.4 The Board noted that the Civil Service People Survey had been postponed until 2027 and discussed the need to maintain alternative mechanisms for gathering staff feedback and monitoring organisational culture and engagement.

Action: HR Directorate to publish a Connect update explaining the postponement of the Civil Service People Survey and outlining alternative staff engagement arrangements.

Meeting ended at 12:52pm