Department for the Economy Board minutes 2026 - 24 June 2026

Minutes of the 27 May meeting were agreed without amendment. 

Action Point: Board Effectiveness Review and action plan – An action plan to be drawn up with various actions to be undertaken in advance of bringing it back to the Board. Update – actions in progress.

(name redacted) from PSNI facilitated a cyber-attack exercise with two teams participating. 

• It related to ‘Investing in infrastructure’. Such exercises go through university accreditation with real life scenarios provided by the PSNI.
• The context of the exercise was that the teams had acquired an energy company, and the task was to effectively secure it against cyber threats over a 5-year period. The teams had to consider a threat assessment, policy review and asset audit. The key question is ‘where is the threat?’.
• Following the exercise the results were examined and lessons learned considered.

Michelle Bell presented.

Digital Services Update

• She updated the Board on the progress made in rebuilding Digital Services as a more resilient, business-aligned and internally capable function.
• She highlighted material improvements in cyber security, including alignment to the NCSC Cyber Assessment Framework and preparation of critical systems for GovAssure.
• She asked the Board to note the expansion of Digital Delivery, Digital Transformation and Cyber capability, and the increasing demand from business areas for earlier digital support and assurance.
• She asked the Board to note strong progress in responsible AI adoption, including Copilot rollout, governance and staff engagement.
• She highlighted the principal strategic risks ahead: funding, specialist workforce capacity and long-term sustainability.
• The Board endorsed the recommended actions.

Digital Action Plan 2026/27

• The Department faces a substantial pipeline of digital demand for 2026/27, with pressure to replace manual processes, modernise legacy systems, and improve data and reporting capability.
• High-criticality operational systems linked to statutory, financial, or service delivery requirements.
• Continued reliance on manual and spreadsheet-based processes across several business areas.
• Increasing demand for improved data integration, dashboards, and reporting capability.
• Risk of fragmented delivery if similar requirements are progressed independently rather than through common platforms or shared solutions.
• The Board endorsed the recommended actions.

(name redacted) presented.

• (name redacted) advised that AI work needs to be strategically prioritised and appropriately governed. 
• Potential AI use cases must be evaluated for viability with the Board setting strategic direction. 
• AI use case ideas should be sought from business areas, with Digital Services assessing viability and bringing forward proposals to the Board.
• Consumption-based services will necessitate careful oversight and management of associated costs.
• A business case AI tool is being developed.  
• Copilot does not currently integrate with the Department’s records management system; options are being explored.
• There is emerging evidence of improved staff satisfaction and efficiency associated with Copilot; further evaluation will be undertaken to assess this. Estimated productivity benefits are subject to assumptions but indicate a multiple of the associated licence costs.
• The use of AI to assist with responses to Assembly Questions is currently under exploration.
• Plans are in place to reconstitute the DfE AI Influencers Group, with nominees to be sought.
• Action: A paper with a list of potential prioritised AI use cases to be provided to the Board
• The Board endorsed the recommended actions.

(name redacted) presented.

• The purpose of the Target Operating Model (TOM) is to establish a sustainable digital operating model that will enable the Department to modernise services, strengthen digital capability, and reduce reliance on external suppliers.
• A gap remains in the technical capacity and capability required to support transformation at scale.
• Proposals are that Digital Services Branch will act as a strategic enabler for the Department. Business areas will remain accountable for policy and service outcomes, while Digital Services Branch provide the digital platforms, professional expertise, governance and technical assurance to support delivery.
• There is a requirement for three additional specialist ICT posts during year 1 to help establish these critical capabilities.
• The draft TOM is expected to be available to Senior Management by 10 July.
• It was added that there is an overall NICS Digital model and there are plans to have an NICS Chief Digital Officer this year.
• The Board endorsed the recommended actions.

(name redacted) presented.

• The Department’s Cyber Security capability and maturity have improved significantly.
• Our Cyber Security Improvement Plan has addressed several weaknesses identified though previous audits.
• Our Cyber Security Incident Response Plan has been reviewed and updated.
• Cyber risk continues to be managed through established governance arrangements.
• The Department has made strong progress in aligning with the National Cyber Security Centre’s Cyber Assessment Framework.
• Progress has been made with our GovAssure programme.
• A number of critical business systems have been identified for assessment, with an initial independent assessment now completed.
• We continue to strengthen the Department’s security culture. Phishing is still the no1 threat.
• Challenges remain, particularly around supplier assurance and resource pressures.
• The Department has been taking steps to improve oversight, collaboration and resilience across Partner Organisations also including them in a Cyber Security Working Group.
• Action: Digital Services Branch to provide a twice-yearly update on Cybersecurity to Departmental Board, starting with the August 2026 meeting.
• The Board endorsed the recommended actions.