In the interests of transparency, the CCRC publishes minutes of our Board meetings, which are generally held every other month.
We also hold a public Board meeting once per year, which is typically held in November. This meeting provides an opportunity for members of the public to gain insight into the important work that the CCRC carries out.
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Most recent Board minutes – 21 July 2026
Minutes of a Meeting of the Board
21 July 2026
Meeting held remotely by video conference
Present:
Dame Vera Baird – (Chair)
Ms Tracey Calleia – (Chief Executive)
Ms Amanda Pearce – (Director of Casework)
Mr Peter Ryan – (Finance & Corporate Services Director)
Ms Rachel Ellis – (Commissioner)
Mr Ian Comfort – (Commissioner)
Ms Johanna Higgins – (Commissioner)
Ms Nicola Cockburn – (Commissioner)
Ms Jackie Mann – (Independent Non-Executive Director)
Mr Mark Oldham – (Independent Non-Executive Director))
1. Apologies and declarations of interest
Apologies: None
Declarations of interest: none.
2. Minutes of Board Meeting
The minutes of the last Board Meeting held on 19 May and 6 July were accepted as read.
Matters arising:
There were two minor amendments to the minutes: These related to the list of attendees, to accurately reflect attendance, and to the wording of the section concerning the Courts & Tribunals Bill.
3. Chair’s update
The Chair updated the Board on the recently published HMCPSI Inspection Report and the organisation’s response. She reported that arrangements had been made to align publication of the Annual Report with the inspection findings and noted that the report confirmed the organisation remained fit for purpose, with committed staff and correct outcomes reached in all sampled cases.
The Board noted the report’s recommendations relating to quality assurance, management oversight and case progression. Management had already commenced work to address these issues and incorporate the findings into wider organisational improvement activity.
The Chair also updated the Board on communications activity following publication of the report, cultural themes identified by inspectors, and progress with the wider organisational review.
The Board noted the appointment and induction of new Commissioners and the extension of the Chair’s term until December 2027.
The Chair provided an update on engagement relating to grooming gang cases and ongoing work to raise awareness of the CCRC’s role in reviewing relevant convictions.
In discussion, Board members noted comments in the HMCPSI report regarding the role of Commissioners, including some factual inaccuracies. The Board reflected on the contribution Commissioners make to organisational oversight and quality assurance. The Chair advised that these matters would be considered further through the review of the Commissioner role as part of the wider organisational review.
4. Chief Executive’s Update
Actions Update:
4.1 This was noted
4.2 Sickness Data –
The Chief Executive updated the Board on sickness absence across the organisation, noting that mental health, anxiety, stress and depression remained the largest cause of absence, accounting for 587 days lost during the period 1 July 2025 to 30 June 2026. It was reported that the figure included staff who had since left the organisation and staff who had returned following periods of long-term absence. The Chief Executive was satisfied that absences were being managed appropriately in accordance with organisational policies and support arrangements.
Board members noted that the headline figure would be more meaningful if broken down to distinguish long-term absence and the number of individuals affected. It was agreed that additional analysis would be provided at the September meeting.
The Board discussed the importance of monitoring stress-related absence, given the nature of the organisation’s casework, and agreed that further consideration should be given to this through the appropriate committee to provide assurance that adequate staff wellbeing and support measures were in place.
4.3 Power BI Report, No Appeal Pilot and Queuing
The Chief Executive introduced the Power BI reports on the No Appeal Pilot and case queuing arrangements and invited questions from the Board.
The Board noted the positive early results from the No Appeal Pilot, which indicated potential efficiencies and a reduced burden on Case Review Managers. Members welcomed the enhanced reporting available through Power BI and agreed that the reports provided useful additional insight into casework performance.
While members found the No Appeal Pilot report clear and informative, it was noted that the queuing report would benefit from further explanatory narrative. The Board welcomed the accompanying summary paper and agreed that future Board reports should continue to include both detailed Power BI data and a concise written summary.
4.4 Management Information Pack
The Chief Executive presented the Management Information Pack, which provided an overview of organisational performance against key indicators, including workload, case closures and queued cases.
Board members discussed the presentation of performance data and noted that the current use of directional arrows could be misleading where performance remained below target. It was agreed that future reports should place greater emphasis on performance against targets, supported by clearer colour-coding and a summary of actions being taken to address underperformance. Members also suggested that priority indicators should be highlighted more prominently.
The Board discussed CRM staffing levels and noted that recent recruitment had been partly offset by staff departures and periods of leave. It was noted that staffing requirements would continue to be monitored, with further recruitment considered subject to operational need and budget availability. It was also noted that recruitment of paralegals was underway to provide additional support to casework teams.
Commissioners highlighted the importance of being informed where long-term staff absences may affect progress on cases. It was acknowledged the need to improve communication in such circumstances.
The Board noted that the organisation was operating within a challenging financial position, with pay budgets fully committed and additional funding requirements currently being explored.
Ms Jackie Mann queried whether recent CRM recruitment had been offset by staff departures and leave of absence. The Director of Casework confirmed that while new starters had joined, unexpected departures and ongoing absences had reduced the anticipated increase in CRM capacity. Further recruitment may be required, subject to budget availability.
The Chair noted that paralegal recruitment was underway to help alleviate CRM workload. The Director of Casework agreed that continued recruitment and workforce planning would be required to manage increasing demand and staff wellbeing.
Commissioner Higgins requested improved communication to Commissioners and Group Leaders where long-term CRM absences affect active cases. The Director of Casework Operations agreed that arrangements for notifying sickness absences could be strengthened.
The Director of Finance advised that the pay budget was fully committed and that additional funding was being sought. Financial pressures remain significant and may restrict future recruitment activity.
The Board received an update on the regional hubs initiative following a request from Mr Oldham. The Chair reported that the Manchester hub was operational and early feedback had been positive. Further hubs were planned in Leeds, Bristol and Cardiff, and the Chair emphasised the value of hubs in supporting collaboration, engagement and staff wellbeing.
5. Director of Casework’s Report
The Director of Casework reported that the No Appeals Pilot was working well, with paralegals efficiently handling straightforward cases and reducing pressure on CRMs. The Early Engagement Pilot had encouraging early results, with earlier intervention by the CAT team helping to identify and address issues before cases were allocated. Commissioner Higgins suggested that Commissioners should be alerted where issues raised on a reapplication could potentially have been addressed previously. The Director of Casework agreed this was an area for further improvement.
In response to questions regarding the case allocation queue, the Director of Casework reported that progress continued to be made in implementing the queue exit strategy. Type 1 cases were being allocated largely as planned, while progress on Type 2 cases had been affected by staff departures and the resulting need to reallocate work. The Director of Casework advised that the target of returning to a maximum of six-month allocation wait remained achievable by October, although the timetable for eliminating the queue entirely may need to be revised. A further update would be provided at the next meeting.
6. HMCPSI Report and Recommendations
The Chief Executive presented an update on progress against the HMCPSI
recommendations. Work was currently focused on the six priority areas identified for delivery within the next 12 months, particularly those relating to first-line assurance, the Group Leader role, and the development of a quality assurance framework. A Review Project Board had been established to oversee delivery and would provide regular progress updates to the Board. Preparatory work had already commenced on a number of recommendations, with an external project manager expected to join in September.
The Board noted that implementation of the recommendations would need to be delivered alongside ongoing operational activity and that maintaining momentum, embedding change, and supporting staff engagement would be critical to success.
In response to questions about staff engagement, the Chief Executive reported that staff had responded positively to communications following publication of the report and recognised the need for change. Measures introduced include regular project updates, publication of Review Project Board outputs, and the re-establishment of the Wider Senior Leadership team to support communication and engagement across teams. The Board suggested that employee engagement should continue to be monitored throughout the programme.
The Board discussed the importance of learning and development. The Director of Casework Operation outlined ongoing work to introduce a more structured training programme, including annual thematic training, legal and forensic updates, and professional development opportunities informed by a training needs analysis. The Chief Executive highlighted further work planned on leadership development, organisational culture, and greater use of apprenticeship opportunities.
The Board emphasised the importance of maintaining opportunities for in-person engagement between Commissioners and staff, including at staff events, to support organisational cohesion and engagement during the change programme.
7. Part 2 Minutes and Draft Protocol
The Board considered the draft Protocol on the Use of Part 2 (Confidential) Minutes. The Chair thanked Ms Mann for preparing the Protocol and noted that it provided a comprehensive framework for the management of confidential discussions and records. The Board agreed that the Chair should propose items for consideration in confidential session, subject to Board approval. It also agreed that the Protocol should reflect that confidentiality may apply to the Body Corporate as well as the Board. Subject to this amendment, the Board approved the Protocol.
8. Board Terms of Reference and Front Cover Sheet
The Chair proposed an amendment to the Board Terms of reference to reduce Commissioner representation on the Board from seven to five. She explained that the previous increase had been introduced to strengthen Commissioner representation during a period of Board transition. Following subsequent changes to governance arrangements, this was no longer considered necessary. The Board agreed to amend the Terms of Reference accordingly. Commissioner Higgins highlighted the importance of ensuring appropriate Northern Ireland representation with the Board’s future membership. The Chair acknowledged the point and noted that arrangements for engagement with Northern Ireland would be considered separately.
9. Personnel issue
The Board considered a confidential HR matter in private session due to its legal sensitivity, and under the Part 2 minutes protocol.
10. Cyber Security
Mr Ryan informed the Board that discussion was underway with the MoJ regarding the potential migration of the CCRC’s IT systems to the MoJ infrastructure. A business analyst had commenced work to assess the feasibility of the proposal, with findings expected before the end of August. Subject to a positive assessment, a full business case would be presented to the Board in September. The Board noted the potential benefits in terms of cyber security, resilience and cost savings, while recognising the need to consider implications for organisational independence. Members requested that the September paper address these issues, including examples of arrangements in place at other arm’s length bodies. Mr Ryan also reported that the current cyber security remediation programme remains on track, with phases 1-4 expected to be completed in early August. Further investment decisions will be considered once the outcome of the MoJ assessment is known.
11. Risk
Mr Ryan reported that the principal organisation risks remain cyber security and serious casework error. He also advised that a new risk has been added relating to Commissioner resourcing, reflecting the lead time required to recruit and appoint new Commissioners anticipated in 2027/2028.
12. Any Other Business
None.
Board minutes archive
Our archive of meetings goes back to April 2020, allowing you to review the decisions and discussions made by the Commission since then.